The Keiyo Bank, Ltd.

2022

Annual Report
Year Ended March 31, 2022

Message from the President
Introduction

Into the futurewith solid ties

Please accept my sincere gratitude for your continued
patronage and support for the Keiyo Bank.
I would like to express my heartfelt sympathy to all
those who are suffering from the various effects of infection with the COVID-19 virus. At the same time, let me
express my sincere gratitude to all those who are making efforts to maintain social and economic activities.

Our recognition of the businessenvironment

Toshiyuki Kumagai
President

1

Looking back at the economic situation in fiscal 2021, we
see that the Japanese economy continued to face difficult
conditions, particularly with regard to employment, due tothe protracted outbreak of COVID-19. From around fall,
we saw indications of a partial recovery in production andconsumer spending due to the resumption of economic
activities following the progress of vaccination. Since thebeginning of the year, however, the recovery has stalled
due to a resurgence of the contagion and the impact ofgeopolitical risks surrounding the situation in Ukraine.
In addition to these economic conditions, regional financial institutions find themselves in a business environment that is expected to be significantly affected by the
prolonged low interest rate environment, the declining
birthrate coupled with an aging and shrinking of the population, and lifestyle changes. Moreover, I believe weneed to undertake a further evolution of our financial services to meet the increasingly diverse and sophisticatedchallenges and needs of our customers due to the advancement of digital technology and other factors.
On the other hand, Chiba Prefecture, our Bank's operating
base, has experienced a growing population inflow, especially in the northwestern part of the prefecture, blessed as
it is with agricultural, fishing, and tourism resources due to
its topography bordering Tokyo Bay and the Pacific Ocean,abundant nature, and mild climate. In addition, the prefecture has a well-balanced industrial structure, including
manufacturing industries in the waterfront area. It has potential for medium- to long-term economic growth due toongoing development of its transportation infrastructure,including Narita Airport, which supports logistics and human flow, and its expressway and rail networks, which
provide good access to central Tokyo.
The Keiyo Bank will contribute to the further growth anddevelopment of the local economy by providing solutions
to the challenges faced by the community and our customers by taking full advantage of the strengths and potential of this fertile market.

Summary of financial resultsfor FY2021
This is the environment in which the Keiyo Bank Groupinitiated our 19th Medium-term Business Plan, "α ACTION PLAN 2024 - Further Advancements -" in fiscal
2021, and I believe that we have produced good financial results during the first year of the plan.
In terms of financial performance, interest income andincome from fees and commissions performed well, exceeding the initial plan mainly due to the curbing ofcredit-related expenses, as well as reduction of costs
centered on property and equipment expenses due to arevision of our branch office structure.
The measures we have taken naturally include providing financing support to companies affected by the COVID-19 pandemic. We have also worked to provide a sophisticated menu
of solutions and highly convenient financial services to help resolve corporate and community issues, and to respond to thediversifying behavioral patterns of our customers.
Moreover, we have worked together on various measures with Resona Holdings, with whom we formed abusiness alliance in August 2021. These include the joint
origination of syndicated loans, collaboration in the areaof assets under custody, and using the web to co-hostbusiness meetings in individual interview formats. We willcontinue to deliver optimal solutions to the community
by taking advantage of the synergies between our information and know-how in the three areas of digital technology, solutions and human resource development.

Building a sustainable businessmodel based on our Medium-term
Business Plan
Based on the three basic strategies set forth in our
Medium-term Business Plan, we intend to build asustainable business model that is resilient to changes
in the business environment, and by contributing more
actively to the local economy than ever before, we willcontinue to advance "Into the future with solid ties."
2Message from the President
culture that encourages the autonomous growth of ouremployees, and we develop a diverse range of specialist
human resources who undertake responsibility for solving customer issues, promoting DX, and managing risks.
We will further enhance engagement with our employees
by continuing our efforts to create a comfortable work
environment and to enhance their work-life balance.

Basic Strategy (1): Strengthen solution-based
business operations
In order to meet the various challenges confronting ourcustomers, the Keiyo Bank Group is working together
to enhance our solution business structure, and to accelerate collaboration and cooperation with strategic
external partners.
In fiscal 2021, we strengthened the support we provide
to the corporate sector in the use of subsidies that help
with new capital investment and business transformation.
We collaborated with Group companies such as Keiyo
Bank Capital & Consulting to establish a business succession fund that addresses a wide range of businesssuccession issues faced by small and medium-sizedcompanies, which represent a serious social issue.
In April 2022, we started full-scale operation of a placement and recruiting business and ICT consulting services, and we continue to further promote initiatives tosupport our core businesses.
In the retail sector, we opened Keiyo Bank SBI Money
Plaza Narita in April 2021 to offer optimal asset
management and asset succession services that meetvarious needs and challenges in this era of 100-year
lifespans as we work to expand our product lineup andbuild relationships with the next generation throughinheritance-related services.
In June 2022, we began offering the Keiyo Bank Fund Wrap
service, and we are working to enhance our after-service
3

follow-up efforts as we continue to build long-term relationships of trust with each and every one of our customers.
Basic Strategy (2): Improve productivity whiledeveloping human resources
In fiscal 2021, we expanded the "area system," in which
we provide high-quality consulting sales by unifying multiple branches situated in close proximity to each otherwithin a given business area. In order to shorten waitingtimes at branches and make visits more comfortable,
we have introduced a Branch Visit Reservation Service
at some of our branches, enabling customers to reserveappointments at any time via smartphone or other devices. We are implementing a phased expansion of thisservice to more branches.
In strengthening governance and advancement in the digital field, we have formulated the POLESTAR Plan for promotion of digital technology, which clarifies our medium- tolong-term digital strategy. We plan to create value by solving issues faced by our customers and local communities,
evolving the customer experience (CX) and employee experience (EX) through the use of digital technology.
In the field of human resource development, we reallocated personnel made available through a revision of the
branch office business structure and operational streamlining to priority areas such as the specialized solutions
and digital fields, and we expanded personnel exchanges with external specialized organizations, including
those in other industries. We strive to foster a corporate

Basic Strategy (3): Bolster our managementfoundation
In order to ensure appropriate levels of risk-taking inloans, securities management, and other operations, weare further upgrading our risk management and compliance frameworks.
In fiscal 2021, we introduced forward-looking reservesto provide for more active support of local economies
and to further improve our preventive measures against
future credit risks. In addition, we have worked tostrengthen our earning power by promoting cost reductions through productivity improvement, while maintaining positive investments to improve customer service.
In February 2022, we repurchased Company treasury shares as we continued to pursue an optimalbalance between financial soundness, capital efficiency and shareholder returns as part of our ongoing efforts to enhance corporate value.

