Long-Term Vision 2030 Third Medium-Term Group Business Plan (Plan Period:   April 1, 2022 ～  March 31, 2025) May 26, 2022
Table of Contents
1 . Summary of the Second Medium-Term Group
Business Plan / Environmental  Awareness
(1) Results of the Second Medium-Term Group Business Plan (2)  Environmental Awareness
4 . Initiatives under the Basic Strategies
【Basic Strategy 1】 Pursue a business model to support local communities 【Basic Strategy 2】 Build a sustainable management base 【Basic Strategy 3】 Develop human resources and promote active participation
2 . Long-Term Vision 2030
(1) Formulation of Long-Term Vision (2)  Approach to Realization of Long-Term Vision
5 . Performance Targets
(1) Business Objectives / Main Performance Targets (2)  Dividend / Shareholder Return Policy
3 . Summary of the Third Medium-Term Group
Business Plan
(1) Position of the Third Medium-Term Group Business Plan (2) Basic Strategies of the Third Medium-Term Group Business Plan
6 . Value Creation Process / Initiatives for Sustainability
(1) Value Creation Process (2) Sustainability Policy (3)  Main Initiatives for Achievement of ESG / SDGs
Results in both structural reform and expansion of consulting services during the second medium-term group business plan. o We invested for further growth and building new business models such as introduction of banking application and reorganization of group companies. o Although consolidated ROE and net income were below the plan due to increase of credit related costs by COVID-19, core OHR realized under 60%, and  profitability in core business improved.
Second Medium-Term Group Business Plan (April.2019 ~ March.2022)
Main Results

＜Shift of business resources by structural reform＞
Human resources Invested (Consulting field) :around  200 people(as planned) Freed-up(Business processing) :around 1,200 people(+200 than plan) Things Consolidation of Branch   :   62  locations Function review of Branch : 152 locations exceeded plan ) Money Expenses*4    :  -¥7.2bn  compared to FY2018 -¥2.2bn than plan   )
Achievement of Business Objectives

Core net business Income*³   around ¥65.0bn ¥77.9bn * 1  Attributable to owners of the parent * 2  Excluding gains/losses on cancellation of  investment trusts and system integration costs * 3  Excluding gains/losses on cancellation of  investment trusts and remuneration from "Special Deposit Facility to enhance the resilience of the regional financial system" and  "Special Funds-applying Operations to facilitate financing in response to COVID-19 " by Bank of Japan
Changes of Core Net Business Income**³
*4  Excluding system integration costs
1 （2） Environmental Awareness
Although we achieved improvement in core business profitability during the Second Medium-Term Group Business Plan, the traditional banking business faced increased severity due to technological innovations, accelerating social structure changes such as population decline, and COVID-19. o We will continue to enhance and deepen comprehensive financial services and take on the challenge of new business areas to achieve sustainable growth of both local communities and our Group. Challenges considering the Second Medjum-Term Group Business Plan ● More efficient traditional banking services / Maintenance and expansion of customer base ● Enhancement of consulting functions and services to solve issues ● Expansion of business areas to solve various regional issues ● Contribution to decarbonized and recycling-oriented society
External Environment
Low Birthrate, Aging and Declining Population Changes in Social Structure and Lifestyle (with / after COVID-19) Shift to Decarbonized and Recycling-oriented Society Industrial and Work Structure Changes Innovation (Progress of Digitalization and Technology) Deregulation and Changes in Competitive Environment
Direction of Initiatives
Achieve sustainable growth of both local communities and our Group Enhancement and deepening of comprehensive financial services Challenge of new business areas 2 . Long-Term Vision 2030 5
2 ( 1 )  Formulation of Long-Term Vision
o In order to achieve sustainable growth together with local communities amidst a drastically changing business environment, we have formulated a long-term vision targeting the year 2030 as a major direction for the Group to aim for. ● “Long-Term Vision 2030” is based on our desire to “continue to create new value by working together with local stakeholders to solve their various issues” and to “contribute to the realization of sustainable local communities through value creation, and remain an essential presence in local communities.” Group Philosophy Together with local communities, we will continue to build a more prosperous future by providing high-quality comprehensive financial services. Formulated considering external environment factors recognized while formulating the long-term vision Sustainability Policy 【Materiality】 ● Revitalization of regional economy and society ● Response to climate change and environmental conservation ● Promoting digitalization ● Initiatives for an aging society ● Promoting diversity 【Numerical Target】 ●  Sustainable Finance ¥ 3,000bn (cumulative FY2021～FY2030) [o/w, environmental field ¥2,000bn] ●  CO2  emission reduction