2024
The Chiba Bank, Ltd.
Integrated ReportOur
Purpose & Vision1

Purpose

VisionTo create a local community better suited
to bringing each person’s hope to life

An Engagement Bank Group
that works closely with the community

The Bank Group is once again strengthening its commitment to “providing social value by contributing
to the resolution of regional issues” as part of its corporate group purpose.
In order to align its views with the Bank’s stakeholders, which include customers, shareholders, andemployees, as well as continue to be a close presence for each person and company within the local
community and “a place where our stakeholders’ hopes can come to life,” Chiba Bank has made itscore purpose “to create a local community better suited to bringing each person’s hope to life”.

In order to achieve this purpose, the Bank Group has established a corporate vision of “anEngagement Bank Group that works closely with the community,” while aiming to become “a Bank
Group that seeks to keep growing together along with the entire region by providing value throughdeep connections with all of its stakeholders including customers, shareholders, and employees.”
Chiba Bank will strive to provide social value to the region by continually prioritizing this “deepconnection” with its stakeholders, refining its existing business initiatives, and taking on challenges innew business areas.

The Chiba Bank Integrated Report 2024

The Chiba Bank Integrated Report 2024

2

Contents
Purpose and Vision..................................1

Messages

Growth Strategy for Value Creation
Message from the CBO .........................43

Management Base Supporting
Value Creation

Retail Business ......................................45

Directors, Audit & Supervisory Board

Message from the President ....................5

Corporate Business ...............................47

Members and Executive Officers............85

Initiatives for Business Improvement and Recurrence

DX (Base I).............................................51

Corporate Governance Structure ...........89

Prevention in Response to Administrative Actions .....13

GX (Base II) ............................................55

Compliance ...........................................95

Message from the CSO/CDTO ..............17

Alliances (Base III) ..................................59

Customer-oriented Business Operations ...97

Outside Directors Discussion Meeting....19Group Governance (Base V) ..................63

Risk Management..................................99

Message from the CRO .........................25

Response to Climate Change(Efforts Toward TCFD Recommendations) ..67

Chiba Bank’s Value Creation

Response to Natural Capital

History of the Chiba Bank Group ...........27(Efforts Toward TNFD Recommendations)...73

Strengths of the Chiba Bank Group .......29

Communication with Stakeholders ...........74

Short movie
introducing Chiba Bank
A video introducing the Chiba Bank
Group’s strengths, growth strategy, etc.

Financial and Corporate Data

https://www.
chibabank.co.jp/
english/Value Creation Process ..........................31
Initiatives for Sustainable Management ...33
Progress of the Mid-term Plan ...............35
Business Results and Financial Position ...37
To Increase PBR ....................................39

3

The Chiba Bank Integrated Report 2024

Human Capital Management
Message from the CHRO ......................75

Chiba Bank website (for individual
investors) (in Japanese)

Human Capital (Base IV) ........................77
Diversity.................................................83
The Chiba Bank Integrated Report 2024

4

Messages

Message from the President

Messages

Next Round of
Growth for the Chiba Bank Group’s

Chiba Bank’s Value Creation

Further Advancement

Current mid-term plan

Growth Strategy for Value Creation

Continuing Growth: Plan for profit attributable to owners of parent
From the next mid-term plan
ROE about 8%

Tsutomu Yonemoto
PresidentGroup Chief Executive Officer (CEO)The Chiba Bank Integrated Report 2024

¥62.4 billion

New businesses and digitalbusinesses: ¥3.0 billion
Fortify existing business:¥12.0 billion

Return on investment in 3.4 years

Strategic system investment and expenses totaling approximately ¥20.0 billion over three years
Human capital investment approximately ¥0.4 billion (FY2025)

FY2022

FY2023

FY2024Further strategic spending

FY2025

FY2028FY2030

KPIs(Reference)(Initial Year)(Final Year)FY2022 Results

FY2023 Results

FY2025 Targets

Goals for FY2030

6.38%

6.40%

Above 7%

About 8%

Profit attributable toowners of parent¥60.2 billion¥62.4 billion¥75.0 billion¥100.0 billion

Consolidated net business income¥81.8 billion¥91.7 billion¥120.0 billion(Before the application ofBasel III full implementation)

11.87%

10.5% to11.5%

47.37%

48.76%

About 45%

Consolidated ROE(shareholders’ equity basis)

Consolidated Tier 1
common equity capital ratio*
Consolidated OHR

10.57%

Financial and Corporate Data5

¥60.2 billion¥75.0 billion

ROE 6.40%

Management Base Supporting Value Creation

The business environment in which banks
operate is changing rapidly as digitalization
progresses and climate change issues become
more pressing, while commodity prices soar andlabor shortages worsen. Moreover, now that themonetary easing policy has ended after
persisting for many years, with the advent of “aworld with interest rates”, which signals a turning
point for the Chiba Bank Group.
We have been steadily improving our earnings inan exceptionally challenging environment of“negative interest rate”. To diversify earnings, weoffered various services in addition to earninginterest income from loans. For example, in thecorporate business, we offered consulting
services to tackle diverse management issues,
such as digital transformation (DX) and green
transformation (GX), in addition to supporting thecore business, business restructuring, andadvisory services related to M&A and businesssuccession. In the retail business, we expanded
the choice of products and services we offer,
ranging from sales of financial products, such as
investment trusts and insurance products, andinheritance-related services, to credit/debit card

issuance, franchise locations, and most recently,
non-financial services offered in partnership witha regional trading company.
Moreover, we have built a lean management
structure by focusing relentlessly on productivity.
Initiatives in this regard include improving
operational efficiency through DX, thoroughreviewing and elimination of poorly performing
operations, and reviewing the branch network ineach area.
In a challenging business environment, wehave maintained high profitability thanks to these
initiatives. Recognizing that rising interest rates
are a tailwind for us, I am convinced that the
Bank Group is poised for the next round ofgrowth, signaling a further advance in our
ongoing development.
Through further evolution of the Bank Group’s
manifold strengths and implementation of
aggressive management strategies to “fortify
existing business” and “take on challenges innew business areas”, I am confident that we canachieve not only the quantitative targets of the
Mid-term Plan, but also “consolidated ROE of
8%” and “profit attributable to owners of theparent of 100 billion yen” for the fiscal year
ending March 31, 2031 (FY2030).

ROE 6.38%

Human Capital Management“A world with interest rates” accelerates our growth¥100.0 billion

Rise in domestic interest rates
ROE above 7.0%

*Basel III finalization basis (excluding unrealized gains/losses on securities)
The Chiba Bank Integrated Report 2024

6

Messages

Operating BaseStrengthen sales in the Tokyo metropolitan area

Alliances

IbarakiPrefecture

SaitamaPrefecture

37%

4 branches

3 branchesof bank branches
in Chiba Prefecture.
As of March 31,
2024

15 branches

Chiba
Prefecture

1 branch *Excluding branch-in-branch, sub branches, loan centers, online branch, etc.
Share of branches in Chiba Prefecture
Other regional banks in Chiba Prefecture

387
71
182

7

Chiba Bank

Comprehensive branch share
Other banks (major banks and other regional banks in Chiba Prefecture)

Chiba Bank

37%
106

340

102

Further establishment of new branches<New branches>
Since 2023/11
Mito Branch
Since 2023/12
Hamamatsu-cho Branch
Since 2024/6
Shinjuku West Corporate
Banking Office

Expansion of the area sales office system(Collection of know-how and improvement of efficiency)

Since 2024/4
Mobara Area Sales Office

48
165

134

127

3/20193/20243/20193/2024

Expansion of the Bank share of comprehensive branches
Over the past 5 years, the number of comprehensive branches of other banks has declined

The Chiba Bank Integrated Report 2024

Achieving both top-line improvement andlow OHR through a full and efficient network

Fortifying existing businessTo achieve the “evolution of the customerfocused business model,” as envisaged in the
Mid-term Plan, I believe the most important thing

The Chiba Bank Integrated Report 2024

Financial and Corporate Data

Chiba Bank prefectural share

35%

Maintenance of the comprehensive branch network(Differentiation from other banks in the Prefecture)

127 branches

Osaka
Prefecture

Major Banks

Since 2024/4
Expansion of the sales area throughout
Tokyo and neighboring prefectures

Management Base Supporting Value Creation

Tokyo
Metropolitan
Government

The third strength is “alliances”, namely, the
TSUBASA Alliance, the Chiba-Musashino
Alliance, and the Chiba-Yokohama Partnership.
We are strengthening initiatives to deepen our
three alliances while also collaborating with Sony
Bank in various fields centering on digitalization.
In March 2024, the TSUBASA/JUUDANKAI
Joint Research Group was established toachieve greater efficiency in the operation ofsystems and the execution of businessprocesses. With task forces established in thethree areas of systems, business efficiency, andcyber security, joint research is progressing.
As the alliance strategy contributes
significantly to the low OHR, which is one of theBank’s strengths, we are endeavoring toreinforce these initiatives.

Human Capital Management

Number of branches

The second strength is our financial base.
Through business development leveraging ourstrong sales capabilities as well as the pursuit of
top-line improvement and cost reduction bypromoting DX, we have been maintaining a low
overhead ratio (OHR). The OHR was 48.76% for
the fiscal year ended March 31, 2024 (FY2023),
which is low compared to other banks. We
intend to further increase productivity, aiming for
an OHR of around 45% in the final year of the
Mid-term Plan and in the lower 40% range by
FY2030. With regard to credit costs, we have astrict risk management system and vigorously
use “Solution Review Meetings”, where theheadquarters credit department and sales
departments collaborate and discuss ways of
supporting customers. As a result, we havemaintained a low non-performing loan ratio of
0.92%,The Bank’s Tier 1 common equity capital
adequacy ratio on a Basel III finalization basis(excluding unrealized gains/losses on securities)
is 11.87%, based on a calculation using theconsolidated balance sheet for FY2023. We willcontinue to strategically utilize capital andaggressively invest in further growth, expand
human resources, and enhance shareholder
returns.

is to meticulously attend to each retail customer
and corporate customer. This means proposing
the optimal services to each customer, serving
as a “comprehensive money consultant” for retailcustomers and as an “assistant to management”
for corporate customers. Moreover, we willtransition to a much more sophisticated businessmodel by enhancing our ability to offer hybrid
responses leveraging our strengths. This will
involve combining the convenience of the digitalchannel with the specialized responsiveness ofthe face-to-face channel.
In the retail business, our focus is on
increasing the number of “Chibagin app” users
and other digital customers. The number ofregistered the app users had already exceeded 1
million by May 2024, accounting for
approximately 30% of the 3 million active
accounts. Analyzing the associated in-app digitaltransactions will enable us to enhance customer
resolution and make proposals tailored to eachcustomer. It is our earnest desire that customers
will gradually increase the frequency of theirtransactions with the Bank as they evolve from“customers who have accounts with Bank” to“users of the Bank’s products and services,” andthen to “cross-use customers who use multiple
products of the Bank.” Our aim is to encouragethem to become fans of the Bank. For the Bank,
the expansion of transactions will lead to higher
gross profit per customer and lower costs pertransaction. We aim to build a win-win
relationship that will both increase customer
loyalty and achieve growth of the Bank.
In the corporate business, similar to the caseof the retail business, what is most important is
to facilitate customers’ use of “Chibagin BusinessPortal”, a digital channel. By precisely addressing
not only emerging needs, but also latent ones,
we want corporate “customers who use the
Bank only for deposit transactions” to become“users of the Bank’s products and services” and“loan customers.” We want to encourage ourcorporate customers, including their employees,
to use the Bank as their main bank.
The issues confronting enterprises are growing
in number and complexity with every passing
year. As executives grapple with such issues as
DX/GX, labor shortages, and businesssuccession, we will offer increasingly
sophisticated consulting services andappropriate support tailored to changes in thecurrent interest rate environment. Our aim is toexceed customer expectations by providing
meticulous support aligned with customer needs.

Growth Strategy for Value Creation

Domestic Branch Network Strategy

Financial Base

Chiba Bank’s Value Creation

I believe the Bank Group’s defining strengths
are in three areas: “the operating base”, “thefinancial base”, and “alliances”. Regarding our
first strength, the operating base, we have built
a stable business by achieving an extremely
high lending share of approximately 40% in
Chiba Prefecture, which with its population of
6.26 million and gross prefectural product of 20
trillion yen is a sizable economy, and by
capturing the demand for funds and otherresources that this economy creates.
Furthermore, approximately 40% of thecompanies in Chiba Prefecture use the Chiba
Bank as their main bank and around 11 trillion
yen of some 15 trillion yen in domestic deposits
with the Bank are sticky retail deposits, which I
believe gives the Bank a significant advantage
in “a world with interest rates”.
Going forward, we intend to extend thisadvantage by offering a superior customer
experience by applying DX and reinforcing ourstable funding base. In addition, to differentiate
us from other banks, we will build a formidable
branch network attuned to the characteristics
of each areas. Whereas other banks operatingin Chiba Prefecture have reduced the numbersof comprehensive branches that handle loans
for corporate customers, the Bank has a policyof maintaining branches of this type and has
increased its share of such branches toapproximately 60%. For regional revitalization,
we have expanded the area sales office system,
which allows us to offer more sophisticatedservices by sharing know-how while improving
efficiency through the use of lightweight
branches. Following Tateyama and Togane, weestablished “the Mobara Area Sales Office” inApril 2024.
Beyond Chiba Prefecture, we established“the Shinjuku West Corporate Banking Office”
in June 2024 and expanded our sales territory
to include all of Tokyo and neighboring
prefectures. We will continue to aggressively
open new branches in the Tokyo metropolitanarea, where significant growth is expected.

Messages

Further enhancing the Bank Group’s strengths

8Messages

Message from the President

Taking on challenges in new business

Retail customer needs

Kimitsu Power Plant

STEP 3

9

Branding

Uncover hidden needs throughdata utilization/personalization

Establishment of new business models thatstands upstream of commercial distribution

Chibagin Market

House purchases
concierge service

Realtors

Daily living

Recurringsales

Chibagin Leasing

Chibagin Market

Support consumption activity of new lifestyles and “Connect to life”

The Chiba Bank Integrated Report 2024

Transforming Customer Experience Through DX

Realized changes*Only open ordinarysavings accounts is web

The number of registered users of the app increased to over 1 million, compared to approximately 3 million active accounts. (operating account penetration rate: 33%) accounts opening

Percentage of transactions using Chibagin app (monthly comparison)
Number of remittance transfers

Opening of ordinary savings accounts*

Tax and public finance collection+9.4%+19.3%

+2.6%

35.0%

25.6%

2023/326.6%

7.3%
2024/32023/3

Opening of investment trust accounts

Opening of NISA accounts

Card loan contracts

6.6%

April
2023
Release

38.7%

April
2023
Release

35.9%

April
2023
Release52.2%

2024/32023/32024/32023/32024/32023/32024/34.0%
2024/32023/3services, but also to continue to offer acustomer experience that resonates withcustomers. By harnessing the power of digitalchannels, such as “the Chibagin app” and “theChibagin Business Portal”, we will provide
various products and services, in both financial
and non-financial fields, to all retail andcorporate customers so as to deliver an
outstanding customer experience.
Promotion of DX is having a major impact asevidenced by significant changes in customertransactions that are already apparent.
Reflecting big increases in the number of app
users, in addition to remittance transfers andopening of ordinary savings accounts,
approximately 30% to 40% of transactions,such as opening of investment trust accounts,
opening of NISA accounts, and card loan
contracts, are already conducted via the app. It
is noteworthy that the penetration of the app
has led to an approximately 30% increase in thenumber of remittance transfers compared withthree years ago and total transfer fees haveincreased by more than 20%, boosting
profitability. Naturally, the cost borne by the

Bank is significantly lower in the case ofhandling via the app than by tellers at branches
and offices, contributing greatly to productivity.
Furthermore, analysis of transaction data
gathered through digital channels and use of
Artificial Intelligence will enable us to focus on
proposing products and services aligned with
the needs of each customer. In January 2024,
the Bank agreed to a joint business plan with
Google Cloud Japan, LLC to address thesematters and we are strengthening sophisticateddigital marketing initiatives. We will also aim toenrich the customer experience through timely
interventions so customers feel that “Just when
I am interested in something, I receive a
proposal from Chiba Bank or a notification on
the app about it” and “Chiba Bank understands
me well.”Currently, approximately 60% of residents in
Chiba Prefecture have accounts with the Bank. I
believe the Group’s DX initiatives are helping
resolve regional issues and enriching lifestyles
throughout the region. We will further strengthen
our initiatives under the slogan “DX for thewhole region.”
The Chiba Bank Integrated Report 2024

Financial and Corporate Data

Life events

Discovery and creation of
new products and services

Creation of non-financial operations

Management Base Supporting Value Creation

For the Group’s sustainable growth, using DX asa means of transformation, it will be essential to
not only provide attractive products andEvolution of financial operations

Human Capital Management

DX supporting transformation

Regional ecosystem strategy

Growth Strategy for Value Creationprefecture, and thus is a substantial contribution
to Chiba Prefecture in its efforts to achievecarbon neutrality. Under the “GX for the whole
region” slogan, we will continue to promote GX
throughout the region in close cooperation withlocal governments.
In addition, we are considering use of themetaverse for business development in the
housing-related field. In the future, we would liketo offer comprehensive support to customers in
virtual space, covering every phase fromconsideration of purchase of a residence tohandling of residential loan processes.
Unconstrained by traditional concepts, we willcontinue to vigorously take on challenges invarious fields as we chart a growth strategy
maximizing the Group’s potential.

Personalization strategy

Chiba Bank’s Value Creation

STEP 2

Corporate customer needs

Evolution of customer-focusedbusiness model

Chibagin Market Business road map
STEP 1“Trigger regional revitalization”
The local community within Chiba

Creating the optimal
customer

Messages

We are stepping up our initiatives in new
businesses that will be growth drivers for theGroup. Chibagin Market Co., Ltd., which
promotes business as a regional trading
company, strengthened its initiatives for “theChibagin Housing Concierge” housing-related
services, in addition to the crowdfunding
business for local products, etc., which has
been making progress. On Ad Co., Ltd., aprovider of remote financial consulting services,
is strengthening services for corporate
customers. In the real estate fund business, theBank is upgrading its solution function by
expanding the scope of the business to include
logistics facilities and hotels, in addition to office
and residential buildings. Regarding theadvertising business, we have been offering
advertising services at all our branches andoffices since October 2023. The positive
responses from customers are exceeding our
expectations and the number of contracts foradvertising services is growing rapidly. In theenergy sector, Himawari Green Energy Co., Ltd.
acquired Kimitsu Power Plant in April 2024, in
addition to Asahi Power Plant that began
operation in December 2023. Approximately
35% of the Group’s annual electricity
consumption is met by these two plants.
Besides, the Group is also emphasizing loans
related to renewable energy, such as solar
power and biomass, as well as project finance.
The generating capacity of renewable energy
projects in Chiba Prefecture for which the Grouphas extended loans is sufficient to power
approximately 550,000 households or around
20% of the 2.8 million households in the

DX Strategy

10Messages

Message from the President

Human capital supporting transformation

Diverse organization

Career development
Unified group management

Job satisfaction
Human resources portfolio

Financial and Corporate Data

Key measures

Creation of an“Organization with high personnel engagement”

Management Base Supporting Value Creation

Development of a
“Chiba Bank Group where people grow”

questionnaire surveys to measure customer
satisfaction concerning transactions with the
Bank for all retail customers who had face-toface transactions of financial products, andinterviews with customers by headquarters staff.
Through these surveys we are striving to analyze
the issues. Our initiatives for internal verification
include an engagement survey, a compliancequestionnaire survey, and the internal hotline
system. In addition, officers, including me, meetwith employees to directly solicit their opinions.
Although we have a way to go in disseminating
the Purpose and Vision, we have received plentyof positive feedback from our employees. We
feel our initiatives are resulting in solid progress
toward enhanced engagement.
I believe steady implementation of these
initiatives will accelerate the Group’s growth while
significantly enhancing corporate value. Striving
to regain the trust of our customers and all otherstakeholders, we will continue making concertedGroup-wide efforts to achieve improvements andprevent recurrence so that we can be “a bankthe region can be proud of” for our customers aswell as for our employees, and indeed foreveryone in the region.
We will continue to do our utmost to achieve
results exceeding everyone’s expectations as we
aim to become a Bank Group that continues togrow in order to create a local community better
suited to bringing the hope of each person thatinteracts with the Bank, including our customers,
shareholders, and employees, to life.
We sincerely appreciate your ongoing support.

Human Capital Management

Human Resources Strategy

Growth Strategy for Value Creation

In June 2023, the Bank and Chibagin Securities
were issued with administrative actions by the
Kanto Local Finance Bureau pursuant to the
Financial Instruments and Exchange Act.
Subsequently, over a period of approximately
two months, we thoroughly analyzed the truecauses, examined improvement measures, andformulated a business improvement plan. The
problems were attributable to three major
causes, namely, “the operational management
system”, “the internal control systems”, and “thebusiness management system”. We
implemented 57 improvement measurescorresponding to these issues, and completed
them by the end of March 2024, except for
certain measures involving system development.
Based on the conviction that ensuring thoroughpenetration of the Purpose and Vision throughout
the organization is the key to achieving
improvement with respect to all these issues, wehave established the Purpose and Vision
Penetration Project Team to strengthen crossorganizational initiatives, while reflecting theexpertise of external advisors. In addition, torealize the Purpose and Vision, we have

Chiba Bank’s Value Creation

Enhance corporate value through implementationof the business improvement planestablished the “Three Pledges.” (Whenevermaking a proposal to a customer or making abusiness decision, we always stop and consider,“Will this proposal or decision lead to therealization of the customer’s wish, a solution to
the customer’s problem, or the realization of aprosperous lifestyle for the customer?”) To
disseminate the Three Pledges among all
officers and employees of the Group, we areproactively implementing measures to raiseawareness, such as morning chants andworkshops at each workplace.
The positive impact of these initiatives on the
Bank’s business is already becoming apparent.
First, as a result of the introduction of the App
Investment Trust, the ratio of non-face-to-facesales of investment trusts has increased fromapproximately 20% to 50%, as we shift to an
operational management system that allows moretime for meticulous explanations to customers
and confirmation of their needs. In addition, we
abolished profit targets for retail departments inthe performance award system and revised theevaluation system to emphasize efforts in pursuitof customers’ best interests and to conduct
interviews with customers. Indeed, the number ofcustomer interviews has doubled, with suchcontacts gradually leading to sales. The change in
how business is being done is apparent.
I have long believed that what is mostimportant for achieving significant growth in theretail business is to equip sales representatives,
who are mainly engaged in the sale of financial
products to retail customers, with more versatileskills enabling them to respond to a wide rangeof customer needs. Triggered by the initiatives ofthe business improvement plan, we reviewed therole of retail sales representatives and positioned
them as “comprehensive retail consultants”
handling all types of products for retailcustomers. I view this positively as a move thathas enabled us to achieve transformation aheadof schedule.
Going forward, in view of the importance ofsteadily implementing the PDCA cycle for themeasures we are working on, I believe it isessential to promote both objective externalsurveys and internal verification so as to directly
capture the voice of employees.
With regard to external surveys, we conduct
fixed-point observations of the CX index*1 tomeasure customer loyalty, monthly NPS®*2

Messages

Successful implementation of sophisticatedstrategies hinges on our ability to maximize thecapabilities of all Group employees and create highperformance workplaces where they are highly
motivated to fulfill their responsibilities. To reward
individual employees for their hard work anddeepen their engagement, we are continuously
increasing salaries, including starting salaries. Under
the current Mid-term Plan, in order to enhance theexpertise of our employees, we are accelerating“investment in people” to strengthen humanresources development. The number of employees
to be trained through temporary transfer to externalorganizations and trainee programs is 280, double
the number of the previous plan.
Moreover, we have enhanced theattractiveness of the personnel system by
establishing new professional courses and atransfer system from Group companies. To foster
an environment where talented people are highly
motivated regardless of age, we have drasticallyrevised the personnel system for employees over
55 years old, improving compensation andexpanding opportunities for promotion. In
addition, we began unified Group recruiting for
new graduates and mid-career hires whereby the
Bank handles all the recruitment processes foritself and other Group companies. We also took
steps to optimize deployment of the Group’s
resources by promoting personnel exchanges
among Group companies.
Furthermore, we are strengthening initiatives todirectly capture the “voice of employees” throughengagement surveys, various questionnaire
surveys, and an internal hotline system. We arestrengthening diversity and inclusion initiatives tofoster a workplace environment where

employees can continue to work enthusiasticallywhile deriving satisfaction from their work.
Thus, with regard to investment in humanresources, which are the Group’s most importantmanagement resource, we will continue to spareno effort in developing a framework that ensures
all employees achieve personal development andin creating organizations whose members canrecognize they are fulfilling their potential.

*1 CX index is based on CXMM® of Nomura Research Institute, Ltd. CXMM® is a registered trademark of Nomura Research Institute, Ltd.
https://www.nri.com/en/service/solution/fis/cxmm*2 NPS® is a registered trademark of Bain & Company, Inc., Fred Reichheld, and NICE Systems, Inc.

11

The Chiba Bank Integrated Report 2024

The Chiba Bank Integrated Report 2024

12

Messages

Initiatives for Business Improvement and Recurrence Prevention in Response to Administrative Actions

Management, Sales, Administration, Auditing, Branch, Chibagin Securities (total of 35 people or more)

Problems in the operational management system(incentive mechanism)∙ A system in which structured bonds with a high rate of returnto earnings are evaluated relative to the volume of work
∙ Preference for selling structured bonds, but underestimationof problems and risks associated with structured bonds

Problem in the internal control system

Problem in business management system∙ Group governance issues
Problems in grasping the current situation, identifying issues,
and managing the progress of instructions∙ Problems in organizational culture
Problems in business operation system and internal control system:
situation where management is unable to respond appropriately

Continued message
dissemination
by management to employees
Penetration of
Fiduciary Duty Policy

Overview of the business improvement plan based on root cause analysis

13

The Chiba Bank Integrated Report 2024

Establishment of Operational
Management System

Strengthening Internal
Control System

Penetration of Human
Resources Development Policy
Raising internal awarenessfor empathy and action

Displaying the Purpose and Vision oninternal PCs and business cards

September 2023

Conducted engagement survey

September 2023

Reviewed Fiduciary Duty Policy, established
Fiduciary Duty Handbook

October 2023

Opened Chotto line to Group companies

September 2023

Established Three Pledges

October 2023

Newly established practical training for newly
appointed internal administration supervisors

Monthly Fiduciary Duty Study Meeting
involving all employees

Strengthening Business
Management System

Four major measures for investment trusts
Elimination of profit targets for retail business
Assessment system emphasizing fiduciary duty
and activity volume
Training of retail comprehensive consultants

Diversification and sophistication ofmonitoring methods
Advanced analysis of customer feedback(introduction of RPA and AI)

Establishment of the Group Improvement Office
The Chairperson of the Board of Directors waschanged to an Outside Director.
Introduced skill matrix for executives of Group companies

1st line

Implementation
Implementation*1 Addition*2
timingOctober 2023

October 2023

Introduced conformity verification tools

March 2024

Career support based on human resource
development policies at personnel interviews

October 2023

Introduced 360-degree evaluation toGroup companies*3

August 2024

Discussion by project team (two subcommittees under the project team)December 2023

Review of the 2nd line system (establishment of
the Customer Support Monitoring Office)October 2023

On the 23rd of every month, distributed
video messages by Directors

December 2023

Customer interviews by headquarters
staff about sales of financial products

December 2023

December 2023

Advanced analysis of customer feedback*3(introduction of RPA and AI)

Senior management and compliance training

December 2023

Diversification and sophistication of monitoring methods*3(Phone recording system, voice and video recording of visits)

September 2024

Implemented Fiduciary Duty Special Award

2H of FY2023

President is in charge of the Audit
Department and deeply involved in PDCA.

October 2023

Linking performance reviews to humanresource development policies

April 2024

Establishment of operational
management system
Implemented the four major measures concerninginvestment-type financial instruments
Specialist training in retail comprehensive consulting

Implementation
Implementation*1 Addition*2
timingTraining and video distribution for Fiduciary Duty,
behavioral change to focus on activity volume
Elimination of the Bank’s profit targets
for the retail departments
Eliminated return-of-profit incentives completely from Chibagin
Securities’ transactions based on the Bank referral

Introduced culture audits
Strengthening Group cooperation in auditing departments through participation of theBank’ Audit Department in the meetings of Chibagin Securities’ Audit Department

September 2024

March 2024
September 2023

April 2023

Strengthening business management Implementation
Implementation*1 Addition*2
timingsystemApril 2023

Dispatch of Directors and general managers
from the Bank to Chibagin Securities

September 2023

Establishment of the Group Improvement Office

October 2023

Implemented customer satisfaction
surveys at all Group companies

October 2023

The Chairperson of the Board of Directors
was changed to an Outside Director.

*1 Implementation completed or ongoing (out of a total of 57 measures,major measures are listed.)*2 Additional measures after submission of the business improvement plan
*3 Measures scheduled for implementation (highlighted)

April 2023

One on one meetings between the
President and Group company presidents
Opinion exchange meetings between the
Bank’s Directors and Group companies
Introduced skill matrix for executives ofGroup companies

Financial and Corporate Data

∙ There were three elements of (1) motivation, (2) opportunity,and (3) justification for 1st line (branch and sales division)∙ Problem in risk detection for 2nd line (management division) and 3rdline (audit division) and inadequate response for the detected risks

Penetration and thoroughness of
the Purpose and Vision

Strengthening internal control system

Start of Fiduciary Duty Hearing

Major Initiatives

Root cause analysis

Penetration and thoroughness of the Implementation
Implementation*1 Addition*2
timingPurpose and Vision

Management Base Supporting Value Creation

Process for formulation of the business improvement plan

List of Major Measures

2nd line(Japan Securities Dealers Association feedback)

Roadmap for business improvement and recurrence prevention

3rd line

To consider improvement measures

Penetration/Establishment

Group governance

Locus of responsibility

Execution and effectivenessverification of each measure

Organizational culture

Interviews withthe parties concerned

Root cause analysis

Establishment offrameworks based on
the business improvement plan

Proposal ability(Including outside lawyers)

Confirmation of facts

At present

Submitted business improvement plan on July 24, 2023

Incentive

Investigation and Improvement
Planning Committee

Progress of the initiatives as of March 31, 2024:
https://www.chibabank.co.jp/english/pdf/topic/2024/topic20240415_01.pdf

Human Capital Management

50 or more meetings held by the Investigation and Improvement Planning Committee after receiving the recommendation®

Growth Strategy for Value Creation

Following confirmation of the facts and root cause analysis by the Investigation and Improvement Planning
Committee and discussions at several meetings of the Board of Directors and the Nomination, Remuneration
and Corporate Advisory Committee, the Bank recognizes that the root causes of the matters subject to theadministrative actions were issues concerning operational management, internal control, and business management systems and has formulated respective improvement and recurrence prevention measures.
Moreover, considering that ensuring thorough penetration of the Purpose and Vision throughout the organization is the key to achieving improvement with respect to all these issues, the Purpose and Vision
Penetration Project Team is spearheading cross-organizational initiatives, while reflecting the expertise of
external advisors.

Regarding the progress of the initiatives, we implemented various measures based on the business
improvement plan, including review of the organizational structure and assessment system and planningof training and study sessions. Of the total of 57 measures, implementation of major measures wascompleted by the end of March 2024, except for certain measures involving system development. In
addition, we have conducted verification of the effectiveness of these measures through various internaland external surveys and questionnaires, such as an engagement survey and NPS® questionnaire
surveys, in an effort to enhance effectiveness through a Plan-Do-Check-Act (PDCA) cycle.
The progress of the initiatives is disclosed on our website in conjunction with quarterly reports to the
Kanto Local Finance Bureau. * NPS is a registered trademark of Bain & Company, Inc., Fred Reichheld, and NICE Systems, Inc.

Chiba Bank’s Value Creation

Root cause analysis and formulation of a business improvement plan

Progress of initiatives for business improvement and recurrence prevention

Messages

On June 23, 2023, the Bank was the subject of administrative actions (Business Improvement
Order) for situations where a problem related to investor protection is recognized by the Kanto
Local Finance Bureau, pursuant to Article 51, Paragraph 2 of the Financial Instruments andExchange Act, regarding the financial instruments intermediary business related to the solicitationand sales of structured bonds. Also, in accordance with Article 51 of the Financial Instruments
and Exchange Act, Chibagin Securities was the subject of administrative actions (Business
Improvement Order) from the Kanto Local Finance Bureau regarding business operations that
violated the suitability principle for solicitation of sales of structured bonds.
Recognizing these to be matters of the utmost gravity, following thorough root cause analysis,on July 24, 2023, the Bank and Chibagin Securities submitted to the Kanto Local Finance Bureau
their respective business improvement reports including recurrence prevention measures. In
addition, having clarified management responsibility, we imposed disciplinary action on those
involved.
We have subsequently continued to report quarterly on the progress of our initiatives forbusiness improvement and recurrence prevention based on the business improvement reports.

October 2023
November 2023
April 2024
September 2023
September 2023
April 2024

The Chiba Bank Integrated Report 2024

14

Messages

Initiatives for Business Improvement and Recurrence Prevention in response to Administrative Actions

Major initiatives for business improvement and recurrence prevention

Chibagin Group

Employees

Job satisfaction/compensation

Human Resources Development Policy

Supporters

Investors

Dividends

Offer an empathetic set of values

Contribute to resolution of regional societal issues

Fiduciary Duty Policy

Fiduciary Duty Policy

Policy for acting “for the customer”

Human Resources Development Policy Policy for “promoting the growth and development of employees”

Become a person who keeps doing the utmost for the customer, the region, coworkers, family, and oneself

Think things throughUtilize your own strengths

Gain more supporters“Okane no Basket”(Money Basket)

Chibagin
Money Guide

PaperlessImprovement 1: Introduction of four major measures

Ratings ofactivities volume

Chibagin
AcademyImprovement 2: Review of sales evaluation method

Improvement 3: Improvement of knowledgeof responsible staff

Improvement of efficiency
Increased number of interviews

Sales performance

Number of effective interviews

Improvement ofability to makeproposals

Contract closing rate

Average spend per customer

Avoiding a decline in sales performance by improving the number of effective interviews,
contract closing ratio, and average spend per customer
Improve customer resolution
Increased opportunities for proposals
Branchmanagedcustomers

Other effects of this measure• Increase in the number of digital customers due to the introductionof digital channels (App Investment Trust, Chibagin Money Guide)• Increased opportunities for proposals due to improved digital customer resolution• Promoting recurring-revenue businesses by improving customer satisfaction• Securing cross-use proposal opportunities by increasing the interview time
• Improvement of employee engagement

Digitalcustomers

Non-digital
customers

New measures and new assessment system for the retail businessa solution to the customer’s problem?

the realization of a prosperous lifestyle for the customer?

An Engagement Bank Group that works closely with the community

Conceptual diagram of the Purpose, the Vision, and the Three Pledges

Re-establishing the monitoring system
In order to strengthen functions of the second line (administrative departments), which oversees operations of branches and offices, in October 2023 the Customer Support Monitoring Office was establishedin the Compliance and Risk Management Division and the workforce of this division was increased.
Moreover, we conduct NPS® questionnaire surveys every month for retail customers who had face-toface transactions of financial products to measure customer loyalty (degree of likelihood that customers
will recommend the Bank’s products and services to their family members and friends).
Furthermore, we are promoting development of new infrastructure for effective performance of thesecond line functions. A tool for gathering and analyzing customer feedback and a recording systemusing smartphones for business purposes are scheduled for introduction in the first half of FY2024.

Management Base Supporting Value Creation

Whenever making a proposal to a customer or making a business decision, we always stop and consider, will this proposal or decision lead to

VisionApp Investment
Trust“Become someone who keeps fighting for the customer.”Three Pledges - Action principles for the achievement of the Purpose and the implementation of fiduciary duty -the realization of the customer’s wish?

Proposal support
by roboadvisor

Human Capital Management

Support for prosperous lifestyles

Customers

Increased work efficiency and longer interviews with customers

Growth Strategy for Value Creation

To create a local community better suited to bringing each person’s hope to life

PurposeSales activities with an emphasis on activity volume and fiduciary duty

Chiba Bank’s Value Creation

When formulating the business improvement plan, the Bank
To create a local community better suited
Chiba Bank to bringing each person’s hope to lifeemphasized that the Purpose and Vision should serve as the
Public Relations Division
1-2, Chiba-minato, Chuo-ku, Chiba-shi, Chiba 260-8720, Japanaxis of action and judgment for the Bank’s officers andTelephone: 81-43-245-1111 Fax: 81-43-244-6654
E-mail: koho@chibabank.co.jp
employees.
Bank’s website: https://www.chibabank.co.jp/english/
Now, the Purpose and Vision are at the heart of all the Bank’s
policies and guidelines, including the Fiduciary Duty Policy andHanako Chiba
the Human Resources Development Policy.
In order to enhance recognition internally and externally, thePurpose indicated on a business card
Purpose and Vision are displayed on business cards of officers
and employees, the news release form, etc. In addition, weestablished the Three Pledges.
The Three Pledges are: Whenever making a proposal to a customer or making a business decision,
we always stop and consider, “Will this proposal or decision lead to the realization of the customer’s
wish, a solution to the customer’s problem, or the realization of a prosperous lifestyle for thecustomer?” We have created a card on which the Three Pledges are printed so that officers andemployees always carry it with them together with the Fiduciary Duty Handbook, which outlines themindset for customer-oriented business operations (fiduciary duty).
By positioning the Three Pledges as the action principles for achievement of the Purpose and thefulfillment of fiduciary duty, we aim to cultivate a sound organizational culture.

From April 2023 onward, we introduced four measures for sales ofinvestment trusts: Okane no Basket(Money Basket), a new proposal tool;
App Investment Trust, a non-face-toface channel; paperless investment
trust procedures; and Chibagin Money
Guide, a web portal. In addition, we
abolished profit targets for retaildepartments of the Bank’s branches
in October and revised the personnel
assessment system to emphasize
fiduciary duty, activity volume, etc.
The number of effective interviews
with customers by sales representatives is approximately twice that
before the revision of the assessment
system. Making proposals using
Okane no Basket, the average spend
per customer has increased and thus
the positive impact is apparent.
The Bank completely suspended
sales of structured bonds, whichwere the direct cause of the administrative actions and, in principle,
suspended referral of its customers
to Chibagin Securities.

Messages

Penetration of the Purpose and Vision and establishment of the Three Pledges

Strengthening comprehensive proposal capabilities in the retail business* NPS® is a registered trademark of Bain & Company, Inc., Fred Reichheld, and NICE Systems, Inc.

To ensure the administrative actions (Business Improvement Order) imposed by the Kanto
Local Finance Bureau on June 23, 2023 never fade away, we have designated the 23rd of
every month “Fiduciary Duty Day.” Fiduciary Duty Day is an opportunity for all officers andemployees to remember the gravity of the administrative actions and our pledge that there
will be no recurrence. For example, they receive video messages from the president andother members of the management team on Fiduciary Duty Day.
Moreover, we have increased opportunities for dialogue between officers and employees.
Interactive communication is leading to enhancement of employee engagement.

15

The Chiba Bank Integrated Report 2024

Following the Business Improvement Order, we accord priority to customers

Financial and Corporate Data

Initiative to ensure administrative actions never fade away - Establishment of “Fiduciary Duty Day” -Strengthening governance
Effective from April 2024, the Chairperson of the Board of Directors was changed to an Outside Director for
supervision of corporate management from an objective standpoint independent from those who executebusiness. Moreover, the Group Improvement Office, which directly reports to the President, implemented
360-degree evaluations of headquarters organizational units, in which sales branches evaluate headquarters.
Furthermore, since FY2023 the Bank has been handling all the recruitment processes for itself and otherGroup companies. Other initiatives include holding of meetings between executives of the Bank andemployees of Group companies to exchange opinions and personnel exchanges among Group companies.
The Chiba Bank Integrated Report 2024

16

Messages

Message from the CSO/CDTO

Aiming to be a banking
group that truly serves
its customers andthe regions

Director and Senior Executive Officer(Representative Director)
Group Chief Strategy Officer (CSO)
Group Chief Digital Transformation Officer (CDTO)

Even further acceleration of DX strategy

The Chiba Bank Integrated Report 2024

Accelerating DX Strategy
Digital Channels
Corporate
portalApp

PaperlessSeal-lessNo need tovisit branch

Functional enhancements
Communication
with customers
atanytimeand anywhere

Corporate

Increasein transactions

Advertising

BaaS
New technologies

RetailTSUBASA smile
Paperless Improvement ofoperational efficiency

Reallocation of
personnel togrowth areas

Increasein fans

To Strengthening consulting(sales, planning, etc.)