Sustainability initiatives
Amid the prolonged COVID-19 pandemic, we have reaffirmed our awareness of just how important sustainablecommunity and environmental initiatives are. Through thefulfillment of our financial intermediary function and byoffering high-quality, customer-oriented services, ourGroup will work to resolve various social issues, including environmental problems such as climate change, andto create a virtuous cycle of regional economic development and increased Group corporate value, thereby
contributing to the realization of a sustainable society.
In December 2021, these ideas were formulated as our
Sustainability Policy, and in May 2022, the Sustainability
Committee was established. In addition to strengthening our governance structure, we have set long-termtargets of a 50% reduction of CO2 emissions (comparedto fiscal 2013) and JPY700 billion in ESG-related investments and loans by fiscal 2030.
As a specific effort to achieve these targets, we haveswitched all electricity used at the Chibaminato Headquarters to renewable energy. In addition, in order tocontribute to the advancement of our customers' sustainability management efforts and environmental conservation activities, we have started offering "α Sustainability Linked Loan" and "α Green Loan" services.
Furthermore, through the issuance of "Keiyo Bank
SDGs Donation-Type Private Placement Bonds," a portion of the fees received from issuing companies are donated to healthcare, education, public institutions, etc.
In January 2022, we participated in the "Chiba SDGs
Promotion Network," a new framework established topromote SDGs in the region, and we will continue tostrengthen and promote regional sustainability efforts.

Reaching our 80th anniversary
Having begun operations on March 31, 1943 as Chiba
Godo Mujin K.K., we will celebrate our 80th anniversary
next March. I would like to take this opportunity to express my sincere gratitude for the longstanding patronage and support of our local community, and to all of
our employees. Looking ahead to our 90th and 100th
anniversaries, we will aim to create a virtuous cycle ofgrowth with our local customers by flexibly adapting to
all the changes of the times and practicing managementthat is more community-rooted than ever before.
To express our gratitude to our shareholders and otherstakeholders for their longstanding support and patronage, we plan to pay a commemorative dividend of JPY1
per share for the fiscal year ending March 31, 2023,
which, together with the ordinary dividend, will result inan annual dividend of JPY22 per share.

Conclusion
All of the executives and employees at the Keiyo Bank
Group will make ever greater efforts to live up to the trustand expectations of all of our stakeholders, and to contribute to the sustainable growth of the economy of Chiba Prefecture. We sincerely appreciate your continued support
and patronage, and will continue to strive for the further development and growth of the local economy as we aim to
be an appealing and dynamic bank providing our customers with trust, convenience, and a high level of satisfaction.
July 2022
4

The Potential of Major Markets
Chiba Prefecture, where our Bank's operations are based, has a well-balanced industrial structure, with agriculture, fisheries,
industry, and commerce each among the best in Japan. In addition to a net population influx and further development oftransportation infrastructure, the rich natural environment, including the sea, is a tourism resource, and the area has high potential for further development and growth in the future.

Demographics of continued net population influx
With a population of approximately 6.27 million, Chiba Prefecture is the sixth most populous prefecture in Japan, and ranks thirdin terms of the net number of new residents moving in from other prefectures in Japan. In addition to being blessed with abundantnature despite being situated in the greater metropolitan Tokyo area, Chiba Prefecture is characterized by its easy access to transportation, which has led to an increase in the number of young people, especially those raising children, moving into the area.

Chiba Prefectural population statistics

Number of excess relocations by prefecture(Japanese citizens)(Unit: 10,000 persons)

622

2015

624 625

2016

2017

626

2018

1st
2nd
3rd
4th
5th

627 628 627

2019

2020

2021

Source: Chiba Prefecture, "Monthly Full-time Inhabitant Population
Census" (reference date: October 1 of each year)

Kanagawa

28,922

Saitama

22,479Chiba

18,225

Tokyo

10,815

Fukuoka

7,691

Source: Statistics Bureau, Ministry of Internal Affairs and Communications, "Annual Report on Internal Migration in Japan Derived from
Basic Resident Registration 2021"

Ample transportation
infrastructure andgeographic features

Joban Expy.

Narita Airport
March 2029
No. 3 Runway
completion planned

Outer Ring
Expy.

Transportation infrastructure is advancing to new levels of development, with asection of the Ken-O Expressway linking Daiei JCT to Matsuo Yokoshiba ICscheduled to open in March 2025, and athird runway at Narita Airport scheduled
to be completed in March 2029. Further
expansion of logistics functionality is expected, with road improvements planned
for the North Chiba Road and the Second
Bayshore Route expressway.
Home to Makuhari Messe, one of the largest convention facilities in Asia, locatedbetween Narita Airport and Tokyo, Chiba
Prefecture also has a wealth of infrastructure and facilities that support logistics
and human flow, making it an important
hub connecting Japan and the world.

Ken-O Expy.

Tokyo Metro
Expy.

Makuhari Messe

Higashi Kanto Expy.

NaritaWangan Expy.
Chiba Port

Ken-O Expy.
March 2025
Daiei JCT - Matsuo
Yokoshiba IC
Opening scheduled

HanedaAqua-Line Expy.
Kisarazu Port

Tateyama Expy.

A well-balanced industrial structureWith its mild climate and the large geographical area, it occupies within the major economic consumption zone centering on greater
metropolitan Tokyo, Chiba is among the top-ranked prefectures in Japan in terms of agricultural output and marine fisheries catch.
In addition to its manufacturing industry in waterfront areas, its transportation infrastructure such as expressways and rail networks
are well developed, making the area increasingly attractive as a factory location, forming a well-balanced industrial structure.
Agricultural
output value

JPY385.3 4th*billion1

Manufactured
goods value

JPY12.5 8th*

Number of small
to medium-sizedenterprises

120,000 9th*

5

Entry rate*

JPY30.7 1st*

Income ofprefecturalresidents

Total tradeby porttrilliontrillion

37

Sources: *1. Ministry of Agriculture, Forestry and Fisheries, "Agricultural
Output and Agricultural Income Produced, 2020"*3. Ministry of Economy, Trade and Industry, "Survey of Industrial
Statistics, 2020"*5. Small and Medium Enterprise Agency, "Number of Enterprises, Permanent Employees, and Workers by Prefecture andMajor City, 2016"*7. Total value of exports and imports, from Trade Statistics
2020, Ministry of Finance(The figures for Chiba Prefecture comprise the total of Narita
International Airport, Chiba Port, and Kisarazu Port.)

5

Marinefisheries
catch
Annualmerchandise
sales

105,000 7th*tons

2

JPY12.5 9th*trillion

Assessed land values continue to rise as demand increases
Given Chiba's net population influx, industrial structure and transportation infrastructure, officially assessed land values in theprefecture continue to rise in all categories.

Chiba Prefecture's officially assessed land values (average rate of change from the previous year)(%)

Residential zones

Commercial zones

44.8% 5th*

3.4

6

2.9

JPY19.4 6th*
trillion

5.3

Industrial zones

3.3

2.9

8

*2. Ministry of Agriculture, Forestry and Fisheries, "Fisheries and Aquaculture Production Statistics, 2021"*4. Ministry of Economy, Trade and Industry, "Economic Census (Wholesale and Retail Trade), 2016"*6. Small and Medium Enterprise Agency, "2021 White Paper on SmallEnterprises in Japan"* Entry rate: Number of places of business that newly establishedemployment relationships during the fiscal year/comparable
number as of the end of the previous fiscal year.
*8. Cabinet Office, Government of Japan, "Prefectural Accounts for Fiscal
Year 2008"

1.0
0.6

1.8

1.5

1.4

0.9

1.4

0.1

0.2

0.2

2015

2016

2017

1.9

1.2

1.7
0.4
2018

0.7

0.6
2019

0.5
0.1

2020

2021

0.7
2022

Source: Chiba Prefecture, "Land Value Assessments" (reference date: January 1 of each year)6Value Creation Process
The bank weaspire to beExternal environmental
factors affecting business

The COVID-19
pandemic

Low fertility,
aging population &successor scarcity
Prolongation of
the low-interest
environment

Lifestyle changes

Key sustainability priority
items (SDGs Declaration)

An appealing and dynamic bank

See

P.13

Local economy/
community
We will contribute to thedevelopment of local economies
by helping to resolve issues
faced by our customers andtheir communities.