target Net zero in FY2030 【Vision】 A Value Creation Group Wor Together with Local Comm Vision and target level in 2030 based on external environment and future prospect 【Target Level】 Consolidated Fee Income Ratio(*¹): 50% or more Consolidated Ordinary Profit : ￥100 bn or more Third Medium-Term Group Business Plan 【Plan Period】 April 1, 2022 ～  March 31, 202 Three-year plan (Phase 1) for realizing our vision and target level in 2030 【Position】 Period for Taking on Challenges for Sustainable Growth (*1)  Consolidated Fee Income Ratio =  Consolidated fee income*² ÷ Income from customers*³³ (*2) Consolidated fee income＝  Fee from customers of Banks + Gross profit from customers of other group companies 6 Income from customers＝  Difference of interests between loans and ddeposits＋ Consolidated fee income  ※excluding securities'  income (*3)
2 ( 2 )  Approach to Realization of Long-Term Vision
o ● To realize our long-term vision, we will strengthen our core business areas such as traditional banking and comprehensive financial services and take effort to expand our business areas by leveraging our strengths. We will create new value by taking on challenges to solve regional issues beyond the framework of conventional financial services and returning the expertise obtained through these initiatives to our core business. Strengthen core business  / Develop new business areas by leveraging our strengths 【New Business Areas】 Take on the challenge to solve regional issues, going beyond the conventional framework ● We will contribute to realize sustainable local communities by taking on challenges to solve regional issùes going beyond the conventional tramework. ● We will return the expertise obtained through our initiatives in n new businesses to core business, which will lead to the growth of our Group and local communities. Cultivating new customers Deepening relationships with existing customers 【Comprehensive Financial Services Area】 Strengthen our consulting and group functions and contribute to solve more customers’ issues We will expand the range of services to solve financial issues by strengthening consulting and group companies' functions. We will contribute to solve diverse financial issues of more customers by collaborating with our group companies Expanding business Return the expertise cultivated in new business areas to core business 3. Summary of the Third Medium-Term Group Business Plan 3 ( 1 )  Position of the Third Medium-Term Group Business Plan The Third Medium-Term Group Business Plan is positioned to be a “Period for Taking on Challenges for Sustainable Growth.” o While strengthening our management structure by innovating traditional banking services and deepening comprehensive financial services, we will take effort to sow and nurture in “New Business Areas” and aim to contribute to local communities beyond the framework of conventional financial services. Third Medium-Term Group Business Plan （ FY2022 ~ FY202 ） Future （ ~ 2030 ) “Period for Taking on Challenges for Sustainable Growth”, ( 4 th medium-term  group plan) Period  for accelerating evolution ( 5 th medium-term group plan) Period for realizing long-term
Long-Term Vision 2030 1  .  Pursue a business model to support local communities Basic Strategies 2  . Build a sustainable management base 3  . Develop human resources and promote active participation Consolidated net income ￥52.0 bn or more (Attributable to owners of the parent) Business Core OHR (bank total)*¹ Less than 58% Objectives Consolidated ROE 5.5% or more (based on shareholders' equity) Expanding new businesses (New Business Areas) Sowing and nurturing new businesses Increase customer usage Expansion of business area and profit Consolidated Fee Income Ratio 50 % or more Consolidated Ordinary Profit ¥100.0 bn or more A Value Creation Group Working Together with Local Communities Developing them into core businesses (Comprehensive Financial Services Area) (Traditional Banking Services Area) Thorough Efficiency Increasing added value by providing integrated services with solving issues * 1  Core OHR = Expenses +Core gross business profit (Gross business profit * ² -gainflosses on bond transactions) * 2 Excluding gains osses on carcollation of  investment trusts and remeration from "Special Deposit Facility to ethance the resilence of the regional financial system" and response to COVID-19 " by Bank of Japan Expansion of Financial Products/Services 3（ 2） Basic Strategies of the Third Medium-Term Group Business Plan In the Third Medium-Term Business Plan, we will pursue a business model to support local communities aimed at contributing to them through new value creation. ● Toward new value creation, we will work to build a sustainable management base by promoting Digital
4 .  Initiatives under the Basic Strategies
Strategic Goal ■ We will contribute to the realization of sustainable local communities by enhancing the quality of services to solve issues of customers and local communities and by expanding our business areas. Additionally, by enhancing customers' convenience utilizing digital technology and providing advanced face-to-face services and a peace of mind, we will aim to become an essential presence in local communities.