Non-financial businessAD

Face-to-Face Channels

Creation of the optimal
customer experience

Financial and Corporate Data

17

The diagram on the opposite page shows ouroverall DX strategy. The promotion of thisstrategy will involve generating a virtuous cycleof “increase in transactions” and “redeploymentof personnel to growth areas,” through the
expansion of the channels that connect us tocustomers, including digital, face-to-face, andremote channels, as well as promoting databased one-to-one marketing.
The important thing is to continue “creating
the optimal customer.” This means increasing
the number of customer contact points,
analyzing data obtained from those contact
points, making appropriate proposals whencustomers want them, and receiving
compensation with smooth procedures,
including follow-up inquiries.
We will strengthen both non-face-to-facechannels, which allow customers tocommunicate with us regardless of time andplace, and face-to-face channels, which allow
customers to consult with us in person.

Regarding face-to-face channels, we arestrengthening our customer consulting functions
through the development and redeployment of
personnel. On the other hand, we use our remotechannels, which are halfway between our digitaland in-person channels and are used to provide
customers with more specialized consultations
about inheritance procedures remotely. In this way,

Management Base Supporting Value Creation

It has been two years since I assumed the Group
Chief Digital Transformation Officer (CDTO) in
April 2022. In that time, the Digital Innovation
Division has evolved into the Digital Strategy
Division, and we have built a structure for the
integrated implementation of all relevant
operations, from improving the convenience of
direct channels to the planning and developmentof products and services and their promotion tocustomers. In addition to enhancing the functionsof the Chibagin app and Chibagin BusinessPortal and improved operational efficiency, we
have taken on challenges in new areas such as
the Metaverse and the advertising business.
With the number of registered users of the
Chibagin app now exceeding 1 million, nonface-to-face channels are becoming importantfor more and more transactions, including
opening new accounts and applying forinvestment trusts. Our customers seem to bequite happy with these channels, and we willcontinue to accelerate our DX strategy evenfurther.

Creating the optimal customer

Human Capital Management

Challenge of “DX for the whole region”

Growth Strategy for Value Creation

Mutsumi Awaji

Chiba Bank’s Value Creation

From my experience as Group CHRO, I amstrongly aware of the strength of an organizationthat attracts diverse personnel and theimportance of human resources development.
Here at the Digital Strategy Division, many midcareer hires, as well as employees returning fromexternal trainee programs and employees assigned
voluntarily through open recruitment, are working
toward their mission of “creating the optimal
customer.” This is a field of advanced diversity, withwomen playing leading roles in projects such as
development of the Chibagin app, new businesses
launched in the last year including the advertisingbusiness, and data marketing.
Thanks to efforts to broaden the DX personnel
base, we now have approximately 1,700 DX
base personnel, and we have recently embarked
on the development of personnel who are able touse AI. Alongside this expansion of the DX
personnel base, we will also take on thechallenge of advancing employees’ skills. It is thepowerful team strengths of our diverse humanresources that underpin the evolution of DX, andwe will continue to enhance those strengths.

Messages

we have established a system that enables
customers to undertake the necessary procedureswith peace of mind without having to wait.
Our aim is to eventually reach 1.5 million
registered users of the Chibagin app. This figure
represents about half of the active accounts ofretail customers and is equivalent to one-fourth ofthe population of Chiba Prefecture.
While we are working to enhance the functionsof the Chibagin app, my sense is that we still havea long way to go before our customers will truly
appreciate it as being “convenient” and “useful”.
Simply adding more and more functions will notnecessarily mean that we are providing customers
with truly valuable services. With the addition of anengagement function in the first half of FY2024, I
believe that we have reached a phase in which we
can start working on functions that will allow us tohave “dialogue” with customers. The information
we deliver to customers will give those customers
new insights, which will in turn prompt them to takenew actions. Through the ongoing repetition of thiscycle, we will pursue deeper transactions withcustomers.
In addition, we will actively work to provide
services to support our business partners’ own
digitalization efforts and help local governments topromote cashless and paperless operations. We will
also take on the challenge of promoting DX acrossthe entire community, including customers (“DX for
the whole region”). Our goal is to increase thenumber of “fans of Chiba Bank” by further
accelerating the DX strategy in both digital andin-person channels, improving the convenience andstability of non-face-to-face (digital) channels, andgiving customers trust and peace of mind throughour consulting proposals via in-person channels.

Diverse DX personnel and their development

Remote Channel
One-to-One
MarketingRegional trading
company

Al analysis

Home Page
Marketingscenario

Specialized procedures and consultation
Preparation to keep customers from waiting

Platform

The Chiba Bank Integrated Report 2024

18

Messages

Outside Directors Discussion Meeting

Messages
Chiba Bank’s Value Creation

To become a banking
group that continues togrow with the region,
with our Purpose andVision as the focal pointof management
Yasuko Takayama

Yuko Tashima

Takahide Kiuchi

Director[Outside Director]

Director[Outside Director]

Director[Outside Director]

Director[Outside Director]

19

The Chiba Bank Integrated Report 2024

Kiuchi I commend the fact that the Purpose
and Vision have penetrated throughout theGroup in such a short time and that they have

Tashima I felt the same way as you both.
When I have accompanied the Audit &Supervisory Board Member on their on-site
audits to the branches, I have seen that efforts
to achieve the penetration of the Purpose andVision have started with activities such as

What is your evaluation of theBank’s non-financial businessinitiatives?

Financial and Corporate Data

Takayama In FY2023, the Bank proceededwith its initiatives for the first year of the MidTerm Plan and initiatives based on the business
improvement plan pertaining to theadministrative actions. My assessment is thatthe management team is executing thebusiness improvement plan with strong
conviction and an unflagging resolve toregenerate the company.
The Mid-Term Plan overlapped with thebusiness improvement plan, and there are threepoints where initiatives made more progress
than I initially expected. The first point is thethorough efforts undertaken to achieve theunderstanding, penetration, and practice of the
Purpose and Vision. The second point, involving“enhancing the quality of existing business,”one of the basic policies of the Mid-Term Plan,
is that the Bank is being thoroughly
implemented especially in the retail business, astance of offering value that supports thelifestyles of individual customers and the pursuitof customers’ best interests. The third point isthat group governance has been strengthened.
In addition to the reinforcement of internalmanagement systems, I was pleased to see
deep, wide-ranging initiatives being undertaken
to achieve collaboration between the Bank and
the Group companies, as well as theindependence of the Group companies. My
view is that these initiatives have laid thefoundations for future sustainable growth.

displaying posters inside the branches andreciting them in unison. As time has gone by,
Bank and Group company employees havestarted to consider what they should dothemselves, and they are implementing
initiatives such as in-house presentations at thebranches. These kinds of actions have given
me a sense of the progress being made withthe penetration of the Purpose and Vision.
In circumstances where priority needed to begiven to the business improvement plan in
response to the administrative actions, theexecutive side combined that plan with theinitiatives under the Mid-Term Plan andproduced results. I was greatly impressed bythat, and I look forward to seeing outcomesthat exceed the plan in its second and thirdyears as well.

Management Base Supporting Value Creation

Could you please reflect on FY2023,
the first year of the Mid-term Plan?

taken root as guidelines from which Bank andGroup company employees can reflect on all
their actions. Going forward, I look forward toeven stronger cross-Group collaboration and to
the provision of services of even higher quality
to customers.
After the Bank was issued with the Business
Improvement Order, adverse winds against theinvestment trusts and personal annuities
business, a reexamination of incentive systems,
and other factors probably caused somebewilderment on the ground in business
operations, but business performance remained
strong. When the plan was formulated, I feltthat the net profit target of 75.0 billion yen for
the final year of the plan would be challenging,but it is now firmly in sight. Shareholder returns
have also been raised to a level that iscomparable with other banks, and myassessment is that the Bank is being looked
favorably on by the share market as well.

Human Capital Management

Outside directors, Yuko Tashima, Yasuko Takayama, and Takahide Kiuchi, alongside newly
appointed Outside director, Ryoji Yoshizawa, held a discussion meeting to reflect on the first yearof the Mid-term Plan and to exchange opinions on the business improvement plan and mediumto long-term corporate value enhancement.

Growth Strategy for Value Creation

Ryoji Yoshizawa

Kiuchi In the Bank’s growth strategy,
expanding the non-financial business based on
the expertise and assets that it has cultivated todate in financial services is extremely important

The Chiba Bank Integrated Report 2024

20

Messages

Outside Directors Discussion Meetingthe plan steadily. Also, since the administrative
actions were issued, we, Outside Directors, havebeen attending more meetings than previously.
The additional meetings we are attending areprimarily those related to Group companies,
such as the Group Supervision Committee and
the Group Promotion Committee. The Bank
Group also regularly reports on progress of thebusiness improvement plan to the authorities
after a resolution by the Board of Directors.
In day-to-day business activities, it isimportant to gather and analyze customer
feedback and check whether there are any
problems or other matters that require action.
Development of frameworks for analyzing andchecking customer feedback using systems isunderway. I plan to watch over the progress ofthese measures, while checking the situation on
the ground, including continuing my visits to thebranches.

Growth Strategy for Value Creation
Human Capital Management

Ms. Takayama, you were recently
appointed Chair of the Board of
Directors. What are your thoughts on
the strengthening of governance?

Management Base Supporting Value Creation

Takayama Mr. Yoshizawa’s appointment as a
new Outside Director in June 2024 has further
increased the diversity of the Board’s
membership. I hope to enhance the quality ofdebate and bring more energy to discussions,with a view to improving the effectiveness of the
Directors and enhancing medium- to long-term
corporate value.
I recognize that, to achieve this, appropriate
agenda setting is an important role of the Chair.
Given the organizational design as a company
with an audit & supervisory board, there tends tobe a large number of proposals on the agenda
The Chiba Bank Integrated Report 2024

Financial and Corporate Data

The Chiba Bank Integrated Report 2024

Takayama When the business improvement
plan was in the formulation stage, in Board of
Directors and other forums, I called strongly forthe entire Group to change its awareness ofcustomers’ voices and to become moresensitive to them. I also recommended theestablishment of a mechanism for thecentralized management of the collection,
analysis, improvement, and follow-up of
customer feedback and the strengthening oforganizational frameworks and systems to
execute that mechanism.
In the execution of the business improvement
plan, I have been closely monitoring therelationships between Group companies and theBank.
In the strengthening of Group companies’
governance, I have focused on communication
between Bank employees and the employees ofGroup companies, and I have mentioned any
concerns at Board of Directors.
One strength of the Bank is its extreme
swiftness in making and executing decisions.
However, it does need to take care regarding
points such as whether any risks have been
overlooked, whether communication of
information from the lower levels to the top is
being obstructed, whether negative informationfrom on the ground is reaching the management
team promptly, and whether inter-organizational
containment functions are functioning
appropriately. I plan to keep checking thesekinds of points in Board of Directors.

Tashima Regarding the high rate of complaints
from customers compared with the number ofactive accounts, even though information camefrom the self-regulatory bodies, there was noproper recognition of how serious the situation
was, and the situation was not being properly
reported up to the management team. This wastruly disappointing.
In the formulation of efforts to prevent
recurrence, an investigative committee, whose
members also included external attorneys,
conducted an investigation and devised
appropriate measures. In that process, theOutside Directors also received briefings andwere given opportunities to express theiropinions, and those opinions have beenreflected in the business improvement plan.
After the formulation of the business
improvement plan, Group companies also
engaged seriously in improvement measures,and the entire Group has united to implement

Chiba Bank’s Value Creation

21

The Bank was issued with administrative
actions in June 2023. What approaches
were taken to make improvements andprevent a recurrence?

Kiuchi It is also important that employees of the
Bank and Group companies are sincerely
remorseful and make as much effort as possible
to prevent the same thing from happening again.
Unless they take fundamental, substantive
actions, and not just superficial responses, they
will never be able to completely prevent a
recurrence. Analysis of the true causes revealed
a tendency for sectionalism within theorganization, a lack of openness, and problems
with Group governance. I hope that these efforts
to analyze the true causes will continue.
On the other hand, if Bank and Group company
employees become excessively apologetic,
business will stagnate, which will be to the further
detriment of stakeholders. I hope that they will usethat remorse as a springboard to challengethemselves proactively to achieve growth.

Messagesfor building sturdy businesses that canwithstand changes in the external environment
and for the sustainable enhancement ofcorporate value. In terms of the realization of
the Purpose, the expansion of non-financial
business is also necessary to solve the various
problems faced by the region and bring aboutprosperous lifestyles for individuals. I hope thatthe Bank will leverage its strengths andproactively take on the challenge of new
businesses that will contribute to the regional
economy.
My particular focus has been on Chibagin
Market and Himawari Green Energy. As
planned, Chibagin Market turned its first profit
in FY2023, the third year since its
establishment. It started with Step 1, a
crowdfunding site and an e-commerce site
offering regional products, and it has now
moved on to Step 2, a house purchaseconcierge service. Its future plans for Step 3
include developments in the area of“connections with people’s daily lives,” including
health and nursing care, education, and foodretailing. I look forward to its contributions to
the realization of customers’ prosperous
lifestyles.
Himawari Green Energy has as its purpose
the strong promotion of decarbonization in thelocal community, achieved by the Bank Group
independently conducting energy generation
operations that utilize renewable energy. With
the launch of the Asahi Power Plant in
December 2023 and other moves, it will be able
to provide clean energy through power
generation with renewable energy.

22Messages

Outside Directors Discussion Meeting

Yoshizawa According to Ministry of Economy,
Trade and Industry statistics, the growth incapital investment within Japan by mediumsized companies in the past ten years has been
approximately double that of large enterprises.
Regional financial institutions are being called on
to provide large amounts of credit and servicesof high quality to meet the needs of those midtier companies. I consider the TSUBASA
Alliance and collaborations with other banks as
one solution to meeting such needs, and Chiba
Bank is in a unique position in this regard.
Research of financial institutions globally thathave enhanced their corporate value shows thata common feature of such institutions is thatthey respond to the issues of their region ofbusiness and that they have their own uniquequalities. I hope that the Bank will accurately
identify the needs of the local community and its
customers and promote and expand businesses
that take advance of the Bank’s potential torealize further growth.

Human Capital Management

Tashima I would like to see the continued
steady promotion and advancement of themeasures in the Mid-Term Plan, including new
businesses in non-financial sectors. My hopes
are that the Group will help solve customers’ andsociety’s issues in its base of Chiba Prefectureand surrounding regions and contribute of therealization of a sustainable society. I also hopethat it will demonstrate leadership in allianceswith other banks and work hard for theadvancement of regional banks as a whole.

Growth Strategy for Value Creation

Could you tell us your expectations of
the Bank Group for the enhancement of
medium- to long-term corporate value?
Takayama My view is that corporate value is thesum of trust in the Bank Group accumulated
through its past and present business activities
and social activities, and expectations for the
future. With the recent issuing of the Business
Improvement Order, I believe that the entire Grouphas recognized anew the importance of trust.
To further elevate that trust, based on the
deep ties with regional customers that havebeen cultivated over many years, I would like to
see the Bank Group focus its efforts more thanever on sustainable growth alongside thecommunity. Further, in the promotion of new
business initiatives, I hope that the Bank Groupwill actively extend new ties of trust withstakeholders beyond regional and sectoralboundaries.

Management Base Supporting Value Creation
Financial and Corporate Data

Tashima About a year has passed since the
new Human Resources Development Policy wasestablished, and there are signs of changes in
the organizational culture. However, I do believethat more time is needed for the policy to takefirm root. Under the Purpose and Vision, it isimportant for each and every Bank and Group
company employee to think about what they
can and should do for customers and the local
community, and about their vision for what they
themselves want to become. I believe thattaking advantage of the Chibagin Academy tolearn, acquiring areas of specialization, andcontributing to society are the right directions.
I also hope to listen to real opinions on the
ground and to keep checking how the Human
Resources Development Policy and various
initiatives are being received and what further
needs there are.

Yoshizawa I hope to take advantage of theknowledge and insights that I have cultivated todate to contribute to the medium- to long-term
advancement of the Bank and the enhancementof corporate value. I have experience working fora regional bank, a foreign-capital bank, and aforeign rating agency, so I have observed thebanking industry from both inside and outside. In
my analysis and evaluation of the banks of theworld, I have deepened my understanding of thestrengths and distinctive characteristics ofJapanese banks.
In dialogues with various stakeholders, theyexpress a wide variety of thoughts and opinions,but they all share a common ultimate goal of theenhancement of medium- to long-term
corporate value. I hope to communicate properlywith stakeholders to clarify what kind ofpathways there are to reach our common goals
and what kind of gaps there are between the
Bank’s thoughts and those of its stakeholders,
and to make recommendations for theenhancement of corporate value.

systems, risk management, and auditing, but
the next challenge will be unification on theawareness front. The Purpose and Vision havepenetrated considerably within the Bank, butthere is still some way to go when viewed
across the entire Group.
Further, to promote unification in terms ofoperations, it will be important to venture boldly
into non-financial services to offer solutions thatwill help solve various issues faced by the region
and deliver services of a higher quality.
In addition to strengthening collaboration
between the Bank and the Group companies, I
look forward to seeing the individual Group
companies, which operate a variety ofbusinesses, including securities, leasing, regional
trading companies, energy generation
businesses, and advertising, to carve out new
businesses with their own identity and ingenuity.
Expanding the profits of the Group as a wholewith a good balance of Group unification andinitiatives by individual Group companies will, I
believe, lead to the realization of the Purpose.

Chiba Bank’s Value Creation

What are your feelings about thepenetration of the new Human
Resources Development Policy and thechanges in organizational culture?

Mr. Yoshizawa, you have recently been
newly appointed as Outside Director.
What kind of role do you hope to fulfill?

Messagesof our meetings. By organizing those proposals
into those related to strategy and those related
to governance and risk and clarifying them from
offensive and defensive perspectives, we havebrought some balance to the pacing ofdeliberations. Improving the quality of thecontent of reports is also key, so I intend to askthat reports focus on the substantive issues andtrue causes from a macro perspective, and tomove discussions forward based on suchreports.
I also recognize that the supervision ofmanagement from an objective viewpoint is arole expected of me as an Outside Director
entrusted with the position of Chair. I hope tomove discussions forward while monitoring the
Bank Group’s initiatives from a bird’s-eye
perspective, always remaining conscious ofwhether strategies are appropriate given socialand financial trends in Japan and overseas,
whether those strategies deviate from
customers’ values and their expectations of theGroup, how shareholders view the Group, andwhether we are fulfilling our accountability
toward shareholders.

Kiuchi The strengthening of Group governanceand intra-Group collaboration is key. Progresshas been made in unifying the Group throughvarious mechanisms, including personnel
23

The Chiba Bank Integrated Report 2024

The Chiba Bank Integrated Report 2024

24

Messages

Message from the CRO

New infrastructure for effective 2nd functionality
Recording system using smartphones
for business use

Tools for gathering and analyzing customer feedback

Customer feedback

Typology/categorization

To expandthe scope ofcollection

Negative

Contact center
recordingSNS
CRM

Other data
Branch information
Product information

Complaints

Collecting information from various perspectives

Questionnaire

Incident
Customer information

Voice Typology

Creating a database
efficiency
of aggregation

True cause analysis
Identification ofcross-operational
issues and formulationof recurrence
prevention measures
based on individual
analysis

Requests
Opinions
Compliments
Positive

Priority
setting

Categorization
by attribute

ReportingGathering and aggregating

By product/
serviceBy customer(age/area)

Department
in charge

Easy

SafetyCertainly

Minimal tapping

Delete data
after sending

Data retransmission
in response tocommunication

Financial and Corporate Data

The Chiba Bank Integrated Report 2024

The background to the administrative actions(Business Improvement Order) was the Group’s
predisposition toward prioritizing the pursuit ofprofit. Alongside strengthening of the internal
control system, reform of the organizational
culture, in which this predisposition was
accepted, is another key initiative for
improvement and recurrence prevention.
In order to respond to customers’ increasingly
complex and sophisticated needs, the Group has
continuously endeavored to develop high-valueadded products and services that transcend theboundaries of finance and non-finance, thereby
enhancing its capabilities to maximize its
usefulness for customers. Achieving highperformance by being useful to customers is thehigh road to business success. As a matter ofcourse, our starting point is “to be useful tocustomers”. Unfortunately, however, we havesomehow misunderstood the order of things, andour starting point has always been “to improvebusiness performance. I accept that this failure
occurred and lament the fact.
We will receive appropriate compensation forour services and satisfaction of customers, andby improving our business performance andincreasing the strength of the Group, we will
increase our stock price and dividends so that
we can receive stable investments, maintainstable employment, and expand our range ofManagement Base Supporting Value Creation

25

Reform and inculcation of
the organizational culture

Human Capital Management

Following the issuance of administrative actions(Business Improvement Order) in June 2023, theBank and Chibagin Securities are currently
implementing Group-wide measures to improve
operations and prevent a recurrence based on
the business improvement plan.
We recognize the root causes of the problems
were issues concerning “operational
management system”, “internal control system”,
and “business management system”. As theGroup CRO, I consider the insufficiency of our“internal control system” and our second-line
capabilities for detecting and responding to risks
to be a matter of the utmost gravity.
Following the formulation of the business
improvement plan, in a move that clarified myresponsibilities, I was appointed “the General
Manager in charge of Corporate Management”.
We are strengthening risk responsiveness by
consolidating second-line functions in the
Compliance and Risk Management Division forwhich I am responsible, increasing the workforce,and establishing “the Customer Support
Monitoring Office”.
Moreover, to strengthen risk detection
capabilities, we are preparing to introduce asystem for collecting customer complaints,
requests, opinions, and other feedback and forsophisticated analysis of this customer feedback
while also introducing a recording system toestablish highly transparent product explanationand sales processes. In addition, the Complianceand Risk Management Division periodicallyconducts questionnaire surveys and interviews ofcustomers and Group employees. We are putting
in place systems to promptly detect problems
and make improvements with a sense of speed.

We are committed to creating social value andaccomplishing the Group’s Purpose, namely, “tocreate a local community better suited to bringing
each person’s hope to life,” while offering practicalvalue to achieve the Group’s Vision, “anEngagement Bank Group that works closely withthe community.” We are inculcating the Three
Pledges that are the action principles for

Growth Strategy for Value Creation

Strengthen the internal control
systems with a sense of speed

Purpose, Vision, and Three Pledges

Suggestions for improvement

Director and Managing Executive Officer
Group Chief Risk Officer (CRO)General Manager in charge of Corporate Management

Chiba Bank’s Value Creation

Masayasu Ono

achievement of the Purpose and fulfillment of
fiduciary duty to ensure that all Group officers andemployees are always aware of these pledges.
Through dialogue with Group employees
conducted by all officers, our all-encompassing
collaborative endeavor to restore trust within theframework of the Purpose, the Vision, and theThree Pledges is gaining momentum.
Whenever I receive words of encouragement or
criticism from customers, I recall my maxim: “Knowwhat is sufficient.” Remember, the point is not toconstantly overextend yourself, it is not about you.
The important thing is to proceed modestly anddiligently, aware of the circumstances, and deriving
satisfaction from the gratitude one earns. Exercise
self-discipline while continuously endeavoring to
remedy any insufficiency.
Ensuring that all our actions are informed bythis attitude, we will steadily implement initiatives
for improvement and recurrence prevention stepby step, while doing our utmost to meet the
expectations and earn the trust of our customers
in the region.

Messages

services and growth through investments in new
businesses and DX. By repeating this process,we will stay close to the community andcontribute firmly to the sustainable growth of theregion.
In order to return to the basics of what itmeans to be a regional financial institution, we
have sent a message to all Group employees toshare the joy and satisfaction we feel when we
receive words of encouragement from
customers, for example “I am glad I consulted
you. thank you.”, as an important Group-wide
value.

Strengthen the internal control
systems and reformthe organizational culture to
restore confidence in the Bank

Strengtheningof check-andbalance functions

Developmentof collection andanalysis tools

The Chiba Bank Integrated Report 2024

26

Chiba Bank’s Value Creation

History of the Chiba Bank Group
Chibagin Head Office Building (completed
construction in September 2020)2024.3
Capital stock: ¥145 billion

Number of employees: 3,982
Number of branches: 184

Second Head Office
Balance of loans

8Balance of deposits

Deposits: ¥15,951.6 billion
Loans and bills discounted:¥12,768.0 billion

Population of Chiba Prefecture
7First Head Office6.26 million people
Chiba Bank’s Value Creation(millions of people)

Messages

Chiba Bank marked the 80th anniversary of its establishment in March 2023. The scale of ourbusiness is growing, meeting the diverse needs of our customers as a regional financial institution.
Looking ahead, the Chiba Bank Group will pursue continuous growth together with our regional
communities.

2019.3Loans and bills
discounted reached¥10 trillion

March 1943 (at the time of establishment)(¥ trillion)

Capital stock: ¥10 million
Number of employees: 725
Number of branches: 70
Deposits: ¥247.02 million
Loans and bills discounted:¥51.59 million

6

2014.3
Total deposits
reached¥10 trillion

1.62 million people

2

10

8

1983.3
Total deposits
reached¥3 trillion

6

4

2

0

0
1943.31950.3

Establishment-

1960.31960s-

Our
Transition

1943.3

1986.10

Appointed the first female
Branch General Manager
among Japanese banks

1964.2

Set a sunflower as the bank flower

1964.4Entered into an agreement with
Chiba Prefecture to be adesignated financial institution forbusiness handling1987.4Opened first overseas branch in
New York

1990.2

Established Chibagin ResearchInstitute1970.10 Listed on the 2nd section of theTokyo Stock Exchange

1991.10

Established Oyumino Center

1995.3

Held the first “Chibagin Cup”
(J. League pre-season match)

1998.3Acquired Chuo Securities(currently Chibagin Securities)
as a Group company

1971.8Changed to the 1st section of theTokyo Stock Exchange

1971.10 Started operation of the first online
system1973.3

Built the new Head Office building
and relocated the Head Officefrom Chuo to Chiba-minato

1973.10 Introduced the first CD machine at
the Chiba Ekimae Branch
Issued “Chibagin Cash Card”

The Chiba Bank Integrated Report 2024

1980s-

1990.3

2000.32000s2015.10 Launched the TSUBASA Alliance2016.3

Launched the Chiba-Musashino Alliance2019.7

Launched the Chiba-Yokohama Partnership2010.32020.32024.3The “Chiba Bank’s 80-Year History” Special Site (available in Japanese only)
In January 2024, a special site for the “Chiba Bank’s 80-Year
History” was launched on the Bank’s website, as part of theBank’s 80th anniversary project. This site presents the
Bank’s history from its establishment in the Showa era
through the Heisei era to the Reiwa era while focusing historyof the most recent 10 years.

2020s2020.9

Completed construction of Chibagin Head
Office Building

2021.5

Established Chibagin Market

2023.4

Established Himawari Green Energy

2023.11 Established TSUBASA-AML Center

Financial and Corporate Data

Founded as a result of
the merger of threebanks, Chiba Godo
Bank, Omigawa
Agricultural andCommercial Bank, andthe Kujuhachi Bank

Deposits and loans grew inresponse to high economic growth

1980.3

1970.3

Management Base Supporting Value Creation

1960-

27

Human Capital Management

1975.9Total deposits
reached¥1 trillion

1963.9Total deposits
reached¥100 billion

1

12

1988.9Total deposits
reached¥5 trillion

4

3

14

Growth Strategy for Value Creation

5

16

QR code to the site

https://www.chibabank.co.jp/company/info/80th/

The Chiba Bank Integrated Report 2024

28

Chiba Bank’s Value Creation

Strengths of the Chiba Bank Group

Deposits and savings in Chiba Prefecture*

5.2

5.8

6.7

2008/3

2013/3

2018/32023/38.0

9.4

2008/3

2013/3

2018/3

Source: The Kinyu Journal*Including negotiable certificates of deposit

Business Base

Deeply Diverse Customer Base

184
6

Overseas Network%

Chiba*2
Market Share of Deposits andDesignated Financial
Institution for
Coordination Agreement for Regional
Revitalization Concluded with44
26

out of 55 local governments

to Receive Pensions
Number of Customers
Receiving Housing Loans
Number of Companies Using
Chiba Bank as Their Main Bank** Source: Teikoku Databank*1 181 branches and 3 money exchange counters*2 Source: The Kinyu Journal, as of March 31, 2023

accounts
customerscompanies

Top-Class Profitability Among the Regional Banks
Profit Attributable to Owners of
Parent (Consolidated)out of 55 local governments

accounts

Human Capital Management%

Savings in Chiba Prefecture*2

to Receive Salaries
Number of Accounts Usedlocations

40.5
28.5

Market Share of Loans in

862 thousand
498 thousand
207thousand
21thousand

Number of Accounts Usedlocations

Branches: New York, Hong Kong, London
Representative Offices: Shanghai, Singapore, Bangkok

ROE (Consolidated, based on

62.4
6.40

billion%Shareholders’ Equity)

Low Expense Ratio(Consolidated):
Loans and Bills Discounted(Non-Consolidated):
Deposits¥15,951.6

billionbillion(Consolidated)
Common Equity Tier 1 Capital
Ratio (Consolidated)%

Sound Loan Assets
Non-Performing Loan Ratio

0.92(Non-Consolidated and based on%

the Financial Reconstruction Act)billionExcellent Ratings*
Moody’s

Robust Capital
Total Capital Ratio

48.76

OHR (Consolidated)

16.24
16.20

%

%

Standard & Poor’s

Rating and Investment
Information

A1
AAA-

(Long-term)(Long-term)(Long-term)

P-1
A-2

Financial and Corporate Data

(Non-Consolidated):¥21,323.8¥12,768.0

Management Base Supporting Value Creation

Total Assets

The Chiba Bank Integrated Report 2024

Source: The Kinyu Journal(As of March 31, 2024 or for the fiscal year ended March 31, 2024, unless otherwise noted)

Alliances29

2023/3Chiba Bank’ s market share (%)
Total amount of deposits and savings in Chiba Prefecture (¥ trillion)
Total amount of deposits and savings provided by the Chiba Bank (¥ trillion)

Top-Class Asset Size Among the Regional Banks

The Bank is deepening its alliances and partnerships with three main alliances, TSUBASA Alliance,
Chiba-Musashino Alliance, and Chiba-Yokohama Partnership, and is collaborating with Sony Bank invarious ways to improve our financial services through DX. The advanced alliance strategy which wasestablished prior to other banks differentiates us from others at a maximum level and has increased
our presence.
The annual effect of the alliances on the Bank’s PL is approximately ¥6.0 billion for the top line andapproximately ¥2.0 billion for cost reduction, making a total of around ¥8.0 billion, which leads to the
Bank’s low OHR. We will strive to enhance corporate value of the Bank and our partner banks byutilizing the strength of the alliances and deepening collaboration. (See pages 59-62 for specificinitiatives)

14.7

11.4

Growth Strategy for Value Creation

The total assets (consolidated) of the Bank amounts to approximately ¥21.3 trillion, and loans and bills
discounted (non-consolidated) exceeds ¥12 trillion. In addition, our consolidated profit (profit
attributable to owners of parent) is ¥62.4 billion, boasting a top-class asset size and profitability
among the regional banks.
Meanwhile, the low expense ratio is our major feature, with ROE (consolidated) being 6.40%,
increasing for three consecutive terms, and OHR (consolidated) being 48.76%, in the upper 40%
range. The stable ROE and low OHR show our efficient business operations.
Our total capital ratio (consolidated) is 16.24% and common equity Tier 1 capital ratio(consolidated) is 16.20%. We also maintain a high level of financial soundness with non-performing
loan ratio (non-consolidated) of 0.92%, which is less than 1%.
Thanks to these figures, the Bank remains high in external credit ratings (long-term) performed bycredit rating agencies, such as A1 by Moody’s, A- by Standard & Poor’s, and AA- by Rating andInvestment Information.

7.8

Chiba Bank’ s market share (%)
Total amount of loans in Chiba (¥ trillion)
Total amount of loans provided by the Chiba Bank (¥ trillion)

Domestic Network*1

Financial Base

51.7

43.8

38.7

35.2

28.5

26.0

24.3

22.9

19.3

16.8

15.0

14.1

40.5

40.4

38.6

36.9

Chiba Bank’s Value Creation

The Bank has a branch network of 184 domestic locations, mainly in Chiba Prefecture, and 6
overseas locations.
In Japan, we have secured contact points with customers, and provided optimal services that meetcustomers’ needs in the region by opening branches in Ibaraki Prefecture and Saitama Prefecture in
addition to central Tokyo, which is adjacent to Chiba Prefecture, while also consolidating existing
branches and integrating functions of branches.
Overseas, we have branches in New York, Hong Kong, and London and representative offices invarious locations in Asia (Shanghai, Singapore, and Bangkok), which constitute a top-level overseas
branch network as a regional bank.
With this branch network, we have won an overwhelming share of the market in Chiba Prefecture(40.5% share of lending and 28.5% share of deposits in the prefecture), our main operating area, as
we serve as the main bank for over 20,000 companies, supporting the business activities ofcustomers, and we are the designated financial institution of 44 out of 55 local governments in theprefecture.

Loans in Chiba

Messages

Operating Base

(Short-term)(Short-term)* As of July 1, 2024

The Chiba Bank Integrated Report 202430

Chiba Bank’s Value Creation

Value Creation Process
VisionTo create a local community better suited to bringing each person’s hope to life

An Engagement Bank Group that works closely with the community

Social Issues

ImpactPopulation
declineDemographic
aging

Response
to DX

Response
to GX

Diversifying
valuesMessages

PurposeTo lead the local community towards becoming

Change inbehavioral
patterns

Chiba Bank’s Value Creationa place where all of our stakeholders’ hopes can come to life
Contributing to achieving the SDGs and enhancing corporate value
through the creation of “functional value” and “social value”

Activities

Input

Diverse specialists
Cross-group personnelvironOperational Guideline

P.35

services utilizing expertiseAg
rm

Create “social value” such as contributing
to solving regional issues

es for the elderlyr e li v

Financialservicesv id eDX

Pursuesignificant
expertise
KPI

finan

c ia l S e r vic e s

c ia l s e r vi c e s f o r a b e

GX
Alliances

P.51
Base II

P.55

l if
tt e re

HumanCapitalGroup
GovernanceBase V

P.63
Base IV

Base III

P.59

P.77

Improveconvenience

Solutions to regional social issues
Corporate businessand supporting
local governments

Retail Business
P.45

P.47

P.36

Targets for
FY2025

Target level for
FY2030Consolidated ROE(shareholders’ equity basis)

Lower
7% range

Around 8%

Profit attributable toowners of parent¥75.0 billion¥100.0 billion

Consolidated
net business income¥120.0 billion

Consolidated
common equity
Tier 1 capital ratio*

10.5% - 11.5%

Consolidated OHR

Around 45%

Provisionof values that
resonate with customers
Sustainablegrowth of companies
in the region

Job creation

Createmore fans

Higher income

Financial and Corporate Data

Base IFin a nNon-financial
services=s

resources in the region

Create “functional value” such asproviding financial functions

afe

fo

Su

P ro

Network of collaboration

Rich nature and tourism

Social valuetsremajor market

Natural Capitalu l a ti o nProviding new valueec uBasic Policy III.

Pop

Enhancing the quality of existing businessin g

Basic Policy II.

Prefecture, the Group’s

with other banks

Functional value

Management Base Supporting Value Creation

Creating the optimal customerleGrowth potential of Chiba

Basic Policy I.

s ty

Deeply diverse customer basey

Solid business baseo rkSocial and Relational Capitalr s itdw

Low expense ratio

Dive

Robust capital

Outcomeoramong the regional banks

Basic Policies

ppTop-class asset size and profitability

P r o m o te d i v e rs it y a n

Financial Capital

OutputHuman Capital Management

Evolution of thecustomer-focused business model

Unified Groupds

Specialized products and

The 15th Mid-term PlananIntellectual Capital

en
m

ities
mun
om
dc

Con
trib
ute
to
the
pr
En

management

an
y
nit
my
no
mu
m
Co

Regio
of r
nal
egi
ona
Eco
l ec
no
o
my
an
d

fa
tion
no
tec
tc io
o
r
e
P
ot
tal

Growth Strategy for Value Creation

Human Capitalcomprehensive solutions

Improveengagement

Materiality
P.33 Contrib
nment
ute tothe venviroelbitaliz
a
n
i
atio
a
t
s
n
su

Increased consumer
spending, etc.
Prosperous lifestyles*Full implementation of finalized Basel III standards (excluding valuation differences on securities)

andEmployees Motivation
remuneration Investors Dividend

P.74

Strengthen our bases
31

The Chiba Bank Integrated Report 2024

The Chiba Bank Integrated Report 2024

32

Chiba Bank’s Value Creation

Initiatives for “Sustainable Management”
Initiatives related to Materiality
Regional Economy and Community

The Bank Group works on initiatives for “sustainable management,” aiming at balancing economic
value and social value over the long term.

Contribute to the vitalization of regional economy and communities

Aging Population
Support safe and secure lives for the elderly

Financial Services

VisionTo create a local community better suited to bringing each person’s hope to life

An Engagement Bank Group that works closely with the community

Provide financial services for a better life

Diversity
Promote diversity and work style reforms“Chiba Bank Group Sustainability Policy”

Environmental Protection

We aim to realize sustainable regional communities through our core businesses such as demonstrating the financial intermediation
function. Additionally, we engage in honest and fair corporate activities, as well as activities to solve various issues facing the region,
including climate change and other environmental problems, as part of sustainable management with the aim of balancing economic
value and social value.
Each executive and employee of our group is actively working with awareness of their involvement in these activities. Throughinformation disclosure, we will foster a better relationship of trust with our stakeholders and create a “new future for regional communities.”

Contribute to the vitalization of regional economy and communities

2 Aging Population

Support safe and secure lives for the elderly

3 Financial Services

Provide financial services for a better life

4 Diversity

Promote diversity and work style reforms

5 Environmental Protection

Contribute to the protection of a sustainable environment

The Chiba Bank Group’s Corporate Code of Conduct

Chiba Bank Group Human Resources Development Policy“Become someone who keeps fighting for the customer.” Think things
through, utilize your own strengths, and gain more supporters

Chiba Bank Group Environmental Policy

Promoting sustainable finance (page 55)

Human Rights Policy (page 34)
Supporting balance between work and childcare (page 83)

TSUBASA cross-mentor system (page 84)

Response to climate change (pages 67 to 72)
Response to natural capital (page 73)

Initiatives for carbon neutrality in FY2030 (page 71)

Initiatives for Respecting Human Rights
Human rights are common universal rights everyone is born with. In the Bank Group, not only
executives and employees but also customers and suppliers (to which our services are entrusted) areworking on respect for human rights.

Human Rights Policy

For details of the Chiba Bank Group Human Rights Policy, see our website:
https://www.chibabank.co.jp/english/corporate/policy/human_rights/

Corporate Code of Conduct
Chiba Bank Group Procurement Policy

Governance System for Sustainability and Process for Identifying Materialities (Key Issues)
Board of Directors
Report/discuss

Supervise

We declared the Chiba Bank Group’s Corporate Code of Conduct in April 2021.
This code of conduct states the basic policy for carrying out ethical and responsible corporate activities as
the Chiba Bank Group, which is a “company” to be a part of society and a “bank” to take social responsibility
and public mission. For respecting human rights, the code of conduct states that the Chiba Bank Group
respects the human rights of all people, including officers and employees, and customers.
For details of the Chiba Bank Group’s Corporate Code of Conduct, see our website:
https://www.chibabank.co.jp/english/corporate/policy/behavioral_guidelines/

Board of Designated Directors

Complying with the UK Modern Slavery Act 2015

Sustainability Promotion Committee

As Chiba Bank has a branch in London, the UK, we have published annual statements for compliance with the
UK Modern Slavery Act 2015 since its establishment.
The statement states not only the operation in our London Branch but also an intention that we would
eliminate the violation of human rights by slave labor, human trafficking, etc. in the Bank’s overall operation torespect human rights, and also asks our suppliers to respect, and not infringe, human rights.