Utilized capital

The Keiyo Bank business model

Financial capital

19th Medium-term Business Plan

JPY5,145.9 billion
JPY3,898.7 billion(March 2022)

Employees●

Broad-based specialist
human resources
Small and medium-sizedenterprise diagnosticians

Securities analysts
FP1 (including CFP)

Environmental
conservation

SDGs

We are committed to reducing
the environmental impact ofsociety as a whole, and toenvironmental conservation, as
we aim to realize a low-carbon,
recycling-oriented society.

1,965

●

Licensed social insurance
consultants

Deregulation

11.17%

19
24
10
127

Intellectual capitalStrengthen solution-based
business operations

Initiatives taken
as a businessWe will utilize digital technology to improve theproductivity of both our Bank and our customers, anddevelop human resources to solve problems.

Helping make adifference on
climate change andother social issues

By properly controlling risks and costs, we aim tostrengthen our management base and achievesustainable growth together with the community.

Diversified information & solutions
within a unified Keiyo Bank Group

Local familiarity,
expertise and networks●

Solid business foundation●Community-rooted branch network●The potential of key markets●

Foundation for Growth
Corporate
governanceCompliance●Providing a broad rangeof products, and highly
specialized solutions●Providing financial
services that areconvenient, safe, andcomfortable always andeverywhere

Shareholders

Improve productivity whiledeveloping human resources●

Social,relationship capital

Creation of sharedvalue through ourcore businessWe will strengthen our sales efforts to discover issues
facing local communities and customers, present
solutions, and provide support for implementation.

Bolster our management foundation

Contribution to
stakeholders

Customer

Balance of loans●

Human capital

Rapid progressin digitalization

Sustainability
realization

Core businessinitiatives

Balance of deposits●

Capital adequacy ratio(consolidated)

We will help build a society inwhich individual diversity isrespected and each person canbe fulfilled in work and lifestyle,playing an active part in theirown way.

See

P.11

(March 2022)●

Diversity & inclusion

providing our customers with trust, convenience, and a high level of satisfaction●Proactive dialogue

and highly transparent
information disclosure●Enhanced shareholder
returns

Local
communities●Local economic

Initiatives to build
managementfoundations

Medium- tolong-term increasein corporate value

Riskmanagement

revitalization●Environmental impact

reduction

Employees●Great place to work
●Diverse work styles andwork-life balance

Sustainable increase of corporate value through the value creation cycle
78

Financial Highlights (non-consolidated)

JPY5,145.9
billion(Annual increase of

Balance of deposits

Balance of loans

5,145.9

JPY3,898.7
billion(Annual increase of

JPY23.0 billion)

JPY216.2 billion)(Unit: JPY1 billion)

Non-financial Highlights(Unit: JPY1 billion)

4,929.7

3,694.2

3,875.6

3,898.7
ESG-related investment &loan amount

4,668.2

JPY61.4 billion
02020/3

Ordinary
profit2021/3

JPY15.7 Profit
billion(Annual increase of JPY4.2 billion)(Unit: JPY1 million)

Ordinary profit

7,808
5,511

7,358

2020/32021/3

Balance of loans tosmall and mediumsized companies, etc.
(Unit: JPY1 billion)

2022/3

JPY11.0

billion(April 1, 2021 - March 31, 2022)

2020/3

Personal deposit
balance

2021/3

Profit15,78902022/3(Annual increase of
JPY64.9 billion)

3,176.3

2020/3

Balance of
housing loans

1,529.6

3,914.1

4,077.9Childcare leave use rate*
Male

2021/3

Female2020/3

Capital adequacy
ratio
(%)

10.85

2021/302022/311.15%

OHR

11.15

(%)

2020/30902021/32022/3

Percentage of women in
leadership positions(Assistant managers and higher)

28.3%

186

(eligible from April 1, 2021 to March 31, 2022)(utilized from April 1, 2021 to March 31, 2022)

Percentage of rehired retirees
among regular bank employees

Ratio of outside directors

Number of female directors

10.5%

40.0%

2

(as of April 1, 2022)

JPY1,653.9 billion(Annual increase of
JPY57.0 billion)

1,596.9

1,653.92021/32022/3(as of June 28, 2022)(as of June 28, 2022)*The rate of childcare leave taken is calculated as specified by the Ministry of Health, Labor and Welfare: the number of workers who started childcare leave during the fiscal year/the number of workers who gave birth during the fiscal year (including
cases where the worker's spouse gave birth). For women, the rate of taking childcare leave, including postpartum leave, is 100%.

External assessment

61.90%

67.94

65.99

61.90
Japan Credit
Rating Agency (JCR)

2020/3

Number of employees using
short-time work hour systemfor childcare

2022/3

Domestic
standards

4%

million(as of March 31, 2022)(Annual decrease of 4.09 points)(Annual decrease of 0.10 point)

11.25

JPY26.28

76% 98%(as of March 31, 2022)

0

181

Amount donated(Annual increase of
JPY163.8 billion)(Unit: JPY1 billion)

2,995.9(April 1, 2021 - March 31, 2022)

Number of consignments

2022/3

3,687.4

11,081

JPY3,176.3 billion
3,111.3(Unit: JPY1 billion)

912

Cumulative results for SDGs DonationType Private Placement Bonds(Offered beginning in August 2020)

JPY4,077.9 billion(Annual increase of JPY3.7 billion)

11,58400Number of businessmatching contracts

2020/32021/32022/3*Indicates that the smaller the figure, the higher the efficiency.

A+[Eruboshi][Platinum Kurumin]

Ikumen Company Award 2018
Dual Support Category

Excellent Health Management Corporation 2022
(Large Corporation Division)

S&P
Global ratingA-(as of June 30, 2022)10

19th Medium-term Business Plan: State of ProgressThoughts behind the subtitle "Further Advancements"

19th Medium-term Business Plan (April 2021 - March 2024)

ACTION PLAN 2024 - Further Advancements -19th Medium-term Business PlanThree basic strategies
Basic strategy (1)Basic strategy (2)Basic strategy (3)Strengthen solution-based
business operations

Improve productivity whiledeveloping human resources

Bolster our managementfoundation

We will strengthen our sales
efforts to discover issues facing
local communities and customers, present solutions, and provide support for implementation.

We will utilize digital technology to improve the productivityof both our Bank and our customers, and develop humanresources to solve problems.

By properly controlling risks
and costs, we aim to strengthen our management base andachieve sustainable growth
together with the community.