Specific Strategy 1-1
Innovating traditional banking services Corporate Customers Integration of digital and face-to-face channels ( Expanding Increasing the value of services by providing integrated services for solving Business related to supporting issues for sustainable growth of corporate customers sales channels) Business matching Global business
Specific Strategy  1-2
Deepening comprehensive financial SOLVICOS ( Labor shortage ) raditional Banking Securities Services Area Deposits Money transfers Trust / Inheritance (  Vacant homes  ) DX / IT support Structured finance Investment ( Job creation ) subsidiaries Take initiatives to new areas beyond the framework of financial services ( Enhancing productivity ) Decarbonization / SDGs ) Regional trading companies Startup support ) Business related to supporting  decarbonization and SDGs in the local regions
Specific Strategy 1 –4
Diversification of securities management  / investments and financing Expand investment fields and regions Regions ※ Regional issues and needs are shown in parentheses of the figure. 【 New Business Areas Individual Customers ( Aging society ) ( Healthcare ) Business related to the realization of safe, secure and prosperous living Strengthen consulting and group companies' functions Provide services for more customers M&A/ Business succession Personnel introduction Succession of skills and training ) Utilize our Group's strengths and investments / collaboration ( Diffusion of renewable and green energies  ) Business for contributing to regional revitalization and urban development Business support ) ( Livelihood support ) omprehensive Financial Services Area Leasing Credit card
Specific Strategy 1-3
( DX ) Challenges to expand business areas ( Abandoned farmlands ) ( Population decline ) ( Aging of public infrastructure ) ( Regional decline ) ( Advertising / Data marketing ) Respond to diverse funding needs in the local regions Local Securities management Think-tank Consulting Loans
Specific Strategy 1-1 Innovating traditional banking services ■ ■ With the improvement of convenience by providing expanded services through the digital channel and enhancing expertise of face-to- face services, we will provide financial and non-financial services to meet various customers' needs, and also better experience value through both channels. In response to the advancement of digitalization/ technology and the changes in value/ lifestyle of our customers, we will make a new point of contact with them by providing optimized channels.
Digital channel
Operations utilizing digital technology ( Providing convenience and simplicity ) ▷ Complete transactions anytime, anywhere in a safe, secure and speedy way ▷ Expand contact points with customers and understand their needs Improve linkage between digital and face-to-face channels Enhance Smartphone / WEB Making a new contact point with customers by using digital technologies ● Start to provide a portal for corporate customers • We will provide a portal with various functions such as loans and clearing services, and support business activities of corporate customers. ● Expand non-face-to-face services for individual customer • Continuous improvement of functions of Banking App • Speedy funding support by providing loans available online(WEB) Data Centralization
Face-to-face channel
Operations of which only humans are capable ( Providing peace of mind and added value ) ▷ Provide information for solving wide range of issues including non-financial fields and highly specialized consultation ▷ Enhance the quality of consultation by also utilizing digital technology Utilize transaction data obtained through enhanced digital channel
Enhancing data storage and providing new value
▷ Deliver advice to customers timely ▷ Provide information aiming at improving quality of life for customers Optimize
Branches  / ATMs
● Maintain and expand points of contact with customers flexible operations of branch stores in response to regional characteristics / needs (service content, business days/ hours, utilizing idle properties, etc.) ● Optimize the network of ATMs taking into account the advancement of cashless society Enhance Cashless / Clearing Services ● Provide businesses with diverse clearing functions ● Expand service lineup and improve convenience by using digital application
Specific Strategy  1-2 Deepening comprehensive financial services Traditional Banking Services Area Shift face-to-face services to consulting services Increase value of services by providing integrated services < For Corporate Customers  > Comprehensive Financial Services Area Deepening consulting function for business companies Founding period Growing period Stable period Maturation period scoried support for sustainable growth of regional compan BANK Startup support Funding