SDGs Promotion Office in the Corporate Planning Division(secretariat of the Sustainability Promotion Committee)
Report/discuss
Headquarters

Collaborate
Branches

Direct/manage
Group companies

Management Base Supporting Value Creation

The Bank Group has built a flexible and solid governancesystem for “sustainable management,” aiming at balancing
economic value and social value over the long term. The
Sustainability Promotion Committee is primarily
responsible for the formulation and implementation ofvarious measures for sustainability, and discusses anddeliberates on the direction of sustainability management,
specific activities and initiatives, and the identification andevaluation of risks and opportunities. Discussions anddeliberations in the Committee are reported to anddiscussed by the Board of Directors.

Expanding features of the Chiba Bank app (page 52)
Expanding features of Chibagin Business Portal (page 52)

The policy states that the Bank Group respects the human rights of all executives and employees to provide asuitable working environment, and will not tolerate discrimination, harassment, or human rights violation basedon race, gender, nationality, etc. The policy also asks our customers and suppliers to respect, and not infringe,
human rights.

Diversity Action Declaration
Chiba Bank Group Human Rights Policy

Initiatives to prevent financial crimes including wiretransfer fraud (page 96)

Human Capital Management

Basic policy for carrying out ethical and responsible corporate activities

Inheritance-related services and trust business(page 46)

Growth Strategy for Value Creation

Chiba Bank Group Declaration on SDGs
1 Regional Economy and Community

Contribute to the protection of a sustainable environment

Utilizing real estate funds (page 48)

Chiba Bank’s Value Creation

PurposeSupport for regional revitalization (pages 49 and 50)
Advisory services for business operators (page 47)

Messages

Sustainability Policies

Financial and Corporate Data

For details of the UK Modern Slavery Act 2015, see our website:
https://www.chibabank.co.jp/english/corporate/pdf/ModernSlavery.pdf

Process for Identifying Materialities (Key Issues)
Understand SDGs,
affirm the significance of sustainable management,
and review the Bank’s CSR activities

Comprehensively enumerate social
issues faced by the world andJapan’s Chiba Prefecture

33

The Chiba Bank Integrated Report 2024

Supplier monitoring
May 2019
Identified five materiality themes

Learn about social interests and intentions from stakeholders
Regional communities: Regional revitalization andprotection of natural environment
Customers: Demonstration of our financial intermediation
function and advanced financial services

Employees: Rewarding workplace where employees candemonstrate their full potential
Shareholders: Improvement of corporate value in themedium to long term

The Chiba Bank Group clearly expresses the Chiba Bank Group Human Rights Policy and the Chiba Bank
Group Procurement Policy to our suppliers and asks them to understand and comply with the policies. In
addition, we conduct monitoring once a year to confirm that the suppliers have no violations of human rights.
For details of the Chiba Bank Group Procurement Policy, see our website:
https://www.chibabank.co.jp/company/sustainability/policies/procurement.html

The Chiba Bank Integrated Report 2024

34

Chiba Bank’s Value Creation

Progress status of mid-term plan
Target Figures

The 15th Mid-term Plan
Phase 1Engagement Bank Group

Plan Period: April 1, 2023 to March 31, 2026

Operational Guideline Evolution of the customer-focused business model

Basic Policy

Basic Policy

I

II

III

Creating the optimal
customer

Enhancing the qualityof existing business

Providing
new value

Deliver personalized
proposals utilizing a wide
range of data.
Provide in-person, remote,and digital channels
most-suited to the customer.

Further increase
the quality of solutions
designed to address
customer issues.

Provide new-foundvalue to customers
by entering into
new business areas.

Expansion of “Value Creation Bases”
Base I

GX

6.40%

Lower 7%
range

Around 8%

Profit attributable toowners of parent¥60.2 billion¥62.4 billion¥75.0 billion¥100.0 billion

Consolidated net businessincome¥81.8 billion¥91.7 billion¥120.0 billion

11.87%

10.5% - 11.5%

48.76%

Around 45%

Consolidated OHR

10.57%(Before application of finalized
Basel III standards)

47.37%*Full implementation of finalized Basel III standards (excluding valuation differences on securities)

Progress toward targets
The abovementioned five management KPIs, including a consolidated ROE, are set as financial
targets in the Mid-term Plan “Engagement Bank Group - Phase 1 -.”As long-term targets, we are aiming for a consolidated ROE of around 8% and a profit attributableto owners of parent of 100.0 billion yen in FY2030.
Amid a drastically changing external environment, we worked to provide solutions to social issues
such as transforming customer experiences by providing a highly convenient Chiba Bank app,sustainable finance, and accompanying support for business improvement by the Business
Consulting Office, while also utilizing alliances. In addition, we have strengthened the entry into new
business areas such as renewable energy power generation business and advertising business.
As a result, all figures in the first fiscal year of the Mid-term Plan made good progress, including¥62.4 billion in profit attributable to owners of parent versus a target of ¥61.0 billion.

Base IV

Alliances

Human Capital

Future responses
Base VGroup Governance

Financial and Corporate Data

Base IIIThe Chiba Bank Integrated Report 2024

Target level for
FY2030Base II

DX

35

Targets for
FY2025

Management Base Supporting Value Creation

Value Creation Bases

Results for
FY2023

Human Capital Management

Basic Policy

Results for
FY2022Growth Strategy for Value Creation

Practice “Sustainable Management” by providing social value to the community(Final fiscal year)

6.38%

Consolidated common
equity Tier 1 capital ratio*

Basic Policies(First fiscal year)

Chiba Bank’s Value Creation

Consolidated ROE(shareholders’ equity basis)(Reference)

Messages

As a strategy to realize our Purpose and Vision, we have set, for our operational guideline, theMid-term Plan “Engagement Bank Group - Phase 1 -,” which aims for “Evolution of the customerfocused business model.” Under the Plan, we will further increase engagement with customers bychanging our perspective in providing products and services and creating the optimal customer.
Under the three “Basic Policies,” we will improve our customer service and strengthen the five“Value Creation Bases” that support these policies.

We recognize that for the Chiba Bank Group to grow sustainably, we need to further enhance ourstrengths, continue to deepen our existing businesses and take on the challenge of new businesses
as a growth strategy, and apply our business improvement plan to future growth.
While strengthening these initiatives, we will strengthen our profitability and improve capitalefficiency to achieve five target figures in the final fiscal year through provision of values that resonate
with customers.

The Chiba Bank Integrated Report 2024

36

Chiba Bank’s Value Creation

Financial Results and Conditions

Overview

YoY

168.2

12.6

Net interest income

140.3

136.6

(3.7)

Net fees and commissions

28.6

30.0

1.4

Net trading income

1.3

1.1

(0.2)

Net other ordinary income(14.8)

0.3

15.1

Gains/losses related to bonds(20.0)

(5.8)

14.1

G&A expenses (-)

82.5

85.1

2.5

Real net business income

73.0

83.1

10.0

Core business income

93.0

88.9

(4.0)

Excl. gains/losses on the cancelation of investment trusts

85.3

87.4

2.0

Net provisions to general allowance for loan losses (-)

—

—

—

73.0

83.1

10.0
(5.7)

Net business income
Non-recurring gains/losses

8.7

2.9

Disposal of non-performing loans (-)

0.3

5.8

5.5

Reversal of loan loss reserves

0.9

0.3

(0.5)

8.3

9.3

1.0

Ordinary profit

Gains/losses related to stocks, etc.

81.7

86.0

4.3

Extraordinary gains/losses

(0.3)

(0.2)

0.0

Profit

58.1

60.5

2.4

Credit-related expenses (-)

0.3

5.8

5.5
(¥ billion)(Consolidated)

2023/32024/3

YoY

Ordinary profit

86.9

90.2

3.2

Profit attributable to owners ofparent

60.2

62.4

2.1

(Reference)
Consolidated net business income(before provision to general allowance for loan losses)

81.8

91.7

Breakdown of net interest income
2023/3
Net interest income

9.8(¥ billion)

2024/3

YoY

140.3

136.6

(3.7)

131.5

132.2

0.7

Interest on loans and deposits

100.2

104.2

3.9

Domestic
Loans and bills discounted

100.5

104.5

3.9

Interest and dividends on securities

28.7

26.0

(2.6)

Other (market operations, etc.)

2.5

1.9

(0.6)

8.8

4.4

(4.4)

Overseas
Loans and bills discounted

13.5

27.1

13.5

Foreign securities

19.1

27.0

7.8

Other (funding, market operations, etc.)(23.8)(49.7)(25.8)Net interest income (excl. gains on the cancelation of investment trusts)

132.6

135.1

2.4

Gains on the cancelation of investment trusts

7.6

1.5

(6.1)

(¥ billion)(Non-consolidated)

YoY

2023/3
28.6

Net fees and commissions

2024/3
30.0

1.4

(0.3)

<Main breakdown>
Investment trusts and personal annuities

6.3

5.9

Corporate solutions

15.7

16.6

0.9

Trust/inheritance-related business

1.4

1.5

0.0

Cashless operations

1.6

2.8

1.1

Payment and settlement transactions

12.5

12.9

0.3

Guarantee charges and group insurance costs (-)

13.0

13.9

0.8

Earnings Projections for the Fiscal Year Ending March 31, 2025
For the fiscal year ending March 31, 2025, grossbusiness profit is projected to increase ¥14.7 billion
year on year to ¥183.0 billion due to an increase in
net fees and commissions and the absence of the
impact of foreign bonds loss-cutting conducted in
the previous fiscal year, in addition to an increase in
net interest income due to an increase in domestic
interest on loans and deposits as a result of anincrease in loans and bills discounted and risinginterest rates.
G&A expenses are projected to increase ¥3.4
billion year on year to ¥88.5 billion primarily due towage increases and a rise in cost of strategic
investments.
As a result, real net business income is projected
to increase ¥11.3 billion year on year to ¥94.4 billion,
and core business income excluding gains/losses on
the cancelation of investment trusts is projected toincrease ¥2.9 billion year on year to ¥90.4 billion.
Credit-related expenses, on the other hand, areconservatively projected to increase ¥1.6 billion year
on year to ¥7.5 billion in light of the environment
where impact on the economy has remained
uncertain, such as rising prices and the yen’s
depreciation.
As a result, ordinary profit is projected to increase¥8.2 billion year on year to ¥94.3 billion and profit isprojected to increase ¥6.3 billion year on year to¥66.9 billion.
On a consolidated group basis, ordinary profit isprojected to increase ¥7.6 billion year on year to¥97.9 billion and profit attributable to owners ofparent is projected to increase ¥5.5 billion year on
year to ¥68.0 billion.

Earnings projections(¥ billion)(Non-consolidated)

2024/32025/3(Plan)

YoY

Gross business profit

168.2

183.0

Net interest income

136.6

146.0

14.7
9.3

Net fees and commissions

30.0

31.7

1.6

Net trading income

1.1

2.2

1.1

Net other ordinary income

0.3

3.0

2.6
7.2

(5.8)

1.3

G&A expenses (-)

Gains/losses related to bonds

85.1

88.5

3.4

Net business income (before provision to general allowance for loan losses)

83.1

94.4

11.3

Core business income

4.1

88.9

93.1

Excl. gains/losses on the cancelation of investment trusts

87.4

90.4

2.9

Net provisions to general allowance for loan losses (-)

—

0.9

0.9

Net business income

83.1

93.5

10.4

Non-recurring gains/losses

2.9

0.7

(2.2)

Disposal of non-performing loans (-)

5.8

6.6

0.7

Reversal of loan loss reserves

0.3

—

(0.3)
(2.3)

9.3

7.0

Ordinary profit

Gains/losses related to stocks, etc.

86.0

94.3

8.2

Extraordinary gains/losses

(0.2)

(0.2)

0.0

Profit

60.5

66.9

6.3

Credit-related expenses (-)

5.8

7.5

1.6

Financial and Corporate Data

The Chiba Bank Integrated Report 2024

2024/3

155.5

Breakdown of net fees and commissions

Management Base Supporting Value Creation

37

2023/3

Net fees and commissions increased to ¥30.0 billion,
reaching record high for four consecutive terms.
Attributable to proposals that were based on theneeds of corporate customers, corporate solutions
fees and commissions increased by ¥0.9 billion year
on year to reach a record high and led the overall
increase in net fees and commissions.
Fees and commissions from investment trusts andpersonal annuities declined overall by ¥0.3 billion
year on year due to a decrease in annuities andwhole-life insurance fees.
Trust/inheritance-related business fees andcashless operations fees increased to a record high.

Human Capital Management

Net interest income decreased by ¥3.7 billion year on
year to ¥136.6 billion mainly due to a decrease ingains on the cancellation of investment trusts.
Domestic net interest income increased by ¥0.7
billion year on year. Interest on loans and discounts
increased by ¥3.9 billion year on year due to a steadyincrease in domestic loans and bills discounted as aresult of our proactive responses to the needs ofcustomers, and dividends from investment trusts
increased on the back of rising stock prices, etc.
Overseas net interest income decreased by ¥4.4
billion primarily due to a decrease in gains on thecancellation of investment trusts.

(Non-consolidated)
Gross business profit

Net fees and commissions

Growth Strategy for Value Creation

Net interest income

Summary of financial results for the Fiscal Year Ended March 31, 2024 (¥ billion)

Chiba Bank’s Value Creation

While net interest income decreased by ¥3.7 billion
year on year, net fees and commissions income werestrong and increased by ¥1.4 billion year on year,
reaching a record high. In addition, gains/losses
related to bonds improved by ¥14.1 billion year on
year due to the absence of the impact of foreign
bonds loss-cutting conducted in the previous fiscal
year. As a result, gross business profit increased by¥12.6 billion year on year to ¥168.2 billion.
G&A expenses increased by ¥2.5 billion year on year
due to investment in human capital and strategic
investments, which are within the scope of our plan,and consolidated OHR has maintained a high efficiencyof 48%.
Real net business income increased by ¥10.0
billion year on year to ¥83.1 billion. The Bank’s corebusiness income excluding gains/losses on thecancellation of investment trusts was strong,increasing for five consecutive terms to ¥87.4 billion.
Credit-related expenses were a provision of ¥5.8
billion. Credit-related expenses increased by ¥5.5
billion year on year primarily due to the absence oflarge recoveries of written-off claims in the previous
fiscal year and making preventive provisions forsome loans in light of the current environment.
Ordinary profit increased by ¥4.3 billion year on
year to ¥86.0 billion, and profit increased by ¥2.4
billion year on year to ¥60.5 billion.
On a consolidated group basis, ordinary profit
increased by ¥3.2 billion year on year to ¥90.2 billion
and profit attributable to owners of parent increasedby ¥2.1 billion year on year to ¥62.4 billion, bothreaching record highs for two consecutive terms.

Messages

Financial Results for the Fiscal Year Ended March 31, 2024(¥ billion)(Consolidated)

2024/32025/3(Plan)

YoY

Ordinary profit

90.2

97.9

7.6

Profit attributable to owners ofparent

62.4

68.0

5.5

91.7

105.2

13.4

(Reference)
Consolidated net business income(before provision to general allowance for loan losses)

The Chiba Bank Integrated Report 2024

38

Chiba Bank’s Value Creation

Improving our P/B Ratio

The Bank’s P/B ratio is approximately 0.8*, which is a top-class figure for a regional bank. However, it
has been trending below 1 for some time. In order to raise the ratio to a level higher than 1, we
consider the ratio in terms of three factors: ROE, capital costs, and profit growth rate, and will
implement a three-pronged improvement plan consisting of further improving our ROE, lowering
capital costs, and sustainable profit growth.

In order to increase its ROE, the Bank aims to improve its RORA, a measure of profitability relative torisk-weighted assets, while maintaining the capital ratio at a constant level. We aim to increase
consolidated profit from ¥60.2 billion to ¥75.0 billion and RORA from 0.75% to 0.83% over the three
years of the Mid-Term Plan by allocating resources to various fields in existing businesses and digital/
new businesses.

Perspective on the P/B ratio*2＝

P/B ratio

ROE

×

＝

PER

÷

Cost of shareholders’ equity – profit growth rate

ROE* 6.38%(TSE standard) 5.68%

Resource allocation

P/B ratio improvement measures

Capital costs*3

Lower

Profit growth rate

Increase

Improvement measures
Further improve ROE

Lower capital costs

Ongoing profit growth

Improve ROE by improving RORAReduce “information asymmetry” between the Bankand shareholders by expanding non-financial
disclosures and improving shareholder engagement

Consolidated profit plan (¥ billion)

6.38%

Lower 7% Around 8%
range

60.2

75.0

FY2022

FY2025100.0

FY2025

Shrinking risk premium beta

FY2030Total

Improve consulting
Improve proposal to non-borrowers

Diversified
finance menu

Branch network, sales branch terminal maintenance, etc.

Digital/new
businesses

6.9

3.5

App, portal, BaaS,
advertising, etc.

Other

3.5

8.7

Human capital, digital
infrastructure, etc.

Total

16.0 14.0

30.0

Housing loans Inheritance/trusts

Additional app,portal features

Net Loan Center

4 major investment
trust strategies

Transaction data, credit
checks using AI, etc.

Cashless

Advertising business Chibagin Market

BaaS business Metaverse business Real estate funds
Energy businessOn Ad

AML CenterSony Bank collaboration

Increase in profit from new business initiatives
RORA improvement result

FY2025Plan(consolidated)+¥1.6 billion

New businessApprox. ¥3.0 billion+0.03%

Human Capital Management

1.8

Practice general financial consulting
Assets undermanagement+¥1.4 billion

DigitalNote

Existing Businesses 5.6

Reform retail business model

Digital/new businesses(¥ billion)

Strategic
Expenses
investments

FY2030*1 Results for FY2023*2 A more accurate formula is P/B ratio = 1 + (ROE - cost of shareholders’ equity) ÷ (cost of shareholders’ equity - growth rate). The formula shown here is presented as a practical simplified version.
*3 The Bank’s administrative capital costs are estimated using CAPM.

Enhance businesssuccession, M&A

Increase in profit from fortifying existing businesses Approx. ¥12.0 billion
RORA improvement result+0.05%

370

Things/money(Based on shareholders’ equity)

FY2022

Increase market share in areas abandoned by other banks
Increase loans via new branches

People Identify 370 employees via rationalization/review ofbranch network, and allocate them to growth areas
Reorganization Number of people
Note
Head Office (planning)
55 Strengthen sales branch support structure
Head Office (sales)
85 Enhance specialists
Head Office (administration)
40 Consolidate administration of sales branches at Head OfficeGroup companies
60 Prioritize sales divisions
Sales branch 110 Branch opening, enhance RM
HR development
20 RM development, DX trainee, etc.

RetailGrowth Strategy for Value Creation

The Bank’s current P/B ratio is approx. 0.8*1.
In order to achieve a P/B ratio of 1, we will need a strategy of improving our ROE and increasing our profit growth rate while lowering capital costs.
Improve

Corporate

Profit ¥60.2 billion RORA 0.75%

If ROE >= (Cost of shareholders’ equity – profit growth rate), P/B ratio will be 1 or over.

ROE

Fortify existing businesses

FY2022 Results (consolidated)

ROE

Chiba Bank’s Value Creation

Growth Strategy

Messages

Improving our P/B Ratio

ROE* Lower 7% range

Profit ¥75.0 billion RORA 0.83%(TSE standard) Around 6%*ROE: Based on shareholders’ equity

P/B Ratio

Trends in P/B Ratio and ROE
Sustainable growth toward FY2030

P/B ratio above 1 within sightduring the current Mid-term Plan

FY2025plan

PER of 14.7
PER of 7.4

ROE of around 8%

P/B ratio of 1

Final year of Mid-term Plan
before previous Plan (FY2019)

ROE Lower 7% range
ROE 6.38%¥60.2 billion

P/B ratio of approx. 0.9(ROE of around 6%)
Final year of previous
Mid-term Plan (FY2022)¥62.4 billion

New business/digital¥3.0 billion

ROE (TSE standard)

Recoup investment in approx. 3.4 years

Strategic system investment/expenses: Approx. ¥20.0 billion over three years
Human capital investment: Approx. ¥400 million (FY2025)

Policy interest rate raised to 0.5% in September 2024
Government bond 10-year yield: 1.5%
TIBOR: (until Sept. 2024) Keep at same level as after policy interest rate rise of March 2024
(From Sept. 2024) Average interest rate of Dec. 2023 + 0.60%
Short-term prime rate +0.5% from Sept. 2024

¥100.0 billion

Rise in domestic interest rates¥75.0 billion

ROE 6.40%

Refining of existing businesses¥12.0 billion* Interest rate rise simulation

FY2019 – FY2023

Next Mid-term Plan and Beyond

Financial and Corporate Data

FY2023
P/B ratio of approx. 0.8(ROE of mid 5% range)

Current Mid-term Plan

P/B ratio of approx. 1.2(ROE of around 8%)

Management Base Supporting Value Creation

FY2025Interest rate rise simulation*

In addition to the steady execution of growth strategies by refining existing businesses and fortifying
new business and digital initiatives, we will aim for the further improvement of ROE while incorporating
the positive impacts of interest rate rises in Japan.

FY2022

FY2023

FY2024(1st year)

FY2025(2nd year)

ROE improvement
effect of interest
rate rises

Interest rate
rise simulation+0.65%+1.58%

ROE

Upper 8% range(TSE standard) Around 8%

Further strategic spending
FY2028(5th year)

FY2030(7th year)+1.56%
Achieve P/B ratio of 1.0*If FY2023 PER of
14.7 is maintained

Lower 9% range

Around 10%(TSE standard) Mid 8% range(TSE standard) Lower 9% range*All figures are on a consolidated basis

39

The Chiba Bank Integrated Report 2024

The Chiba Bank Integrated Report 2024

40

Chiba Bank’s Value Creation

Improving our P/B Ratio

Improving RORA

Shareholder returns

By adopting strategies tailored to divisions and assets, in addition to raising topline RORA, we will
work to raise bottom line RORA by bolstering fees and commissions.

We aim to achieve a dividend payout ratio of
more than 35% during the period of the Mid-term
Plan and 40% in the long term. We will flexibly
implement acquisitions of treasury shares so that
common equity Tier 1 capital ratio* remains within the required range.
We will improve earnings by steadily carryingout various measures and continue to implement
shareholder returns that take into consideration
the balance between investment for growth anda sound capital base.

Bottomline RORA

*Bubble size: Gross business profit

FY2023

Housing loans

Improve RORA & OHR
Promote portal use
Steady incorporation ofinterest rate rises

2.0%

1.0%

SMEs
IndividualReal estate
Large enterprises
business owners leasing businesses
Medium-sized companies

0.0%
40%

30%

20%

10%

OHR
*Calculations of division OHR tend to be low because they do not include Head
Office expenses, etc.
*In the calculation of RORA, risk-weighted assets were converted based on full
implementation of finalized Basel III standards.

(FY2022

FY2023)Financial product sales:
128% 138%
Cashless: 70% 70%
Trusts:75% 76%∙ Divisions that do not use
risk-weighted assets∙ Work to reduce OHR through“use of digital technologies”
and “general consulting forretail customers”

Profit RORA

Profit RORA

FY2023
FY20250.8%

FY2022

0.6%
3.0

4.0

1.3%
1.1%

FY2023
0.9%
1.0

5.0

6.0
Risk-weighted assets (¥ trillion)

FY2025

FY20222.0
Risk-weighted assets (¥ trillion)

Build up corporate
solutions pipeline

Deepen digital marketing
Expand cross-use

1.8
8.1

3.1

4.0

11

13

15

18

2020.32021.32022.32023.32024.32025.3(forecast)

Consolidated shareholder return ratio

Consolidated payout ratio (%)

12.4

13.8

13.4

Account only
Digital customers

Non-digital customers

Additional shareholder returns, etc.

11.5%

193.9%

196.1%

56.5%
41.3%

3 mega-banks *Top regional
averagebanks average*TOPIX
average*Average of top five regional banks by total assets (4 banks excluding Chiba
Bank)*TOPIX average calculated from TOPIX index including dividends*Average of other banks are simple averages calculated by the Bank

Growth investments

Targetrange

Appropriate
level

10.5%

Shareholder
returns
Capital accumulation

Target level

Chiba

9.2%

6.9%

3 mega-banks
average*Top regionalbanks average*Average of top five regional banks by total assets (4 banks excluding Chiba
Bank)*Average of other banks are simple averages calculated by the Bank

Cross-shareholdings and ratio to total capitalIn terms of cross-shareholdings, our basic policy
24.45
21.95
is to maintain cross-shareholdings on a limited
21.86
19.90
basis if a meaningful rationale for holding the
17.06
254.6
shares is recognized, such as contributing to the
232.5
211.1
203.1
Contrac201.6
development of the local economy and thetion above rise in
m
a
rk
e
t
improvement of the Bank’s corporate value
value
113.2
110.5
through the maintenance and development of
95.9
82.1
56.6
good relationships with business partners as aBook value halved in four years
regional financial institution, while reducing overall
cross-shareholdings after having sufficient2020.32021.32022.32023.32024.3
Cross-shareholdings (non-consolidated, market value) as a percentage of consolidated net assets (%)
dialogue with clients to control stockholding riskBook valueMarket value (¥ billion)
and capital efficiency, etc.
The quantitative effect of cross-shareholdings
on listed stocks is determined using indexes, etc. calculated by deducting the deemed allowance forstocks and the capital cost for holding stocks, for each client, from income from deposits and loans,service income, and dividend income, etc. The Board of Directors verifies the validity of the rationale forcross-shareholdings for each individual issue, based on the economic rationale and future prospects forthe value of the shares, taking into consideration the financial and performance details of each company.
As of March 31, 2024, the amount of cross-shareholdings on the balance sheet (market value) was
201.6 billion yen, accounting for 17.06% of total capital (consolidated net assets).
The Chiba Bank Integrated Report 2024

Financial and Corporate Data

Inorganic
investment Assetaccumulation DX
investment

1H dividend (yen)230.1%

Chiba

Account use

Profit2H dividend

5 years

14.8%

Consolidated common equity Tier 1 capital ratio*
Based on full implementation of
finalized Basel III standards

9

13

18

17

Management Base Supporting Value Creation

The Chiba Bank Integrated Report 20248

15100.0%

Cross-use*Consolidated common equity Tier 1 capital ratio excludes valuationdifferences on securities fully implemented by finalized Basel III standards

41

256.9%

Reduction of cross-shareholdings

2024.3

11

Produce use

FY2019 FY2022 FY2023 FY2025(Plan)

11.87%

10

24

Annualaverage

Capital Policy

Our basic policy is to control the consolidated
common equity Tier 1 capital ratio* in the rangeof 10.5% to 11.5%. We will first use the capital
accumulated through periodic profit to invest in
growth, secure equity capital commensuratewith growth investments, maintain appropriate
capital, and then consider returning any surplus
to shareholders. We will seek to improve ROE
by improving RORA while maintaining anappropriate level of capital.

18

28[5 years from March 2019 to March 2024](¥ billion)

2.8

36

32

29.9
20

Dividend growth rate (dividend amount per share)

Non-financial
Financial*Due to full fledging of JCB business, only cashless figures are consolidated.
All other figures are non-consolidated figures.

Capital management viewpoint

Total shareholder return (TSR)[5 years from March 2019 to March 2024]

Strengthening of fees
and commissions

15.7 16.6 17.5

37.6

36.9

1.5

Strengthening of fees
and commissions

10.0

28.1

33.9

32.6

Human Capital Management

OHR of other retail operations

1.5%

29.9

Growth Strategy for Value Creation

Gross business profit RORA

3.0%
FY2022

1.0%

Improve RORA & OHR
Promote app use
Promote cross-use
Steady incorporation ofinterest rate rises

Retail Division RORA

41.7

52.9

Chiba Bank’s Value Creation

4.0%

Unsecured loans

Corporate Division RORA

50.3

48.6

Messages

Topline RORA and OHR by Asset and Division (based on FY2023)

Shareholder returns

42Growth Strategy for Value Creation

Message from the CBO

Director and Senior Executive Officer (Representative Director)
Group Chief Business Officer (CBO)General Manager in charge of Business Promotion

To create a local community better suited
to bringing each person’s hope to life

MissionIncrease the number of customers
able to be interviewed

200 customers

Expand transactions with cross-use

1

Exploring needs deeply
by the interview

2

Increase customer resolution
by using digital tools

3

One-to-one
marketing4

A wide range of proposals that
go beyond asset management

Getting customers to “use Chibagin” through digital
Further enhance of app functions

Non-digital
customers

Customers in charge (700)43

The Chiba Bank Integrated Report 2024

Action (2)Customers who cannot meetwith us activate digitally

125 or more

Awareness-raising activities at workplace seminars, etc.

About 900 customers

Expandborrowers

Borrowers
About 0.05 million customers

Client with active deposits(non-lending)About 0.097 million customers
Corporate portal
contract client(64% of borrowers)

App set when opening an account and concluding a housing loan contract
Approach from headquarters

Digital segment

Corporate portal
non-contracted client(36% of borrowers)

Bank possesses rock-solid business foundations
that can be attributed to the relationships of trustthat we have built up with our customers overmany years.
Since I first joined the Bank, I have always strived
to respond swiftly and carefully to customers seeking
consultations. That remains unchanged even now in
my position as Group CBO. I believe that, as we
accumulate more responses that exceed customers’
expectations, customers will choose Chiba Bank
over many other banks.
A strength of our sales representatives is theirability to place themselves in the shoes ofcustomers seeking consultations and respondswiftly and empathetically to them. As well as
leveraging that strength to further deepen our
relationships with our existing customers, we willuse it develop new customers and take them with
us into the future, in our aim to be a banking groupthat continues to grow alongside the region.
The Chiba Bank Integrated Report 2024

Financial and Corporate Data

Improve customer satisfaction

Activate transactions with customers having few contacts (broaden their horizons)

Digitalcustomers

Expand corecustomers Advisory Specified corporate

Activities for consulting customers (contactable and product use)

Transaction category

Action (1)Customers
who can beinterviewed

How to manage
customers in charge

Process of expanding transactions in corporate businessContinuing to grow alongside the region

Management Base Supporting Value Creation

Future Vision of Retail Business

The Bank has introduced an activity-based
evaluation system for both retail and corporate
businesses.
To revise a review of previous evaluation
systems, we introduced an evaluation system forthe retail business that focuses on the volume ofsales personnel’s activities, such as the number of
appointments made and the number ofcustomers visited, and fiduciary duties. For the
corporate business, we introduced an evaluation
system that places more weight on the process
up to the signing of contracts for solutions. We
will have meetings with numerous customers tolearn about their asset management needs andmake proposals to solve their business
management issues. Through changes in the way
our sales personnel act, we will create more
opportunities to make optimal proposals to awider range of customers than ever. In particular,
we will seek out opportunities to interact with newcustomers as well as existing customers. In thisway, we will aim to revitalize transactions withmany customers and turn them into fans of Chiba
Bank.

Human Capital Management

If we are to realize the Purpose and Vision, it isimportant to have a better understanding of ourcustomers and to identify their existing and latentneeds. By understanding those needs andmaking optimal proposals for bringing customers’
hopes to life and solving their issues, we will
evolve our business model into a customeroriented model in which the Bank will growtogether with our customers.

I will talk in specifics about our retail andcorporate businesses separately, starting with theretail business.
In October 2023, in a major change of direction
for the retail business, the Bank abolished branchrevenue targets and established an evaluation
system that focuses on activity volume andfiduciary duties.
We will aim to improve customer satisfaction
by deploying sales activities that pursue the bestinterests of our customers.
Given the infinite variety of the lifestyles and needsof our individual customers, we need to make
optimal personalized proposals. To this end, we will
strengthen our digital marketing that anticipates
customer needs. By estimating individual customers’
life events based on their various transaction dataand predicting highly needed products, we will aim

Introduction of activity-based evaluation system

Growth Strategy for Value Creation

Understanding our customers well
to deliver optimal solutions

precisely identifying their latent needs andmanagement issues, and continuing to propose
solutions, in our efforts to solve social issues in theregion.

Chiba Bank’s Value Creation

Kiyomi Yamazaki

to make the most appropriate proposals at the mostappropriate times. We will share data analyzed by
the headquarters with the branches and, as a“comprehensive money consultant,” make a wide
range of proposals, such as asset management,
mortgage, auto and education loans, to support theprosperous lifestyles of individual retail customers.
We will work on various initiatives to bring the hopesof many more customers to life, such as establishing
new locations for mortgage loans services to
respond to a wide range of customer needs andholding video-based inheritance seminars forinheritance-related services.
I hope that our retail customers will feel free toconsult with us about their needs.
Next, in the corporate business, as “anassistant to management,” Head Office, thebranches, and Group companies will work
together to gain a full picture of the management
issues of each corporate customers andpromptly make proposals that will help support
their core business.
Given the significant changes in the businessenvironment surrounding our corporate customers,a particularly large number of customers currently
face management issues related to GX and DX.
The Bank is placing efforts into non-credit solution
proposals, such as decarbonization and ICT
consulting, and our track record in this area is
growing steadily. For each case, we form asolutions team in which the branches,
headquarters, and Group companies collaborate toconsider the most appropriate proposals. In thisway, the entire Group will work together to act
swiftly to resolve customers’ management issues.
In addition to assisting customers with theirfunding, we will stay close to our customers,

Messages

Delivering high-quality
services tailored to eachand every individual andcorporate customer withthe optimal timing

44

Growth Strategy for Value Creation

Retail Business

Strengthening operational systems for housing loans in and outside of Chiba Prefecture
Housing loan execution status
31.0%

23.8%
328.1

24.5%
349.2

25.7%

352.4

26.5%

347.3

376.7

Issues in the 100-Year Life Society
Preparation for dementia, etc.
2020.32021.32022.32023.32024.3

Ratio of those outside Chiba Prefecture*
Amount of execution (¥ billion)* Depending on the location of the branch executing the loan

I want to leave the rental
property management
to my successor.

Once the inheritanceprocess starts,
money cannot be
withdrawn immediately.

Inheritance procedures aretroublesome and a burden
on my family...

Asset management trust

Family trust (civil trust)
support service

Alternative testamentary trust

Testamentary trust

Chibagin’s Support Service in the 100-Year Life Society
MESSAGE

Ayaka Usami
Consumer Loan
Business DivisionTokyo Consumer Loan Centersuit their own taste, in their home purchases,
which is said to be the most expensive purchasein life.
I hope to continue to be the first person andbank that customers can consult when they ortheir loved ones are in need. To that end, I will
make further efforts to build a relationship of trustwith customers by sincerely listening to eachcustomer’s voice, and having the Bank provide
total support in a wide range of areas, startingwith housing.

Become a reliable advisor on“inheritance”
Amid growing interests in inheritance, with the“end-of-life planning boom,” the “revision of theInheritance Tax Act,” and “an increase in thenumber of meditations in family courts for thedivision of estates,” I provide advice on inheritanceand assistance with the preparation of testaments,
as a person in charge of inheritance-related
services.
I am working daily with customers to address
the issue of “inheritance,” an issue that is difficult
to discuss even with their family members, torealize smooth asset succession. I feel the real thrillof my job when I am able to provide better advice

Fumika Sato
Trust Business Division
Consulting Department

for customers and their family members who will
inherit their assets by closely supporting them.
When the testament is completed and thecustomer says “I am glad that I consulted with
Chiba Bank,” or “I feel relieved that my wishes andintentions take shape,” that is the moment when I
feel happy as a sales representative
I will continue to make every effort so that eachand every customer can consult with us withpeace of mind, and to ensure that everyone in theregional communities can rely on Chiba Bank
when it comes to inheritance.

The Chiba Bank Integrated Report 2024

Financial and Corporate Data

The Chiba Bank Integrated Report 2024

What if I can no longer
go to the bank...

Management Base Supporting Value Creation

45

Preparation for inheritance

Human Capital Management

After going through career development training,
I became responsible for operations at a branchcounter and then for a loan liaison. Currently I am
in charge of housing loans for retail customers.
I try to think what customers need and what
they want from us, and I am committed toworking with them to realize prosperous lifestyles
beyond the loan.
I feel the joy of helping customers realize theirwishes and dreams to build their own home, tolive in a house where they can live with theirfavorite cats, or to renovate their new home to

Growth Strategy for Value Creation

Main lineup of our trust business and inheritance-related services

MESSAGE

Housing loans to help
customers realize their dreams

In 2006, the Bank obtained licenses for inheritance-related
services and trust businesses and became the first regionalbank in Japan to provide inheritance-related services by itself.
With the advent of the 100-Year Life Society, we provide
a wide range of services to help solve various issues ofcustomers from “preparing for dementia” in deposit
management and rental property management to “preparing
for inheritance” to ensure smooth asset succession.
In December 2023, in order to show customers in aneasy-to-understand manner that testaments are effective forsmooth asset succession, we started to hold “inheritance seminars,” which consists of dramatizedvideo and commentary, at all branches. We will continue to realize more customers’ wishes andintentions for their family.

Chiba Bank’s Value Creation

In order to flexibly respond to changes in the social
environment including soaring housing prices anddiversification of work styles and to closely support
the wishes and intentions of our customers topurchase houses, we have strengthened ouroperational systems mainly by expanding thenumber of personnel specializing in housing loans.
In October 2023, personnel specializing in housing
loans, available on bank holidays, was assigned to the
Asahi Branch to respond to a wide range of inquiries
and requests from customers in the Toso area.
In addition, in order to further strengthen sales inTokyo, where demand for housing remains strong,
we have expanded a system of the Tokyo Consumer
Loan Center, and established the “Tokyo Consumer
Loan Center Shinjuku Office” in the Shinjuku Nishi
Corporate Banking Office in June 2024, to provide
consultation services for housing loans in the WestTokyo area. We will flexibly review our operational
systems in line with trends in housing needs andwork to evolve products and systems that meets thetrend of digitalization and the needs of customers.

Inheritance-related services and trust businessMessages

Individual values and lifestyles have diversified, and accordingly, the services that customers expectfrom financial institutions have changed. The Bank Group has worked to strengthen operational
systems and various services to provide optimal services that meet the needs of retail customers.

46

Growth Strategy for Value Creation

Corporate Business

Main Initiatives

Number of transactions(in the year ended March 31, 2024)*

243

239
Signed contracts

0.51

2019.32021.3*Including ICT consulting service

2020.3

Number of contracts

4%5%

Digitalization
25%

0.56

0.53

Launch of new
businesses
Subsidy application
support 7%

2022.32023.32024.3

Fee and commission income (¥ billion)

Restructure
human resourcesmanagement system
17%

Mid-termPlan,management
strategy21%¥1.15 billion
96 ¥0.91 billion¥0.73 billion¥0.57 billion ¥0.49 billion

Stock deals
1,400

2020.3 2021.3 2022.3 2023.3 2024.3

103

Number of advisory contract
Fee and commission income

New business

Example of utilization image - CRE strategy -Real estate held by customers

Support for
liquidation/lease back

Balance sheet of customers (business corporations)
AssetsLiabilities

Sale priceNet assets

Example of utilization image - Development support -Developed and efficiently
used by customers

Provide support

Liquidation

Secure/supplement
funding capacity

Sale priceReal estate funds (SPC)

Providing accompanying support to business
operators through ICT adoption• Improvement ofbusiness flow
• Comparison/
review of solutions• Introduction of IT tools• Initial settings• Improving operation flow

Support for introduction

Staffing service

Chibagin Computer Service

Chibagin Career Service• Preparing
management plans

Advisory
Chibagin Research InstituteOperational
efficiency (IT)support consulting
23%

Business matching
35%

Breakdownof contracts(2024/3)
Package system
implementation
support 12%

System design
consulting
31%

Solve customers’ issues by drawing
on all the power of Chiba Bank
Ichinomiya Branch is located in Ichinomiya Town, which
was the surfing venue for the Tokyo Olympic Games.
We handle a comprehensive range of businesses withmany transactions with local companies with a long
history as well as new businesses established by people
who have moved to the town.
In our corporate business, I try to share the future
vision and concerns of business owners from theperspective of their management, and make proposals
by drawing on all the power of Chiba Bank to realize
their wishes and solve their issues. For example, forcustomers who suffer a shortage of human resources, I
refer to Chibagin Career Service, and propose custommade solutions in collaboration with headquarters, such

Seiya
Maruyama
Ichinomiya Branch
General Manager

as personnel system review through Advisory services,enhancing corporate image with advertising, andimproving operational efficiency through ICT consulting
services.
It is also important to hone our skills in order to build
a relationship of trust with customers so that they canconfide their concerns to us. I instruct my subordinates
to always learn and become a person of choice forcustomers, based on my experience where the skills of
SME management consultant acquired through theBank’s learning support program have been successful.
I feel the irreplaceable joy with my subordinates when
our customers express their appreciation for proposals
we have seriously considered over and over again.