▶Evolution of solutions services▶Evolution of problemsolving abilities▶Evolution of humanresources abilities(2018.4-2021.3)(2021.4-2024.3)

Key themes

Households

Population

Households

Population

Expansion of transaction
base centeredon deposits"Strengthen solution-based
business operations"
Increase consulting revenues by Increase/diversify income

Households

Stable andsustainablegrowth withlocal customers

Face-to-faceArea-based
system trial
Branch-internal
offices (8 branches)

Area-based system
expanded to all branches
Revision of branchcharacteristics

Branch network
maximization

Non-face-to-face

Expand digitalcontact points
Non-face-to-faceservice enhancement

Expand digitalcontact points
Strengthen non-face-to-faceconsulting

Leveragenext-generation
infrastructure systems
to improve services

Human
resources

leveraging our transaction base

Newly establishedat Headquarters
Sales Department
Begin area-internal OJT

Revitalize internal/
external interactions
Strategic reallocationof personnel

Specialist humanresourcesdevelopment

Professionalorganizations

External
partnerships

Securities brokerage(SBI Securities)

Corporate/individual
solutions sectors,
digital sector, etc.

Expand partnerships
including in otherindustries

Diversepartners

Channelfor
A virtuous sustainable
cycle of community
growth
growthOur customers'
appreciation leads toemployee pride,
confidence andautonomous
growth2021/3Key indexes

After 10 years(Aspirational ideal)

Optimalomnichannel

The bank weaspire to be

19th Medium-term
Business Plan

An appealing and dynamic bank providing our customers
with trust, convenience, and a high level of satisfaction(Previous) 18th Medium-term
Business Plan

Management resources

Invigorating local
communities

State of progress on key indexes

We will delve more deeply into the initiatives of the previous Medium-term Business Plan and develop solution-based business operations by leveraging our transaction base.

11

forsustainablegrowthIn the year through March 2022, interest income and income from fees and commissions performed well, exceeding the initial plan mainly due to the curbing of credit-related expenses, as well as reduction of costs centered on property and equipment expenses due to a revision of our branch office structure.

Positioning the plan

Markets Population

Making ourcustomers smile

By evolving the initiatives of the previous 18th
Medium-term Plan to a new stage with our latest
Medium-term Plan, we will create a virtuous cycle ofgrowth together with our customers in the regional
community. This is the attitude and intention behind it.

2022/32024/3(performance)(performance)(planned)

Profit attributable to owners of parent

JPY7.3 billion

JPY11.1 billion

JPY8.0 billion

Capital adequacy ratio (consolidated)

11.29%

11.17%

11% (approx.)

OHR (non-consolidated)

65.99%

61.90%

60% level

State of progress in key figures for each strategy
Utilizing the transaction platform inherited from the previous Medium-term Business Plan, we are steadily implementing the three basic strategies set forth in the current Medium-term Business Plan. We will accelerate our efforts oneach strategy to build a sustainable business model that will not be shaken by changes in the business environment.
2021/3

Corporate
solutions

Progress indigitalization

Human resources
strategy2024/3(performance)(planned)

JPY1,423.6 billion

JPY1,436.1 billion

JPY1,600.0 billion

JPY1.3 billion

JPY2.6 billion

JPY3.0 billion

JPY1,596.9 billion

JPY1,653.9 billion

JPY1,780.0 billion

JPY2.8 billion

JPY3.6 billion

JPY3.5 billion

Investment trust accounts(containing balances)

41,00046,00050,000Individual digital contact points*3

420,000

580,000

750,000

Corporate IB contracts

14,00015,00017,000FP1-certified personnel

118

127

150

−

19

40

70.1%

73.7%

80%

Balance of loans to small andmedium-sized companies*1
Fees related to corporate solutions*2
Balance of housing loans*1

Individual life
planning support

2022/3(performance)

Fees related to assets under custody

External organization dispatch/
acceptance (3-year total)
Paid leave utilization rate

*1. Planned figures are before partial direct depreciation is applied*2. Includes the portion for Keiyo Bank Capital & Consulting*3. Total of Internet banking, smartphone apps, Sign-in Anywhere, LINE friend registration, and Salesforce Cloud My Page

12

Sustainability Initiatives

SDGs initiatives
Priority items

Based on the Keiyo Bank Group Sustainability Policy, the Keiyo Bank Group is committed to addressing issues
involved in sustainability as we aim to both realize a sustainable society and enhance Group corporate value.

Local economy/
community

Sustainability policy
Through the fulfillment of our financial intermediary function and by offering highquality, customer-oriented services, the Keiyo
Bank Group will work to resolve various
social issues, including environmental problems such as climate change, and to createa virtuous cycle of regional economic development and increased Group corporate
value, thereby contributing to the realizationof a sustainable society.

Code of
Conduct

We will contribute to the development of local economies by helping to resolve issues facedby our customers and their communities.

■ Sustainability Policy◆

Policy on Initiatives◆

Priority Items◆◆

Code of Conduct

SDGs Declaration

Environmental Policy

1 Local economy/community

Human Rights Policy

2 Diversity & inclusion

Investment & Lending Policies

3 Environmental conservation

Diversity &inclusion

Environmental
conservation

We will help build a society in which individual diversity is respected and each person canbe fulfilled in work and lifestyle, playing an active part in their own way.

We are committed to reducing the environmental impact of society as a whole, and to environmental conservation, as we aim to realize a low-carbon, recycling-oriented society.

In order to maintain the unwavering trust of society, we have established the following Code of
Conduct, with which all executives and employees are to comply.
Trust &
Credibility

Harmony &Cooperation

Fairness &Transparency

Growth &Challenge

Autonomy &Co-creation

As a company trusted by society, we recognize that fostering a corporate culture of respect for thefundamental human rights of all stakeholders is one of the most important aspects of management.
We will therefore contribute to the creation of a society in which individual diversity is respected andeach person can be fulfilled in work and lifestyle, playing an active part in their own way.
As a regional financial institution, we recognize that addressing environmental, social, and economic issues is one of the most important aspects of management. We will therefore contributeto the realization of a sustainable society by helping our customers and communities solve theirproblems through responsible investment and lending operations.

As part of our SDGs measures for small and medium-sized enterprises, we have introduced the SDGs Initiative
Assessment and Declaration Support Tool. With the use of our support tool, we will analyze and evaluate thecurrent status of our customers' SDGs initiatives while promoting the production of SDGs declarations and theprovision of SDGs solutions in collaboration with various loan and business partners.

The Keiyo Bank

(1) Providing the SDGs
Initiative Assessment and
Declaration Support Tool
Customer

STEP2

Human Rights
PolicyLaunch of the SDGs Initiative Assessment and Declaration Support Tool offering

STEP1

Environmental
PolicyAs a member of the local community, we recognize that protecting the rich natural environmentof the region is one of the most important aspects of management. We therefore aspire toachieve a low-carbon, recycling-oriented society by reducing the environmental impact of ourcorporate activities as we support our customers in their environmental conservation efforts.

Investment &Lending
Policies

Main goals to be addressed(3) Providing SDGs solutions
SDGs declaration

Chiba SDGs
Partner Registration
SystemSustainable financeBusiness partner
connections(2) SDGs evaluation
implementation

Sustainability promotion system
A Sustainability Committee chaired by the president has
been established to centrally manage the progress of initiatives to improve sustainability, and to receive oversight fromthe Board of Directors.
At the same time, we have established the Sustainability
Study Subcommittee as a subordinate organization to examine specific measures to address sustainability issues ona cross-organizational basis.