M&A / Business succession Group companies' functions ( Loading, Investment companies, Securities, Credit card, Think-tank, In) + External partners <  For Individual Customers  > Deepening life plan consulting ● Provide services tailored to customers' life events • Support for asset building and asset management to meet their life stage Livelihood support including non-financial services ● Expand services for the digital age Expand the functions of Banking App ( distribution of advice / Investment trust trading, etc.  ) Enhance robot-advisor functions Utilize consultation available online (Web) Strengthening relations with wealthy customers and business owners ● Build relations with wealthy customers / business owners and support their asset management, inheritance and asset succession Initiatives for connecting to next generation, such as asset management advice and inheritance related services • Provide non-financial services related to livelihood support utilizing external partnerships . . External specialists
＜ Regional Issues ＞ Comprehensive Financial Services Ar Initiatives for regional revitalization and SDGs Connect businesses ● Maintain and enhance supply chain ◆ Strengthen relations with regional core companies and establish ecosystem ◆ Consulting and supporting for the alliance of member companies in the ecosystem
Connect to next generation
● Enhance business succession/ M&A and strengthen our support system ◆ Increase our response capabilities for business succession/ M&A Enhance initiatives based on characteristics of industry and region Support for companies utilizing tax system applied to business succession Support for business consolidation and restructuring
Connect regions
Support initiatives for decarbonization / SDGs local regions and for companies Solving regional issues by collaborating with local governments, etc. ◆ Support initiatives for decarbonization / SDGs in local regions and for corporate customers Promote SDGS initiatives in local regions • Hold SDGs related seminars, Simple evaluation Practical support  for SDGs in local regions • Consulting for SDGs ("SDGs Declaration Support Service", etc. ) • Sustainable finance • Support to establish renewable energy facilities Introduce case studies of initiatives in local regions • Media function such as dissemination of initiatives for SDGs by regional companies, etc.
Enhance our response to an aging society
● Enhance to provide various services related to gerontology Strengthen connections with elderly families (households) . Strengthen relations with external partners, administrative organizations and experts ● One-stop services responding to problems of the elderly and their families Expand services/products solving problems of the elderly and their . families Support to improve living environment such as reverse mortgages, . relocating and renovation, etc. • Provide non-financial services by working with other industries
Specific Strategy 1 -3 Challenges to expand business areas “Approach to New Businesses” High necessity to address as regional issues Affinity with our Group’s strengths Providing services for solving issues including non-financial fields Utilizing strategic investments and collaboration, etc. “Themes for New Business Area Expansion” We will create new value by taking on challenges to solve various regional issues Specific Strategy 1 -4 versification of securities management / ivestments and financing Strengthen securities management Expansion of investment fields/regions > Expand credit investment ▷ Expand option trading > Reinforce global investment Advanced risk management > Strengthen to identify advance warning (using AI ) ▷ Improve simulation analysis Strengthen human resource development and system > Utilize external knowledge (in and outside of Japan) > Develop a career path system Reinforce structured finance ● Reinforce arrangement services ● Further strengthen business related to renewable energy ● Enhance equity finance Expected Securities Portfolio (Two Banks total) Expand financing fields Increase know-how Respond to diversified funding needs Contribute to dissemination of renewable energy
Strategic Goal ■ Through the utilization of digital technology and other means, we will work to reform our business model and to innovate operations to create new value and strengthen our management structure. Specific Strategy 2-1
Promoting DX
Expand digital transactions ●  Enhance non-face-to-face services / self transactions ●  Pursue CX and UI / UX services, etc. Accelerate business innovation ●  Abolition, drastic revision and simplification of administrative procedures ● Digitalization of paperwork Back office operations 【Expanding the scope of use of digital technology】 RPA,  AI-OCR, AI, Image data transmission, Low-code development tools Advancement of data analysis and data utilization Data storage Internal data Financial data Non-financial data ●  DX promotion system ・・  Organizational development related to DX System development ● Securing and developing DX personnel ・・・ DX personnel : 400 people for promoting DX Basis personnel  :  3,000 people (IT passport acquirers) Strengthening infrastructure of IT/DX Establish a highly simple, flexible, scalable, and serviceable system infrastructure • Open source / Cloud computing, Using industry standard technology • Improve security 3 year cumulative ¥7 o/w New digitalization Investments ¥ 7.0 bn Value provided to customers ① Easy, convenient and safe services available anytime, anywhere ② Sophisticated face-to-face consulting services ③ Proposing products/services to meet customers’ needs For employees ① Shifting to high value business areas and promoting active participation ② Improving productivity through digital support ③ Efficient sales activities used in conjunction with face-to-face and non-face-to-face channels