The Chiba Bank Integrated Report 2024

Financial and Corporate Data

The Chiba Bank Integrated Report 2024

Active60

Management Base Supporting Value Creation

47

146

MESSAGEICT consulting service
In our ICT consulting service launched in April
2021, we provide services that support
digitalization to help improve customer
productivity. We offer consulting on the
introduction of the optimal system and IT tools
independently from IT service providers to help
solve customer issues. The number ofconsultations in FY2023 has exceeded 250, andin addition to attendance management andsalary calculation systems, we have increased
consulting on the support for the introduction of
no-code/low-code systems.
In addition, the Chiba Bank was selected forthe “Regional Digitalization Support Promotion
Project,” a program established by the Cabinet
Office for regional financial institutions. We willcontinue to strengthen our accompanying
support services toward the digitalization ofsmall and medium enterprises in the region.

227

To meet the increasingly diversified and sophisticated customer needs related to real estate, such as
improving the balance sheet, raising growth capital, and realizing large-scale investments, we workwith external experts to provide support utilizing real estate liquidation scheme.
We will continue to dig deeper into the management and financial issues of each customer from theperspective of real estate, thereby providing custom-made optimal solutions.

2024/3Comprehensive
tourism strategy 9%214
Signed contracts

Human Capital Management

0.31

Other
4%

Management
diagnosis 6%

137

47
0.19
5
0.02

Create organizational
reform scheme 2%
Strengthen corporate
administration system

227

Proposalsunderconsideration
280
Number of
consultations
per year
600

Breakdown of contracts*

Changes in the number of contracts,
advisory income*High-level solutions via real estate funds

Fee and commission income

Growth Strategy for Value Creation

In advisory services for business operators, we provide various support, including support for forming
management strategies and business plans in anticipation of business expansion, support for creating
human resources management systems, and lateral support for starting a new business in responseto changes in the business environment.
The number of contracts in FY2023 exceeded 200 for the second consecutive year, contributing to
the increase in the Bank’s commission income. As the specific number of consultations exceeds 600
per year and continues to increase, we will continue to provide sophisticated consulting on ourcustomers’ management issues.

Our business succession consulting services
provide one-stop, speedy support for all issues
related to business succession.
The number of support for businesssuccession has steadily increased, and thenumber of stock deals, for which we willconsider M&A in the future, has also increased
to approximately 1,400. We will continue toprovide detailed support tailored to eachcustomer for their business succession needs
in a timely and appropriate manner.

Number of transactions

Chiba Bank’s Value Creation

Advisory services for business operators

Business succession consulting services

Messages

The business environment surrounding companies has been dramatically changing as seen insoaring material prices and labor shortages. The Bank Group conducts customer-oriented
consulting by sharing management issues with various business operators, including individual
business owners, small and medium enterprises, and major companies.

48

Growth Strategy for Value Creation

Corporate BusinessSupport for green project in Chiba Prefecture

Green Loan Outline

Contract date

Tuesday, February 20, 2024

Loan amount¥5,000 million

Lending financial institution

Chiba Bank, Boso Credit Union, Chiba Kogyo Bank, Chiba Shinkin Bank, Choshi Shinkin
Bank, Choshi Shoko Credit Union, Keiyo Bank, Kimitsu Credit Union, Sawara Shinkin
Bank, Tateyama Shinkin Bank, Tokyo Bay Shinkin Bank, Tokyo Higashi Shinkin Bank(in alphabetical order excluding Chiba Bank)

Execution date

Monday, February 26, 2024

Third-Party Opinion

Japan Credit Rating Agency, Ltd.

Loan type

Term loan

Holding local government DX promotion trade fair

49

The Chiba Bank Integrated Report 2024

In the area around Narita Airport, the construction of a new third runway and the consolidation ofterminals and cargo areas at Narita International Airport, the full opening of the Ken-O Expressway,and the extension of the Kita Chiba Road, together with further functional enhancements to the
airport, will significantly improve access to the transportation network in the Tokyo Metropolitan area.
With various large-scale developments and community building underway, the area around Narita
Airport has considerable potential for growth.
The Bank established the Narita Project Promotion Office in October 2018. For the development of
the regional economy, we collaborate with nine cities and towns as well as business operators around
Narita International Airport to support development projects and prospective developers.

Overseas business
Financial support utilizing the overseas network
The Bank has an overseas network of six
locations (three branches and three
representative offices).
We provide support for overseas businessexpansion through our six overseas locations
and partner banks, including the latest
information on the investment environment tobusinesses overseas and customers considering
overseas expansion, market development, andfinancial support for local subsidiaries.

Shanghai
Representative OfficeLondon Branch

Hong Kong Branch

Financial and Corporate Data

In July 2023, we held “Local Government DX Promotion
Trade Fair + Hybrid Seminar” at the Bank’s Head Officebuilding. To support local government officials to workon DX operations with more concrete image and asense of reality, we displayed actual DX tools anddemonstration equipment at the fair so that visitors canfreely experience them.
At the same time, we also held seminars on a wide
range of topics including business reform for local
governments, development of digital human resources,and generative AI, providing information that would
contribute to solving issues of local governments.

Initiatives in Narita area

Management Base Supporting Value Creation

Chiba Prefecture

The Bank established the agricultural corporation Fresh Farm Chiba together with 15 local companies
in March 2018. This company has gradually expanded the amount of cultivated area to 11 hectares,
and in FY2023, we harvested 37 tons of Koshihikari rice and 14 tons of Fusakogane rice. We openeda stall for Minayoshi rice and Komekoji Minayoshi Amazake atmarkets operated by a regional trading company Chibagin
Market to communicate information directly to consumers.
In addition, we conducted a demonstration experiment toautomate the weeding on the slopes, which is one of theissues facing the region and involves a heavy workload anddanger. We will continue to take on the challenges of various
initiatives together with the local community for thesustainable development of agriculture.

Human Capital Management

Borrower

Operating the agricultural corporation Fresh Farm Chiba Co., Ltd.

Growth Strategy for Value Creation* Businesses such as renewable energy power generation facilities that contribute to solving global warming and other environmental problems.

In February 2024, ceremony was held for the “Chiba
Gastronomy AWARD” by the “Chiba Gastronomy Prefecture
Project,” which the Bank sponsored and cooperated in the
management of.
The project aims to make the Chiba Prefecture a worldclass gastronomy prefecture by recognizing outstanding
restaurants and producers in the prefecture. From more than
500 entries, the top 30 were selected from each category ofrestaurants and producers. Chibagin Market participates in this project as the secretariat, and willconsider matching producers with restaurants awarded in the Gastronomy AWARD and planning theircollaboration to generate new appeal in the region. In this way, we will contribute to solving regional
issues and providing social value to contribute to regional revitalization.

Chiba Bank’s Value Creation

In February 2024, the Bank made a Green Loan to Chiba Prefecture for the first time in the prefecture,in cooperation with regional financial institutions in the prefecture.
Green Loans are limited to use for green projects*, and the transparency is ensured by reporting on
the use of these loans and the performance of green projects after loans implementation.
This loan is a Green Loan that utilizes the Sustainability Finance Framework (hereinafter referred toas the “Framework”) formulated by Chiba Prefecture in August 2023. The second opinion has beenobtained from Japan Credit Rating Agency, Ltd. for its suitability as a green loan. By limiting the use offunds to eligible projects such as river, coastal, and erosion control improvement projects, theFramework aims to contribute to improving the environment for society as a whole.
Chiba Prefecture, the recipient of the loan, is promoting initiatives to achieve the SDGs, involving awide range of stakeholders, including residents and business operators. The goal is to use the Green
Loans as an opportunity to promote understanding of Chiba Prefecture’s advanced efforts regarding
the SDGs and to create momentum throughout the Chiba Prefecture for promoting the SDGs.

Support for Chiba Gastronomy Prefecture ProjectMessages

Regional Revitalization

New York Branch

Bangkok Representative Office
Representative Office Registered in Singapore

Overseas network

The Chiba Bank Integrated Report 202450

Growth Strategy for Value Creation

DX (Base I)

DX Strategy

Apps/Portal
The Chiba Bank app and Chibagin Business Portal are digital infrastructures that connect withcustomers, and we are gradually adding new functions to them for creating the optimal customer.
For the Chiba Bank app, in addition to enhancing financial services, we will work to developfunctions that connect with customers’ daily lives and functions personalized to customers. For
Chibagin Business Portal, we are enhancing basic functions as well as developing ancillary functions
that are useful for customers’ business activities.

Creating the optimal
customerDevelopment of operational
infrastructure that makesbanking operations more efficient
Support businesses
with platforms andnew technologies

10.6%

PaperlessSeal-less

305

17.8%
738

514

2021/3 2022/3

2023/3

Approximately
1/4 of population of
Chiba Prefecture2024/3

Platforms
BaaS
New technologies

Number of app users per day*Number of users who have used the app at least once

0.15

Chibagin Market

million people

Support sales
with digital

Human resources
development toaccelerate strategy

Digital marketing toincrease strategic
effectiveness

Increase customer engagement
Further accumulation of data

consult
Easy to anytime, anywhere

Students• Account opening• Debit cards

Marriage/childbirth

Employment• Accounts used toreceive salaries• Housing loans• Life insurance• Automobile loans• Asset management• Property insurance

Growth of children• Education loans• Review of insurance

Anticipate customers’ needs
and life plans through data analysis

DigitalThe Chiba Bank Integrated Report 2024

In-person

Arouse customers’ needs
Products and services
that meet their wishes

1

UseComplete through a portal without coming to a branch counter

Provide banking services• Retirement allowance• Management review

Concierge

Deposits
Complete transaction management on the Web
Account balance and transaction statement

Transition trends (graphical)

Account information comparison

List of other banks’ accounts• Testamentary trust• Advancement

Diagnosis of household
finances and life plans

Information on finance literacy/
asset management

Promotion of app incorporating the results of data
analysis
Notification of debit schedule

List of assets/
contract information
Engagement tools

Design changes
Banknote mode (statement search, memo
registration, etc.)
Improvement of leads, buttons, etc. as needed

Continuous UI/UX
improvement
Authentication
linkage to otherchannels

Easy communication/linkage to face-to-facetransactions
Reservations for branch visits
Friend referrals
Advertisement distribution

Household accountdiagnosis and LP
simulation

Consultation via chat,
online, etc.

Repayment schedules

Acceptance of current account loans and repayments

Digitization of loan-related documents

Foreign exchange

House

Car

BridalTravel

Procedures
Change reported matters

Nursingcare

End-of-life2

3

Know services
Obtain necessary information when necessary

To all customers

Consult/apply for
Solve issues of own company appropriately

Present solutions

Face-to-face transactions

Information provision
Chibagin’s instruction manual

Sophisticated sales

Information dissemination

Strengthen relations with existing customers
Strengthen consulting functions

Seminar information

Guide to the Bank Group’s solutions

To face-to-face transactions
Non-face-to-face transactions

New services
Strengthening collaboration with external services
Online loans

Issue balance statement

Chibagin Market

Greenelectricity

Aim to be a bankclose to customers
in bothreal and digital life

Future plan

CO2 emissions measurement

Inquiry of borrowings list

Smooth linkage to Web-EB

RemoteLocal government,
cross-industry, andMy Numbercollaboration

Functions that lead to streamlining of accounting clerical
work are implemented as an online branch(concierge for corporate transactions)

Loan• Credit cards• Card loans• Utility bill payment

Proposals that meet life plans throughchannels best suited to each customer

Google Pay/Apple Pay
Local tax uniform QR
API linkage

Utilize contact

Marketing

Financial and Corporate Data

Corporate portal

House/car purchase

Inquiry of securities
account
Foreign currency
deposits and insurance

Advance repaymentof housing loans
Fund wraps balance

Functional and easy-to-understand portal site for all customers

End-of-life

Retirement

Further enhance the lineup
of proposals throughnonfinancial services

Collect data from diverse media

51

Exciting design with simple andeasy operation

Loan repayment
schedules
App loans
Inquiry of details ofinvestment trusts
Investment trust
account opening

Management Base Supporting Value Creation

Proposal that stands upstream ofcommercial distribution

Branch counter/offices

Pleasant experience on
smartphones

Realized

We are working to estimate customers’ interests, concerns, and problems through data analysis andpromote efforts to deliver solutions to them by the most appropriate channels and timing.
We will improve customer experience by grasping the results of analysis of the needs of customers,
etc. in an integrated manner at branches and headquarters, and making appropriate proposals
through all channels.

ATMs

Personalization
Visualization of transactions andassets/individualized proposals

Formal personalauthentication
Registration of
accounts used toreceive public money
Procedures
Continuous customer
management

Advertisingbusiness

Digital Marketing

Apps

Enhance functions

2026/3(Plan)*Number of Chiba Bank app registrants ÷ Number of individual active customers(As of March 31, 2024)

Creation of
non-financial
operations

Needs ofcorporate customers

Social media

Linkage to other services

1,500

972

Enhancement of convenientand secure financial services

Connecting with daily
lives

50.0%

25.5%

Regional trading company

Support needs
with digital

Regional
ecosystem
strategy

Individual apps
Corporate portal

Enhancement offinancial services

From 2026/3

Barcode payment
Transfer
Balance and transaction statement
Deposits, cancellations, and account opening oftime deposits
Web account opening and application for accounttransfer

Human Capital Management

Evolution of
the customer-focusedbusiness model

App penetration rate*
Number of app registrants
33.8%(thousand)Increase
contact points
withcustomers

Personalization
strategy

Number of app registrants
1.50 million people

Improve
UI/UX

Evolution offinancial
operations

Number of app registrants and app penetration rate

Communication

Needs of individual
customers

Digitalize transactions at
branches

2025/3Growth Strategy for Value Creation

Development of digital
infrastructure thatconnects with customers

Making app for familiar
financial services

Solve any
problemthrough
one channel

Chiba Bank’s Value Creation

Future plan

Implemented

In our DX strategy, one of our basic policies is “Creating the optimal customer” through the optimal
utilization of our digital infrastructure such as the Chiba Bank app for individual customers and the
Chibagin Business Portal for corporate customers, which we have developed to date, to provide
customers with the best “Chibagin experience.”
That policy is based on two pillars of “personalization strategy” that utilizes digital marketing to deliver
optimal proposals to each and every customer, and “regional ecosystem strategy” that connects local
customers with local businesses to develop an active economic cycle. To achieve these strategies, wewill create non-financial services including advertising business and concierge services for homepurchases while evolving our existing financial services such as Chiba Bank app development.

Messages

DX is an important management challenge for a company to maintain its competitiveness and grow.
The Bank Group includes “DX (digital transformation)” as one of the value creation bases in its
Mid-term Plan, and is working on various initiatives based on its DX strategy.

Personalization
recommend

Digital contact
Maintain/expand transactions with customers withno transactions other than deposits and customers
with small transactions
Capture a new customer segment

Improve operational
productivity

Transaction channels
that meet customers’ needs

The Chiba Bank Integrated Report 202452

Growth Strategy for Value Creation

DX (Base I)

Advertising business

Improve operational efficiency

Customers coming to a branch

Customers

Remote reception
by an operator at headquarters

Remote check by a person
in charge of inspection

Remote reception

Remote inspection(teller)(officer)

PL basePaperless for various reception

Complete paperless for
subsequent clerical work

Experience as if the other person is present

MESSAGEThe Chiba Bank Integrated Report 2024

Digital Strategy Division
Operational Reform Department

for customers and people at branches who areusers of such system, and whether the system will
provide more convenience than before. To thisend, I am not bound by the way things have been
done so far, and sometimes consider starting witha review of clerical work and rules. Whendeveloping systems, we sometimes face problems
and difficulties that we have not expected,
however, this makes it very rewarding when thesystem is released and we receive compliments.
I will continue to work with customers’
perspective in mind so that I can provide services
that are more convenient for customers.

Display
above ATM

Advertisements

Advertisements

Email*

Advertisements

Customers
Support marketing
while collaborating

Advertisements

Business issues support
Consulting on financing* Underconsideration

Metaverse demonstration experiment

Onionnews Inc.
(20% investment by the Bank)

Advertising planning, production,and operation support

New business

The Bank is considering the use of Metaverse space as one of
the channels to provide new customer experiences andapproach to new customer segments. In FY2022, we held
Metaverse events for various segments including ones forprospective employees, employees of local governments, andchild-rearing generation. We also conducted a survey of users’
receptivity to Metaverse space. In FY2023, we provided a pilot“Metaverse Housing Exhibition Venue,” the first of its kind for afinancial institution, in cooperation with a real estate company.
Going forward, we will aim to officially develop the “Metaverse
Housing Exhibition Venue” and provide new contents.

Joint Business Plan (JBP) agreement with Google Cloud Japan LLC
In January 2024, the Bank reached anagreement on Joint Business Plan (JBP) with
Google Could Japan to advance our initiatives
in the digital marketing field. In our JBP
initiatives, we will promote the advancement in
the field of marketing knowhow using online
advertisements and videos, and data analysis
technology using Google Cloud’s AI andmachine learning.
In addition, to accelerate the accumulation ofsuch advanced knowhow within the Bank, wewill organize our advertising operation systems,
which have been dispersed by product, into
two working groups to strengthen and improve
efficiency on our operation system.

Utilize Google’ s marketing tools and Google CloudMarketing using online advertisements and videos
Data analysis technology using Google Cloud’ s AI and machine learning
Development of cloud data environment

Financial and Corporate Data

Working together with the department in charge, I
review existing workflow to determine the bestflow for systemization, and mainly provide supportin progress management, various adjustments,
etc. in system development to realize that flow.
Specifically, I have been involved in thedevelopment, including renewal of delinquency
management system, implementation of anelectronic contracting system, and realization of
paperless investment trust contracts andpaperless money transfer for insurance premium.
In developing systems, I place importance on
the viewpoint of whether the system is easy to use

Yuka
Kenmotsu

Chiba Bank app
recommendation
columnAdvertisements

Management Base Supporting Value Creation

Struggling to develop systems
with users’ perspective in mind

Signagein the lobby

Signageat ATMcornerHuman Capital Management

TSUBASA smile
Telepresence System “MADO”

53

Advertising consulting services

Advertising media services
Digital signage
at the Chiba
Advertisements
Ekimae Branch

Growth Strategy for Value Creation

Introduced at Hamamatsucho
Branch and Mito Branch(established in 2023)

We officially announced the launch of the advertising business in May 2023, and have started
operations at all branches since October 2023.
The advertising business is structured to provide two distinct services, an “advertising media
services” and “advertising consulting services.” In the “advertising media services,” we placeadvertisements of customers in the region on advertising media including large signage for outsideuse in the Tokyo Head Office and the Chibagin INNOVATION LOUNGE in the Chiba Ekimae Branch,
as well as lobby, ATMs, and Chiba Bank apps, which has been well received by customers as a new
advertising venue.
In the “advertising consulting services,” we collaborate with Onionnews Inc., a company in which
we have an equity participation, to provide customers who are considering advertisement on theinternet with services such as creating websites and posting advertisement on the internet.
We will continue to contribute to the development of the regional communities by providing
customers with unprecedented values through new media planning utilizing the Bank’s data andenhanced consulting services.

Chiba Bank’s Value Creation

By reviewing workflow and automating operations with RPA, we plan to reduce workload by 300,000
hours in three years, and we have reduced workload by 110,000 hours per year for the period from
April 2023 to March 2024. We are also working to realize lightweight branches by consolidatingclerical work at headquarters utilizing TSUBASA general-purpose paperless system, and establishingbranches without counters utilizing Telepresence System “MADO” in November 2023.
We will continue to expand features of non face-to-face digital infrastructure such as Chiba Bankapp and Chibagin Business Portal so that customers can choose the best channel from in-person,
digital, and remote, thereby moving closer to providing the “best customer experience.”

New businessMessages

Main Initiatives

Advancement of “one-to-one marketing”
Organized into two
Different advertising companies
WGs to strengthen the system
and individual budget setting for each product
Lack ofhorizontal
cooperation

Apps

Cards

NISA

Bidding Advertisingcompetition company A

Advertising
company B

Advertising
company C

Decrease inlearning
efficiency

BudgetBudgetBudget

WG foreach
product

Unsecuredloans
WG

Advertising
company X

Advertising
company Y

Set JBP strategic budget

The Chiba Bank Integrated Report 202454

Growth Strategy for Value Creation

GX (Base II)
Target for the amount of sustainable finance and its results
Target amount(FY2019 to FY2030)

Actual amount[progress rate](FY2019 to FY2023)¥2 trillion¥1,424.7 billion[71.0%]

Cumulative amount of sustainable finance

Messages

In a sustainable society, GX is an important social challenge to protect the most important “global
environment.” The Bank Group will contribute to the realization of a decarbonization in the region
through initiatives for sustainable finance and promoting the spread of renewable energy.

(¥ billion)
Non-environmental finance

Environmental financeTarget: ¥2 trillion

Sustainablefinance

Sustainable financeLarge
enterprises

55

The Chiba Bank Integrated Report 2024

• SDGs Friends Loan
· Linking customers’ business activities
with the objectives of SDGs
· Support customers’ efforts to achieve SDGs

2023.32024.32031.3CO2 emission measurement tool “C-checker”
The Bank Group developed a CO2 emission
measurement tool “C-checker” in September
2023, and started offering it as a free service of
the Chibagin Business Portal. Starting with the“C-checker,” which helps customers visualize
their CO2 emissions as a first step toward
decarbonization, we support the formulation of
CO2 emission reduction plans and provide asolution menu such as solar power generation
facilities and energy saving facilities incollaboration with business matching partners.
In this way, we have established a system tosupport customers’ GX activities in acomprehensive manner.

Realize adecarbonizedsociety byvisualizing CO2
emissions

MESSAGE

Supporting sustainable management
through repeated trial and error
My job is to support customers’ efforts forsustainable management from both financial andnon-financial aspects.
In financial aspect, commercialization of the“SDGs Leaders Loan” has expanded the range ofcustomers involved in sustainable finance. Whendeveloping sustainable finance, I work throughtrial and error, considering what are the key issues
for customers and what goals are ambitious level
for them, while gaining knowledge from the
Chibagin Research Institute and external
evaluation companies.

Koji Kaminishi
Corporate Business Division
Business Solutions
Department

In the development of the “C-checker,” a CO2
emission measurement tool, as a first step toward
decarbonization, I worked very hard with a lot ofanxiety, as that was my first experience working
on system development and I had no specialized
knowledge of system. I had faced problems manytimes before I achieved the system I envisioned,but I worked with people of the Chibagin
Computer Service and related departments, andwas finally able to release the Bank’s uniquemeasurement tool.

The Chiba Bank Integrated Report 2024

Financial and Corporate Data

Small and medium enterprises• SDGs Leaders Loan
Sustainability linked loan type
Green loan type
· Financing consistent with international principles· Evaluated by Chibagin Research Institute(R&I evaluates the framework)

2022.3¥1 trillion

Management Base Supporting Value Creation

Medium-sizedcompanies• Positive impact finance· Financing conforming to international principles· Assigned a third-party opinion
by an external organization (JCR)

2021.3

652.5

Human Capital Management• Green loans· Financing conforming to international principles· Evaluated by external organizations (R&I, etc.)¥652.5 billion[65.0%]

290.2

Growth Strategy for Value Creation• Sustainability linked loans

772.1

642.5

¥1 trillion

1,424.7
Chiba Bank’s Value Creation

The Bank provides various loan products to promote customers’ GX in terms of finance. We offer a
product lineup such as the Chiba Bank Sustainability Linked Loan and Chiba Bank Green Loan
primarily for large companies, as loans conforming to the Sustainability Linked Loan Principles andother international principles. In January 2022, the Bank established the Chiba Bank SDGs Leaders
Loan primarily for medium-sized companies. This is a loan program evaluated and implemented by
the Chibagin Research Institute, in which specialized departments of the Bank provide support tobusinesses that are working on sustainability management for setting effective targets and so forthaccording to business size and management conditions. We have received a third-party opinion from
Rating and Investment Information, Inc. (R&I) regarding the conformity of this product’s framework tointernational principles. In August 2022, we commercialized the Chibagin Positive Impact Finance forlarge and medium-sized companies after receiving a third-party opinion from Japan Credit Rating
Agency, Ltd. The Chiba Bank SDGs Friends Loan has been used by many customers, primarily small
and medium enterprises.

Of whichenvironmental
finance975.8

56Growth Strategy for Value Creation

GX (Base II)

Decarbonization Consulting

Himawari Green Energy Co., Ltd. started operations

Consulting system

Himawari Green Energy Co., Ltd., a subsidiary involved in energy generation established in April 2023,
started its operations in December 2023. Currently, it is engaged in solar power generation businessin Asahi City and Kimitsu City, whose annual power generation is equivalent to approximately 35% of
the Chiba Bank Group’s annual electricity consumption. In addition, in March 2024, it launched anintermediary business for non-fossil certificates, which can be used for carbon offsetting, as part of its
decarbonization initiatives. It will continue to accelerate its business utilizing renewable energy tocontribute to the realization of a decarbonized society in the regional communities.

Advisory contract

The Bank

Chiba Bank’s Value Creation

Customer

Messages

The Bank conducts various initiatives to support customers’ decarbonization initiatives. We have awide variety of solution menus and provide consulting services based on the needs of customers,
including support for the visualization of greenhouse gas emissions and formulation of greenhousegas emission reduction plans, and support for the introduction of solar power generation facilities andenergy saving facilities in collaboration with business matching partners. In September 2023, westarted providing CO2 emission measurement tool “C-checker,” strengthening a system tocomprehensively support customers’ decarbonization initiatives.

New businessAsahi power plant

Collaboration

Growth Strategy for Value Creation

Information provision

Outsourced companies
and other companies

Asahi power plant

Chibagin Research InstituteContract

Business
matching partners

Human Capital Management

Kimitsu Power Plant

ESG evaluation sheet

Investment in GX Promotion Organization

57

The Chiba Bank Integrated Report 2024

MESSAGE

Promoting local production
and consumption ofrenewable energy

Ren Ishii
President and Representative Director of
Himawari Green Energy Co., Ltd.
Senior Deputy General Manager,SDGs
Promotion Office, Corporate Planning
Division, Chiba Bank

Himawari Green Energy was established in April
2023, with the aim of contributing to therealization of a decarbonized society in theregional communities. It is a new business,
however, all staff members concurrently serve as
the Bank’s employees. We have already started
solar power generation operations in two plants in
the Prefecture, and our business is progressing at
a faster pace than originally planned, including thelaunch of an intermediary business for non-fossil
certificates.
I am concurrently involved in the operations of
the SDGs Promotion Office of the Bank, and also
responsible for accelerating the Chiba Bank
Group’s and customers’ efforts to achieve theSDGs. I have experience working in five branches
so far, and at each branch, I worked feelingstrong ties with customers rooted in that
community. I have a strong desire to make Chiba
Prefecture, where many of our customers arelocated, a sustainable and more prosperous
region. To achieve this, I believe that we need tofurther expand Himawari Green Energy’s
business.
In order to promote the spread of renewableenergy use and local production andconsumption, I hope to make aggressive
investments by making the best use of the Bank’s
resources and information capabilities.

The Chiba Bank Integrated Report 2024

Financial and Corporate Data

In May 2024, we made an investment of ¥20 million in the GX Promotion Organization upon its
establishment. The GX Promotion Organization is an authorized corporation established under the Act
on Promotion of Smooth Transition to a Decarbonized Growth-Oriented Economic Structure (GX
Promotion Law) in May 2023, with funding from the public and private sectors. This organization plans
to provide financial support such as debt guarantees, operate the emission trading scheme, andcollects fossil fuel levy, etc. in order to achieve the Japanese Government’s goal of ¥150 trillion ormore in GX investment over the next 10 years. The Bank has been involved in the formulation of thebasic policy for realizing GX, with Mutsumi Awaji, Director and Senior Executive Officer of the Bank,
having participated in the GX Implementation Council, which is chaired by Prime Minister, and has
decided to make the investment in order to contribute to the realization of GX in Japan.

Kimitsu Power Plant

Management Base Supporting Value Creation

In order to support the sustainable management and decarbonization efforts of our business partners,
we conduct business feasibility evaluations that utilize our independently-developed ESG evaluation
sheet. The ESG evaluation sheet is a tool developed by the Bank in May 2022 to understand thestatus of our business partners’ efforts to achieve the SDGs from the perspectives of E (environment),
S (society), and G (governance). It also allows us to understand the calculation status of our business
partners’ greenhouse gas emissions. By promoting dialogue with business partners through this tooland identifying future risks and opportunities for business partners, we identify medium- to long-term
management issues and potential funding needs, etc., and cooperate with related divisions toproactively propose solutions for decarbonization, etc.

58

Growth Strategy for Value Creation

Alliances (Base III)TSUBASA Alliance Co., Ltd.

Board of Directors

General Affairs
Division
Business operations
in general

Establishment of TSUBASA-AML Center Co., Ltd.

THE HACHIJUNI BANKThe Awa Bank

* The MUSASHINO BANK and BANK OF THE RYUKYUS are members of both TSUBASA Alliance and JUUDANKAITSUBASA/JUUDANKAI Joint Research GroupTSUBASA-AML Center

T&I Innovation Center Co., Ltd.

59

The Chiba Bank Integrated Report 2024

Operational efficiency improvement taskforce· Labor-saving measures for branches· Improve operational efficiency

Cybersecurity taskforce· Cybersecurity risk management

T&I number of individual user IDs on the API platform(Million)

3.32
2.55
1.71
1.08

0.09
0.02
2019.3

0.4

0.42

0.65

0.86

1.06

0.08
2020.32021.3

Bank A• Sophistication and efficiency improvement of operations

by consolidating knowhow• Effect of reducing systems and personnel costs

Database
Bank B

Data is managed
separately for each bank

(1) Consolidating operations

AML system

AI(2) Planning, etc.

Final decision
ReportingFirst validation• Rating model• Monitoring scenario• List maintenance

MESSAGE· Next generation systems, subsystems, digital field, AML measures· Cybersecurity countermeasures

TSUBASA-AML Center

2022.32023.32024.3

T&I total

Chiba Bank

To create a society free of criminalorganizations by concentrating
the power of Alliances

Kensuke Ueda
President and Representative Directorof TSUBASA-AML Center Co., Ltd.
Senior Deputy General Manager,
Compliance and Risk Management
Division,Chiba Bank

Criminal organizations have obtained unjust profits
through various means such as wire transfer fraud,
which may damage customers’ valuable assets. In
addition, in a complex international situation,
terrorist activities and development of mass
destruction weapons are also serious issues. We
will not be able to protect our peaceful way of life
unless we stop the flow of funds to suchorganizations. TSUBASA-AML Center is anorganization with experts in this field fromTSUBASA Alliance participating banks to analyze
and verify the flow of money through banks andcut off sources of funding for criminalorganizations, etc. We will work for the sounddevelopment of the local economy and create anenvironment where customers can use banks torealize their wishes with peace of mind by bringing
together the knowledge of each bank to ensurethat we identify and eliminate fraudulent
transactions from the large volume of transactions
that occur every day.
We will maximize the power of the TSUBASA
Alliance with enthusiasm to make every place inJapan a safe and secure society free of criminalorganizations through unified efforts of all banks
that cover the entire region of Japan.

The Chiba Bank Integrated Report 2024

Financial and Corporate Data

In July 2016, we established the T&I Innovation
Center, which conducts FinTech surveys andresearch, and planning and development offinancial services using FinTech.
The T&I Innovation Center develops andoperates “TSUBASA FinTech common
platform,” a platform for open API, and works
with companies providing financial services torealize the speedy delivery of superior financial
services.

System taskforce

TSUBASA member bank

Management Base Supporting Value Creation

In March 2024, the two groups, which have astrong affinity for each other in terms ofsystems, launched the research group in orderto share their knowledge and knowhow.
We will provide value-added services toregional communities and customers incooperation with participating banks of the
Research Group.

Planning and making
recommendations onimportant issues common to
all banks (October 2021)

Human Capital Management

The Miyazaki Bank

Operation andimplementation of
AML programs(October 2020)

Growth Strategy for Value Creation

Tsukuba BankThe Yamagata Bank

Business Strategy
Division(members: The Chiba Bank, DAISHI HOKUETSU BANK,CHUGOKU BANK, and NRI)

New business

In November 2023, together with DAISHIHOKUETSU BANK, CHUGOKU BANK, andNomura Research Institute,Ltd. weestablished TSUBASA-AML Center, a joint
venture to jointly operate measures toprevent money laundering and financing
terrorism.
We will combine a wealth of practicalknowledge and experience of TSUBASA
Alliance participating banks with advanced
financial IT solutions of Nomura ResearchInstitute,Ltd. to accurately detect andeliminate transactions related to crime andterrorism, thereby contributing to thedevelopment of healthy finance and economyof the local community where our customers
can use banks with peace of mind.

AML Center

Chiba Bank’s Value Creation

TSUBASA Alliance is expanding in size year by year while firmly maintaining independence of eachbank as the largest framework of regional alliances in Japan, consisting of 10 top regional bankswith solid management bases. Since its launch in October 2015, we will further deepen collaborationand joint usage while consolidating the knowledge of 10 banks, and we will further advanceinitiatives to improve the top line and reduce costs using the advantage of scale such as FinTech,use of joint clerical work and systems, as well as inheritance-related services, development ofsyndicated loans, international business, and utilization of group companies.

In July 2020, we established TSUBASA
Alliance Co., Ltd., the company jointly fundedby TSUBASA Alliance participating banks.
In October 2020, we established the AML
Center that will work to prevent money
laundering and financing terrorism, and in
October 2021, we established the Business
Strategy Division to plan and makerecommendations on how to collaborate andconsolidate important issues that arecommon to all banks.

Messages

TSUBASA Alliance60

Growth Strategy for Value Creation

Alliances (Base III)

Collaboration synergies (total of both banks)
Phase 1

Phase 2

(to 2021/3)(2021/4 - 2026/3)

Cumulative total¥14.3 billion

Total ¥15.0 billion¥11.7 billion¥7.9 billion¥4.6 billion

2022.32023.32024.32026.3 (Plan)

Provide added value and highly convenient services to our customers and the community by combining ideas of both banks.

VisionRealize an image of evolved regional banks as front-runners in regional bank collaboration.
Front-runners in regional bank collaboration

Evolved regional banks

CreateCollaborate in new areas

Respond to digitalization (such as apps)

Create new business

Match

Accelerate standardizationand joint usage

Expand the use of joint clerical work andstandardization areas

Cooperation in cashless operations

AdvanceContinue and deepen past
initiatives

Strengthen existing measures such as assets and joint business
Promote co-syndicated loans and co-financing, sharing of knowhow, and personnel interactions

Digital sector

Studying collaborative measures in the digital human resources development and advertising businesses
Sharing knowledge and knowhow to create new digital businesses

Sustainability sector

Strengthening efforts to contribute to the ESG strategies of both banks (Decarbonization, human resources capital, governance, etc.)

OthersConsideration of joint investment etc., for in-organic growth of both banks

Business Partnership with Sony Bank
The business partnership with Sony Bank, for which a
basic agreement was concluded in October 2022, is now
in its second year.
This partnership is a business partnership between thetwo banks focusing on our joint-initiatives in the digital field,with the aim of concretizing measures while deepening the relationship between the two banks tocreate new products and services.
In May 2023, Chibagin Market and Sony Bank signed “Collaboration Agreement on Crowdfunding,”with the aim of promoting companies (their products) nationally and supporting financing forcompanies taking on new business challenges, and we started collaboration with “Sony Bank GATE,”
investment crowdfunding operated by Sony Bank.
This has enabled local business operators to procure funds while increasing the number of fansnationwide who resonate with their businesses and ideas.
At Mito Branch and Hamamatsucho Branch, newly established in November and December 2023,
respectively, remote consultation using the Telepresence System “MADO,” utilized by Sony Bank, hasbeen introduced, providing customers with experience as if they are in the same space with staff ofthe branch, even if they are far away from each other.
Going forward, we will complement each other’s strategies to generate significant synergies throughcooperation of both banks with different business models (regional bank and online bank), aiming toachieve the sustainable growth of both banks and to enhance corporate value.

Management Base Supporting Value Creation

Collaboration synergies (total of both banks)

Creation of new products
and services

Financial and Corporate Data

¥35.9 billion

5-year plan
Total ¥20.0 billion(at the end of FY2023)

Joint research on the utilization of technology
Joint research on the utilization of blockchain
Joint research on the housing loans DX
Joint research for the development ofa sustainable society

2020.3

The Chiba Bank Integrated Report 2024

Collaboration that contributes to the realization of an asset management nation
Efforts to implement for Fiduciary Duty (FD)

Human Capital Management

Concept

Chiba-Yokohama Partnership

61

Retail sector

Growth Strategy for Value Creation

2021.3

MissionThrough joint efforts such as co-syndicationof loans, co-development of SDGs Friends
Loan, and co-introduction of asset
management products, in addition to active
mutual customer referrals, mainly in Tokyo,
the Chiba-Yokohama Partnership achieved
collaboration synergies of ¥9.1 billion in
FY2023. The two banks achieved
collaboration synergies of ¥35.9 billion total
over five years since the start of thepartnership, significantly exceeding its goalof achieving collaboration synergies of¥20.0 billion total through FY2023.

Expansion of cooperation among sales branches, mainly in Tokyo (Sustainable finance, real estate non-recourse loans, LBO loans)
Exploration of overseas projects at overseas bases (Co-financing, seminars, business negotiation events)

5-year planTotal

5-year plan for the Chiba-Musashino Alliance from 2021 to 2025

Measures

Corporate sector

Chiba Bank’s Value Creation

The Chiba-Musashino Alliance hadcollaboration synergies totaling ¥3.8 billion
in FY2023. The cumulative effect of Phase
2 (April 2021 to March 2026), which started
in April 2021 was ¥11.7 billion over 3 years.
We are making steady progress toward theplan to achieve a 5-year cumulative total of¥15.0 billion in collaboration synergies.
In FY2023, we conducted interactions of
personnel in charge of corporate customer
liaison at branches, in addition tointeractions of head office manager-level
personnel that have been ongoing since
FY2021. We will continue striving tocollaborate in various areas through sharing
knowhow and ideas of both banks tofurther deepen mutual understanding.

Messages

Starting in FY2024, we have formulated a new 5-year plan for further cooperation.
In new plan, we have set the concept (what we aim to be) as “Improving the Presence in the Tokyo
Metropolitan Area” - Creating Value for Customers that only Chiba and Yokohama can provide -, andtarget effect amount as ¥25.0 billion. We will further strengthen the ability to provide solutions tocorporate and individual customers, and expand the scope of the partnership beyond the sales
division, and consider collaborative efforts in the sustainability field with a view to strengthening themanagement base of both banks.

Chiba-Musashino Alliance2021.32022.32023.32024.3

Mutual provision of digital technologies,
products and services
Utilization of the latest digital technologies
Mutual provision of products and services
that are the strengths of both banks

The Chiba Bank Integrated Report 2024

62

Growth Strategy for Value Creation

Group Governance (Base V)

Chibagin Career Service Co., Ltd.
Chibagin Heartful Co., Ltd.
Sobu Co., Ltd.
TSUBASA-AML Center Co., Ltd.

Chibagin Market Co., Ltd.

Sophistication of the group management system
Realize integrated groupmanagement, equivalent to aholding company structure

Oversee overall business execution,
including sales and administrative
aspects of Group companies

Group Strategy Division

Measures, etc.

…
…
…

(All 16 Group companies)

Allocation of management resources

Chibagin Research Institute, Ltd.

Risk Management

Chibagin Leasing Co., Ltd.

Oversee planning and promotionof the Group companies

Chibagin Securities Co., Ltd.

Operational Promotion Department

Oversee risk management,
allocation of management
resources, measures, etc.

resources, and DX throughout the Group. In
particular, it collaborates with departments incharge of risks to conduct risk assessments ofGroup companies to grasp risks faced by eachcompany as well as implements risk mitigation
measures.
The status of business execution and issues ofGroup companies grasped under these systems
are reported monthly by the Group Strategy
Division at the Bank’s Board of DesignatedDirectors. I believe that the establishment of theGroup Strategy Division has clarified reporting lines
to the Bank’s management team and established asystem for timely and appropriate discussion andreporting.