Advancing SDGs in collaboration with Chiba Prefecture
Board of Directors
Sustainability Committee
Sustainability Study Subcommittee

Headquarters, Sales Department,
Affiliated Companies

13

As a company that is actively working toward the achievement of the SDGs, the Keiyo
Bank has been certified by Chiba Prefecture under the Chiba SDGs Partner Registration System. In January 2022, we joined the Chiba SDGs Promotion Network consisting of 12 organizations and companies including our Bank, as part of our own efforts
to actively address the SDGs while providing strong support to local companies intheir SDGs efforts. We will make maximum use of the network to further strengthen
our activities supporting SDGs initiatives and spreading awareness.
In April 2022, we also began supporting our business partners in acquiring certification under the Chiba SDGs Partner Registration System.

14

Environmental Conservation Initiatives

Transitioning the Chibaminato Headquarters to renewable energy

Initiatives to address climate change risk
In December 2021, we announced our endorsement of the TCFD* Recommendations, and are actively undertaking the recommended climate-related financial
information disclosure and efforts toward achieving a decarbonized society.

*Task Force on Climate-related Financial Disclosures

In order to both achieve a sustainable society and enhance the Bank's corporate value, we have formulated the Keiyo Bank Group Sustainability Policy, which outlines our basic approach to sustainability.
● Wehave established a Sustainability Committee, which deliberates matters related to sustainability, including climate change. Chaired by the President, it reports to and is supervised by the Board of Directors.

● 

GovernanceIn reducing CO2 emissions, the Chibaminato Headquarters uses renewable energy sources for all electricity consumed, which are granted FIT
non-fossil certificates*1 tracked by TEPCO Energy Partner, Inc. This is
expected to reduce CO2 emissions by approximately 1,400 tons per
year (approximately 17% of the Group's total electricity consumption in
fiscal 2021), which is equivalent to the CO2 absorbed by approximately
100,000 cedar trees in one year*2.

■ Keiyo Bank Chibaminato Headquarters*1. Non-fossil certificates that allow trading in FIT-eligible renewable energy sources, suchas solar, wind, and hydro-power.
*2. One cedar tree absorbs approximately 14 kg of CO2 per year (Source: Ministry of theEnvironment/Forestry Agency)

Opportunity
We foresee an increase in business opportunities including the offering of renewable energy-related
financing, and consulting services to help customers with the transition to a decarbonized society.

● 

We began offering α Sustainability Linked Loan and α Green Loan services in January 2022.

Risk
The climate-related risks we have identified are transition risk and physical risk.
In terms of transition risk, we recognize the possibility that the Bank's credit risk could increase for
sectors affected in the medium to long term by climate-related regulatory and tax changes associated with the process of transitioning to a decarbonized society. The energy sectors of oil, gas andcoal, as well as electric power, which are considered to have the highest transition risk, accounted
for about 0.73% of the Bank's total credit balance at the end of March 2022.
● As
physical risk, we recognize the possibility that the Bank's credit risk could increase due to natural disasters resulting from climate change, which may cause customer businesses and collateralvalues to deteriorate due to business stagnation.
● ● Strategy

The Bank will consider methods for estimating the impact of climate-related risks on the Bank's
borrowers and the impact of damage to collateral values.

● 

We have established an Investment and Lending Policy for Achieving a Sustainable Society for investments and loans in which funds are to be used in ways likely to make a difference for the environment, society, and the economy.
● Recognizingthat climate-related risks affect the Bank's business activities and financial position, we willassess and analyze the influences of such risks as we consider establishing a management system.
● 

Risk
management

Launch of α Sustainability Linked Loan and α Green Loan offerings

We have set targets for reducing CO2 emissions and for making ESG-related investments and loans.*

α Sustainability Linked Loans
These are loan products in which customers set ambitious and meaningful business strategy goals, known assustainability performance targets* (SPTs), in their SDGs/ESG strategies. Interest rates and other loan terms willthen vary depending on the status of achievement of the SPTs. By providing incentives based on the achievement of targets, we support our customers in attaining more sophisticated sustainability management and increasing their corporate value.
*Annual targets specified for each customer which can be used to measure their contribution to societal sustainability.

α Green Loans
This loan product is designed to finance green projects that support sustainable economic activities. We quantify
our customers' contributions to global environmental conservation and to solving social and environmental problems throughthe promotion of green projects, thereby helping them enhance their corporate value and gain social support.

Chiba University × Keiyo Bank eco project● 

CO2 emissions reduction target

Indexes andtargets

A 50% reduction from fiscal 2013 levels by fiscal 2030, aiming for carbon neutrality by fiscal 2050
ESG-related investment & loan implementation target

Implementation target from fiscal 2021 to fiscal 2030: JPY700 billion*Investments and loans that contribute to ESG, including investments and loans in the environmental and renewable energy sectors and in the medical and nursing care sectors■ Trends in CO2 emissions(ｔ)

implemented (cumulative total since fiscal 2021)

10,042
8,571

8,067

8,314

700.0

8,055
61.4

2013

2016

2019

2020

2021

(FY)

Our Group's CO2 emissions peaked in fiscal 2016, when the Chibaminato Headquarters was completed, and have been decreasing since then.

15

2021

2030

(Target)*Proposals for projects to raise awareness of the SDGs and the environment. (1) Considering SDGs with Chiba University Students,(2) Children's SDGs World, (3) Thousand Products to Consume Fair: Let's Eat and Be Eco-Friendly in Chiba, (4) Chiba SDGs Action,(5) Film Festival Chiba, (6) SDGs Communication Bureau, (7) Keiyo Bank SDGs Eco Challenge.

Key projects of FY2021■ Amount of ESG investments and loans(Unit: JPY1 billion)

Since fiscal 2017, the Chiba University Environment Committee and the Keiyo Bank have been jointly implementing seven environmental contribution projects based on student ideas* for the people of Chiba Prefecture.
The aim is to contribute to reducing local environmental impact and raising environmental awareness toward theachievement of the SDGs.

(FY)

Children's SDGs World

Chiba SDGs Action

The event, Family Eco-Friendly
Challenge! Clean & Color,
combines a litter clean-up
activity with a workshop in
which participants mix special
liquids with unneeded cosmetics to make paints, thenuse them to paint pictures.

In cooperation with a nonprofit
organization in the prefecture,
we conducted a Bamboo Forest Maintenance Experience inwhich participants learned about
the current state of bamboo
damage in neglected bamboo
forests and the use and business of bamboo forests, andactually experienced the maintenance of bamboo forest sites.