Specific Strategy 2-2

Optimized allocation of management resources
【Human resources (Personnel relocation)】 •   By enhancing the efficiency of group management, we plan to establish a operation structure of 6,500 people in FY24 (total staff of 8,900 people including part-time workers, etc.). • Through the digitalization and efficiency of administrative procedures, etc.,  we will reduce and review our business operations equivalent to 580 people and relocate 200 people to consulting, DX and new  fields, etc. Number of total employees in the Group (excluding part-time workers)
Advanced group governance / risk management / profit control
Strengthen our group organizations ● Reorganization for strengthening DX promotion ● Establish a new organization for enhancing our initiatives for sustainability ● Review our system for business operations' planning function in the Group Brush up on our management system considering new business areas and its expansion ● Develop risk management and profit control systems Enhance advanced market risk management ● Risk management responding to the expansion of investment fields / methods ● Appropriate response to the market risk related regulations
【Things (IT Investment)】
•   For pursuing a business model supporting local communities and accelerating our business innovation, we will invest ￥ 15.0 bn in IT, of which, ￥7.0 bn in new digitalization, in the next three years.

【Money (Cost reduction)】
• Through DX promotion and business innovation, we will enhance cost reduction(*) by ¥3.0 bn mainly in traditional banking area and invest to digitalization and human resources development. (*) "Total expenses in FY2024" -  "Total expenses in FY2021" Response to climate change ● Initiatives for CO2  emission reduction ● Advanced scenario analysis and enhancement of disclosure ● Development of a framework of climate change risk management Advanced measures for AML/CFT ● More sophisticated due diligence measures ● More sophisticated risk management system
Response to Basel  Ш
● Response to final requirements of Basel III (credit risk, operational risk) ● Appropriate RWA management
■ Through the development and securement of human resources capable of creating value and the enhancement of job satisfaction, we will form a diverse and self-reliant group that can provide local communities and customers with new value and a peace of mind, thereby increasing the engagement of each employee. Develop and secure human resources capable of creating value Develop and secure human resources who can reflect both the trust and the expectations of our customers ● Develop and secure human resources with problem solving skills ✓  Develop and secure human resources responsible for deepening comprehensive financial services and expanding business areas ✓ Share the skill qualification system and the self-education menu in two banks ●  Enhance training programs / reskilling opportunities ✓ Enhance the training programs prepared for shifting human resources to front-office operations and the progress of digitalization ✓ Develop joint training system in two banks, co-producing training material using video Implementation of diversity Expanding active working opportunities for diverse human resourc ● Implementation of diversity and environmental improvement ✓ Practice of initiatives based on the diversity policy ✓ Increase active participation of female employees and opportunities for promotion to higher level positions ✓ Initiatives for active participation of senior human resources ● Female employees ratio of positions equivalent to assistant manager or higher <Target level>  End of Mar. 2025 ： 35% or more
Initiatives for enhancing job satisfaction
Cultivate organizational culture supporting sustainable growth ● Initiatives for enhancing job satisfaction ✓ Support for self-motivated career building / Develop an environment that promotes challenges ✓ Improve work-life balance 5.  Performance Targets

Business Objectives
● We set the goals of consolidated net income, core OHR (two banks total) and consolidated ROE (based on shareholder's equity) as our business objectives.  We will achieve the levels shown on the right by carrying out basic strategies. Business objective indicators FY2021 (Reference) FY2024 Consolidated net income (Attributable to owners of the parent) ¥42.9bn ¥52.0bn or more
Under 58% Consolidated ROE (Based on shareholder's equity) 5.1% 5.5% or more
Main Performance Targets
●  Profit of banking business and consolidated income will increase due to pursuing business models to support  local communities and efficiency through promotion of DX and initiatives for innovation.