Toward sophistication of
the integrated group management
I think that it is important to implement various
measures throughout the Group in order for the
integrated group management to be moresophisticated. Ensuring that the Purpose andVision, and “Three Pledges” of the Group areunderstood and penetrate throughout the Group is
an important role of the Group Strategy Division,and the Group Companies Subcommittee, asubordinate body of the Purpose and Vision PT, is
one of our initiatives.
We are also working with each division to
conduct questionnaire surveys and training for
employees, which the Bank has been working on
for some time, conduct evaluation of theeffectiveness of the Board of Directors, andimplement various measures for unified Group
personnel management.

Energy production business
Himawari Green Energy Co., Ltd.

In addition, with the aim of strengthening theBank’s management team’s understanding of theGroup’s overall situation by providing opportunities
for direct communication with employees andofficers of the Group companies, we took the leadto hold the group-wide “opinion exchange
meetings with executives,” which have been heldat branches.

Close cooperation toachieve shared goals
Under the slogan of “close cooperation to achieve
shared goals,” I am engaged in operations of theGroup Strategy Division that oversees overallbusiness execution, including sales andadministrative aspects of Group companies. We
have always been committed to working together
as one, with no one missing at any time.
Customers’ needs are changing with changes insocial conditions and economic structure. The
Bank Group has Group companies with diverse
abilities to provide not only financial services but
also nonfinancial services such as Chibagin Market
and Himawari Green Energy.
By providing solutions only Group companies
can offer, we hope to establish unwavering trustfrom our customers and the local community
through contributing to solving social issues in theregion and realizing affluent life support, as well as
strengthening group governance.
With flexible ideas not bounded by the past, we
will foresee our customers’ needs and economic
and social changes as soon as possible, revitalize
16 Group companies of the Bank Group, andcontinue to take on the challenge of change tooffer optimal solutions and find solutions.
The Chiba Bank Integrated Report 2024

Financial and Corporate Data

Administration Department

Chibagin card Co.,Ltd.

(As of April 1, 2024)

Regional trading company

and sophisticated Group governance, incollaboration with the “operations division,” whichmainly supports the sales aspect and the “groupmanagement department,” which conduct
management across the Group.
The system of the operations division that mainly
supports the sales aspect used to involve multiple
divisions working together to provide support.
From the perspective of clarifying the support
system and responsibility, one division from eachcompany has been designated as that company’s
operations division, in conjunction with theestablishment of the Group Strategy Division. As aresult, we now have a system to support Group
companies, mainly through the operations division.
In addition, the group management department,
established in conjunction with the establishmentof the Group Strategy Division, has implemented
measures for each division including risk
management, allocation of management

Credit card

Management Base Supporting Value Creation

The Chiba Bank Integrated Report 2024

16
group companies

Chibagin Securities Co., Ltd.
Chibagin Asset Management Co., Ltd.

Human Capital Management

63

Securities and asset management

Growth Strategy for Value Creation

Currently, we have 16 Group companies in the
Bank Group, each with its own expertise, andapproximately 1,200 employees are working toprovide customers with products and services witha sense of unity of the Group, with the Bank at thecenter. The Group Strategy Division promotes theenhancement of the integrated group management

Credit guarantees and management

Staffing service and outsourcing businessGroup Strategy Division
Executive Officer and General Manager

Collaboration with each division foraccompanying support and grasping
the actual situation

Chibagin Research Institute Co., Ltd.
Chibagin Computer Service Co., Ltd.
T&I Innovation Center Co., Ltd.

Chibagin Guarantee Co., Ltd.
Chiba Servicer Co., Ltd.

Tatsuya Onishi

In order to provide customers with a wide range ofsolutions, the Bank Group’s business area is
expanding every year. We need to make the mosteffective use of expertise and information
possessed by Group companies to realize
customers’ wishes.
To that end, the Bank established the Group
Strategy Division in April 2023 that oversees overallbusiness execution, including sales andadministrative aspects of Group companies, torealize integrated Group management, equivalent
to a holding company structure, and promotesophisticated Group governance.
The Group Strategy Division is stationed not in
the headquarters building but in the Makuharibuilding, where many Group companies areheadquartered, as the division close to the Group
companies, to grasp the actual situation of theGroup companies as well as try to deepen existing
businesses and provide accompanying support
services for new businesses.

Chibagin Leasing Co., Ltd.
Chibagin Capital Co., Ltd.

Chiba Bank’s Value Creation

Providing Diverse Solutions
through Integrated GroupManagement Based on
Strong Governance

Establishment of
the Group Strategy Division

Research and consulting

Leasing and venture capital

Messages

Message from General Manager of the Group Strategy Division64

Growth Strategy for Value Creation

Group Governance (Base V)

Group Supervision Committee

Initiatives by Chibagin Market Co., Ltd.

The Group Supervision Committee meets semiannually in order to further strengthen the management
and supervision over Group companies by ensuring that the Bank’s management team understands
the management status and various issues, progress in implementation of measures of Mid-term
Plan, and future direction of each Group company, and provides appropriate instructions.
The Committee has so far focused on confirming the current performance and progress in
implementation of measures of Mid-term Plan. In order to further deepen discussions on risks andmanagement issues specific to each company and other issues, we have worked to share themanagement issues and measures for the future of each Group company by adding themes andattendance of Outside Directors and the Audit & Supervisory Board Members as observers in thesecond half of 2023.
In addition, from the first half of 2024, we have worked to share recognition between the Bank andGroup companies by having the Bank’s executives serving as non-standing Directors of Group
companies also provide explanations of current issues, etc.

C-VALUE crowdfunding and C-VALUE shopping

New businessMessages
Chiba Bank’s Value Creation

At “C-VALUE,” we promote supporting the marketing of local
business operators and regional revitalization throughcrowdfunding and e-commerce website.
Since we started the crowdfunding operations in October
2021, we have released a total of 244 projects (as of March
31, 2024). We are also working with local sports teams on
Altiri Chiba x Chiba City Monorail Projectlarge projects.
On e-commerce website, we are expanding the product lineup with a focus on local specialties,
and expanding customer services with a function that allows customers to make purchases with
TSUBASA points.

Attendants

Committee members

General Manager of the Compliance and Risk Management Division, General Manager ofthe Business Coordination Division, General Manager of the Group Strategy Division
President of each company, Executives Officers, etc.
Outside Directors, Audit & Supervisory Board Members, General Manager of the Audit andInspection Division, General Manager of the Group Improvement OfficeObservers
Expansion measures

Objectives
Promote sophisticated Group governance

Review themes

Further deepen discussions on risks specific to each company, management
issues of each company, and other issues, in addition to current performance andprogress in implementation of measures in the Mid-term Plan

Expansion of discussion time

Secure time for discussions

Presentation by responsible Directors
on recognition of issues, etc.

Execute supervisory functions over the business execution of Group companies

105.8
15.3

22.9

90.4

133.1
5.5
127.5

Providing unprecedented value throughthe creation of new nonfinancial services
Number of customers with contracts and leasing assets of Chibagin Leasing

127.6
7.0
120.6

4,728

4,844

4,948

5,062

5,050

64.1

66.0

68.7

70.8

73.6

2021.32022.32023.32024.364.8

2020.32021.32022.32023.3Discretionary investment

65

The Chiba Bank Integrated Report 2024

2024.3
Investment trusts

Recurring
sales

Branding

Establish a new business model that stands upstream of commercial distribution
STEP2

Personalized discovery ofpotential needs using data

LifeeventsReal estatecompanies

STEP3

Daily
livingChibagin Market

Concierge service forhome purchases
Chibagin Leasing

Chibagin Market

Create “connections with people’ s daily lives”
by supporting new daily consumption activities

Chibagin Market’s business roadmap

2020.3

Number of customers with contracts

Chibagin Market was established in May 2021 asa regional trading company. As STEP 1 of thebusiness, we launched a project called“C-VALUE” to create new value (VALUE) from
Chiba (CHIBA), and have provided
comprehensive sales and marketing support tolocal business operators, centered onpurchasing-type crowdfunding and operation ofan e-commerce website. In addition, we areconsidering new services related to housing andautomobiles as a new service related to “lifeevents,” which is positioned as STEP 2 of thebusiness. This service is intended to be a new

Kengo Mashimo
Chibagin Market Co., Ltd.
President andRepresentative Directorbusiness model that captures the potential needsof customers through the use of internal data of
the Bank, etc. and provide services from the
upstream of commercial distribution. By
expanding the business area to include services
that lead to “daily living,” STEP 3 of the business,in the future, we plan to play a role in the “regional
ecosystem” that the Bank Group aims to achieve.
Chibagin Market will continue to take on thechallenge of serving customers and the local
community by providing value that has neverbeen offered by any banking group, through thecreation of new nonfinancial services.

Financial and Corporate Data

87.8

120.0
5.3
114.7

Discovery and creation of
new products and services

Management Base Supporting Value Creation(¥ billion)

Create “products and services that trigger regional revitalization” from Chiba

MESSAGE

Main coefficients of Group companies
Assets under management of Chibagin Asset Management

As STEP 2 of the business, we are working on
initiatives of “Housing Concierge in Chiba,” aservice for customers considering the purchaseof their own home.
This service involves listening to customers
wishes regarding the purchase of their own
home while providing consulting services on
housing loans and their life plans and providing
regional information, closely supporting eachcustomer’s wishes, and referring to real estatecompanies that meet their wishes from aneutral standpoint.

STEP1

The local
community

Human Capital Management

Add attendants [Outside Directors/
Audit & Supervisory Board Members]

Housing concierge services

Growth Strategy for Value Creation

Group CxO, responsible Directors and Executive Officers of each company, General
Manager of the operations division, General Manager of the Corporate Planning Division

Leasing assets (¥ billion)

The Chiba Bank Integrated Report 2024

66

Growth Strategy for Value Creation

Response to Climate Change (Efforts Toward TCFD Recommendations)

Efforts Toward the Task Force on Climate-related Financial Disclosures (TCFD) Recommendations
Governance

The Bank Group has built a flexible and solid governance system to identify and manage risks andopportunities associated with climate change.

Risks and opportunities associated with climate change
The Bank Group qualitatively analyzes risks (physical and transition risks) and opportunities associatedwith climate change over short- (less than five years), medium- (five to 10 years), and long-term (over10 to 30 years) horizons. Specific risks and opportunities associated with climate change and theirimpact on the Bank’s business, strategy, and financial plan are as follows.
Risks and opportu-nities
Risks
Physical risks
Credit risk

Board of Directors
Report/discuss

Supervise

Board of Designated Directors
Sustainability Promotion Committee

Damage to the Bank’s real estate collateral due to large-scale storm and flood

Short to long term

Deterioration in business performance due to stagnation of business of financing customers as a result of theiroperations being hampered by large-scale storm and flood to their business locations

Short to long termLong term
Financing customers closing down their operations due to damage from sea level rises to their business locations
Interrupting or discontinuing our branch operation as a result of large-scale storm and flood
Short to long term
Deterioration in business performance of financing customers as a result of revision to climate change laws and regulations and taxes Medium to long term
Deterioration in business performance of financing customers as a result of a failure to invest in
decarbonization technologies or excessive investment burden in new technologies

A Committee chaired by the President. The Committee meets quarterly to identify and manage risks and opportunities
associated with climate change as well as discuss and deliberate on the formulation and implementation of various measures.

Time horizon*

Growth Strategy for Value Creation

Operational risk
Transition risks
Credit risk

Specific risks and opportunities and their impact on the Bank’s business, strategy, and financial plan

Chiba Bank’s Value Creation

Governance system

Strategy
Messages

The Bank Group announced its endorsement of the TCFD recommendations in December 2019,and has since proactively disclosed information on its initiatives for climate change in accordancewith items of the TCFD’s disclosure recommendations.

Medium to long term

Deterioration in business performance of financing customers as a result of decreased demand for traditional products and services Short to long term
SDGs Promotion Office in the Corporate Planning Division (secretariat of the Sustainability Promotion Committee)

The Office collaborates with the headquarters, branches, and Group companies to implement responses to climate change
and various measures for sustainability, and direct and manage specific initiatives.
Report/discuss

Branches

Direct/manage

Products andservices

Group companies

Cost reduction

Profit increase due to initiatives for sustainable finances including renewable energy-related loans

Short to long term

Profit increase from consulting services related to decarbonization support

Short to long term

Profit increase due to increases in demand for funds driven chiefly by infrastructure investment for disastercountermeasures and business continuation
Reduction of operation costs through high-efficiency operations such as saving of energy

Supervision by the Board of Directors*Short-term (less than five years), medium-term (five to 10 years), and long-term (over 10 to 30 years)

The identification and management of risks and opportunities associated with climate change, andformulation and implementation of various measures are discussed and deliberated by the
Sustainability Promotion Committee on a quarterly basis. Discussions and deliberations in theCommittee are periodically reported to the Board of Directors.
Key initiatives for risks and opportunities associated with climate change are determined at orreported to the Board of Directors after separate discussion by the Board of Designated Directors.

Initiatives for risks and opportunities associated with climate change

The Bank Group has incorporated items related to responses to climate change into “Chiba Bank Group
Sustainability Policy” and various policies and management plans, and taken various measures.
The Chiba Bank Group Sustainability Policy states that we promote environmental initiatives including
climate change throughout the entire Group.

Chiba Bank Group
Declaration on SDGs

The Chiba Bank Group Declaration on SDGs stipulates that environmental protection is a key priority
issue (materiality) to be dealt with, and various measures are being taken against climate change.

Chiba Bank Group
Environmental Policy

Based on the recognition that addressing climate change risks is an important issue on the global
environment, the Chiba Bank Group Environmental Policy states that the Group takes initiatives aimed
at realizing a carbon-free society.

The 15th Mid-term Plan

GX (green transformation) is set as one of the value creation bases in the 15th Mid-term Plan, andinitiatives for decarbonization are incorporated as an important strategy of the Mid-term Plan.

The Chiba Bank Integrated Report 2024

Short to long term

The Bank Group has identified and recognized risks and opportunities associated with climatechange, and taken following measures as its main strategies.
CO2 emissions
reduction

With the aim of realizing a carbon-free society, the Bank Group is striving to reduce its CO2 emissions from its own emissions.
Promotion of energy saving in buildings and introduction of environmentally-friendly vehicles
Introduction of electricity derived from renewable energy sources (facilities the Bank contracts)
Installation of solar power plants through Himawari Green Energy Co., Ltd., a subsidiary designed to function as acompany involved in energy generation

Support for
decarbonization
management

We are engaging in various activities to support our customers’ decarbonization management.
Provision of CO2 emission measurement tool “C-checker”
Decarbonization consulting
Identification of greenhouse gas emissions and promotion of dialogue using the ESG evaluation sheet
Promotion of customer engagement through measurement of Financed Emissions

Promotion ofsustainablefinance

We have strengthened our efforts in sustainable finance that will contribute to mitigation of and adaptation to climate change risks.
Promoting renewable energy-related loans, such as financing the installation of solar power generation facilities
Provision of various loan products including green loans, sustainability linked loans, and Chiba Bank SDGs Leaders Loan
Active investment in green bonds and sustainability linked bonds
Setting target for the amount of sustainable finance

Enhance climatechange risk
management

We have selected “delays in responding to climate change” as the Bank Group’s top risk and are strengthening risk management.
Selecting and managing “delays in responding to climate change” as one of the top risks that are highly significant interms of impact and probability
Formulation of Policies on Loans and stricter credit to fossil fuel-related sectors
Managing credit and operational risks associated with climate change through an integrated risk management system
The Chiba Bank Integrated Report 2024

Financial and Corporate Data

Chiba Bank Group
Sustainability Policy

Short to long termManagement Base Supporting Value Creation

Various policies, management plans, etc. related to responses to climate change

67

Opportunities

Human Capital Management

Headquarters

Collaborate

Deterioration in business performance of financing customers as a result of rapid fluctuations in resource prices
Medium to long term
due to progress toward a decarbonized society
Drop in our share price and difficulties in raising funds as a result of the deterioration of the Bank’s reputation
Reputational risk
Short to long term
due to its continued over-investments and loans in the fossil fuel sector

68Growth Strategy for Value Creation

Response to Climate Change (Efforts Toward TCFD Recommendations)

Scenario

RCP4.5 scenario and RCP8.5 scenario (4°C scenario) of
the Intergovernmental Panel on Climate Change (IPCC)

IEA’s NZE scenario
Net Zero 2050 and Below 2°C scenario of NGFS

Analysistarget

The Bank’s real estate collateral (only that for
general lending)
The Bank’s financing customers (general businesscorporations)

Oil and gas and coal industries
Electric utilities industry
Steel and chemical industries
Air transport industry (added in FY2023)

Analysis
methodAnalyze the amount of increase in net credit costs based on thedeterioration of business performance of financing customers,
calculated based on the damage to the Bank’s real estate collateral as aresult of typhoon, torrential rain and other storm and flood damage andthe percentage of the Bank’s building site submerged

Analyze the amount of increase in net credit costs due
to changes in borrower classification by estimating thebusiness performance and financial status of financing
customers through 2050, based on the IEA’s NZE
scenario and other factors

Analysis period

Up to 2050

Up to 2050

Analysis result

Increase in net credit costs: ¥7.0 to 8.0 billion

Increase in net credit costs: maximum ¥31.0 billion*The risk status and risk ratio of building use site were analyzed with the support of a weather information company Weathernews Inc.

Roadmap for carbon neutrality(fiscal year)(t-CO2)

2019

2020

2021

2022

2023

SCOPE 1 and 2 18,783

19,016

18,42912,316

5,350

2024

2025

2026

0

Establishment of Chiba Bank Group Environmental Policy
Establishment of SDGs Promotion Office, FY2030 Carbon Neutrality Declaration, and endorsement of GX League
Switching the electricity the Bank contracts to electricity derived from renewable energy sources
Joining PCAF, management of the Chibagin Forest, and third-party verification of CO2 emissions
Established Himawari Green Energy Co., Ltd.
Started operation of Asahi Power Plant
Started intermediation of non-fossil certificates
Acquired Kimitsu Power Plant

—

2020
—

2021

2022

2023

6,315,148 12,622,906 12,995,173

2024

2025

2026

…

…

…

2036

…

Strengthen initiatives for carbon neutrality in 2050
Zero credit for coal-fired power generation

Introduction of sustainable finance products (SDGs Leaders Loan, SDGs Friends Loan, etc.)
Provision of decarbonization consulting services

Supportcustomers’
decarbonization

Start measuring CO2 emissions in category 15

The Bank Group assigns divisions to manage risks for each form of risk, and the Compliance and Risk
Management Division centrally monitors these risks and discusses risk countermeasures. The Group
Chief Risk Officer (CRO) reports the status of risks to the Board of Directors. In addition, to ensure aneffective risk management system, the Audit and Inspection Division conducts audits to determine
whether risks are appropriately managed and reports the audit results to the Board of Directors.
Risks associated with climate change are categorized into credit risk related to borrowers’ businessactivities and operational risk in continuous operation of our branch locations, in light of the results ofqualitative and quantitative analyses, and integrated into the above risk management system.

gradually expand the scope of aggregation

2050
Realization of adecarbonizedsociety

The Bank Group has formulated and announced
its Policies on Loans for businesses that areconsidered to involve significant environmental
and social risks or negative impacts, and forspecific sectors where lending efforts are
expected to have a huge environmental andsocial impact. The Policies clarify the Bank’s
approach to credit including lending to coal-fired
thermal power plants.
Furthermore, we have established a stricter
credit examination system in which we determine
the lending for fossil fuel-related sectors that areconsidered to have a huge impact on global
warming after receiving opinions of divisions incharge of SDGs.

Policies on Loans (excerpt)
Policies on Specific Sectors<Credit for Coal-fired Power Plants>
In principle, we will not extend credit to coal-fired thermal
power plants for new construction or expansion of existing
facilities.
However, in cases where support from the Governmentof Japan, international development organizations, etc.
can be confirmed, as an exception to the above policy,
we may carefully consider credit support after taking into
account the factors and the background of each individual
project, such as power generation efficiency performanceand environmental impact, with reference to internationalguidelines, etc.*

Financial and Corporate Data

SCOPE 3(category 15)

2019

Integrated risk management

Management Base Supporting Value Creation

Announced our endorsement of the TCFD recommendations (December 2019)(fiscal year)

The Bank Group selects those risks surrounding our business that are highly significant in terms ofimpact and probability as “top risks” in the Board of Directors. In selecting and managing top risks, arisk map covering a wide range of risk events is produced and discussed, including by the outside
directors and Group companies, after which a report is presented to the ALM Committee and theBoard of Directors.
We select and manage “delays in responding to climate change” as one of top risks, to strengthen
the management of risks associated with climate change.

Formulation of Policies on Loans and stricter credit to specific sectors

2030

Implementation of energy saving measures (such as replacing lighting with LED lighting and upgrading air conditioning
equipment) and introduction of environmentally-friendly vehicles into sales vehicles

The Bank’s
Initiatives

Top risk management

Human Capital Management

Transition risks

The Bank Group recognizes risks associated with climate change (physical and transition risks) as
risks that have significant impact on the management of the Group, and has strengthened
management of these risks after having identified and assessed their specific details by time horizon(short, medium, and long term). The Corporate Planning Division and the Compliance and Risk
Management Division cooperate to identify and assess these risks, and report the analysis results at
the Sustainability Promotion Committee and other meetings.

Growth Strategy for Value Creation

Physical risks

Risk identification and assessment

Chiba Bank’s Value Creation

The Bank Group analyzes resilience in its strategy, taking into consideration various climate change
scenarios including a less than 2°C scenario.
As a result of our analysis based on each scenario, physical risks will be ¥7.0 to 8.0 billion andtransition risks will be up to ¥31.0 billion over the analysis period (up to 2050). Considering the Bank’sbusiness performance (¥62.4 billion of profit attributable to owners of parent (consolidated)) and otherfactors, we recognize that these risks do not pose a significant concern to the sustainability of theBank’s business at this point.
We will strive to sophisticate our analysis methods for physical and transition risks associated withclimate change on a continual basis, to manage risks, take appropriate countermeasures, anddisclose information.

Messages

Risk Management

Scenario analysis*OECD Arrangement on Officially Supported Export Credit, etc.

For full text of the Policies on Loans, see our website:
https://www.chibabank.co.jp/english/corporate/policy/specific_
sectors/

Start operating ESG evaluation sheet
Provision of CO2 emission measurement tool “C-checker”
Support the purchase of non-fossil certificates through Himawari Green Energy

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The Chiba Bank Integrated Report 2024

The Chiba Bank Integrated Report 202470

Growth Strategy for Value Creation

Response to Climate Change (Efforts Toward TCFD Recommendations)Obtaining third-party assurance

Carbon Neutrality Declaration

In measuring and disclosing our CO2 emissions, we have obtained independent third-party assurance
from SOCOTEC Certification Japan for emissions (SCOPE 1 and 2) from FY2021 onwards to ensure
reliability of the figures.
We will continue to conduct third-party verification to ensure highly reliable information disclosure.

CO2 emissions (SCOPE 1 and 2)

Changes in CO2 emissions (SCOPE 1 and 2)(t-CO2)SCOPE 1SCOPE 2

18,4292,766
12,316
2,408
15,663
9,908

5,350

Target:
4,800

Net
zero

FY2025

FY2030

2,614
2,736

FY2021

FY2022

FY2023

FY2022

FY2023

2,766

2,408

2,614

SCOPE 2

15,663

9,908

2,736

SCOPE 1 and 2

18,42912,3165,350

CO2 emissions (SCOPE 3)
The Bank has measured and disclosed CO2 emissions in SCOPE 3 category 15 since FY2021, andfurther expanded the scope of measurement in FY2023. We will continue to expand the scope ofmeasurement through utilization of PCAF database and other resources, while supporting ourcustomers’ efforts for decarbonization, and strive to reduce CO2 emissions in SCOPE 3 category 15
to achieve a decarbonized society in 2050.

FY2021

FY2022

FY2023

—

8,961

9,634

Category 2—

35,222

24,536

—

2,855

2,824

—

1,297

1,363

Category 5

—

204

206

Category 6

575

618

968

Category 7

1,391

1,436

2,241

Category 15

6,315,148

12,622,906

12,995,173(Capital goods)

Category 3(Fuel- and energy-related activities notincluded in SCOPE 1 or 2)

Category 4(Upstream transportation and distribution)(Waste generated in operations)(Business travel)(Employee commuting)(Investments*)

Carbon intensity

Emissions

6.59
3.64
4.38
10.89
4.89
6.31
5.59
3.47
26.44
0.67
3.71
13.42
7.57
2.54
—

181,481
156,009562,089
1,774,763
573,30959,741
595,618
41,791
629,319495,774
559,663
195,953
25,611
7,144,050
12,995,173(t-CO2/¥ million)

Agriculture
Paper and forestry
Beverage and food
Metals and mining
Chemicals
Oil and gas
Construction materials and capital goods
Automobiles
Electricity
Real estate management and development
Land transport
Marine transport
Air transport
OthersTotal(t-CO2)

Environmental financeTarget: ¥2 trillion

975.8

772.1

642.5
290.2
2021.3

1,424.7

652.5
2022.32023.32024.3¥1 trillion
2031.3Key examples of sustainable finance
Sustainability linked loans
Green loans
Positive impact finance
Chiba Bank SDGs Leaders Loan
Chiba Bank SDGs Friends Loan
Chibagin SDGs Private Placement Bonds
Renewable energy-related loans

Project finance for creating social infrastructure
Funds for environmentally-friendly houses (Sustainable
Housing Support Discount)
Environmentally-friendly renovation funds (renovation loan)
Funds for purchasing environmentally-friendly vehicles (car loans)
Fixed income investment such as green bonds, sustainability linked bonds

Status of carbon-related assets
Based on the revision of the TCFD recommendations in October 2021, we have expanded the target
sectors for carbon-related assets in FY2022 to include the energy*, transportation, materials andbuildings, and agriculture, food, and forest products sectors. The loans, acceptances and guarantees,
foreign exchange, and private placement bonds (hereinafter the Loans, etc.) for the carbon-related
assets account for around 37.0% of the Bank’s Loans, etc. as of March 31, 2024. Loans, etc. forcoal-fired power generation account for 0.09% of the Bank’s Loans, etc., and credit for coal-fired
power generation is scheduled to be zero by the end of March 2037.

Financial and Corporate Data

Category 1(Purchased goods and services)

Breakdown of SCOPE 3 Category 15 (FY2023)(¥ billion)
Non-environmental financeManagement Base Supporting Value Creation(t-CO2)

Cumulative amount of sustainable finance

Human Capital Management

FY2021SCOPE 1The Bank Group regards the type of investments
and loans where proceeds are used to solve
environmental and social issues as “sustainablefinance,” and has strengthened its initiatives,setting the target of ¥2 trillion of the amount ofsustainable finance from FY2019 to FY2030 (ofwhich target for the amount of environmental
finance ¥1 trillion).
The amount of sustainable finance that has been
executed by FY2023 (fiscal year ended March 31,2024) is ¥1,424.7 billion (progress rate 71%), andthat of environmental finance in it is ¥652.5 billion(progress rate 65%).

Growth Strategy for Value Creation

CO2 emissions in FY2023 was 5,350 t-CO2, adecrease of 56.6% from the previous fiscal year. We
have taken measures to reduce CO2 emissions, suchas switching to electricity derived from renewableenergy sources from October 2022, and offsetting
CO2 emissions with non-fossil certificates utilizing
Himawari Green Energy, a subsidiary engaged inenergy generation business, established in April 2023.
We will continue to promote energy saving
measures such as replacing lighting with LED lighting
and introducing environmentally-friendly vehicles.
We will strengthen various initiatives for theachievement of our interim target (4,800 t-CO2) for
FY2025 and carbon neutrality in FY2030.

Promotion of sustainable finance

Chiba Bank’s Value Creation

The Paris Agreement came into effect in 2016 as an international framework on issues of climatechange. The Agreement sets a common global long-term goal of keeping the global averagetemperature increase well below 2°C above pre-industrial levels and pursuing efforts to limit it to 1.5°C.
The Bank supports the Paris Agreement and announced its goal of “achieving net zero CO2emissions (SCOPE 1 and 2) by FY2030” in March 2022, and has been working on reducing CO2
emissions.

Messages

Metrics and Targets*Oil, gas, and electric (excluding renewable energy business) utilities

CDP climate change survey
The Bank obtained evaluation of “A-” in FY2023 climate change survey conducted by CDP*. The
Bank obtained evaluation of “A-” for the third consecutive year.
*An international non-governmental organization that collects, evaluates, and discloses information on the environment from companies, local governments, etc.

*For FY2021, only those companies that disclosed emissions, mainly listed companies, were measured. From FY2022 onwards, the scope of measurement was expanded, andestimate values were used for companies whose emissions were not measured or not disclosed. Loan amount of approximately ¥7.6 trillion in FY2023 for companies measured
is equivalent to 94.0% of loans to general business corporations and individual business owners (excluding public and private funds).

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The Chiba Bank Integrated Report 202472

Growth Strategy for Value Creation

Response to Natural Capital

Communication with Stakeholders(Efforts Toward TNFD Recommendations)

Communication with Customers

Since 2003, the Bank has been implementing forest management
activities using “Corporate Forest Business” in Chiba Prefecture.
These activities strive to restore the coastal shelter forest, which
has become sparse due to damage from pine weevils and thetsunami caused by the Great East Japan Earthquake. We thus aim
to enhance disaster mitigation effects at the time of the tsunami andpromote tourism by improving the landscape.
We will continue to implement activities to conserve natural capital.

The Bank utilizes customer feedback to improve management. Opinions, requests, and otherfeedback from customers, collected through Customers Feedback Cards available at branches, a
dedicated toll-free number, our website, and other means are reported to the Quality Improvement
Committee. We constantly take measures to utilize such feedback for service improvement.

Sixth Chibagin Forest at Tsurigasaki
Beach in Ichinomiya Town

Chiba Bank Group will strengthen various initiatives based on the TNFD Recommendations for theconservation of natural capital, including biodiversity.

In February 2023, the Bank Group participated in the TNFD Forum in support of TNFD’s initiatives.
The Bank Group recognizes the risks and opportunities associated with natural capital over short-term (less than five
years), medium-term (five to 10 years), and long-term (over 10 to 30 years) time horizons as follows:

Risks

Opportunities

Increase in opportunities for investment and loans for restoration of natural capital(medium to long term)
Cost reduction associated with reduction of paper consumption and waste volumes (short
to medium term)

We conduct integrated risk management and implement the Policies on Loans to apply stricter credit to specificbusinesses and sectors that have negative impact on natural capital.

Measures under the Policies on Loans
Prohibition

Businesses that have negative impact on Ramsar wetlands and UNESCO World Heritage sites
and businesses that violate the Washington Convention

Strict response

When considering whether or not to commit to palm oil plantation development projects,
deforestation projects, etc., we take into account the appropriate international certifications andthe impact on the living environment of local communities and residents.

In terms of indicators and targets concerning natural capital, the Bank has established targets for amounts ofsustainable finance. The volumes of resources consumption and waste associated with the Bank’s businessactivities are as follows:

Target for amount of sustainable finance and results
Target amount (FY2019 to FY2030)
Sustainable finance¥2 trillion¥1,424.7 billion [71%]

Of which, environmental finance¥1 trillion¥652.5 billion [65%]Resources consumption and waste volumes (FY2023)
Water consumption (m³)

53,090Paper consumption (t)49

Waste volume (t)361Data from the head office building, Oyumino Center building, and Soga Center building. Water consumption is the total volume of water and sewage.

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The Chiba Bank Integrated Report 2024

Number oftimes held

Presenter

Number ofparticipants

The 117th Annual General Meeting of Shareholders

1

Directors, Audit & Supervisory Board members, etc.

117

IR meetings

2

President, CSO/CDTO

343

IR Day “The 15th Mid-term Plan”

1

President, CSO/CDTO, CHRO

61

Small Meeting for financial results announcement

2

CSO/CDTO

115

6

CSO/CDTO

1,521

Briefings for analysts and institutional investors

Briefings for individual investors
Individual meetings with analysts andinstitutional investors

Total of 192 (of which 67 were conducted by executives and
72 were with overseas investors)

Dialogue details
Dialogues are held on a variety of topics, such as businessperformance, capital policy, alliance strategy, DX strategy,
sustainability, and human capital. Q&A sessions in briefings foranalysts and institutional investors are disclosed on the Bank’s
website.
IR Day “Growth Strategy” (April 2024)

Communication with Employees
Opinion exchange meeting with executives

Financial and Corporate Data

Indicators andtargets

Actual amount [progress rate] (FY2019 to FY2030)

Meetings, etc.

Management Base Supporting Value Creation

Risk
Management

Activity Results (FY2023)

Human Capital Management

Strategy

Concerns about business continuity/deterioration in business performance of financing customers
associated with natural capital degradation (medium to long term)
Reputational risk associated with deterioration in reputation due to businesses that have negative
impact on natural capital (short to long term)

The Bank strives to enhance disclosure through the General Meeting of Shareholders, IR meetings,
meetings with individual investors, and other IR events.
In addition to IR meetings and individual meetings, we held briefings on the Mid-term Plan andother events in FY2023.
Directors, including the President and outside directors, or Audit & Supervisory Board members
participate in dialogues with shareholders and investors within a reasonable scope. In addition,
feedback received in these dialogues are reported to directors and the Board of Directors. We will
improve management based on that feedback.

Growth Strategy for Value Creation

We employ a similar governance system for our responses to natural capital as that for our response to climatechange. For the development and pursuit of initiatives, the Sustainability Promotion Committee discusses anddeliberates directions, specific activities and initiatives, as well as the identification and assessment of risks and op
portunities. The contents of those discussions and deliberations by the Committee are reported and proposed to theBoard of Directors.

Chiba Bank’s Value Creation

Communication with Shareholders

Efforts Toward the Task Force on Nature-related Financial Disclosures (TNFD) Recommendations

Governance

Messages

Forest management activities for the Chibagin Forest

To reflect the voice of frontline branch employees in management, we hold annual opinion exchange
meetings with executives. In the opinion exchange meetings, we share our management policies andissues. Q&A sessions constitute the core part of the meetings, where branch employees ask
questions related to management, share what they think of day-to-day work, and propose what
measures should be taken.
In FY2023, nine executives, including a Director and Senior Executive Officer, held opinion
exchange meetings at a total of 145 branches. Feedback from branch employees is reflected invarious measures.
The Chiba Bank Integrated Report 2024

74

Human Capital Management

Message from the CHRO

The Chiba Bank Integrated Report 2024

human capital
investment

¥0.29

¥0.36

¥0.41

Number oftrainees

86billionbillionbillion(Investment per person) (¥79 thousand) (¥97 thousand) (¥112 thousand)Number of job
recruitment
applicants
Ration ofraising salary

New dormitories
for employee
Number of
Recruitment of
mid-career employees
Group humanresources exchange

102

92

280 (3-year cumulative)

105

5.2%

100

5.6%

100

TBA

36 rooms 122 rooms

Senior management candidates(development program participants)

1130

DX specialists*1

20

30

DX core personnel*1

84

150

DX base personnel*1

1,604

2,000

Certified professional corporate
solution advisors (started 2022)*2

175

Increase

Certified professional general advisors
for retail customers (started 2023)*2-

13

Certified professional advisors regarding
inheritance-related services (started 2017)*2

666

Increase

Certified professional asset managementadvisors (started 2023)*2

27

402

Certified professional residential
loan advisors (started 2023)*2

77

354

General engagement score*3

77%

80%

Percentage of female managers(leader positions or higher)

28%

30%

112%

100%

158 rooms

100

100

100

300 (3-year cumulative)

228

250

281

Percentage of men taking
childcare leave
Percentage of paid leave taken

Real net business income
per employee¥26 million
FY2025¥23 million

83%*1 Number of personnel certified under in-house DX certification system*2 Number of personnel certified under in-house certification system (1-star or higher based on various certification criteria)*3 Percentage of positive responses to 9 key questions in employee engagement survey (responses of 4 or 5 on a scale of 1 to 5)

FY2024¥20 million
FY2023

Realization of the Group’s Purpose and Vision

FY2025
Planprovision of value to customers and community

FY2024Plan

FY2025
TargetImprovement of employee productivity

Development of a “Chiba Bank Group where people grow”

Human resources strategy

Creation of an “organization with high personnel engagement”

FY2023ResultFY2023ResultHuman capital KPIs

Financial and Corporate Data

75

Human resources investment in the current Mid-term Plan

Management Base Supporting Value Creation

The Bank Group has established a new Human
Resources Development Policy with the slogan“become someone who keeps fighting for thecustomer.” This slogan is used to share thepersonalities and ways of thinking desired by theGroup among all employees and to inspire themto move forward to realize their own career
aspirations. It was designed to encourage eachof our employees to “be a partner who
continues to keep fighting with customers, thecommunity and colleagues.”

The growth and advancement of humanresources who can respond appropriately to ourcustomers’ diverse values and to changes in thebusiness environment are essential to therealization of our Purpose. In our aim to become
an organization in which each of our employees
has professional expertise and pride and is able towork with a sense of reward, we will actively
promote investment in human capital with a focus
on measures for human resources development.
We established our in-house academy,“Chibagin Academy”, as a learning environment
in which each of our employees can obtain theknowledge and information that they need“anytime, anywhere.” A year after it opened, theAcademy now has over 6,000 video courses,
and we intend to continue enhancing the kind oflearning content that employees need. The
average time spent by employees learning with
the Academy has reached 39 hours per annum,
which indicates that a culture in which individual
employees seek to acquire the knowledge that

Human Capital Management“Human Resources Development Policy”
for the realization of our Purpose

Develop personnel who bringcustomers’ hopes to life

Human resources strategy and human capital KPIs for the realization of the Purpose

×

The Chiba Bank Group views its “humanresources” as its most important management
capital. For the Group to deliver social value toour customers and the community, ongoing
human resources development is essential. To
this end, we aim to be “an organization
organization that creates new value by bringing
together diverse specialists” through theenhancement of human capital.
In particular, we have positioned “humanresources development” and the “improvementof personnel engagement” as key challenges inhuman resources strategy. We will connect
those challenges to the realization of the Group’s
vision by giving employees a greater sense of
reward in their work and establishing aworkplace environment in which diverse
personnel can demonstrate their capabilities.

To help each of our employees to embody the
Human Resources Development Policy, we
undertook a review of our personnel evaluation
systems. By drastically reviewing the previous
evaluation items and replacing them withevaluation items based on the three elements ofthe Human Resources Development Policy, i.e.,“Think things through,” “Utilize your own
strengths,” and “Gain more supporters,” wewill seek to enlighten our employees and instillthese elements in them.

Growth Strategy for Value Creation

Aim to be “an organization that creates newvalue by bringing together diverse specialists”

Human Resources Development Policy “Become someone who keeps fighting for the customer”

Director and Managing Executive Officer
Group Chief Human Resources Officer (CHRO)

I believe that the realization of employees’ career
aspirations at their companies and of their
expectations of their companies will lead to theimprovement of personnel engagement andallow them to demonstrate their full potential.
By listening carefully to each individual
employees’ hopes, I am working to establish a
workplace environment in which they can “workcomfortably” and find “job satisfaction”. I am
also working to promote diversity and inclusion
and to conduct personnel exchanges among
Group companies.
In my dealings with people, I am always
conscious of “finding the good in others.” This is
the same for everyone I encounter—customers,
superiors, colleagues, subordinates and, ofcourse, even family. When we consciously look forthe good points in another person, we naturally
come to acknowledge and respect that person.
The fundamentals to doing a good job are to besincere ourselves and to respect the people
around us. I hope to foster a corporate culture inwhich each and every employee respects eachother and strives to elevate each other.