16

Board of Directors, Audit & Supervisory Board Members
and Executive Officers (as of June 30, 2022)
Directors
May 1981 Joined the Bank
June 2008 General Manager of First Loan Division
June 2010 Director, General Manager of First Loan Division
June 2011 Director, General Manager of Management
Division & Office Manager of Management Center
June 2013 Managing Director
June 2016 Senior Executive Managing Director, Senior
Managing Executive Officer
June 2018 Vice President (to present)

May 1981 Joined the Bank
June 2008 General Manager of Corporate Planning Division
June 2009 Director, General Manager of Corporate Planning
Division
June 2012 Managing Director, General Manager ofCorporate Planning Division
June 2014 Senior Executive Managing Director
June 2016 President (to present)

President(Representative Director)

Vice President(Representative Director)

Toshiyuki Kumagai

Kiyoshi Hashimoto

Director (Outside Director)

Tomoko Tobe

Director, Senior Managing
Executive Officer

Director, Managing
Executive Officer

Satoru Akiyama

Tatsushi Ichikawa

May 1986 Joined the Bank
June 2015 General Manager of Corporate Planning Division
June 2016 Executive Officer, General Manager of General
Affairs Division
June 2019 Managing Executive Officer
June 2020 Director, Managing Executive Officer (to present)

May 1988 Joined the Bank
Apr. 2018 General Manager of Retail Business Division
June 2018 Executive Officer, General Manager of Personnel
Department
June 2020 Managing Executive Officer
June 2022 Director, Managing Executive Officer (to present)

Director, Managing
Executive Officer

Kazuo Fujisaki

Hiromi Kosaka

Director (Outside Director)

Katsusada Akiyama

Apr. 1974 Joined the Bank of Japan
July 1981 Secretariat Office
July 1983 Assistant to London Representative Councillor
May 1992 Head, Policy Public Relations Division,
Monetary Affairs Department
Oct. 1994 Head, Coordination Division, Monetary Affairs
Department
July 1997 General Manager, Shimonoseki Branch
Sept. 1998 Examiner, Examination Department
May 2000 Director-General, Currency Issue Department
May 2003 Director-General, Secretariat of the Policy Board
Sept. 2005 Standing Director of the Second Association ofRegional Banks
June 2015 Outside Corporate Auditor of Sanyo Engineering &Construction Inc.
June 2015 Outside Director of the Bank (to present)

Director (Outside Director)

Hiroshi Uchimura

Standing Audit & Supervisory
Board Member

Kazuhiro Hieda

Shinichi Oike

Outside Audit & Supervisory
Board Member

Apr. 1974 Joined Ministry of FinanceJuly 1993 Director of Research Division, International
Finance Bureau
July 1999 Director of General Affairs Division,Commissioner's Secretariat, Financial Supervisory
AgencyJuly 2000 Director-General of Tokai Local Finance Bureau,
Ministry of FinanceJuly 2001 Director-General of Kinki Local Finance Bureau,
Ministry of FinanceJuly 2004 Director-General of Kanto Local Finance Bureau
Sept. 2005 Director-General for Policy Planning, Ministry ofLand, Infrastructure, Transport and Tourism
July 2006 Deputy Chairman and Managing Director of theSecond Association of Regional Banks
June 2016 Outside Director of the Bank (to present)

Apr. 1968 Joined Hitachi, Ltd.
Jan. 2000 General Manager of Finance and Distribution
System Group, CEO
June 2002 Senior Managing Director, General Manager of Information &Telecommunications System Business and CEO
Apr. 2004 Representative Executive Officer, Executive Vice
President and Executive Officer
Apr. 2006 Special Advisor
June 2006 Representative Executive Officer, President andCEO of Hitachi Software Engineering Co., Ltd.
(now Hitachi Solutions, Ltd.)
June 2006 Outside Audit & Supervisory Board Member of the Bank
Apr. 2010 Chairman of the Board of Hitachi Software
Engineering Co., Ltd.
June 2010 Director of Hitachi, Ltd.
Oct. 2010 Director, Chairman of the Board of Hitachi Solutions, Ltd.
Apr. 2012 Chairman Emeritus of Hitachi Solutions, Ltd.
Apr. 2014 Honorary Chairman Emeritus of Hitachi Solutions,Ltd. (to present)
June 2014 Outside Audit & Supervisory Board Member of NSD Co., Ltd.
June 2014 Outside Audit & Supervisory Board Member ofthe Bank (to present)

Apr. 1980 Joined Oriental Land Co., Ltd.
May 2001 Secretary of the General Affairs Department
May 2003 General Manager of General Affairs Department
June 2003 Director and General Manager of General Affairs Department
May 2005 Director, Officer and General Manager of General
Affairs Department
Apr. 2006 Director and Officer
Apr. 2008 Director, Officer and General Manager ofCorporate Strategy Planning Department
Apr. 2009 Representative Director, President and COO andPresident Officer
June 2009 External Audit & Supervisory Board Member of
Keisei Electric Railway Co., Ltd.
Apr. 2013 Representative Director, President and COO andPresident Officer, General Manager of Corporate
Strategy Planning Division, General Manager ofTheme Park Business Unit of Oriental Land Co., Ltd.
Oct. 2013 Representative Director, President and COO andPresident Officer, General Manager of Corporate
Strategy Planning Division
Apr. 2014 Representative Director, President and COO andPresident Officer
June 2021 Special Advisor (to present)
Apr. 2022 Outside Director (Audit & Supervisory Committee
Member) of Mizuho Bank, Ltd. (to present)
June 2022 Outside Director of the Bank (to present)

May 1987 Joined the Bank
June 2018 General Manager of Auditing Division
June 2022 Audit & Supervisory Board Member (to present)

Standing Audit & Supervisory
Board Member

Outside Audit & Supervisory
Board Member

Tsutomu Hanada

Apr. 1966 Joined Keisei Electric Railway Co., Ltd.
July 1993 General Manager of Transportation Department,
Railway Headquarters
June 1998 Director, Deputy General Manager of Railway
Headquarters
June 2000 Managing Director
June 2002 Outside Director of Shin-Keisei Electric Railway
Co., Ltd.
June 2002 Representative Director, Senior Managing
Director of Keisei Electric Railway Co., Ltd.
June 2004 Representative Director and President
June 2005 External Director of Oriental Land Co., Ltd.
(to present)
June 2011 Representative Director and Chairman of theBoard of Keisei Electric Railway Co., Ltd.
June 2015 Adviser (to present)
June 2018 Outside Audit & Supervisory Board Member of the
Bank (to present)

Sept. 1969 Joined Miyasaka Certified Accountant Office
Apr. 1970 Joined Daiichi Audit Firm (now Ernst & Young
ShinNihon LLC)
Apr. 1973 Registered as Certified Public Accountant
Jan. 1988 Partner of Century Audit Corporation (now Ernst &Young ShinNihon LLC)
July 2011 Established Iwahara Certified Accountant Office
June 2020 Outside Audit & Supervisory Board Member ofthe Bank (to present)

Outside Audit & Supervisory
Board Member

Jun-ichi Iwahara

Executive Officers
Managing Executive Officer

Managing Executive Officer

Executive Officer

Executive Officer

Executive Officer

Executive Officer

Executive Officer

Executive Officer

Executive Officer

Executive Officer

Tomoyuki Kunii

Seiichiro Matsuki
17

Kyoichiro Uenishi

May 1984 Joined the Bank
June 2018 General Manager of Risk Management Division
June 2020 Audit & Supervisory Board Member (to present)

Isao Ono
Director, Managing
Executive Officer

Director (Outside Director)

Audit & Supervisory Board Members
May 1987 Joined the Bank
June 2014 General Manager of Retail Loan Division
June 2016 Executive Officer, General Manager of Corporate
Planning Division
June 2018 Managing Executive Officer
June 2019 Director, Managing Executive Officer (to present)