Chiba Bank’s Value Creation

Takashi Makinose

Bringing employees’ hopes to life

Messages

We will develop diverse
professionals to bring
the hopes of our customers
and personnel to life

they need of their own volition is graduallypenetrating the Group.
To help our employees acquire expertise, wehave actively implemented development
programs to strengthen our employees’
consultation and proposal capabilities in boththe corporate and retail businesses. This
includes dispatching them as external trainees
to different industries and rotating them among
specialized departments at Head Office. We
established a human resources development
quota of 280 persons for the current Mid-term
Plan, which is approximately double that in theprevious Mid-term Plan.
We are also focusing on developing
management personnel and have launched an
individualized development program initiative, inwhich we select candidates for senior
management and help them to acquire theknowledge and experience that they each lack.
Through such human resources development
measures, we will aim to create a virtuous cycle
in which professionals who can bring customers’
hopes to life are nurtured, those professionals
then deliver “social value” to customers, bywhich local communities and the Group achievesustainable growth, and the profits generated bythat process are re-invested in our personnel.

Maintain
Maintain80%

The Chiba Bank Integrated Report 2024

76

Human Capital Management

Human Capital (Base IV)

Chiba Bank Group Human Resources Development Policy

Think things throughThink through everything on your own, and take action
and take on the challenge

Utilize your own strengths

Have your own strengths and expertise

Gain more supporters

Accomplish while connecting with others

Investment in human capital(¥ million)

Human resources development

System-related expenses
Training facilities

148
414

173

219

242

FY2020Operational Guideline: Evolution of the customer-focused business model

Mission of the
Human
Resources
SectionBased on the Human Resources Development Policy of “Become someone who keeps fighting for thecustomer,” actively invest in human resources development and enhance the skills of each and every employeeof the Group, which would result in a sustainable growth of regional communities and the Bank Group.
• Develop human resources who, as professionals, sincerely engage with people and work
• Develop human resources who resonate with the Purpose and think and act autonomously• Take each person’s views seriously and create an employee-friendly workplace

Development of
a “Chiba Bank Group
where people grow”
Important
Strategies
Diverse organization

The Chiba Bank Integrated Report 2024

Creation of an “organization
with high personnel engagement”

Career development
Unified Group management

Job satisfaction
Human Resources portfolio

¥44
¥57
¥65
¥79
thousand thousand thousand thousand

FY2025¥112
thousandCurrent Mid-term Plan target(cumulative)

10

50

Retail sales

1050

DX personnel

25

60

Other areas of expertise (external dispatch, etc.)30

90Management personnel

11

30

Total

86

280

Human Resources Portfolio to Achieve Management Strategy
By developing specialists andimproving employee engagement,
we will develop the overall Group’s
human resources portfolio in linewith the management strategy.
While maintaining the total
workforce, we will review how
personnel are deployed by
improving operational efficiency andreviewing operational structures,transfer personnel to the digital andcorporate solution fields, and shift
our human resources to thosecontributing to the provision ofsocial value. We will recruit
personnel with high capabilities andpotential, develop human resources
to hone their expertise, and place
the right person in the right job
based on each person’s strengths
and career aspirations. In this way,
we will fill the gap in both the quality
and number of human resources tocreate an organization that canachieve the management strategy.

Shift to human resources contributing
to the provision of social value
Approximately
4,520 persons

Approximately
4,500 persons

Clerical personnel
at branches
Approximately
930

Approximately
880

Sales personnel
at branches
Approximately
1,250

Approximately
1,200

Redeployment to the growth
regions and increase thenumber of personnel in chargeof corporate business, etc.
+110 from the previous
Mid-term Plan

Planning and administration
at Head Office
Approximately 710

Approximately
750

DX and systems, etc.
+20 from the previous
Mid-term Plan

Solutions at Head Office
Approximately 330

Group companies
Approximately820
New hires, secondees, etc.
Approximately 480

Approximately
4,520 persons
Improve operational efficiency
and review structures−280 from the previous
Mid-term Plan

Approximately
650

Approximately
1,360

Approximately
730

Approximately Corporate and retail business, cards, etc. Approximately
390+60 from the previous Mid-term Plan
330
Strengthen collaboration among
Group companies
Unchanged from the previous
Mid-term Plan

Approximately
820

Approximately External trainees, increase in hiring+90 from the previous Mid-term Plan
550

Approximately
570

Approximately
790

FY2022

FY2023
Recruit(New graduates and mid-career hires)+ Outsourcing and collaboration

FY2025Development(Reskilling + Enhancement of expertise)

Quota for humanresources development
Mid-term Plan
total 280 persons
Management
personnel Corporate
and retail business
Management personnel
DX
Planning
Overseas and marketing
CreditCorporate
solutions

Financial and Corporate Data

Human
Resources
Strategy

77

Bridge the gap between “as is” and “to be”

FY20232024/3 result

Corporate sales

Management Base Supporting Value Creation

Link the Human Resources Strategyto the management strategy

FY2022280

doubleHuman Capital Management

Mid-term Plan Engagement Bank Group – Phase 1 –Management
Strategy

Development
expenses
per person

FY2021

Roughly283

Formulation of Human Resources Strategy That is Linked to Management Strategy
The Bank Group links its Human Resources Strategy to the management strategy to establish anorganization that creates new social value toward the achievement of the Purpose and Vision.
Under the two pillars of the Human Resources Strategy, which are the “development of a Chiba
Bank Group where people grow” and the “creation of an organization with high personnel
engagement,” we will bridge the gap between “as is” and where we aim “to be.” We will thus makethe Bank Group an organization with diverse experts that provides new social value, and we willrealize our customers’ hopes and the sustainable growth of the local community.

Current Mid-term Plan target(2023/4-2026/3)

Previous Mid-term Plan result(2020/4-2023/3)

Training expenses andqualification incentives, etc.

Growth Strategy for Value Creation

With the aim of the Bank Group becoming an organization that creates new value by bringing
together diverse specialists, we have established the Human Resources Development Policy“Become someone who keeps fighting for the customer” with the idea that each and every employee
should “be a partner who continues to keep fighting with customers, the community and colleagues.”
The three core elements of the Human Resources Development Policy are “think things through,”“utilize your own strengths,” and “gain more supporters.” We strive to develop and retain humanresources by providing a variety of opportunities for “training, challenges, and practice” so that
employees can refine their own skills and maximize their capabilities.

We believe that in order for the Bank Group to provide social value and achieve sustainable development
together with the local community, developing human resources responsible for service provision is an urgent
issue. Therefore, we will significantly expand our investment in human capital.
We will secure the budget for human capital investment in training and other human resources
development, which is nearly double the previous budget, and expand external training and on-demandlearning for specialists. In addition, we will establish a human resources development quota of 280 persons
for the period of three years, and actively have them participate in programs to strengthen consulting
proposal capabilities for both corporate and retail business, and dispatch them to different industries such as
DX and ICT consulting. In this way, we will focus on continuously developing highly specialized personnel.

Chiba Bank’s Value Creation

Three coreelements“Become someone who keeps fighting for the customer”

Messages

Investment in Human CapitalGroup Human Resources Development Policy

Specialized area in whichhuman resources
development will bestrengthened in terms ofmanagement strategy
Deployment(Increase personnel in growth regions;deployment to DX, solutions, etc.)

The Chiba Bank Integrated Report 2024

78

Human Capital Management

Human Capital (Base IV)
Pillar of Human Resources Strategy (1)Development of a “Chiba Bank Group where People Grow”

The Chiba Bank is developing corporate and retail business specialists, who interpret customer needs
at branches and make consulting proposals. To visualize the stage of each eligible employee’s
development and increase their motivation, we have launched the professional certification system,
where one to four stars are awarded in accordance with the certification criteria based on each
employee’s performance and other quantitative elements.
Criteria are set in the four areas of corporate, inheritance-related services, sale of financial products,
and housing loans, and the certification is carried out every six months. The stage of development ismeasured for eligible employees across the Bank.
Based on this system, in FY2023 we launched the corporate sales and retail sales development
program, which is a framework to develop specialists at branches systematically and allow employees
in charge at branches to gain practical skills and experience necessary for reaching a higher level. Thisis a practical one-year program where participants experience in rotation a wide range of solution
offering jobs at the Bank Head Office and specialized departments at Group companies. Under thecurrent Mid-term Plan, we plan to develop 100
specialists in total. Participants of the program
Number of employees in each area certified
are mainly employees who have a high interest
under the professional certification system
in corporate and retail sales, recruited based oninternal self-recommendation. Those who
Sales of175
27
Corporatefinancialcompleted the program are assigned to(Systemstarted(System started
solutionsin FY2022)
in FY2023)
products
branches where they can offer actual proposals
to customers. We measure their performance
Inheritance666
77
Housing
related(System started i(System started
after the participation in the program, therebyloansnFY2017)in
FY2023)services
developing human resources systematically.

Increase the number of practicalpersonnel who can provide value
to customers

Axes ofstrengthening
development• Dispatch 30 employees to training outside the Bank

• Develop 50 trainees for corporate andretail business respectively• Develop 90 Head Office specialist trainees Specialists
Specialists

DX personnel

Develop specialists in consulting proposals

Professional certification system

Corporate and retailbusiness trainee system

Development support aiming at
obtaining professional certification

Practice at Head Officeand Group companies• Chibagin Academy• Practical training
Head Office• Dispatch employees to university

courses to develop sales capability

Develop specialists in solutions provision• Dispatch employees as trainees to other companies or the Head Officefor 1 to 2 years (in specialized areas)

79

The Chiba Bank Integrated Report 2024

DX specialists
Specialists training
systemDX core personnel
DX core personnel
training courses
DX trainee

DX base personnel• Develop 60 DX trainees
Management personnel
Candidates for senior management• Dispatch candidates to training forsenior management (university
courses for working adults,
cross-industry interactions, etc.)

Managers• Six-month coaching programs• Assessment training for
department managers, etc.

Enhancement of and Program for Management Personnel Development
The Bank has a program for management personnel development in place from the perspective ofdeveloping next-generation management personnel who lead the growth strategies. We expand thepool of next-generation management personnel by implementing a program where participants ateach level learn decision-making skills, finance theories, organizational management frameworks, andother kinds of expertise required of management personnel, in accordance with age, position, andother elements. (There were 11 participants in FY2023.) In addition, we launched a development
program in FY2023 for candidates for managerial positions, such as General Managers and Senior
Deputy General Managers, from the perspective of developing management-level employees atbranches, etc. This is a personalized program where each candidate can gain knowledge andexperience they lack. Through this initiative, we are enriching the pool of management-level personnel.
The Chiba Bank Integrated Report 2024

Financial and Corporate Data

Branches

DX personnel

Increase the number of personnel
who can accelerate
the DX strategies

The Bank Group actively dispatches trainees internally and externally to develop Head Office specialists
in such areas as DX, ICT consulting, corporate
Number of trainees dispatched
Number of employees who
in FY2023
obtained specialist qualifications
solutions, and international affairs. In FY2023, 55
DX/ICT
25
CMA
70
trainees were dispatched internally andSmall and Medium sized
Megabanks
560
externally, including to companies in other
Enterprise Consultant
Government-affiliated and other2
industries. We will continuously focus on the
1st
grade
Certified
Skilledfinancial institutions
252
Professional of Financial Planning
development of specialists through personnel
Consulting and research
6
Real Estate Transaction Agent 422
dispatch to fields with high-level expertise. In
Securities companies
1
Labor and Social Security Attorney
14
addition, we support self-development by paying
Fintechs2
Certified Public Accountant
1
Government agencies andqualification incentives of up to 300 thousand
3
Certified Public Tax Accountant
2
economic organizations
yen to employees who obtain highly advanced
Licensed Real Estate
Market and international
1
3
qualifications (Small and Medium sized
Appraiser
divisionsCredit and audit divisions
8
Enterprise Consultant, etc.).

Management Base Supporting Value Creation

Management
personnel

Increase the number of personnel
who can lead the growth strategies

Enhancement of Head Office Specialist Development and Trainee Systems

Human Capital Management

Strengthen development of specialists,
DX personnel,
and management personnel

Growth Strategy for Value Creation

The Bank believes that employees realizing careers which they themselves hope to pursue will lead not
only to value provision to our customers but also to job satisfaction and improved engagement for
employees themselves. We are enhancing our career step support initiatives, where we actively offer
opportunities for each employee to learn, take on challenges, and apply practically what they learn torealize his/her career goals.
As an initiative to acquire business knowledge, etc. required to realize their career goals, we haveestablished the Chibagin Academy, a learning management system. We have provided an environment
where employees can learn anytime, anywhere,with over 6,000 videos. At the same time, wehave also provided functions to recommend
leaning contents in accordance with each
Support forlearning
employee’s responsibilities and level.
In addition, employees are given opportunities
Establishment of the Chibagin Academy• Dedicated learning programs
to take on jobs of their choice. Specifically, job• Over 6,000 videos
shadowing opportunities are available to allow
employees to experience specialized work at the
Head Office for a few days, and we are
Support for
Support forenhancing the FA system and the job
challenge undertaking
practical application
recruitment system, where employees apply for
Deployment based on expertise
Substantial enhancement of
new responsibilities.
the trainee systems• Reengineering of personnel interviews• Development of professionals
to interviews for development support
As career paths each employee pursues, wein corporate and retail business• Deployment of employees withstrengthen the three axes of “specialists, DX• Development of management
high career aspirations topersonnel
positions of their choicepersonnel, and management personnel” in ourcandidates
Mid-term Plan. We are developing humanresources systematically by creating
development systems for each area, such as theprofessional certification system, internal andexternal trainee systems, and the program for
management personnel development.

Chiba Bank’s Value Creation

Enhancement of Corporate and Retail Business Personnel Development at Branches and the Professional Certification System

Messages

Career Step Support for Each Employee

80Human Capital Management

Human Capital (Base IV)
Creation of an “Organization with High Personnel Engagement”

Pillar of Human Resources Strategy (2)The Bank Group believes that bringing employees’ hopes to life will increase employee engagement,
and is working on various measures from the perspective of what employees expect from the Bank,
including “human resources development,” “diversity,” and “development of workplace environment.”
To accurately understand the status of employee engagement, we conduct semiannual
engagement surveys, with questions independently designed based on advice from an external
consultant. We have set the standard (KPI) we aim to achieve by FY2025.
A 360-degree assessment is also conducted. The results, in combination with the engagement
survey results, serve as employees’ voices and inform personnel measures and a better workplaceenvironment. By driving forward such a system, we strive to improve engagement.

To create a workplace where employees are physically and mentally healthy and find their work
rewarding, the Bank has made the Health Management Declaration. We take measures to maintainand enhance employee health, such as organizing 1-on-1 meetings with the occupational physician
for employees who work long hours, providing health checkups and cancer screenings, and holding
walking events. We thus work to reduce presenteeism (decrease in work efficiency due to healthissues) and absenteeism (leave or absence due to health issues).
We also believe that supporting financial wealth of employees (financial wellness) is important. In
addition to the establishment of a corporate defined contribution pension plan and employees’ shareownership plan to encourage employees participation, we have concluded a corporate service
agreement with On Ad Co. Ltd. to provide employees with asset management consultation services
offered by On Ad as part of employee benefit, thereby strengthening relevant initiatives.

How we approachand utilize employee engagement

FY2023 engagement
survey results(proportion of positive response)

Environment, assessment, treatment, and remuneration
Improve job
satisfaction andsense of growth77%

Total score(Average of
key scores)

80%

I resonate with
the Chiba Bank
Group’s
Purpose andVision.

78%

I am motivated in
my current job.

80%

Satisfaction, sympathy, and contribution
Company and Organization
Own work
Motivation
Sense of growth

Purpose and Vision
Working environment

Human relationships

Society and Local community
Contribution tocustomers andlocal communities

Superiors andcolleagues
Organizational culture

Compile and analyze results
and reflect in human resources
development and measures

74%

I feel that I am
contributing tocustomers and the
local community
through my job.

Total score(Average of key scores)(Persons)(Persons)

Staffing service

15

Advertisement posting

30

Headhunting
via a job search website

Referral

FY2021

FY2022

FY2023*Including temporary employees and employees
dispatched or seconded to the Group81

Corporate solutions
19

Sales
17

The Chiba Bank Integrated Report 2024

Direct application
via the website

Otherspecialists
36

DX
18
Market10

Making a broader range of proposals
while taking advantage of previous
job experienceAs an area manager, I give advice to retail sales
representatives in the Yachiyo block on ways ofsales promotion, in addition to engaging in myown promotional activities.
I previously worked in sales at a securities
company, working in different locations acrossJapan for about 11 years. I, however, found it
difficult to keep moving around the country whenmy third child was born. I became interested inworking for the Chiba Bank and joined the Bank
because I would be able to keep working in
finance and retail sales, work in Chiba, where I
am from, and make a wider range of proposals to

Shota Fujiwara
Area Manager Yachiyo
Branchcustomers than I had done at a securities
company.
After starting at the Bank, I realized that the
Chiba Bank is trusted by local people and offers awealth of services that can respond to the trust. I
believe that I have been able to offer services thatmeet a wider range of needs, while taking
advantage of my previous job experience.
Although I was initially nervous about being a
mid-career hire, I now feel that employees areproperly recognized for their activities whether
they have joined the Bank as new graduates or
mid-career hires, and am motivated in work.

The Chiba Bank Integrated Report 2024

Financial and Corporate Data

Breakdown of mid-career hires’ backgrounds

MESSAGEManagement Base Supporting Value Creation

Trends in mid-career recruitment

We actively engage in work style reform to create a workplace where employees can feel job
satisfaction, as well as to let diverse human resources play an active role. We have introduced remote
work, flextime, and staggered working hours, as well as reformed business operations by utilizing IT
and reviewing business processes. Through such initiatives, we work to improve productivity byallowing flexible work styles and correcting long working hours. In addition, employees areencouraged to take paid leave. The percentage of paid leave taken was 83% in FY2023.

Human Capital Management

When recruiting new graduates, the Bank Group focuses on the recruitment of human resources who
resonate with our Purpose and Vision and keep fighting for the customer, not to mention the
recruitment of human resources with high skills and potential. From FY2024 onward, the Chiba Bank
will centrally recruit new graduates for the entire Group. The Bank Group thereby strives to provide
diverse career paths and facilitates personnel exchanges within the Group.
We try to bridge the gap between what applicants wish to do and the actual job at the Bank byproviding a number of opportunities to experience hypothetical jobs at the Bank Group in briefings
and internships, as well as to speak with actual employees.
To respond to changes in customers’ values and behavior based on changes in the external
environment and promptly advance progressive initiatives without being bound by preconceived
ideas, we consider it important to secure human resources who have high levels of expertise fromother industries and companies and can immediately play an active role. We have therefore enhanced
mid-career recruitment substantially, hiring 100 persons in FY2023.

Recruitment channels

To recognize each employee’s hard work and improve engagement, we are raising our employees’
working conditions, including their pay, to a competitive level. The Bank increased employee wages
by more than 5% in FY2023, and plans to further raise wages, including base salary, by more than
5.6% in FY2024.

Achievement of Flexible Work Styles and Correction of Long Working Hours

Enhancement of Human Resources Recruitment

100

Better Treatment of Employees

Growth Strategy for Value Creation

Deep
connections

FY2025
engagement survey KPI(proportion of positive response)

Chiba Bank’s Value Creation

Health Management and Financial Wellness

Messages

Improve Employee Engagement82

Human Capital Management

Diversity

Promoting a cultural reform unconstrained byprecedents to create a workplace where everyone candemonstrate their full potential and play an active roleCommittee, comprised of diverse members fromdifferent position levels and departments.
In addition, all workplaces have a General
Manager for Diversity Management (department
manager) and a Diversity Management Leader.
This creates a structure where the significance ofdiversity management is made known to every
corner of the organization.
We will contribute to the improvement of the
Chiba Bank Group’s corporate value by further
spreading the importance of diversity management
across the Group, while accelerating existing
initiatives, such as controlling unconscious biases,
ensuring psychological safety, respecting
individuality in supporting career development, andimproving engagement.

Banks in the TSUBASA Alliance have the TSUBASA cross-mentor system in place, which is a crossorganizational mentoring system. The Bank has been serving as the secretariat since the launch of theinitiative. The purpose of the program is to support female employees who aim to be executive
candidates, in terms of both skills and mindset. As mentees are matched with mentors from adifferent bank, the program offers fine-tuned advice on work from those in the same industry, as well
as psychological safety that derives from speaking to someone in a different company.
In FY2023, an all-hands in-person meeting was held to strengthen the relationship between
participants. We also introduced mentoring training to help participants put high quality mentoring into
practice, thereby enhancing the effectiveness of the measure.
Major diversity-related initiatives and external evaluation
Established the Diversity Management Division, and appointed the first female general managers (two persons).

2015

Appointed female outside directors (two persons).
Opened an in-house nursery facility “Chiba Institute of Technology Himawari Nursery School” jointly with Chiba Institute of Technology.
Signed the Chiba City Iku-Boss Joint Declaration.

2016

Obtained the Eruboshi (stage three) certification for good-standing companies.

Holding diversity forums

2017

Appointed the first female Executive Officer.
Obtained the Platinum Kurumin certification based on the Act on Advancement of Measures to Support Raising Next-Generation Children.

To ensure that all employees, including employees of Group companies, understand the importanceof diversity management and take action, we hold a diversity forum every year. The forums areattended by all executives, as well as representatives from each workplace and Group companies.
The program of the forums include messages from the top management, lectures by experts, opinion
exchange between participants, and other workshops, creating a platform for mindset and behavior
transformation toward diversity management.
Themes are chosen from timely topics. The FY2023 forum took place under the theme of “What weneed to create organizations and workplaces that nurture engagement.” Participants deepened theirunderstanding by complementing knowledge with lectures and exchanging opinions with each otherafter the lectures. At the end, each participant declared what action they would take, which leads toconcrete changes in behavior.

2018

Became the first regional bank to be selected as Nadeshiko Brand by the Ministry of Economy, Trade and Industry and the Tokyo stock Exchange (selected for five consecutive years until 2022)
Opened in-house nursery facilities “Himawari Nursery Chiba” and “Himawari Nursery Kashiwa*.” *Closed on March 31, 2023

2019

Then-President Sakuma was awarded the Prime Minister’s Commendations to Contributors for Creating a Gender Equality Society by the Cabinet Office.

2020

Became the first financial institution to be selected as New Diversity Management Selection 100 Prime by the Ministry of Economy, Trade and Industry.

2021

Appointed the first female internal director.
Became the first regional bank to win the Grand Prize in the Company Prize Advanced Division of the 2021 J-Win Diversity Award sponsored by nonprofit organization J-Win.
Ranked first in the Nikkei DUAL survey “NIKKEI Top Companies Supporting Dual-income Parents with Childcare Needs”.

2022

Became the first bank to obtain the Platinum Eruboshi certification based on the Act on Promotion of Women’s Participation and Advancement in the Workplace.
TSUBASA Diversity & Inclusion Declaration.
Appointed the first female Chairperson of the Nomination, Remuneration and Corporate Advisory Committee.

2023

Obtained the Platinum Kurumin Plus certification based on the Act on Advancement of Measures to Support Raising Next-Generation Children.

2024

Appointed the first female representative director, as well as the first female Chairperson of the Board of Directors

Holding a formula and complementary food seminar for balancing work with parenting

The Chiba Bank Integrated Report 2024

Data on active participation of women
Number of women in senior positions
Director: 3(all items as of July 2024)

Executive Officer and General Manager: 1 General Manager: 3

Positions of Senior Deputy General Manager, General Manager, etc.: 123
Percentage of leadership positions held by women*: 29.4%(Percentage of supervisory and managerial positions held by women: 18.4%)*Staff with subordinates and staff in equivalent positions, such as branch manager,
who are responsible for organizational management as responsible for operation.

“Platinum Eruboshi”
certified (the first bank)

Selected as New Diversity
Management Selection 100 Prime

Platinum Kurumin
Plus certified

2023 Constituent of MSCI Japan Empowering
Women (WIN) Select Index
The inclusion of The Chiba Bank, Ltd. in the MSCI Index
or the use of the MSCI logo, trademark, service mark,or index name does not mean that MSCI or its affiliates
sponsor, recommend, or advertise The Chiba Bank,
Ltd. The MSCI Index is the exclusive property of MSCI.
The names and logos of MSCI and the MSCI Index aretrademarks or service marks of MSCI or its affiliates.

Certified Health &Productivity
Management
Outstanding
Organization

Data on supporting balance between work and childcare
In-house nursery facilities: 2 in Chiba Prefecture(As of July 2024)

Percentage of men taking childcare leave: 112.8%(FY2023)

Financial and Corporate Data

As part of support for balancing work with parenting, we held a seminar featuring liquid formula for
employees who are in the parenting age group. Reducing the burden of childcare by taking
advantage of liquid formula and other products and services not only contributes to a smooth return
to work after childcare leave but also facilitates active involvement in parenting regardless of genderby lowering the hurdle for taking care of children. In the seminar, male employees who fed liquid milk
for the first time expressed confidence in their ability to take on the task. Encouraging couples toshare parenting responsibilities in breastfeeding, where the burden tends to fall more on women,
would help mothers work. By raising awareness toward the elimination of gender gap not only at work
but also at home, we will promote the creation of an environment where everyone can work to theirfull potential.

Selected as Nadeshiko Brand(five consecutive years)

Management Base Supporting Value Creation

Chibagin Heartful was certified as a special subsidiary pursuant to the Act to Facilitate the Employment of Persons with Disabilities as a regional bank.

2014

Human Capital Management

2007

Initiatives for Promoting Diversity & Inclusion

83

TSUBASA cross-mentor

Growth Strategy for Value Creation

As a management strategy to survive in the rapidlychanging and unpredictable times, the Bank’s
executives and employees are united in promoting
diversity.
While diversity management is often discussed
in the context of women’s empowerment, theprincipal aim is to create a workplace environment
where each employee can demonstrate their fullpotential and play an active role regardless ofgender or other attributes.
To this end, it is important to reflect diverse
values in the measures we take. In planningmeasures, we work with the Diversity Management

Diversity Management Division
General Manager

Of the Bank’s nine Directors, three (33.3%) are women. In 2022, Outside Director Tashima became
the first female chairperson of the Nomination, Remuneration and Corporate Advisory Committee. In
April 2024, Director and Senior Executive Officer Awaji was given the right of representation to be thefirst female representative director. At the same time, Outside Director Takayama became the firstfemale chairperson of the Board of Directors. We believe that diversity in the management teamenables decision making based on multiple perspectives and helps drive innovation and enhance
governance. To maintain diversity in decision-makers, we will develop diverse human resources,
including women, as executive candidates, with an eye to improving corporate value.

Chiba Bank’s Value Creation

Chikako Watanabe

Promoting diversity in the management team
Messages

Message from the General Manager of the Diversity Management Division

Data on number of employees with disabilities
Number of employees with disabilities: 151.5(As of June 2023)

The Chiba Bank Integrated Report 2024

84

Management Base Supporting Value Creation

Directors, Audit & Supervisory Board Members and Executive Officers(As of June 26, 2024)

Directors(As of June 26, 2024)

Director andManaging Executive Officer
Group Chief Risk Officer
General Manager in charge ofCorporate Management

Tsutomu Yonemoto

Kiyomi Yamazaki

Masayasu Ono

Director andManaging Executive Officer
Group Chief Human
Resources Officer

Mutsumi Awaji

Takashi Makinose

Outside Directors

Director (Outside Director, Chairperson of
the Board of Directors)

85

The Chiba Bank Integrated Report 2024

Apr. 1990 Joined the Bank
Jun. 2018 General Manager, Corporate Planning Division, the Bank
Apr. 2019 General Manager, Hong Kong Branch, the Bank
Apr. 2021 Executive Officer, General Manager, Human Resources Division, the Bank
Apr. 2023 Managing Executive Officer, Group Chief Human Resources Officer,
Executive Officer in charge of Human Resources Division, Diversity
Management Division and General Secretariat, the Bank
Jun. 2023 Director and Managing Executive Officer, Group Chief Human Resources
Officer, Executive Officer in charge of Human Resources Division,
Diversity Management Division and General Secretariat, the Bank
(current position)

Yasuko Takayama
Apr. 1980 Joined Shiseido Co., Ltd.
Apr. 2006 General Manager, Consumer Information
Center, Shiseido Co., Ltd.
Oct. 2008 General Manager, Consumer Relations
Department, Shiseido Co., Ltd.
Apr. 2009 General Manager, Social Affairs and Consumer
Relations Department, Shiseido Co., Ltd.
Apr. 2010 General Manager, Corporate Social
Responsibility Department, Shiseido Co., Ltd.
Jun. 2011 Audit & Supervisory Board Member(standing), Shiseido Co., Ltd.
Jun. 2015 Advisor, Shiseido Co., Ltd.
Jun. 2015 Outside Director, the Bank (current position)
Jun. 2015 Outside Director, Nippon Soda Co., Ltd.
Jun. 2016 Outside Audit & Supervisory Board
Member, Mitsubishi Corporation
Jun. 2017 Outside Audit & Supervisory Board
Member, Yokogawa Electric Corporation
Jun. 2019 Outside Director (Audit and Supervisory
Committee Member), Cosmo Energy
Holdings Co., Ltd. (current position)
Jun. 2024 Outside Director, Yokogawa Electric
Corporation (current position)

Apr. 1979 Prosecutor, Tokyo District Public
Prosecutors Office
Apr. 1992 Registered as Attorney at Law, Tokyo Bar
Association Attorney at Law, Sawayaka
Law Office (current position)
Jul. 2006 Outside Director, Meiji Yasuda Life
Insurance Company
Jun. 2015 Outside Director, the Bank (current position)
Oct. 2015 Outside Director, Kyushu Financial Group Inc.
Jun. 2016 Outside Audit & Supervisory Board
Member, Tokio Marine & Nichido Life
Insurance Co., Ltd.
Jun. 2021 Outside Director (Audit and Supervisory
Committee Member), Kyushu Financial
Group Inc. (current position)(As of June 26, 2024)

Director (Outside Director)

Director (Outside Director)

Takahide Kiuchi

Ryoji Yoshizawa

Apr. 1987 Joined Nomura Research Institute, Ltd.
Jun. 2002 Head, Japanese Economic Research
Unit, Economic Research Department,
Nomura Research Institute, Ltd.
Jun. 2004 Deputy Head, Economic Research
Department and Head, Japanese
Economic Research Section, Financial &Economic Research Center, Nomura
Securities Co., Ltd.
Jun. 2007 Managing Director, Head, Economic
Research Department and Chief
Economist, Financial & Economic ResearchCenter, Nomura Securities Co., Ltd.
Jul. 2012 Member of the Policy Board, the Bank of
Japan
Jul. 2017 Executive Economist, Nomura ResearchInstitute, Ltd. (current position)
Jun. 2020 Outside Director, the Bank (current position)

Apr. 1987 Joined The Ashikaga Bank, Ltd.
Oct. 1998 Joined Westdeutsche Landesbank
Girozentrale (WestLB)
May 2001 Joined Standard & Poor’s (current S&P
Global Ratings)
Apr. 2004 Director (Senior Analyst), Financial
Institutions Ratings, Japan, Standard &Poor’sApr. 2017 Senior Director, Financial Institutions
Ratings, Japan, S&P Global Ratings
Nov. 2023 Managing Director, Financial Institutions
Ratings, Japan, S&P Global Ratings
Jun. 2024 Outside Director, the Bank (current
position)

The Chiba Bank Integrated Report 2024

Financial and Corporate Data

Apr. 1989 Joined the Bank
Jun. 2018 General Manager, Regional Revitalization Division, the Bank
Jun. 2019 Executive Officer, General Manager, Regional Revitalization Division, the Bank
Apr. 2020 Executive Officer, General Manager, Corporate Business Division, the Bank
Apr. 2021 Managing Executive Officer, Group Chief Human Resources Officer,
Executive Officer in charge of Human Resources Division and Diversity
Management Division, the Bank
Jun. 2021 Director and Managing Executive Officer, Group Chief Human Resources
Officer, Executive Officer in charge of Human Resources Division,
Diversity Management Division and General Secretariat, the Bank
Apr. 2022 Director and Managing Executive Officer, Group Chief Digital
Transformation Officer, Group Chief Human Resources Officer, Executive
Officer in charge of Digital Innovation Division, Human Resources Division,
Diversity Management Division and General Secretariat, the Bank
Apr. 2023 Director and Senior Executive Officer, Group Chief Strategy Officer, Group
Chief Digital Transformation Officer, Executive Officer in charge ofCorporate Planning Division, Group Strategy Division, Digital Strategy
Division, Public Relations Division and Corporate Administration Division,
the Bank (current position)

Yuko Tashima

Management Base Supporting Value Creation

Director andSenior Executive Officer(Representative Director)
Group Chief Strategy Officer
Group Chief Digital
Transformation Officer

Apr. 1990 Joined the Bank
Jun. 2015 General Manager, Hong Kong Branch, the Bank
Jun. 2017 General Manager, Corporate Administration Division, the Bank
Dec. 2018 General Manager, Compliance Division, the Bank
Apr. 2019 General Manager, Corporate Planning Division, the Bank
Jun. 2019 Executive Officer, General Manager, Corporate Planning Division, the Bank
Oct. 2020 Executive Officer in charge of New Businesses, the Bank
Apr. 2021 Corporate Planning Division and Human Resources Division, (Supervisorof regional trading company business), the BankMay 2021 President and Representative Director, Chibagin Market Co., Ltd.
Apr. 2023 Managing Executive Officer, Group Chief Risk Officer, Executive Officer incharge of Compliance and Risk Management Division and Service Quality
Management Division, the Bank
Jun. 2023 Director and Managing Executive Officer, Group Chief Risk Officer,
Executive Officer in charge of Compliance and Risk Management Division
and Service Quality Management Division, the Bank
Oct. 2023 Director and Managing Executive Officer, Group Chief Risk Officer,
General Manager in charge of Corporate Management, Compliance andRisk Management Division, the Bank (current position)

Human Capital Management

Apr. 1988 Joined the Bank
Jun. 2016 General Manager, Consumer Loan Business Division, the Bank
Jun. 2017 General Manager, Business Promotion Division, the Bank
Jun. 2018 Executive Officer, General Manager, Chuo Branch and Keisei-ekimae
Branch, the Bank
Apr. 2019 Executive Officer, Deputy to Executive Officer in charge of Prefectural
Block, the Bank
Jun. 2019 Executive Officer in charge of Domestic Business, in charge of Business
Planning Division, Customer Service Division, Business Promotion
Division, Corporate Business Division, Regional Revitalization Division,
Trust Business Division, Consumer Loan Business Division, Payment Card
Business Division, the Bank
Apr. 2020 Executive Officer, General Manager, Head Office and Saiwaicho Sub
Branch, the Bank
Jun. 2020 Managing Executive Officer, General Manager, Head Office and Saiwaicho
Sub Branch, the Bank
Apr. 2021 Senior Executive Officer, Group Chief Business Officer, General Manager
in charge of Business Promotion, the Bank
Jun. 2021 Director and Senior Executive Officer, Group Chief Business Officer, General
Manager in charge of Business Promotion, the Bank (current position)

Director (Outside Director, Chairperson ofNomination, Remuneration andCorporate Advisory Committee)

Growth Strategy for Value Creation

Apr. 1987 Joined the Bank
Jun. 2016 Executive Officer, General Manager, Business Promotion Division, the Bank
Jun. 2017 Director and Managing Executive Officer, Executive Officer in charge ofTreasury Division and Treasury Operation Division, the Bank
Jun. 2018 Director and Managing Executive Officer, Group Chief Business Officer,
General Manager in charge of Business Promotion, the Bank
Jun. 2019 Director and Senior Executive Officer, Group Chief Strategy Officer,
General Manager, Corporate Planning Headquarters, Executive Officer incharge of Corporate Planning Division, Public Relations Division, New
Head Office Project Office and Corporate Administration Division, the Bank
Apr. 2020 Director and Senior Executive Officer, Group Chief Strategy Officer, Group
Chief Digital Transformation Officer, General Manager, Corporate Planning
Headquarters, Executive Officer in charge of Corporate Planning Division,
Public Relations Division, New Head Office Project Office and Corporate
Administration Division, the Bank
Apr. 2021 Director and Senior Executive Officer, the Bank
Jun. 2021 President, Group Chief Operating Officer, the Bank
Apr. 2023 President, Group Chief Executive Officer, the Bank
Oct. 2023 President, Group Chief Executive Officer, in charge of Audit and Inspection
Division and Group Improvement Office, the Bank (current position)

Chiba Bank’s Value Creation

President(Representative Director)
Group Chief
Executive Officer

Director andSenior Executive Officer(Representative Director)
Group Chief Business Officer
General Manager in charge ofBusiness Promotion

Outside Directors (As of June 26, 2024)

Messages

Directors

86

Management Base Supporting Value Creation

Directors, Audit & Supervisory Board Members and Executive Officers(As of June 26, 2024)

Ratio of Independent Outside Directors

Ratio of Female Directors

44.4%

33.3%

(4/9)

Hironaga Fukuo

Standing Audit & Supervisory Board Member(Outside Audit & Supervisory Board Member)

Kazuhiro Kikuchi

Norikazu Takahashi

Apr. 1983 Joined the Ministry of FinanceJul. 2011 Director General, Fukuoka Local FinanceBranch Bureau
Jul. 2012 Director, Urban Renaissance Agency
Jul. 2014 Councillor, Cabinet Secretariat
Jul. 2016 Executive Director, Federation of National PublicService Personnel Mutual Aid Associations
Jul. 2017 Senior Executive Director, Federation of
National Public Service Personnel Mutual
Aid Associations
Jun. 2021 Outside Audit & Supervisory Board
Member, the Bank (current position)

Apr. 1985 Joined the Bank of Japan
Aug. 2008 General Manager, Okayama Branch, the Bank of JapanMay 2012 Deputy Director-General, Currency Issue
Department, the Bank of Japan
Nov. 2013 General Manager, Sendai Branch, the Bank of JapanMay 2015 General Manager, Information System
Services Department, the Bank of Japan
Jun. 2016 Executive Director, The Center for Financial
Industry Information Systems Auditor, The
Financial Futures Association of Japan
Jun. 2021 Outside Audit & Supervisory Board
Member, the Bank (current position)

Organizational structure: Company with an audit &supervisory board
Number of Directors: 9
Number of outside directors:
4 (All of them are independent officers)
Number of female directors: 3
Number of Audit & Supervisory Board members: 5

Skills Matrix*The matrix does not exhaustively show the specialty and experience of each of the Directors and Audit & Supervisory Board Members.

Specialties and Experience of Directors and Audit & Supervisory Board Members

Apr. 1988
Oct. 2014
Jun. 2016
Jun. 2017
Jun. 2018
Apr. 2020

Jun. 2023
Jun. 2023

Wataru Takahashi
Apr. 1975 Joined the Chiba Prefectural Government
Apr. 2008 Secretary General, Prefectural Assembly,
Chiba Prefectural Government
Apr. 2009 Executive Director, Commerce, Industry andLabor Department, Chiba Prefectural
Government
Apr. 2010 Executive Director, Policy and Planning
Department, Chiba Prefectural Government
Apr. 2012 Executive Director, General Affairs
Department, Chiba Prefectural Government
Apr. 2013 Vice-Governor, Chiba Prefecture
Jun. 2021 Outside Audit & Supervisory Board Member,the Bank (current position)

Executive Officers

Kiyomi Yamazaki

Director and Senior Executive Officer(Representative Director)
Group Chief Business Officer, General
Manager in charge of Business
Promotion

Mutsumi Awaji

Director and Senior Executive Officer(Representative Director)
Group Chief Strategy Officer, Group
Chief Digital Transformation Officer

Takashi Makinose

Director and Managing Executive Officer
Group Chief Human Resources Officer

Masayasu Ono

Director and Managing Executive
OfficerGroup Chief Risk Officer, General
Manager in charge of Corporate
Management

Yuko Tashima

Director (Outside Director, Chairpersonof Nomination, Remuneration andCorporate Advisory Committee)

Yasuko Takayama

Director (Outside Director, Chairpersonof the Board of Directors)

Takahide Kiuchi
Ryoji Yoshizawa

Director (Outside Director)

Hironaga Fukuo

Standing Audit & Supervisory Board
MemberKazuhiro Kikuchi

Standing Audit & Supervisory Board
Member (Outside Audit &Supervisory Board Member)Managing Executive Officer (In charge of Chiba Prefecture Business)

Executive Officer (General Manager of Digital Strategy Division)

Norikazu Takahashi

Standing Audit & Supervisory Board
Member (Outside Audit &Supervisory Board Member)Managing Executive Officer (In charge of Credit Unit)

Executive Officer (General Manager of Corporate Business Division)

Chigusa Saito

Non-Standing Audit & Supervisory
Board Member

Managing Executive Officer (Group Chief Information Officer)

Executive Officer (General Manager of Operation Division)

Wataru Takahashi

Managing Executive Officer (In charge of Business Outside Chiba Prefecture)

Executive Officer (General Manager of Narita Branch)

Non-Standing Audit & Supervisory
Board Member (Outside Audit &Supervisory Board Member)Managing Executive Officer (General Manager of Funabashi Branch)

Executive Officer (General Manager of Chuo Branch and Keisei-ekimae Branch)

Managing Executive Officer (General Manager of Head Office and Saiwaicho Sub Branch)

Executive Officer (General Manager of Group Strategy Division)

Executive Officer (General Manager of Business Coordination Division)

Executive Officer (In charge of Special Appointment)

Executive Officer (General Manager of Human Resources Division)

Executive Officer (General Manager of Tokyo Head Office)

Yoichi Mataki
Kyota Izumi

Kazunari Tanaka
Yukio Mikami

Masayuki Sugihara
Masaki Miyauchi
Akihiro Nagaoka
Atsushi Imai

The Chiba Bank Integrated Report 2024

Hideki Shibata
Shinichi Ito

Yumiko Mitsuoka

Yoshitaka Furumoto
Ryosuke Terauchi
Tatsuya Onishi
Taro Kanzawa
Shigeru Saito

Regional
sales

International
businesses/
Marketoperations

IT/DX

Sustainability

Financial and Corporate Data

Executive Officer (General Manager of Corporate Planning Division)

Akira Eshita

Risk
management/
Legal affairs

Director (Outside Director)

Managing Executive Officer (In charge of Market and International Business)

Nobukazu Odaka

87(As of June 26, 2024)

President (Representative Director)
Group Chief Executive Officer

Corporatefinance andaccounting/
Finance

Management Base Supporting Value Creation

Jun. 2020

Joined the Bank
General Manager, Diversity Management Division, the Bank
General Manager, Human Resources Division, the Bank
Executive Officer, General Manager,
Human Resources Division, the Bank
Executive Officer, General Manager,
Operation Planning Division, the Bank
Executive Officer in charge of Special
Appointment, the Bank
President and Representative Director,
Chibagin Heartful Co., Ltd.
Audit & Supervisory Board Member, theBank (current position)
Standing Audit & Supervisory Board
Member, Chibagin Computer Service Co.,
Ltd. (current position)

Tsutomu Yonemoto

Corporate
management

Human Capital Management

Chigusa Saito

Non-Standing Audit & Supervisory Board Member(Outside Audit & Supervisory Board Member)*For the Board of Directors meetings held in FY2023(As of June 26, 2024)

Name/Position

Non-Standing Audit & Supervisory Board Member

Number of outside Audit & Supervisory Board members:
3 (All of them are independent officers)
Number of executive officers: 18
Number of female executive officers: 1
Attendance rate of the Board of Directors meetings*:
98.6% (attendance rate for outside directors: 98.0%)

Growth Strategy for Value Creation

Apr. 1987 Joined the Bank
Apr. 2014 General Manager, Consumer Loan
Business Division, the Bank
Jun. 2016 General Manager, Kashiwa Branch, the Bank
Jun. 2018 Executive Officer, General Manager,
Human Resources Division, the Bank
Apr. 2021 Managing Executive Officer in charge of
the Credit Unit, the Bank
Mar. 2023 Retired as Managing Executive Officer incharge of the Credit Unit, the Bank
Jun. 2023 Audit & Supervisory Board Member, theBank (current position)

Standing Audit & Supervisory Board Member(Outside Audit & Supervisory Board Member)(3/9)

Chiba Bank’s Value Creation

Standing Audit & Supervisory Board Member

Messages

Audit & Supervisory Board Members

Contents of each skill item
[Corporate management] Experience as a top executive of a company or other organization, with the ability to execute in order to maximize business results[Corporate finance and accounting/Finance] Knowledge of banking finance and accounting, and financial business backed up by business experience[Risk management/Legal affairs] The ability to correctly identify and assess the risks involved in banking. Knowledge of legal matters related to the banking industry and the ability toperform their duties in an appropriate and sound manner[Regional sales] Familiarity with the products and services offered by the Bank, and to have the knowledge, experience and ability to contribute to the resolution of issues faced by regional customers[International businesses/Market operations] Global perspective based on overseas experience, and to have knowledge, experience, and ability related to overseas business and market operations[IT/DX] Knowledge of IT and DX, and able to contribute to the enhancement of the DX promotion system and the associated human resource development, utilization of newtechnologies, and advancement of cyber risk management[Sustainability] Knowledge, experience and ability to contribute to the sustainable growth of the Bank by addressing environmental, social and community issues

The Chiba Bank Integrated Report 2024

88

Management Base Supporting Value Creation

Corporate Governance Structure

Corporate governance has been enhanced through such measures as the executive officer system
introduced in 2003 and the appointment of outside directors which began in 2013.
Currently as of June 26, 2024, we have a 44.4% ratio of independent outside directors (4 out of 9)
and a 33.3% ratio of female directors (3 out of 9).
2020

Assigned Group Chief Digital Transformation Officer (CDTO)

2010

Abolished directors’ retirement benefits
Introduced equity-based remuneration in the form of stock
options

2021

2011

Put the Audit and Inspection Division under direct control of theBoard of Directors

2013

Appointed an outside director

Assigned Group Chief Human Resources Officer (CHRO)
Revised the director remuneration framework (Introduced
restricted stock remuneration system)
Abolished the position of Advisor role and reviewed the content
of Advisor to the President
Assigned the first female internal director

2015

Began evaluating the effectiveness of the Board of Directors
Appointed two female outside directors
Established the Corporate Advisory Committee (currently the
Nomination, Remuneration and Corporate Advisory Committee)

2018

Formulated the Information Disclosure Policy
Introduced the Group Chief Officer System
Raised the ratio of outside directors on the Board of Directors
to one-third

2019

Conducted evaluation on the effectiveness of the Board of
Directors by collaborating with an external evaluation firm
Formulated the “Policy on Corporate Governance”

2022

Appointed an outside director as the Chairperson of theNomination, Remuneration and Corporate Advisory Committee

2023

Established the Group Strategy Division that oversees overallbusiness execution of Group companies

2024

Appointed an outside director as Chairperson of the Board of
Directors
Assigned the first female representative director
Changed the term of office of a director (shortened from 2
years to 1 year)
Revised the director remuneration framework (Introduced theperformance-linked restricted stock remuneration system)

Corporate Governance Structure

As of June 26, 2024

Main Agenda Items and Decisions in FY2023
1stquarter

2ndquarter

3rdquarter

4thquarter

Status of cross-shareholdings
Policy on response to human capital disclosure
Dialogue with shareholders
Compliance with the 2015 UK Modern Slavery Act
and status of SDGs initiatives
Submission of the business improvement report
Partial revision of the internal audit plan
Report on business execution by Group Chief
Strategy Officer
Status of holding of meetings of the Nomination,
Remuneration and Corporate Advisory Committee
Status of initiatives for human resources strategy
Progress status of mid-term plan
Selection of additional top risks
Change of the term of office of a director and partial
amendment to the Articles of Incorporation

Progress status of non-financial and new businesses
Evaluation of the effectiveness of the Board of Directors
Initiatives for improving P/B ratio
Group companies’ activity reports
Progress status of DX strategy
Establishment of a joint venture with The Daishi
Hokuetsu Bank, Ltd., The Chugoku Bank, Ltd., andNomura Research Institute, Ltd.
Revision of the Policy on Customer-oriented
Business Operations
Report on business execution by Group Chief Digital
Transformation Officer
Policy on activities of the Group Improvement Office
Initiatives for enhancement of corporate value
Business performance plan
Revision of the executive remuneration system

Human Capital Management

Introduced the executive officer system

Growth Strategy for Value Creation

2003

The Board of Directors consists of nine directors, including four independent outside directors (theratio of independent outside directors is 44.4%). The Board of Directors makes decisions about
management policies and other important matters and supervises the execution of business by the
directors and executive officers.
The Bank has also adopted an executive officer system. This system provides for the clear
separation of the roles of the directors, who reach decisions on important matters, supervise theexecution of business operations, and perform other tasks, and the role of the executive officers, who
conduct business operations.
In response to the issuance of Business Improvement Orders by the Kanto Local Finance Bureau to
Chiba Bank and Chibagin Securities in June 2023, we acknowledge the importance of actions suchas advancing the level of Group governance, and we are engaging in efforts such as strengthening
supervision by the Board of Directors, including appointment of an outside director as the Chairpersonof the Board of Directors in April 2024.

Chiba Bank’s Value Creation

Initiatives to Strengthen Governance

Board of Directors

Messages

The Bank Group bases all of its corporate activities on the Chiba Bank Group’s Corporate Code of
Conduct. In addition, in the mid-term plan, we have included “Group Governance” as one of ourvalue creation bases as part of our drive to advance the level of corporate governance.
In complying with the Code and realizing these policies in our efforts to further strengthen andenhance corporate governance, we will contribute to the realization of a sustainable local
community through appropriate cooperation with diverse stakeholders and strive for sustainablegrowth and the improvement of corporate value in the medium to long term.

Management Base Supporting Value Creation

Audit & Supervisory Board

General Meeting of Shareholders(Appointment/Dismissal)(Appointment/Dismissal)

Supervision

Audit

Nomination, Remuneration and Corporate Advisory Committee

Audit &
Supervisory Board(Agenda/Report)

Various committees

President(Group Chief Executive Officer)

Accounting Auditor• Sustainability Promotion Committee• ALM Committee

Group CxO

• Compliance Committee, etc.
• Group Supervision Committee• Group Promotion Committee• Banking and Securities Strategic

Review Committee, etc.
(Report)Headquarters
Direction/
Management

Branches89

The Chiba Bank Integrated Report 2024

Group Strategy Division
Discussion/
Reports(Administration)

Group companies, etc.

Audit

Group Improvement Office

Audit andInspection Division

The Bank has adopted the form of a company with an audit & supervisory board with five Audit &Supervisory Board members, including a majority of three outside Audit & Supervisory Board members.
In particular, three of the Audit & Supervisory Board members, including two outside Audit & Supervisory
Board members, are standing Audit & Supervisory Board members. They attend meetings of theBoard of Directors and other important meetings, check important documents, and perform audits of
the headquarters and branches to conduct objective and reasonable audits of the status of businessexecution. We believe that this system provides an adequate management supervisory function.

Financial and Corporate Data

Board of
DesignatedDirectors

Board of Directors(Supervision)

Business Execution

Audit(Advisory/Report)

Nomination, Remuneration and Corporate Advisory Committee
We have established the Nomination, Remuneration and Corporate Advisory Committee as anadvisory body to the Board of Directors. To ensure objectivity, timeliness, and transparency ofprocedures, this Committee comprises four independent outside directors and three internal directors
appointed by a resolution of the Board of Directors. In addition, since October 2022, an outside
director serves as its chairperson to ensure the Committee’s independence.
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Management Base Supporting Value Creation

Corporate Governance Structure<Candidates for Outside Directors>
Candidates for outside directors are determined by the Board of Directors, following deliberations by the
Nomination, Remuneration and Corporate Advisory Committee the majority of which comprise independent
outside directors, based on the President’s recommendations of persons who mainly possess specialist
knowledge and experience in areas other than the Bank’s business operations and are deemed capable ofcontributing to the Bank’s sustainable growth and corporate value enhancement over the medium to long term
based on their insights in view of the skill matrix.

Succession Planning<Desired personalities of candidates (nomination policy)>
Images of desired personalities of candidates are deliberated by the Nomination, Remuneration and Corporate
Advisory Committee in view of qualities and abilities required as management, as well as the businessenvironment surrounding our Group and the direction of its future business strategies, and are shared by the
Board of Directors. Whether to review the images of desired candidates for successors or not in accordance withchanges in the business environment, etc. is deliberated as appropriate.

<Candidate selection process>Candidates are proposed by the President (including reappointment, replacement and dismissal of directors
including representative directors) and determined by the Board of Directors following deliberations on theconsistency, etc. with the nomination policy and training policy by the Nomination, Remuneration and Corporate
Advisory Committee.
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Takahide Kiuchi(June 2020)
Ryoji Yoshizawa(June 2024)

The Bank appoints outside Audit & Supervisory Board members who are deemed to help further strengthen
the audit function by leveraging the knowledge and experience of said persons in the Bank’s management.
Name (Appointment)
Kazuhiro Kikuchi(June 2021)
Norikazu Takahashi(June 2021)
Wataru Takahashi(June 2021)

Reasons for Appointment as Outside Audit & Supervisory Board Member
Has a high level of expertise gained through experience as Councillor of Cabinet Secretariat
and Senior Executive Director of the Federation of National Public Service Personnel Mutual
Aid Associations, etc., as well as extensive knowledge in public administration overall.
Has a high level of expertise gained through experience as General Manager of branches andGeneral Manager of Information System Services Department of the Bank of Japan, etc., aswell as extensive knowledge in finance overall.
Has extensive knowledge mainly in public administration gained through holding numerous
important positions including Vice-Governor of Chiba Prefecture.

Support Systems for Outside Directors and Audit & Supervisory Board Members<Outside Directors>
The Bank has placed staff in the General Secretariat and Corporate Planning Division to support the outside
directors and provides them with information and support necessary for the execution of their duties in an
appropriate and timely manner to ensure that outside directors fully play their roles as supervisors of the
management. We continuously give outside directors opportunities for deepening their understanding about theBank’s management strategy and activities with the aim of enhancing deliberations by the Board of Directors, bymeans such as provision of materials and explanations for the Board of Directors meeting in advance, provisionof individual explanations on important matters, attendance at main committee meetings, engaging in dialogues
with directors as well as general managers, visiting and holding dialogues at affiliated business offices in theGroup, participation in main IR events, etc., and provision of information related to the Bank’s activities whenevernecessary. In addition, the Bank provides outside directors with opportunities to undergo training by third-party
organizations at the Bank’s expense.

Financial and Corporate Data

<Review of candidates’ personalities and training schemes>
The Nomination, Remuneration and Corporate Advisory Committee members review personalities of candidates
based on a third-party evaluation, etc. by an external specialized organization. The committee then considers
policies and plans for training candidates to help them become a person qualified for the position.

Yasuko Takayama(June 2015)

Management Base Supporting Value Creation

Successors to the representative directors are determined by the Board of Directors following deliberations by the
Nomination, Remuneration and Corporate Advisory Committee the majority of which comprise independent
outside directors, in view of desired personnel requirements, personnel training policy and plan, as well as thestatus of training, etc. The status of deliberation is reported, as appropriate, to the Board of Directors.

Yuko Tashima(June 2015)

Reasons for Appointment as Outside Director
Has a high level of expertise as an attorney, with experience as an outside director at othernon-financial companies as well as experience in public service, including as a member of the
Financial System Council of the Financial Services Agency.
Has experience as a manager of customer service and CSR divisions and as a standing Audit& Supervisory Board member of a major cosmetics company, as well as experience as an
outside director at other non-financial companies.
Has both domestic and international experience as an economist and, in addition to having
accumulated significant expertise, was responsible for carrying out deliberations regarding
monetary policies as a member of the Policy Board, the Bank of Japan.
Has experience in credit analysis of financial institutions as Managing Director of Financial Institutions
Ratings, Japan at a major rating agency and in supervision of rating standards and analysis techniques
for banks around the world as a member of the agency’s highest internal council for analysis.

Human Capital Management<Candidates for Audit & Supervisory Board Members>
Candidates for Audit & Supervisory Board members are determined at a meeting of the Board of Directors that isparticipated by independent outside directors, following deliberations by the Nomination, Remuneration andCorporate Advisory Committee and consent by the Audit & Supervisory Board, based on the President’s
recommendations of persons who possess knowledge and experience to enable the appropriate, fair, andefficient performance of audits on the execution of duties by directors, as well as sufficient social trust.

Name (Appointment)

Growth Strategy for Value Creation*Reasons for disqualification
The representative director is deemed to have a relationship with antisocial forces
The representative director is deemed to have violated laws, regulations, or internal regulations

The Bank appoints outside directors who are deemed to be capable of contributing to theenhancement of corporate value over the medium to long term, through a further enhancement of thedecision-making and supervisory functions of the Board of Directors, by leveraging the knowledge
and experience of said persons in the Bank’s management.

Chiba Bank’s Value Creation<Candidates for Internal Directors>
Candidates for internal directors are determined by the Board of Directors, following deliberations by the
Nomination, Remuneration and Corporate Advisory Committee the majority of which comprise independent
outside directors, based on the President’s recommendations of persons who, based on a deep understandingof the Bank’s basic management policy, possess knowledge and experience to enable the appropriate, fair, andefficient execution of bank business management, as well as sufficient social trust, with the aim of achieving ourmanagement strategy. Representative directors are determined by the Board of Directors following deliberations
by the Nomination, Remuneration and Corporate Advisory Committee on persons suitable for representing the
Bank selected from among internal directors. In the event of occurrence of a serious obstacle to the execution ofduties as a representative director or when a representative director falls under reasons for disqualification*,
dismissal of such representative director shall be determined by the Board of Directors following deliberations by
the Nomination, Remuneration and Corporate Advisory Committee.

Reasons for the Appointments of Outside Directors and Audit & Supervisory Board Members

Messages

Policies for Appointment and Dismissal of Directors andNomination of Directors and Audit & Supervisory Board Members<Outside Audit & Supervisory Board Members>
In order for Audit & Supervisory Board members to conduct audits, etc., and to operate the Audit & Supervisory
Board smoothly, the Audit and Supervisory Support Office was established independent of the executive officers.
The general manager of the Audit and Supervisory Support Office promptly reports to the Audit & Supervisory
Board members and liaises and cooperates closely with them. In order to ensure independence from directors,
the Bank obtains the consent of Audit & Supervisory Board members regarding personnel changes, etc. In
addition, Audit & Supervisory Board members attend meetings of the Board of Directors and other important
meetings and are provided with important documents of the Bank, which ensure that information iscommunicated timely and properly.
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Management Base Supporting Value Creation

Corporate Governance Structure

Evaluation of the Effectiveness of the Board of Directors

The remuneration system for Directors and the percentage of remuneration by type are considered by
the Nomination, Remuneration and Corporate Advisory Committee the majority of which comprise
independent Outside Directors, as appropriate in response to changes in the business environment,with reference to companies of similar size to the Bank and related industries and business categories.
Remuneration of the Bank’s directors is determined by the Board of Directors based on the
remuneration regulations established by the Board of Directors, following deliberations by the Nomination,
Remuneration and Corporate Advisory Committee to ensure transparency, fairness, and rationality.

Since FY2015, the Bank has been verifying whether the Board of Directors is properly performing thefunctions of decision making and supervision, which are expected of them. The Bank carries out anevaluation of the effectiveness of the Board of Directors annually to enhance those functions.

Directors (Excluding Outside Directors)

Outside Directors
Based on the role in supervising the execution of business, the remuneration system is not linked to performance,
but rather is limited to “basic remuneration.”

Audit & Supervisory Board Members
In order to ensure independence, remuneration for Audit & Supervisory Board members is not linked to performance,
but is limited to “basic remuneration.”Group Chief Executive Officer (CEO)Group Chief Strategy Officer (CSO)
Group Chief Risk Officer (CRO)Group Chief Business Officer (CBO)Group Chief Information Officer (CIO)
Group Chief Digital Transformation Officer (CDTO)
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The Bank has established the Purpose at the same time as the current Mid-term Plan, and are promoting the transformation of theorganizational culture through the instilling of the Purpose. The Board of Directors will also monitor the instilling of the Purposeand ensure that all initiatives are based on the Purpose.
Recognizing the need to reflect customer views in the management of the Bank Group, we will further enhance the collection andanalysis of customer views and reflect them in our policies and measures.
In order to enhance Group governance, we will strengthen our involvement in Group companies by ensuring fulfillment of the rolesof the Group Chief Officers.

Internal Audit
At the Bank, the Audit and Inspection Division, which is independent of the units subject to auditing, verifies and evaluates theappropriateness and effectiveness of the internal management systems including compliance and risk management. The divisionalso makes recommendations, etc. on improvement methods for problem areas, in order to ensure the sound and proper
management of business operations and thereby contribute to the achievement of management goals.
The Audit and Inspection Division reports directly to the Board of Directors and conducts internal audits of branches,
headquarters, Group companies, etc. in accordance with the Internal Audit Regulations and the Internal Audit Plan, a planestablished every fiscal year and approved by the Board of Directors. The division reports the results and findings of internal
audits to the Internal Audit Committee and the Board of Directors, both of which, as a general rule, meet once a month. Problem
areas from the perspective of compliance and risk management and improvement measures are examined during this process.
Moreover, the division strives to increase the sophistication of internal audits by implementing measures, such as enhancing
the check and supervisory functions, adapting to changes in the environment, improving the audit quality (including external
evaluation), training specialized human resources, and strengthening audits of overseas branches and Group companies.
Considering the issuance of the Business Improvement Order by the Kanto Local Finance Bureau to the Bank and Chibagin
Securities to be a matter of the utmost gravity, we are implementing recurrence prevention measures, including the strengtheningof collaboration between the Bank’s Audit and Inspection Division and Chibagin Securities’ Audit and Inspection Division andstrengthening of the audit function.
The Chiba Bank Integrated Report 2024

Financial and Corporate Data

*The following Group Chief Officers are assigned:(2) Based on the results of the evaluation, the Bank will further improve the effectiveness of the Board of Directors, improve business, andprevent recurrence by addressing the following issues. In addition, we will improve the objectivity of the Board of Directors by appointing
an Outside Director as its chairperson from FY2024.

Management Base Supporting Value Creation

Group Chief Officers* (CxO) are assigned responsibility for their areas of supervision, thereby creating aGroup-wide corporate management system. Efforts are made to ensure proper operations in the Group. In
addition to the assignment of responsible directors to supervise each Group company, the dispatch of
Audit & Supervisory Board Members, audits by the Bank’s Audit Division, and other initiatives under theGroup Companies Management Regulations, Group companies are required to consult with and report to
the Bank about their important business execution in accordance with the Prior Consultation andReporting System. In FY2023, the Group Supervision Committee met twice with the aim of understanding
the management status of each Group company and their various issues. The Group Promotion
Committee also met twice with the aim of demonstrating synergy effects through further collaboration
between the Bank and Group companies. The Group Strategy Division has been established to oversee
overall business execution, including sales and administrative aspects of Group companies, to realize
integrated group management and sophisticated Group governance. In addition, from the perspective ofclarifying responsibility, one division from each company has been designated as that company’s
operations division, and a group management department has been established to realize optimal
allocation of management resources in addition to the management of risk across the Group that has
taken place until now.

All directors and Audit & Supervisory Board members, whether they are internal or outside officers, aim for the continuous growthof the Chiba Bank Group together with the local community. This is done through the provision of value based on the Purpose,
against a backdrop of deep connections with stakeholders, including customers, employees, and shareholders. They are also
deepening debate on key strategies, such as DX strategy, GX strategy, alliance strategy, and human resources strategy, and freely
exchange their opinions based on mutual understanding with a strong sense of unity.
Board discussions are displaying increasing depth as internal directors voice opinions based on their rich experience in every areaof the financial business, and outside directors and Audit & Supervisory Board members make recommendations based on their
specialized knowledge in diverse fields and voice their opinions from an independent and objective standpoint.
The quality of debate in the Board of Directors has been improved by strengthening the provision of information to outside directors
through such means as visits to Group companies and business offices, accompanying Audit & Supervisory Board members on
on-site audits, interviews with senior management employees, and information exchange with Audit & Supervisory Board members.
Efforts are also being made to further improve the effectiveness of the Board of Directors by strengthening the administration ofrequests and recommendations in the Board of Directors and reporting the status of responses.
With the aim of enabling Group Chief Officers to further fulfill their roles, each CxO verified and grasped issues from the customersʼ
perspectives in each management area, including Group companies, and reported to the Board of Directors, thereby strengthening
Group governance.
The Nomination, Remuneration and Corporate Advisory Committee also deepened its discussion not only on nomination andremuneration but also on matters related to important management issues and fulfilled its role appropriately. Efforts to ensure theobjectivity, timeliness, and transparency of this committee were also made, including reporting by the outside director who chairs
the committee on the committeeʼs work to the Board of Directors.

Human Capital Management

Group Management Systems(1) Considering the findings below, the Bank has judged that the functions of decision making and supervision are performed properly by the
Board of Directors and its effectiveness is ensured.

Growth Strategy for Value Creation

Remuneration consists of basic compensation (70%), bonuses (10%), and equity-based remuneration (fixed RS:
10%, performance-linked RS: 10%). (RS: Restricted stock)
The amount of basic compensation, bonuses, and equity-based remuneration (fixed RS: 10%, performance-linked
RS: 10%) is determined based on rank.
The Bank introduced fixed RS and performance-linked RS remuneration plans with the objectives of more clearly
linking the remuneration for Directors with the Bank’s performance and share value, granting incentives aimed atsustainable improvement of the corporate value of the Bank through the achievement of the performance targets set
forth in the Mid-term Plan and the medium- to long-term improvement of the Bank’s performance, as well as further
sharing value with shareholders.

In FY2023, in order to objectively verify the effectiveness of the Board of Directors, we conducted questionnaires and interviews for each Directorand Audit & Supervisory Board Member with the support of a third-party professional organization, and evaluated the effectiveness by referring totheir evaluations, based on the fact that five years have passed since the last external evaluation by a third-party professional organization and thatthe Bank has received the Business Improvement Order. The evaluation covered the roles and functions of the Board of Directors, the content of
its discussions, the status of its operations, and its composition, as well as the status of the Nomination, Remuneration and Corporate Advisory
Committee and the self-evaluation of each individual Director and Audit & Supervisory Board Member. We also examined the state of group
governance as an important issue. Some major Group companies were also assessed for effectiveness with the support of a third-party
professional organization, while other Group companies were assessed for effectiveness by means of questionnaires.
The overview of the results of the evaluation of the effectiveness of the Board of Directors for FY2023 is as follows.

Chiba Bank’s Value Creation

Remuneration Structure and Components

Messages

Remuneration of Directors and Audit & Supervisory Board Members

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Management Base Supporting Value Creation

Compliance

The Chiba Bank Group’s Corporate Code of Conduct
1. Establishing Unwavering Trust
2. Providing High-Quality Financial Services
3. Contribution to Regional Economy andCommunity

In accordance with the Anti-Money Laundering and Anti-Terrorist Financing Policy, responding tochanges in the internal and external environments, the Bank appropriately evaluates risks of money
laundering, financing of terrorism, proliferation financing, and other violations of economic sanctions
involved in transactions it carries out, and implements measures according to the risks involved. In
addition, we are reinforcing measures to protect customers’ assets from a variety of financial crimes
such as wire transfer fraud.
Moreover, to respond appropriately to the expected increase in the complexity and sophistication ofmoney laundering, etc. and financial crime techniques, we are devising measures to address theserisks with the banks participating in the TSUBASA Alliance. In November 2023, the Bank, Daishi
Hokuetsu Bank, Ltd., the Chugoku Bank, Ltd., and Nomura Research Institute, Ltd. established ajoint venture company TSUBASA-AML Center Co., Ltd. Going forward, TSUBASA-AML Center willconduct transaction monitoring, filtering, etc. utilizing a joint system, and strive to enhance themeasures and improve efficiency.

Initiatives to Strengthen Compliance and Risk Management of the Group Companies

5. Transparent Management
7. Responsibility to Help Realize a Sustainable
Society

The Compliance and Risk Management Division is enhancing capabilities to oversee and manage
Group companies by determining the status of compliance and the risk management of each Group
company in a timely and appropriate manner and providing necessary support and guidance, etc.
through mutual and detailed exchanges of opinions between the Division and the Group companies.

8. Opposition to Antisocial Forces andPrevention of Money Laundering, Etc.

Opposition to Antisocial Forces

6. Respecting Human Rights

Financial and Corporate Data

4. Thorough Compliance with Laws, Rules andOther Fundamental Principles

Management Base Supporting Value Creation

We established The Chiba Bank Group’s
Corporate Code of Conduct to clarify the codeof conduct for employees. We also established
our Compliance Manual, which contains
specific guidelines, to instill these rules.
Every fiscal year, the Board of Directors
establishes a compliance program to provide a
specific action plan for achieving further
improvements in compliance activities.
The execution of this program is checked ona regular basis by the Board of Directors andthe Compliance Committee.

Initiatives to Prevent Money Laundering, etc. and Financial Crimes

Human Capital Management

Consistent Implementation of Basic Policies and Formulation of Compliance Program*1 The financial ADR system is an out-of-court dispute settlement procedure in the financial sector, designed to solve disputes in a simplified
and prompt manner without going to court through the involvement of a fair and neutral third-party organization. The Bank has signed abasic agreement to implement the procedure with the Japanese Bankers Association and the Trust Companies Association of Japan,
which are designated dispute resolution organizations under laws and regulations.
*2 Personal information includes personal identification numbers and specific personal information that includes a personal identification number.

Growth Strategy for Value Creation

The Bank positions compliance as the foundation of all its business operations, and believes it
important to conduct all of our business activities fairly and in good faith, by complying with all laws
and regulations relating to banking transactions, by observing all internal rules and regulatory
requirements pertaining to our role in society, and by avoiding actions that would fall short of normalsocial expectations. The Bank thus works to instill compliance across its operations.
As for specific measures, the Bank regularly convenes the Compliance Committee, which is chairedby the President and consists of directors, executive officers, and general managers as members, toreview concrete practical plans and measures, etc. to instill compliance. The Compliance and Risk
Management Division oversees the Bank’s overall compliance-related tasks such as through theadministration of compliance regulations and manuals, the preparation and monitoring of training
programs, and periodic checks on the compliance and risk management situations. In addition, eachdivision of the headquarters monitors branch-level compliance and provides advice.

To protect customers and offer them greater convenience, all employees of the Bank receive guidance
and training designed to ensure that everyone conducts business with sincerity and fairness. We pay
particular attention to complex financial products with risks that include the possible loss of principal
and to derivative transactions. In these cases, we comply with the Financial Instruments andExchange Act and always perform proper solicitation and sales activities in line with the Chiba Bank
Solicitation Policy.
We sincerely listen to requests and complaints from customers and properly deal with disputes, ifany, in accordance with the purport of the financial ADR system*1.
We regard personal information*2 as a valuable asset entrusted to us by our customers and strictly
manage customer information in accordance with the Pronouncement of Policies Concerning
Appropriate Protection and Utilization of Personal Information (Pronouncement Concerning Protectionof Personal Information).

Chiba Bank’s Value Creation

Compliance Structure

Protecting Customers and Personal Information

Messages

The Bank Group is a corporate group that fulfills its social responsibility and public mission as apart of society. To instill awareness of compliance more firmly, the Group established the Chiba
Bank Group’s Corporate Code of Conduct in April 2021. To continue to be a bank that is trusted
by customers, we are committed to thorough compliance and undertake business activities in an
ethical and responsible way.

The Bank maintains links with police authorities, lawyers, and other external organizations as astructure to provide appropriate countermeasures against unreasonable demands, interference, orother inappropriate approaches from antisocial forces. Moreover, the Bank has put organized crime
disclaimers in various contract documents and deposit account regulations, and is actively taking
measures to eliminate relationships with antisocial forces. Furthermore, the group companies are also
taking measures similar to those of the Bank to counteract antisocial forces, and the status of
implementation of such measures is controlled and managed by the Bank.
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Management Base Supporting Value Creation

Customer-oriented Business Operations

Customer-oriented Business Operations (Fiduciary Duties)

Policy items
4. Provision of Important Information in an Easy-tounderstand Manner
5. Provision of Services Suitable for Customers
6. Frameworks, etc. for Appropriately Motivating
Employees

The Policy on Customer-oriented Business Operations (Fiduciary Duties) is available on our website (Japanese only).
https://www.chibabank.co.jp/company/info/fd/

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Basket• Ratio of sales by Group
companies• Investment trust fundcancelation rate
• Number of holders offinancial planner
qualifications• Number of seminars held

• Ratio of customers by investment profit/loss(investment trust funds, foreign currencydenominated insurance products, fund wraps)*• Ratio of customers holding two or moreinvestment trust funds• Number of customers periodicallypurchasing investment trust funds andamount of automatic transfer• Number of active Tsumitate NISA accounts
and balance• Cost return and risk return* of top 20 investment
trust funds on assets under management• Cost return* of top 20 foreign
currency-denominated insurance products

Evaluation by customers• Customer satisfaction
questionnaire survey

Marked with * are indicators based on the “common KPIs comparable across investment trust distributors” and “common KPIs comparable across foreign
currency-denominated insurance distributors” published by the Financial Services Agency in June 2018 and January 2022, respectively.

For the status of KPIs, please refer to the Status of Initiatives in FY2023 under the Policy on Customer-oriented
Business Operations (Fiduciary Duties) available on our website (Japanese only).
https://www.chibabank.co.jp/company/info/fd/pdf/fd.pdf

Efforts to Improve Service Quality by Listening to Customer Feedback
We will step up guidance and oversight for theheadquarters and branches with the aim of
improving the quality of the Group’s products
and services by compiling a wide variety of
feedbacks including requests and complaints
from customers and opinions of branches.
Specifically, for requests and complaints directly
received from customers and gathered throughquestionnaires and other means, after analyzing
the trends and causes we will create or revamp
products and services from the customer’s
perspective. We will also test the effectivenessof these efforts and make further improvements
to raise quality.

Collection of Customer Feedback
Customer Feedback Cards(accepted at branches or by post)
In-person comments made at branches
Questionnaires
Opinion & request forms

Financial and Corporate Data

1. Pursuing the Best Interests of Customers
2. Appropriate Management of Conflicts of Interest
3. Clarification of Fees, etc.

• Sales ratio via Okane no

Benefits to customers

Management Base Supporting Value Creation

In asset management-related services, based on our Policy on Customer-oriented Business
Operations (Fiduciary Duties), we strengthened customer-oriented initiatives while regularly disclosing
the status of these initiatives and reviewing the policy appropriately in an effort to further improvebusiness operations. However, treating the issuance of the Business Improvement Orders by the
Kanto Local Finance Bureau to the Bank and Chibagin Securities as a matter of the utmost gravity, asof October 31, 2023, we revised the policy to be more specific, easier to understand, and to help
prevent recurrence from the perspective of being “customer-oriented.”

Actions for andawareness of fiduciary duties

Human Capital Management

Policy on Customer-oriented Business Operations (Fiduciary Duties)

Major Quantitative Indicators (KPIs)

Growth Strategy for Value Creation

On June 23, 2023, the Bank and Chibagin Securities
received administrative actions (Business Improvement
Three Pledges
Order) for situations where a problem related to theprotection of investors is recognized regarding theWhenever making a proposal to a customer or making a business decision,
we always stop and consider,financial instruments intermediary business.
Recognizing these to be matters of the utmost gravity,“Will this proposal or decision lead to
the Group is further strengthening customer-oriented
the realization of the customer’s wish?,”“Will this proposal or decision lead to a solution
initiatives to prevent recurrence and recover trust.
to the customer’s problem?,” andSpecifically, we position the Policy on Customer“Will this proposal or decision lead to the realization
oriented Business Operations (Fiduciary Duties) as anof a prosperous lifestyle for the customer?”important pillar for achievement of the Purpose andrealization of customer-oriented business operations
and have prepared the Fiduciary Duty Handbook, which outlines the mindset for customer-oriented
business operations, and established the Three Pledges, which are action principles for putting
customer-oriented business operations into practice. A card on which the Three Pledges are printed is
distributed to officers and employees so the will always be aware of fiduciary duties.
Monthly study sessions are held at workplaces, including Group companies, using these items.
Moreover, we established monthly “Fiduciary Duty Day.” On Fiduciary Duty Day, video messages fromthe president, Group Chief Risk Officer, and Group Chief Business Officer are sent to officers andemployees of the Group to communicate the management team’s aspirations. In this way, we are
striving to instill customer-oriented business operations.

Pursuing the best interests of our customers, we recommend asset diversification and time
diversification, such as “long-term, diversified, and savings investments.” Attending to our customers
as their partner in life, we support the realization of affluent lifestyles through personalized, goal-based
proposals for which we use our proposal tool “Okane no Basket.”Moreover, to measure the extent to which the Policy on Customer-oriented Business Operations(Fiduciary Duties) is practiced and the best interests of customers are pursued, we have establishedquantitative indicators (KPIs) and conduct regular monitoring. We also conduct qualitative evaluation
through interviews with employees and other means. Necessary improvements are made based on
the results of such evaluation.

Chiba Bank’s Value Creation

Initiatives for Instilling Customer-oriented Business Operations (Fiduciary Duties)

Pursuing the Best Interests of Customers

Messages

To improve our service and the marketability of the Group’s financial products and various
services, we compile feedback, including requests and complaints from customers and theopinions of branches, and step up our responses in our efforts to increase customer satisfaction.
As a regional financial institution that works closely with its customers, we will continue to pursue
customer-oriented business operations (fiduciary duties).

Identification and Analysis of Issues
Formulation and Implementation of Improvement Measures

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Management Base Supporting Value Creation

Risk Management

Overview of Risk Appetite Framework
I. Semiannual business strategy (risk appetite)

II. Monitoring (grasp the present situation/risk assessment)

Develop division-specific sales measures
Divisions

Identify and evaluate risk factors through regular monitoring

Principal measures (risk appetite policy)

Domestic Business

ALM

Risk taking policy
Formulation of earnings plan

Others

Promptly consider and implement risk reduction measures and reflect
them in measures for the following fiscal year
Large
ImpactSmall

III. Scenario analysis (loss analysis/profitability analysis)
Create a risk scenario and estimate the impact of loss for eachcompany and productAnalysis items
Scenario

Decline in value of owned assets
Cyberattack
Major system failure
Suspension of business due to large-scale
natural disaster, etc.
Delay in response to climate change

Integrated Risk Management System
The Bank Group assigns departments to manage risks for each form of risk, the Compliance andRisk Management Division centrally monitors these risks, and each committee discusses risk
countermeasures. The Group Chief Risk Officer (CRO) reports the status of risks to the Board of
Directors.
To ensure an effective risk management system, the Audit and Inspection Division conducts audits
for each risk category to determine whether risk is appropriately managed and reports the audit
results to the Board of Directors.
Risk Management Structure

Audit and Inspection Division
Board of Designated Directors(the internal audit section)

the impact of loss for each company or
Impact of loss Estimate
product (credit costs, valuation gains/losses, etc.)
Profitability

Verify the profitability of the assets to be analyzed aswell (RAROA, etc.)