May 1986 Joined the Bank
June 2013 General Manager of Kashiwa Branch
June 2015 Director, General Manager of Funabashi Branch
June 2016 Executive Officer, General Manager of Funabashi
BranchJune 2017 Managing Executive Officer
June 2018 Director, Managing Executive Officer
June 2020 Director, Senior Managing Executive Officer(to present)

Apr. 1980 Joined Chiba Prefectural Government
Apr. 2013 Director General of Economic Policy Division,
Commerce, Industry and Labor Department
Apr. 2014 Deputy Executive Director of Commerce, Industry
and Labor Department
Apr. 2015 Executive Director for Community Safety andHarmful Wildlife
Apr. 2016 Secretary General of Labor Relations Commission
Apr. 2017 Secretary General of Chiba Chapter, Japanese
Red Cross Society
June 2020 Outside Director of the Bank (to present)

Go Fujita

Shiro Yamazaki

Minoru Yoshida
Takashi Kitami

Yasuhiko Suba
Takao Miyama

Hideaki Ushikawa

Executive Officer

Satoko Watanabe

Akira Sasagawa
18

Corporate Data
Overview of the Keiyo Bank

Business operations
Item

Name

The Keiyo Bank, Ltd.

Deposits

JPY5,145.9 billion

Date of foundation

March 31, 1943

Loans and bills discounted

JPY3,898.7 billion

Head office

11-11, Fujimi 1-chome, Chuo-ku, Chiba City,
Chiba, Japan

Total assets

JPY6,897.5 billion

Share capital

JPY49.7 billion

Capital adequacy ratio (Basedon standards for a domestically-operating bank)Non-consolidated 11.15％
Consolidated 11.17％

Chibaminato
Headquarters

5-45 Chiba-minato, Chuo-ku, Chiba City, Chiba,
Japan

Deposit services(as of March 31, 2022)

Organizational Chart
Business Auditing Group
Asset Auditing Group
Inspection Group

General Meetingof Shareholders

Corporate Planning
Division

Corporate Planning GroupAccounting Group
Public Relations Group

Audit & Supervisory
Board Members
Audit & Supervisory
Board
Board of Directors
Nomination andCompensation Advisory
Committee

Management
Conference

Customer Service Center

Compliance Supervisory Group
Risk Management Group
Legal Affairs OfficeInternal Control OfficeSecretarial OfficeSecretarial Group

Personnel Divison

Personnel Development Group
Personnel Management GroupTokyo Office
Risk Management
Division

General Affairs
Division

General Affairs Group
Trustee Group
Social Activities Promotion Office

Sales Supervisory
Division

Sales Supervisory Group

Sales Planning
Division

Retail Strategy GroupIT Strategy Group
Channel Strategy Group

Corporate Sales
Division
Retail Business Division

Loan Division

Asset Appraisal Office
Fund Securities
Division

Administrative
Management Division

Systems Division

Digitalization Promotion
Division

19

Corporate Sales Group
Asset Optimization GroupRegional Development Group
Retail Business Group
Retail Loan Promotion Group
Financial Planning Group
Examination Group
Corporate Management Support GroupManagement Group
Asset Appraisal Group
Fund Securities Group
Market Operations GroupInternational Business Group
Business Planning Group
Office Management Group
Debt Documentation Management Group
Systems Development Group
Systems Management Group
Next-generation Systems Development OfficeBusiness Support Group
Direct Business Group
Direct Call GroupWe offer current deposits, ordinary deposits, ordinary deposits for settlement, savings deposits, deposits at notice,time deposits, separate deposits, tax payment reserve deposits, and foreign currency deposits, etc.

Deposits
Negotiable certificates of deposit

We offer negotiable fixed time deposits.

Lending businessservices

Loans

We offer loans on bills, loans on deeds, and overdrafts.

Bill discounting

We handle discounting of bank acceptance drafts, commercial paper, and documentary drafts.

Trading account securities

We are engaged in the trading of government bonds and other public bonds.

Securities investment services

We invest in government bonds, municipal bonds, corporate bonds, equities and other securities to provide for the payment of deposits and for fund management.

Domestic exchange services

We handle remittance exchange, current account transfers, and payment collections, etc.

Foreign exchange services

We provide various services related to exports, imports, foreign remittances, and various other foreign exchange services.

Bonds and other fiduciary services
Defined contribution
pension plan services

We engage in operations related to bond fiduciary services, consignment of government bond offerings, and other services.
As an operation and management institution, we select and present investment products and provide information, etc.

Agency business operations

Chiba Loan Plaza
Kashiwa Loan Plaza
Funabashi Loan Plaza

Ancillary business
operations(1) Acting branch of the Bank of Japan, Revenue agency for the Bank of Japan(2) Public funds handling services for local governments(3) Agency services for the Organization for Workers Retirement Allowance Mutual Aid, etc.
(4) Agency for receiving payments for shares and payment of stock dividends, as well as principal
and interest on government and corporate bonds(5) Loan services on behalf of the Japan Housing Finance Agency, etc.
(6) Trust agency services(7) Insurance agency services

Secure custody and safe-deposit box services
Lending of securities
Debt guarantee (payment acceptance)
Underwriting of government bonds
Over-the-counter sales of government bonds and other public bonds and investment trusts
Handling of commercial paper, etc.
Financial product brokerage services

Employees
Customer

Auditing Division（ Head office Sales Division, branch office, sub-branch office）
Sales branch

Shareholders

Description(as of June 30, 2022)

FY2019FY2020

FY2021

Employees

1,984

1,997

Average age

38 years, 8 months

38 years, 9 months

39 years, 1 month

Average length of employment

16 years, 7 months

16 years, 7 months

16 years, 10 months

JPY384,634

JPY384,741

JPY392,226

Average monthly salary

1,965

Notes: 1. The average monthly salary is the regular salary in March including tax (including overtime allowance) and does not include bonuses.
2. The number of employees does not include the following temporary and casual employees.
Temporary and casual
1,083
1,040
978
employees(As of March 31 of each fiscal year)

Group company*1

Location

Primary business

Date of foundation

SharecapitalKeiyo Bank Capital &Consulting Co., Ltd.

5-45 Chiba-minato, Chuo-ku,
Chiba City, Chiba, Japan

Fund management, M&A andconsulting services

April 1, 2019

JPY50

Keiyo Bank Card Co., Ltd.

2-6, Honcho 3-chome, Chuo-ku,
Chiba City, Chiba, Japan

Credit card services, money
lending and credit guarantee
services, etc.

January 13, 1989

Keiyo Bank Guarantee
Service Co., Ltd.

Guarantee services for personal loans,
11-11, Fujimi 1-chome, Chuo-ku,
mainly mortgage loans, and research
Chiba City, Chiba, Japan
services for real estate

Company nameMarch 16, 1998

million

JPY50
million

JPY30
million*2

Ratio of voting Ratio of voting
rights held by rights held by
the Bank
subsidiaries

100%

－

5%

35%

5%

38%

(as of June 30, 2022)*1. The ratio of the Banks' voting rights is the ratio of the voting rights of the relevant subsidiary held by our Bank to the voting rights of all shareholders.
*2. The ratio of subsidiary voting rights is the ratio of the voting rights of the specified subsidiary that are held by subsidiaries other than the specified subsidiary to the voting rights of all shareholders.