Top Risk Management

Credit Risk
Management Committee

ALM Committee

Operational Risk
Management Committee

Cybersecurity Risk
Management Committee

Compliance and Risk Management Division [a section that coordinates risk management]
Integrated Risk

Market risk

Liquidity risk

Treasury Division
Treasury Operation Division

Credit risk
Business Support Division
Loan Support DivisionCorporate Planning Division

Operational risk
Operation Planning Division
Human Resources Division

EDP System DivisionCorporate Administration Division

Financial and Corporate Data

The Chiba Bank Group selects and manage those risks to our business that are highly significant
in terms of impact and probability as “top risks.” In selecting top risks, a risk map covering a wide
range of risk events inside and outside the Group is produced, also reflecting the opinions of eternal
experts. Then, after discussion, including by the outside directors and Group companies, the Boardof Directors selects top risks. For the selected top risks, risk scenarios (alarm points) are set underthe management of Group CxO in charge of each top risk, and specific measures are considered
and implemented. Through such top risk-based operations, we are striving to ensure deeper risk
communications and sharing of risk awareness within the Group, leading to forward-looking risk
management.
The Chiba Bank Integrated Report 2024

Audit & Supervisory Board

Board of Directors

Analysis contents
Set specific and probable scenarios*RAROA: Risk Adjusted Return on Asset99

Vigorous management support, core business support, and businesssuccession support to poorly performing customers
Setting and managing profit/loss alarm points for each asset and issue
Strengthening cybersecurity countermeasures
Prevention of occurrence and development of contingency plans
Reinforcement of business continuity preparedness through effective
training, etc.
Sophisticated simulation of transition and physical risks

Management Base Supporting Value Creation(Eg.) •Adjust/reduce positions•Manage positions by setting the upper limits•Secure and improve profitability (RAROA, RACC)•Strengthen monitoring and analysis•Maintain status quo in view of negligible impact

Increase in credit costs

Thorough filtering and screening

Evaluation contents

Change in the economic Is it within the expected range or is there
and market environment any unusual movement?
External
environment Trend of financial
Impact of the regulatory review on the Bank,
regulationsetc.
Are there any significant deviations between
Portfolio status
lending/investment plans and actual results?
Internal
Current level of value at Is it within the range of risk tolerance or isenvironment risk
there any unusual movement?
Are there any significant deviations between
RACC status
the RACC plan and actual results?
Operated

mainly by
the ALM
IV. Promptly consider/report/implement countermeasures Committee(PDCA)

Delays in digital transformation
Stagnation of sustainable growth due tolack of human resources and talent
Loss of trust due to insufficient customeroriented business operations
Inappropriate acts or omissions by officers
and employees
Inadequate measures against money
laundering

Human Capital Management

MarketMonitoring items

Decline in profitability due to deteriorationin operating baseRisk countermeasures (examples)
Expansion of revenue base through business expansion into newindustries and new business lines
Response to regional revitalization by providing accompanying support tolocal public bodies, etc.
Expanding app/portal features, systematic development of DX personnel
Enhancing staff engagement, providing support for career development,
and strengthening recruitment
Thorough implementation and instilling of customer-oriented business
operations (fiduciary duties)
Ensuring fair and honest behavior and strengthening the instilling ofappropriate corporate culture

Growth Strategy for Value Creation

The Bank utilizes a risk appetite framework (RAF), which is a system to verify the appropriateness of
the risk-return balance and the estimated impact of loss in a stress scenario against its risk appetite(types and total amount of risk that needs to be assumed to achieve business plans).
Under the RAF, the Bank operates the risk capital allocation system, verifies the degree of capital
adequacy by conducting stress tests, and verifies risk appetite based on highly probable scenario
analysis that takes into account changes in the internal and external environment.
The Bank monitors return after capital cost (RACC) to manage risk capital used to earn returns.
Using RACC, we verify whether or not we are earning profits that are commensurate with the risk
capital used by each division or we can withstand losses caused by economic fluctuations.

Top risks

Chiba Bank’s Value Creation

Risk Appetite Framework (RAF)

Top Risks in FY2024

Messages

As part of our efforts to maintain sound management, the Bank Group has developed a Basic
Policy on Risk Management, which focuses on accurate understanding and analysis of risks,
promotion of risk quantification and management through figures, and timely and appropriate
reporting. We are working in line with this basic policy to build a robust risk management system
to manage a variety of risks, including credit risk, market risk, liquidity risk, and operational risk.

Branches, Headquarters, Subsidiaries, etc.

Three lines of defense: The Bank’s risk management system has been built in accordance with the three lines of defense modelthat the Basel Committee on Banking Supervision recommends in its Corporate Governance Principles for Banks.
First line:
Operations divisions, which autonomously manage risks while conducting business operations in compliance withregulations, procedures, and other rules.
Second line: Corporate divisions that have jurisdiction over individual operational risks and the section that comprehensively
oversees and manages the broader risks of the Group.
Third line:
The internal audit section that evaluates and verifies the appropriateness and effectiveness of the Group’s internalmanagement systems from an independent standpoint.
The Chiba Bank Integrated Report 2024

100

Management Base Supporting Value Creation

Risk Management

Integrated Risk Management

The risk of incurring aloss because of a declinein, or total loss of, thevalue of owned assets asa result of deterioration in
the financial soundnessof debtors

The risk of incurring a loss
due to a change in the valueof owned assets as a resultof fluctuations in interest
rates, prices of securities orother financial instruments,
or exchange rates

Liquidity Risk
Funding Risk

Market Liquidity Risk

The risk of incurring a loss due to failure to
maintain funding as a result of the inability
to secure necessary funds or the necessityof procuring funds at significantly higher
interest rates than usual due to theworsening of the financial institution’s
financial position or other circumstances

The risk of incurring a loss
due to the inability to trade on
markets or the necessity of
trading at prices significantly
less favorable than usual due
to market turmoil or othercircumstances

Operational Risk
The risk of incurring
losses due to theinappropriateness ofbusiness processes,
activities of directors andemployees, or systems
or external events

Credit Risk Management

Market Risk and Liquidity Risk Management

The Group categorizes the various forms of operational risk into clerical risk, system risk andcybersecurity risk, human risk, tangible asset risk, and reputational risk, and the corporate divisions
that have jurisdiction over operational risks collaborate in performing risk management under theoverall management of the Risk Management Department in the Compliance and Risk Management
Division.
101 The Chiba Bank Integrated Report 2024

Human Resources
Division

Corporate
Administration
Division

EDP System Division

The risk of incurring aloss due to loss of publicconfidence resulting
from deterioration of theBank’s reputation or the
likeCompliance and Risk
Management Division
Risk Management
Department* The Compliance Management Department in the Compliance and Risk Management Division and the corporate divisions that have jurisdiction over operationalrisks jointly manage legal risk and compliance related risk included in the various risk categories.

<System Risk and Cybersecurity Risk Management>
At the Bank, the EDP System Division and the Risk Management Department in the Compliance andRisk Management Division work together to implement various measures in response to system risks
and cybersecurity risks, which have become increasingly important and noteworthy in recent years.
As specific measures against system risk, the Bank duplicates hardware and circuits for backbone
systems to ensure continuation of business even in the event of a failure. In addition, the Bank has
implemented the preparation of a contingency plan to provide for unforeseen circumstances such aslarge-scale disasters and conducts training in preparation for ATM failure on bank holidays.
As measures against cybersecurity risk, we have implemented measures to prevent the intrusion ofunauthorized programs including computer viruses and have developed steps to ensure the dataprotection of important computer systems. We also carry out regular training to ensure theeffectiveness of the management and readiness systems that we have developed for the event of acyber-attack.
Regarding the internet based services that we provide to customers, we take measures to prevent
denial-of-service attacks and computer system access by unauthorized persons as well as strictly
confirm that each transaction is made by the actual customer. We regularly pursue initiatives to raise
the awareness of our employees regarding the increasing sophistication of impersonation e-mails, aswell as the handling of suspicious or unfamiliar e-mails.
As a result of the various measures, we have not experienced a cyber risk event such as a data
breach. However, as cyber-attacks are becoming more sophisticated each year, we will continue tocollect information and implement measures at appropriate times.
In addition, we endeavor to ensure the security of the laptops, video teleconferencing software, andother tools that the employees use when working from home or remotely. With these and many othermeasures, we seek to enhance customer safety and security.

Business Continuity System

In addition to the risk management system described above, the Bank maintains a business continuity
system to allow essential operations to continue for the preservation of the financial system during an
unexpected disaster such as an earthquake or pandemic as well as the rapid restoration of operations
that the Bank would be forced to suspend during an emergency and mitigation of the impact tostrengthen resilience. While keeping in mind that human life is our first priority, in order to continue
providing stable services to customers, the Bank is upgrading its management systems, including its
countermeasures against a large-scale earthquake such as an earthquake directly under the Tokyo
Metropolitan area, and a variety of risks including storm and flood damage, which has become
increasingly severe in recent years, and epidemics.
The Chiba Bank Integrated Report 2024

Financial and Corporate Data

Operational Risk Management

The risk of incurring aloss from damage tobuildings or facilities, orthe like

Operation Planning
Division

Tangible Asset Risk Reputational Risk

Management Base Supporting Value Creation

The Group manages risk by setting risk limits for the amount of market risk determined by VaR foreach product, such as securities investments and other market transactions or loans and deposits, inan effort to ensure management soundness. In regard to market transactions, moreover, the Group
sets upper limits for market investments according to the balance and alarm point of valuationdifferences, and implements risk control by reviewing investment policy each quarter.
The market section is divided into the transaction execution unit (Treasury Division and overseas
branches) and the business administration unit (Treasury Operation Division), and the risk
management unit (Market Risk Management Department in the Compliance and Risk Management
Division) has been established, creating a reciprocal and mutually reinforcing management structure.
At the Bank, funding risk is managed by investing funds within a set limit so as not to procureexcessive amounts of funds on the market and by maintaining a certain minimum level of assets thatcan be converted to cash in a short time. Market liquidity risk is controlled by setting position limits foreach market transaction.
The section that manages risk strives to avoid increases in liquidity risk by identifying and assessing
various factors that affect liquidity risk and monitoring the observance of limits.
The Bank has established a business continuity plan that provides for a rapid response across the
Bank in the event of unforeseen circumstances that could affect the Bank’s funding.

Human Risk
The risk of incurring aloss due to workplacesafety, discrimination, or
the like

Human Capital Management

The Group has developed a rigorous credit risk management system centered on an internal credit
rating system and engages in individual credit management and credit portfolio management. In the
self-assessment of assets, the Group implements appropriate write-offs and provisions.
The Credit Risk Management Committee meets regularly, in order primarily to consider credit risk
management policy and to monitor the operation of the internal credit rating system and the credit
portfolio.

Cybersecurity Risk
The risk of incurring aloss from the occurrenceof a risk event that falls
under system risk due tocyber-attacks

Growth Strategy for Value Creation

Market Risk

System Risk
The risk of incurring
a loss resulting froma leak or falsificationof information ownedby the Bank or theunauthorized use, failure,
or incorrect operation ofcomputer systems

Chiba Bank’s Value Creation

Credit Risk

Clerical Risk
The risk of incurring aloss due to the failure
to perform accurate
clerical work, clerical
accidents or fraud, orthe failure to performofficial obligations orprovide explanations tocustomers

Messages

The term “integrated risk” refers to the sum of the measurements of credit risk, market risk, andoperational risk, which are forms of risk that can be managed by means of risk quantification. In theGroup, verification of the adequacy of capital with respect to quantified integrated risk is conducted
and the results are regularly reported to the Board of Directors and stress tests are also conducted.
Stress tests are a means of verification of capital adequacy that involves the assumption of certain
stress scenarios and forecasting the increase in the value at risk based on the scenarios. The resultsof stress tests are also reflected in capital policies such as dividends and acquisitions of treasury
shares.
Furthermore, as a framework for integrated risk management, the Group has introduced and utilizes
a risk capital allocation system to set and manage the maximum amount of risk capital used to control
the occurrence of losses.

The Group has established an Operational Risk Management Committee and developed amanagement structure for monitoring the state of operational risk losses and improving and correcting
problem areas. In addition, to ensure the effectiveness of management, the Group has introduced
Control Self Assessment (CSA).

102

Financial and Corporate Data

Financial Highlights

Non-financial Highlights

Ordinary Profit (Consolidated/Non-consolidated/¥ billion)

72.6

90.2

¥

67.8

71.8

billionNon-consolidated:

78.8

86.9
73.6

86.0

¥

90.2
81.7

billion86.0

5,426.3

5,179.3

4,839.0

3,632.3

3,736.1

billionbillion

6,098.0

5,753.7¥182.8Renewable EnergyRelated Loan Balance:

177.7

169.7

154.9

CO2 Emissions (Scope 1 and 2)
CO2 Emissions:billion
18,783182.8

19,016

3,917.7

t-CO2

18,42912,316

128.5

3,834.3

5,350

Chiba Bank’s Value Creation

64.2

6,098.0
4,026.0¥
Housing Loans:¥
SME Loans:

Initiatives to Promote Renewable Energy

Messages

Consolidated:

SME Loans/Housing Loans (Non-consolidated/¥ billion)

4,026.0
5,350

2020.32021.32022.32023.3
Consolidated

2020.32024.3

14,104.5

14,787.6

15,424.4

2023.32024.3

SME Loansbillion2020.3Loans and Bills Discounted (Non-consolidated/¥ billion)

Number of Borrowers Supported in Relation to Business Succession/M&A

Non-consolidated:

15,951.6
10,616.5

11,206.4

12,768.0¥

11,691.3

12,153.6

billionNumber of Borrowers Supported in
Relation to Business Succession:

2023.32024.32020.3Tier 1 Common Equity Capital Ratio (Consolidated):

16.24
16.20
16.24%%

Payout Ratio (consolidated):%

Dividend per Share:

28.1%

11.51%
2020.312.28%
2021.3

Total Capital Ratio (Consolidated)

18
12.11%
11.94%
2022.3

29.9%

32.6%

622

397

399

FY2020

FY2021

518

484

FY2022

FY2023

FY2019FY2020

FY2021

FY2022

FY2023Cumulative Number of Recipients of Grants and Awards (recipients)

Initiatives to Promote the Active Participation of Women

Efforts Toward the Employment of People with Disabilities

Percentage of leadership positions held by women:( Percentage of supervisory and managerial positions held by women:

36.9%
32

28

598

569

recipients

Number of Borrowers Supported in Relation to Business Succession (companies)
Number of Borrowers Supported in Relation to M&A (companies)

%

33.9%

24

20

36.9
¥32

516

543

622

610

FY20192024.3

FY2023

24.3%
15.2%

15.2%

%

2.63
151.5

Employment Rate of People with Disabilities (Group):%)

Number of Employees with Disabilities (Group)*:%people

29.4%

2.71%

2.67%

2.63%

2.61%

2.63%

18.8%

18.4%

159.5

158.0

156.0

152.5

151.5

2023.72024.72019.62020.62021.62022.62023.6

27.2%

28.4%

16.8%

17.9%

2021.72022.7

25.5%

29.4
18.4

Financial and Corporate Data

16.20%
12.79%

2023.3

Dividends Paid

Total Capital Ratio (Consolidated):

12.12%

2022.3

FY2022

Management Base Supporting Value Creation

Capital Ratio

2021.3Cumulative Number ofRecipients of Grants andAwards:

755

747

FY2021

Support for Industrial Development and Technological Innovation

518

769

FY2020CO2 Emissions (t-CO2)

Number of Borrowers
Supported in Relation to M&A:

755

12,768.0

FY20192024.3

Human Capital Management

2022.32023.3

Balance of Renewable Energy-Related Loans (¥ billion)

320

2021.32022.3

Housing Loans574

2020.32021.3Growth Strategy for Value Creation

12,788.9

15,951.6¥

2022.3

Non-consolidated

Deposits (Non-consolidated/¥ billion)
Non-consolidated:

2021.3

11.63%
8.2%

11.54%
2023.32024.3Tier 1 Common Equity Capital Ratio (Consolidated)

2020.32021.32022.32023.3

Payout Ratio (consolidated)2024.3

Dividend per Share (¥)

2015.72020.7

Percentage of Women in Leader Positions or Higher
Percentage of Women in Manager and Supervisor Positions

Employment Rate of People with Disabilities
Number of Employees with Disabilities (people)*The numbers of employees with disabilities may include a fraction of lessthan one as they are the figures used for calculating the employment rateof people with disabilities.

103 The Chiba Bank Integrated Report 2024

The Chiba Bank Integrated Report 2024

104

Financial and Corporate Data

Financial and Corporate Data
Five-Year Summary (Consolidated)

Consolidated Balance Sheet

The Chiba Bank, Ltd. and Consolidated Subsidiaries
Years ended March 31
Million of Yen*1

2023

2024

2022

2021

2020

¥

311,701¥

278,467¥

236,185¥

232,943¥

242,984$

2,058,656

157,807

161,481

174,208

1,459,830

Profit before Income Taxes

90,66886,67078,37871,462

68,775598,826

Profit62,44060,27654,49849,641

48,037412,392

—

—

—

—

—

—

62,44060,27654,49849,641

48,037412,392

Total Assets¥21,323,895¥19,787,882¥19,104,764¥17,898,168¥15,609,936$140,835,451

Loans and Bills Discounted

12,721,829

12,107,066

11,646,721

11,166,329

10,565,697

84,022,389

Securities

2,906,067

2,576,106

2,482,224

2,401,246

2,118,588

19,193,363

Deposits

16,307,293

15,903,940

15,324,161

14,543,283

13,216,977

107,702,883

Net Assets

1,181,503

1,061,115

1,059,091

1,041,756

929,334

7,803,338

16.24%

11.63%

12.11%

12.79%

12.12%

16.24%PER (Times)

14.57

10.36

9.86

10.85

7.39

14.57

PBR (Times)

0.76

0.58

0.50

0.51

0.37

0.76

At Year-End

Capital Ratio (BIS guidelines)

U.S. Dollars

Profit¥Net Assets

86.53

¥

1,651.46

82.52
1,464.45¥

73.47
1,436.74¥

66.82
1,401.40¥

63.99
1,250.41

$

0.57
10.91

*1 Japanese yen amounts are presented in millions of yen by rounding down figures below one million. As a result, the totals in Japanese yen in the supplementary information do not necessarily agree with the sums of individual amounts.
*2 U.S. dollar amounts are shown solely for the convenience of the readers of this Integrated Report and are translated at the rate of ¥151.41 to $1.00, the exchange rate
prevailing at March 31, 2024.

$ 30,971,418
2,587,824—
12,885
152,708
181,138
72,01619,193,363
84,022,389
40,1892,501,461
816,409
96,648
189,601
20,660
182,060(205,319)$140,835,451

Liabilities
Deposits
Call Money and Bills Sold
Payables under Repurchase Agreements
Payables under Securities Lending Transactions
Trading Liabilities
Borrowed Money
Foreign Exchanges
Bonds Payable
Borrowed Money from Trust Account
Other Liabilities
Net Defined Benefit Liability
Provisions for Directors' Retirement Benefits
Provisions for Reimbursement of Deposits
Provisions for Point Loyalty Programs
Reserves under Special Laws
Deferred Tax Liabilities
Deferred Tax Liabilities for Land Revaluation
Acceptances and Guarantees
Total Liabilities¥16,307,293
1,499,383
44,481
203,429
21,4501,523,260
1,171
120,792
15,564305,193
688
192
637
790
24
60,07010,401
27,565¥20,142,392¥15,903,940
810,859
17,160337,074
18,6181,206,808
724
110,038
13,439237,725
4,476
160
910
838
24
21,742
10,402
31,822¥18,726,767$107,702,883
9,902,800
293,779
1,343,568
141,671
10,060,500
7,738
797,783
102,798
2,015,678
4,550
1,273
4,210
5,222
161
396,739
68,700
182,060$133,032,113

¥

¥

$

145,069
122,185
796,209(72,800)
990,662
159,893
16,2799,929
4,738
190,840¥ 1,181,503¥21,323,895

145,069
122,146755,517(62,943)959,789
83,907
10,4089,921(2,911)
101,326¥ 1,061,115¥19,787,882

958,121806,9815,258,630(480,817)
6,542,915
1,056,028
107,52165,58031,295
1,260,423$ 7,803,338$140,835,451

Financial and Corporate Data

Net Assets
Capital Stock
Capital Surplus
Retained Earnings
Treasury Shares
Total Shareholders’ Equity
Valuation Difference on Available-for-sale Securities
Deferred Gains or Losses on Hedges
Revaluation Reserve for Land
Remeasurements of Defined Benefit Plans
Total Accumulated Other Comprehensive Income
Total Net Assets
Total Liabilities and Net Assets

Management Base Supporting Value Creation¥ 4,065,850
335,089
17,9995,446
22,612
162,4449,279
2,576,106
12,107,066
5,375
320,687
124,473
14,222
18,5783,088
31,822(32,260)¥19,787,882

Human Capital Management

Yen

Per Share¥ 4,689,382
391,822—
1,950
23,121
27,426
10,9032,906,067
12,721,829
6,084
378,746
123,612
14,63328,707
3,128
27,565(31,087)¥21,323,895

Growth Strategy for Value Creation

191,7972024

AssetsCash and Due from Banks
Call Loans and Bills Bought
Receivables under Resale Agreements
Receivables under Securities Borrowing Transactions
Monetary Claims Bought
Trading Assets
Money Held in Trust
Securities
Loans and Bills Discounted
Foreign Exchanges
Other Assets
Tangible Fixed Assets
Intangible Fixed Assets
Net Defined Benefit AssetDeferred Tax Assets
Customers' Liabilities for Acceptances and Guarantees
Allowance for Loan Losses
Total Assets

Chiba Bank’s Value Creation

221,032

Profit Attributable to
Owners of Parent

2023

2024

Total Expenses

Profit Attributable toNon-controlling Interests

Thousands ofU.S Dollers*2

Million of Yen*1

2024

For the Year
Total Income

The Chiba Bank, Ltd. and Consolidated Subsidiaries
As of March 31, 2024

MessagesThousands ofU.S Dollers*2*1 Japanese yen amounts are presented in millions of yen by rounding down figures below one million. As a result, the totals in Japanese yen in the supplementary
information do not necessarily agree with the sums of individual amounts.
*2 U.S. dollar amounts are shown solely for the convenience of the readers of this Integrated Report and are translated at the rate of ¥151.41 to $1.00, the exchange rate
prevailing at March 31, 2024.

105 The Chiba Bank Integrated Report 2024

The Chiba Bank Integrated Report 2024

106

Financial and Corporate Data

Consolidated Statement of Income

Non-Consolidated Balance Sheet

The Chiba Bank, Ltd. and Consolidated Subsidiaries
For the year ended March 31, 2024
Millions of Yen*1

2024

2023

2024

¥119,514
44,0356,025
12260,106
1,995
7,615
39,052¥278,467$ 927,210
324,723
59,626619
416,931
9,497
47,811
272,237$2,058,656¥ 29,148
3,428
33,36022,262
6,870
92,22533,736¥221,032
90,66828,847(619)¥ 62,440¥ 62,440¥ 12,942
1,222
18,891
19,74422,44888,982
27,565¥191,797
86,67021,611
4,781¥ 60,276¥ 60,276$ 192,516
22,641
220,331
147,035
45,380609,111
222,817$1,459,830
598,826
190,525(4,091)$ 412,392$ 412,392

information do not necessarily agree with the sums of individual amounts.
*2 U.S. dollar amounts are shown solely for the convenience of the readers of this Integrated Report and are translated at the rate of ¥151.41 to $1.00, the exchange rate
prevailing at March 31, 2024.

2024¥ 4,061,582
335,089
17,9995,446
10,982
161,660
2,079
2,554,340
12,153,618
5,375
228,007
117,499
13,97619,00929,727(25,819)¥19,690,575$ 30,944,735
2,587,824—
12,885
118,933
175,148
13,89519,000,087
84,327,384
40,1891,959,755
772,682
94,974
144,573
167,396(163,150)$ 140,197,309

Liabilities
Deposits
Call Money
Payables under Repurchase Agreements
Payables under Securities Lending Transactions
Trading Liabilities
Borrowed Money
Foreign Exchanges
Bonds Payable
Borrowed money from Trust Account
Other Liabilities
Provisions for Reimbursement of Deposits
Provisions for Point Loyalty Programs
Deferred Tax Liabilities
Deferred Tax Liabilities for Land Revaluation
Acceptances and Guarantees
Total Liabilities¥16,391,141
1,499,383
44,481
203,429
21,4501,505,734
1,171
120,792
15,564247,446
637
732
51,428
10,401
25,345¥20,139,139¥15,979,239
810,859
17,160337,074
18,6181,194,268
724
110,038
13,439166,448910
502
18,834
10,402
29,727¥18,708,250$ 108,256,662
9,902,800
293,779
1,343,568
141,671
9,944,747
7,738
797,783
102,798
1,634,278
4,210
4,835
339,664
68,700167,396$ 133,010,631

¥

¥

$

145,069
122,185
725,618
50,930674,688(72,800)
920,072
141,853
16,2799,929
168,062¥ 1,088,134¥21,227,274

145,069
122,146
686,795
50,930635,865(62,943)
891,067
70,926
10,408
9,921
91,257¥ 982,325¥19,690,575

958,121806,981
4,792,408
336,373
4,456,035(480,817)
6,076,693
936,883
107,52165,5801,109,984$ 7,186,677$ 140,197,309

Financial and Corporate Data

Net Assets
Capital Stock
Capital Surplus
Retained Earnings
Legal Retained Earnings
Other Retained Earnings
Treasury Shares
Total Shareholders’ Equity
Valuation Difference on Available-for-Sale Securities
Deferred Gains or Losses on Hedges
Revaluation Reserve for Land
Total Valuation and Translation Adjustments
Total Net Assets
Total Liabilities and Net Assets

Management Base Supporting Value Creation¥ 4,685,342
391,822—1,950
18,007
26,5192,103
2,876,803
12,768,009
6,084
296,726
116,991
14,37921,88925,345(24,702)¥21,227,274

Human Capital Management*1 Japanese yen amounts are presented in millions of yen by rounding down figures below one million. As a result, the totals in Japanese yen in the supplementary

2023

2024
AssetsCash and Due from Banks
Call Loans
Receivables under Resale Agreements
Receivables under Securities Borrowing Transactions
Monetary Claims Bought
Trading Assets
Money Held in Trust
Securities
Loans and Bills Discounted
Foreign Exchanges
Other Assets
Tangible Fixed Assets
Intangible Fixed Assets
Prepaid Pension Cost
Customers’ Liabilities for Acceptances and Guarantees
Allowance for Loan Losses
Total Assets

Growth Strategy for Value Creation¥140,388
49,166
9,027
93
63,1271,438
7,239
41,219¥311,701

Thousands of
U.S. Dollars*2

Millions of Yen*1

Chiba Bank’s Value Creation

IncomeInterest Income:Interest on Loans and Discounts
Interest and Dividends on Securities
Other Interest Income
Trust Fees
Fees and Commissions
Trading Income
Other Ordinary Income
Other Income
Total Income
Expenses
Interest Expenses:
Interest on Deposits
Interest on Borrowings and Rediscounts
Other Interest Expenses
Fees and Commissions Payments
Other Ordinary Expenses
General and Administrative Expenses
Other Expenses
Total Expenses
Profit before Income Taxes
Income Taxes—Current
Income Taxes—Deferred
ProfitProfit Attributable to Owners of Parent

The Chiba Bank, Ltd.
As of March 31, 2024

MessagesThousands of
U.S. Dollars*2*1 Japanese yen amounts are presented in millions of yen by rounding down figures below one million. As a result, the totals in Japanese yen in the non-consolidated
financial statements do not necessarily agree with the sums of individual amounts.
*2 U.S. dollar amounts are shown solely for the convenience of the readers of this Integrated Report and are translated at the rate of ¥151.41 to $1.00, the exchange rate
prevailing at March 31, 2024.

107 The Chiba Bank Integrated Report 2024

The Chiba Bank Integrated Report 2024

108

Financial and Corporate Data

Group Companies
Non-Consolidated Statement of Income

The Chiba Bank Group, which comprises the Bank and 16 group companies, provides
customers with a wide-ranging lineup of financial products and services.

The Chiba Bank, Ltd.
For the year ended March 31, 2024

2024

2023

2024

Securities and asset management businesses
Company
Chibagin Securities Co., Ltd.

¥140,522
53,1028,921
9353,4781,128
7,228
13,311¥277,787¥119,557
47,9055,930
122
48,9701,353
7,627
13,927¥245,394$ 928,093
350,71958,922
619
353,201
7,454
47,74387,918$1,834,670

Chiba Chuo Twin Building, 2nd Tower 2F, 2-5-1, Chuo, Chuo-ku, Chiba-shi, Chiba 260-0013

Chibagin Asset Management Co., Ltd.
2-13-7, Kotobashi, Sumida-ku, Tokyo 130-0022$ 192,524
22,278220,260
155,352
45,380566,371
65,944$1,268,108
566,561
170,785(4,270)$ 400,046

prevailing at March 31, 2024.

Investment management,
investment advice

Established:
Capital:Bank’s voting rights:
Subsidiaries’ voting rights:

March 31, 1986
¥200 million
40%
30%Company
Chibagin Research Institute, Ltd.
Chibagin Makuhari Building, 1-10-2, Nakase, Mihama-ku, Chiba-shi, Chiba 261-0023

Chibagin Computer Service Co., Ltd.
Chibagin Makuhari Building, 1-10-2, Nakase, Mihama-ku, Chiba-shi, Chiba 261-0023

KABUTO ONE Building 11F, 7-1, Nihonbashi Kabuto-cho, Chuo-ku, Tokyo 103-0026

Principal businessCorporate profile

Research, surveys,
and consulting

Established:
Capital:Bank’s voting rights:
Subsidiaries’ voting rights:

February 28, 1990
¥150 million
31.77%
68.23%

Software development,
commissioned computation tasks

Established:
Capital:Bank’s voting rights:
Subsidiaries’ voting rights:

April 1, 1980
¥150 million
48.67%
51.33%

Research and investigation of IT andfinancial technologies,
development and sales of software

Established:
Capital:Bank’s voting rights:

July 1, 2016¥100 million
40%

Leasing and venture capital businessCompany
Chibagin Leasing Co., Ltd.
Chibagin Makuhari Building, 1-10-2, Nakase, Mihama-ku, Chiba-shi, Chiba 261-0023

Chibagin Capital Co., Ltd.
Chibagin Makuhari Building, 1-10-2, Nakase, Mihama-ku, Chiba-shi, Chiba 261-0023

Principal businessCorporate profile

Leasing

Established:
Capital:Bank’s voting rights:
Subsidiaries’ voting rights:

December 15, 1986
¥100 million
49%
51%

Operation and management ofinvestment funds,
M&A advisory business

Established:
Capital:Bank’s voting rights:
Subsidiaries’ voting rights:

May 29, 1984
¥100 million
30%
70%

Credit card businessCompany
Chibagin Card Co., Ltd.
World Business Garden Marive East 9F, 2-6-1, Nakase, Mihama-ku, Chiba-shi, Chiba 261-7109

Principal business
Credit cardand credit guarantee businessCorporate profile
Established:
Capital:Bank’s voting rights:
Subsidiaries’ voting rights:

February16, 1989
¥100 million
48.49%
51.51%

Staffing service and outsourcing businessCompany

financial statements do not necessarily agree with the sums of individual amounts.
*2 U.S. dollar amounts are shown solely for the convenience of the readers of this Integrated Report and are translated at the rate of ¥151.41 to $1.00, the exchange rate

March 27, 1944
¥4,374 million
100%

Chibagin Career Service Co., Ltd.
Chibagin Makuhari Building, 1-10-2, Nakase, Mihama-ku, Chiba-shi, Chiba 261-0023

Chibagin Heartful Co., Ltd.
4-1-10, Masago, Mihama-ku, Chiba-shi, Chiba 261-0011

Sobu Co., Ltd.
Chibagin Makuhari Building, 1-10-2, Nakase, Mihama-ku, Chiba-shi, Chiba 261-0023
TSUBASA-AML Center Co., Ltd.
1-5-5, Nihonbashi Muromachi, Chuo-ku, Tokyo 103-0022

Principal business

Human Capital Management*1 Japanese yen amounts are presented in millions of yen by rounding down figures below one million. As a result, the totals in Japanese yen in the non-consolidated

Securities business

Growth Strategy for Value Creation¥ 12,943
1,187
18,881
20,45922,44882,123
5,989¥164,033
81,361
18,897
4,336¥ 58,127

Corporate profile
Established:
Capital:Bank’s voting rights:

Research and consulting business

T&I Innovation Center Co., Ltd.

¥ 29,150
3,373
33,34923,5216,870
85,754
9,984¥192,004
85,78325,858(646)¥ 60,571

Principal business

Chiba Bank’s Value Creation

IncomeInterest Income:Interest on Loans and Discounts
Interest and Dividends on Securities
Other Interest Income
Trust Fees
Fees and Commissions
Trading Income
Other Ordinary Income
Other Income
Total Income
Expenses
Interest Expenses:
Interest on Deposits
Interest on Borrowings and Rediscounts
Other Interest Expenses
Fees and Commissions Payments
Other Ordinary Expenses
General and Administrative Expenses
Other Expenses
Total Expenses
Profit before Income Taxes
Income Taxes—Current
Income Taxes—Deferred
ProfitMessagesThousands of
U.S. Dollars*2

Millions of Yen*1

Corporate profile

Staffing service business,accounting and general administration
entrustment service business

Established:
Capital:Bank’s voting rights:

December 22, 1989
¥20 million
100%

Outsourcing of operational business

Established:
Capital:Bank’s voting rights:

December 1, 2006
¥10 million
100%

Rental and maintenance of the Chiba
Bank’s office buildings and welfare
facilities, purchase and sale of supplies
and consumer goods

Established:
Capital:Bank’s voting rights:

September 7, 1959
¥20 million
100%

Exchange transaction analysis business

Established:
Capital:Bank’s voting rights:

November 1, 2023
¥82.5 million
51.51%

Management Base Supporting Value Creation

Credit guarantees and management businessCompany
Chibagin Guarantee Co., Ltd.
3-17-5, Inage-higashi, Inage-ku, Chiba-shi, Chiba 263-0031

Chiba Servicer Co., Ltd.
Chibagin Makuhari Building, 1-10-2, Nakase, Mihama-ku, Chiba-shi, Chiba 261-0023

Principal businessCorporate profile

Loan guarantees,
fee collection services

Established:
Capital:Bank’s voting rights:
Subsidiaries’ voting rights:

May 1, 1978
¥54 million
45.63%
54.37%

Management and collection of claims

Established:
Capital:Bank’s voting rights:

October 1, 2001
¥500 million
100%

Regional trading company
Company
Chibagin Market Co., Ltd.
Tsukamoto Dai-chiba Building 2F, 2-3-1 Fujimi, Chuo-ku, Chiba-shi, Chiba 260-0015

Principal business
Regional trading company

Corporate profile
Established:
Capital:Bank’s voting rights:

May 10, 2021
¥100 million
100%

Financial and Corporate Data

Energy generation businessCompany
Himawari Green Energy Co., Ltd.
1-2 Chiba-minato, Chuo-ku, Chiba-shi, Chiba 260-8720

109 The Chiba Bank Integrated Report 2024

Principal business
Renewable energy power generation/
sales operations

Corporate profile
Established:
Capital:Bank’s voting rights:

April 28, 2023
¥50 million
100%

The Chiba Bank Integrated Report 2024

110

Financial and Corporate Data

Organization

Corporate Data

The Chiba Bank, Ltd.
As of June 26, 2024

The Chiba Bank, Ltd.
As of March 31, 2024

Principal Shareholders

Audit & Supervisory
Support Office

Audit & Supervisory
Board Members

The ten largest shareholders of the Bank and their respective shareholdings as of March 31, 2024 were as follows:
Audit and Inspection Division

Group Improvement Office

Board ofDirectors

President

Board of
DesignatedDirectors

Corporate Planning Division
Group Strategy Division
Digital Strategy Division
Public Relations Division

Appointment,
Remuneration andCorporate Advisory
Committee

Corporate Administration Division
Compliance and Risk Management Division
Human Resources Division
Diversity Management Division
General Secretariat

Percentage of Total
Shares Issued*2 (%)

101,178
40,452
27,376
26,87018,361
18,302
17,842
14,037
13,747
10,827

14.14
5.65
3.82
3.75
2.56
2.55
2.49
1.96
1.92
1.51

Excluded from the figures above are 100,093 thousand treasury shares in the name of the Chiba Bank, Ltd. (Excludes one thousand shares which, although registered in thename of the Chiba Bank, Ltd. on the shareholder list, are not actually owned by the Bank.)*1 Rounded down to the nearest thousand

Growth Strategy for Value Creation

Business Support Division

The Master Trust Bank of Japan, Ltd. (Trust Account)
Custody Bank of Japan, Ltd. (Trust Account)
STATE STREET BANK AND TRUST COMPANY 505223
Nippon Life Insurance Company
The Dai-ichi Life Insurance Company, Limited
SUMITOMO LIFE INSURANCE COMPANY
Meiji Yasuda Life Insurance Company
Sompo Japan Insurance Inc.
STATE STREET BANK WEST CLIENT - TREATY 505234
SSBTC CLIENT OMNIBUS ACCOUNT

Number of Shares(in thousands)*1

Chiba Bank’s Value Creation

GeneralMeeting of
Shareholders

Messages

Audit & Supervisory Board*2 Rounded down to two decimal places

Loan Support Division
Business Coordination Division
Business Planning DivisionCorporate Profile

Corporate Business Division

EstablishedMarch 1943

Business Succession Consulting Division
Regional Revitalization Division
Trust Business Division

Domestic
Network

Asset Management and Consultation Division
Payment Card Business Division

Overseas

Treasury Division
Treasury Operation Division
Operation Planning Division
EDP System Division
Business Operation Division
Operation Division

The Chiba Bank, Ltd.
As of June 26, 2024
New York Branch1133 Avenue of the Americas, 15th Floor, New York, N.Y.
10036, U.S.A.
Telephone: 1-212-354-7777 Fax: 1-212-354-8575
SWIFT Address: CHBAUS33

Shanghai Representative Office
Room 707, Shanghai International Trade Center,
2201 Yan-An Road (West),
Shanghai, P.R.C. 200336
Telephone: 86-21-62780482 Fax: 86-21-62780422

Treasury Operation Division
1-5-5, Nihonbashi Muromachi, Chuo-ku,
Tokyo 103-0022, Japan
Telephone: 81-3-3270-8459 Fax: 81-3-3242-1735
SWIFT Address: CHBA JPJT

Hong Kong Branch
Unit 2510, One Pacific Place, 88 Queensway, Hong Kong
Telephone: 852-2840-1222 Fax: 852-2840-0507
SWIFT Address: CHBAHKHH

Representative Office Registered in Singapore
50 Raffles Place, #10-06 Singapore Land Tower,
Singapore 048623
Telephone: 65-6438-4525 Fax: 65-6438-6890

London Branch
3rd Floor, Regina House, 1 Queen Street, London EC4N
1SW, The United Kingdom
Telephone: 44-20-7315-3111 Fax: 44-20-7236-2205
SWIFT Address: CHBAGB2L

Bangkok Representative Office
No.98 Sathorn Square Office Tower, 20th Floor, Room 2008,
North Sathorn Road, Silom, Bangrak, Bangkok 10500, Thailand
Telephone: 66-2-163-2723 Fax: 66-2-163-2725

Treasury Division
1-5-5, Nihonbashi Muromachi, Chuo-ku,
Tokyo 103-0022, Japan
Telephone: 81-3-3231-1285 Fax: 81-3-3242-1736

Transfer Agent
Figures as shown are rounded down in principal.

* Number of employees includes transferred employees but excludes temporary staff and one-year contract employees.

Editorial Policy
This document has been edited in order for stakeholders to easily understand the overview and business strategies of the
Chiba Bank Group. The International Integrated Reporting Framework advocated by the IFRS Foundation (former IIRC) andother guidelines were used for reference in the editing of this report. This report contains forward-looking statements,
including financial outlook. They are based on future outlook and forecasts, which the Bank deems reasonable at the timeof publication. They do not constitute a promise by the Bank that these will be realized. Actual results may differ from thoseexpressed in the forward-looking statements due to changes in conditions.
Reporting Period:

111 The Chiba Bank Integrated Report 2024

Financial and Corporate Data

Head Office1-2, Chiba-minato, Chuo-ku, Chiba-shi,
Chiba 260-8720, Japan
Telephone: 81-43-245-1111
https://www.chibabank.co.jp/english/

Management Base Supporting Value Creation

International Directory

Number of Employees*
Total Assets
Deposits
Loans and Bills DiscountedCapital Stock
Total Capital Ratio (BIS guidelines)
Authorized Number of Shares
Number of Issued Shares
Number of Shareholders
Stock Listing (Code)Human Capital Management

Consumer Loan Business Division

181 offices(161 branches, 17 sub branches, 3 virtual branches)
3 money exchange counters
50,916 off-branch ATM locations(including 11,624 E-net ATM locations at convenience stores, 25,505 ATM locations
jointly with Seven Bank, Ltd., 13,541 ATM locations jointly with Lawson Bank, Inc.)
3 branches (New York/Hong Kong/London)
3 representative offices (Shanghai/Singapore/Bangkok)
3,982¥21,227.2 billion (Non-Consolidated)¥15,951.6 billion (Non-Consolidated)¥12,768.0 billion (Non-Consolidated)¥145.0 billion
16.24% (Consolidated) 15.18% (Non-Consolidated)
2,500,000 thousand
815,521 thousand
37,278
Tokyo Stock Exchange (8331)
JAPAN SECURITIES AGENTS, LTD.
1-2-4, Nihonbashi Kayabacho, Chuo-ku, Tokyo 103-8202

April 2023 - March 2024 (The document includes some information from April 2024 onwards.)
Bank employees’ positions are as of June 26, 2024.
The Chiba Bank Integrated Report 2024112

1-2 Chiba-minato, Chuo-ku, Chiba-shi, Chiba 260-8720, Japan
Phone: 81-43-245-1111
https://www.chibabank.co.jp/english/