20Consolidated Balance Sheets(Unaudited)

Unit: Thousands of
U.S. dollars

Unit: JPY million
FY2020

FY2021¥

514,412
—
3,656
2,954
1,047,334
3,875,818
7,739
41,02259,477
23,64230,806
583
4,444
7,886
2,160
5,557
168
1,970
3,197
3,203
(15,643)5,553,028¥

4,926,199
85,874—
216,600
165
14,569
1,314
60
284
5
—
2
589
1,023
515
4,570
3,203
5,254,977¥

49,75939,704
177,123(8,301)
258,286
27,0157,040
451
34,507
312
4,944
298,051
5,553,028¥

Consolidated Statements of Income andConsolidated Statements of Comprehensive Income

1,722,133
1,529
3,406
3,007
1,154,419
3,898,801
11,96342,951
58,122
22,56830,762375
4,416
11,453
2,288
8,996
168
2,147
6,664
2,997
(16,382)
6,903,217$

5,141,976
58,602462,219
921,100
143
11,565
1,330
70
240
6
284
1
461
1,087
575
4,570
2,997
6,607,233$

49,75939,704
183,058(7,315)265,208
18,5767,040(49)
25,567—
5,208
295,983
6,903,217$

14,070,863
12,492
27,82924,5699,432,298
31,855,551
97,744350,935
474,891
184,394
251,344
3,064
36,081
93,577
18,69473,502
1,372
17,54254,44824,487(133,850)
56,403,439

Liabilities
Deposits
Negotiable certificates of deposit
Cash collateral received for securities lent
Borrowed money
Foreign exchanges
Other liabilities
Provision for bonuses
Provision for bonuses for directors (and other officers)
Retirement benefit liability
Provision for retirement benefits for directors (and other officers)
Provision for share awards
Provision for loss on interest repayment
Provision for reimbursement of deposits
Provision for contingent loss
Deferred tax liabilities
Deferred tax liabilities for land revaluation
Acceptances and guarantees
Total liabilities¥

42,013,040
478,813
3,776,607
7,525,941
1,168
94,493
10,866
571
1,960
49
2,320
8
3,766
8,881
4,698
37,33924,48753,985,072

FY2020

FY2021*Note

FY2021

Consolidated Statement of Income
Ordinary income
Interest income
Interest on loans and discounts
Interest and dividends on securities
Interest on call loans and bills boughtInterest on deposits with banks
Other interest income
Fees and commissions
Other ordinary income
Other income
Recoveries of written off receivables
Other
Ordinary expenses
Interest expenses
Interest on deposits
Interest on negotiable certificates of deposit
Interest on call money and bills soldInterest expenses on cash collateral received for securities lentInterest on borrowings and rediscounts
Fees and commissions payments
Other ordinary expenses
General and administrative expenses
Other expenses
Provision of allowance for loan losses
Other
Ordinary profit
Extraordinary income
Gain on disposal of non-current assets
Gain on reversal of share acquisition rights
Extraordinary losses
Loss on disposal of non-current assets
Impairment loss
Provision for share awards
Profit before income taxes
Income taxes - current
Income taxes - deferred
Total income taxes
ProfitProfit attributable to non-controlling interests
Profit attributable to owners of parent

¥

¥

¥

¥

¥
¥
¥
¥

62,957
47,81036,097
11,151(3)564
011,648
988
2,510
2
2,508
50,970
753
323
2
(5)
433
0
4,377
2,201
36,647
6,991
4,173
2,817
11,987
95
95
—
1,217
229
987
—
10,866
4,124
(878)
3,246
7,620
236
7,383

¥

¥

¥

¥

¥
¥
¥
¥

65,74548,96635,568
11,342
1
2,053
013,552
754
2,472
1
2,470
49,535
629
216
2
(40)
451
0
4,506
3,844
35,533
5,020
2,770
2,250
16,210
336
18
317
400
178
8
214
16,145
4,323
460
4,783
11,361
176
11,185

$

$

$

$

$
$
$
$

537,176
400,081
290,61292,671
8
16,774
0
110,728
6,160
20,197
8
20,181
404,730
5,139
1,764
16
(326)
3,684
0
36,816
31,407290,326
41,016
22,632
18,383
132,445
2,745
147
2,590
3,268
1,454
65
1,748
131,91435,321
3,758
39,08092,826
1,438
91,388

Consolidated Statements of Comprehensive Income

Net assets
Share capital
Capital surplus
Retained earnings
Treasury shares
Total shareholders' equity
Valuation difference on available-for-sale securities
Revaluation reserve for landRemeasurements of defined benefit plans
Total accumulated other comprehensive income
Share acquisition rights
Non-controlling interests
Total net assets
Total liabilities and net assets

Unit: Thousands of
U.S. dollars

Unit: JPY million

FY2021

AssetsCash and due from banks
Call loans and bills bought
Trading securities
Money held in trust
Securities
Loans and bills discounted
Foreign exchanges
Other assets
Tangible fixed assets
Buildings, net
LandConstruction in progress
Other tangible fixed assets
Intangible fixed assets
Software
Software in progress
Other intangible fixed assets
Retirement benefit asset
Deferred tax assets
Customers' liabilities for acceptances and guarantees
Allowance for loan losses
Total assets(Unaudited)

*Note

¥

406,561
324,405
1,495,694(59,768)
2,166,909
151,777
57,521(400)
208,897—
42,552
2,418,359
56,403,439

ProfitOther comprehensive income
Valuation difference on available-for-sale securities
Remeasurements of defined benefit plans, net of tax
Comprehensive income
Comprehensive income attributable to:
Owners of parent
Non-controlling interests

¥

7,620
10,406
7,198
3,207
18,026
17,529497¥

11,361(8,847)(8,340)
(507)
2,513
2,245
268

$

92,826(72,285)(68,142)(4,142)
20,532
18,3432,189*Note: U.S.dollar amounts are shown solely for the purpose of convenience and calculated at the conversion rate of JPY122.39 to USD1.00, the exchange rate prevailing on March 31, 2022.

Summary of Performance Results (consolidated)
Unit: Thousands of
U.S. dollars

Unit: JPY million
FY2020

FY2021

¥

¥

*Note

FY2021

Trends in key indexes
Ordinary income
Ordinary profit
Profit attributable to owners of parent
Comprehensive income
Total net assets
Total assets
Capital adequacy ratio (Based on standards for a domestically-operating bank)

62,957
11,987
7,383
18,026
298,051
5,553,028
11.29%

65,745
16,21011,1852,513
295,983
6,903,217
11.17%$

537,176
132,445
91,38820,532
2,418,359
56,403,439—*Note: U.S.dollar amounts are shown solely for the purpose of convenience and calculated at the conversion rate of JPY122.39 to USD1.00, the exchange rate prevailing on March 31, 2022.

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The Keiyo Bank, Ltd.
Corporate Planning Division
5-45, Chiba-Minato, Chuo-Ku, Chiba City, Chiba 260-0026, Japan
Phone: +81 43 3062121
URL: https://www.keiyobank.co.jp
SWIFT Code: KEIB JP JT