Preconditions for Objectives and Targets
●  We predict that both global and domestic economies  will normalize and gradually recover from the COVID-19 pandemic. In addition, we will continue to closely monitor recession risks due to heightened uncertainties regarding the geopolitical risk of Russia and Ukraine and rising material prices. (*1) Expenses ÷ Core gross business profit (Gross business profit * ² — gain/ losses on bond transactions) (*2)  Excluding gains/losses on cancellation of  investment trusts and remuneration from "Special Deposit Facility to enhance the resilience of the regional financial system" and  "Special Funds-applying Operations to facilitate financing in response to COVID-19 “ by Bank of Japan (*3)  Excluding loans for "Borrowing from special account of MoF" (*4)  Including Negotiate certificates of deposit

Dividend / Shareholder Return Policy
● We will target a Total Return Ratio(*) of 30% or more while taking into account both the maintenance of solid capital levels for future growth and the appropriate distribution of profits to our shareholders. We will continue to consider the dividend level.
Results of Shareholder Return (*) Total Return Ratio =  (Total amount of dividends + Total amount of acquisition  of own shares)／Net income 6 .  Value Creation Process Initiatives for Sustainability
Based on the corporate philosophy of the Group, Mebuki Financial Group will provide high-quality, comprehensive financial services by taking advantage of its wide-area network, solid  customer base and other strengths, while contributing to the sustainable growth of local communities through improving the Group's corporate value and creating value for staƙeholders. External ● Progress of digitalization and technology    ● Changes in lifestyle and value ● Aging and Declining population ● Industrial and work structure changes environment ● Shift to decarbonized and recycling-oriented society Input Financial capital Human capital Intellectual capital Social capital Group Philosophy Our Vision Strengthen our consulting and group functions and contribute to solve more customers' issues Change the way of providing services and increase their value • Deposits • Loans • Settlement / Money Transfers
Outcome
Local Communities and Customers • Convenient and secure financial services • Revitalization of regional economy • Solving issues through consulting services • Safe, secure and prosperous life • Creating a recycling-oriented society and reducing environmental impact
Shareholders
• Corporate value improvement • Stable and sustained shareholder return • Transparent information disclosure
Employees
• Promotion of diversity • Pleasant working environment where employees can grow • Implementing work-life balance Contributing to achievement of SDGs
Business Activities
Together with local communities, we will continue to ɓuild a more prosperous future by providing high-quality, comprehensive financial services. Building the region's future as a comprehensive financial services group Take on the challenge to solve regional issues, going beyond the conventional framework Realize prosperous living Support for sustainable corporate growth • Support for decarbonization / SDGs in local regions • Contribute to regional revitalization / urban development • Consulting •  Business succession / M&A • Trust / Inheritance / Asset Building • Leasing / Securities / Global expansion imagination and problem-solving skills Services  that continue to be trusted Management base that supports our business Corporate Governance Risk Management Compliance Internal Audit Explanation of each capital
Financial capital
• Sufficient capital • Sound assets • Stable funding • Diverse human resources • Enhancing  training programs and  specialized human resources •  Human resources rooted in local communities Brand strength and history Comprehensive capabilities with know-how in the Group • Advanced risk management
Social capital
• Wide-area networks based in Ibaraki and Tochigi Prefectures • Solid customer base • Network with domestic and international partners 24
Intellectual capital
Human capital
6 ( 2 )  Sustainability Policy
Mebuki Financial Group has formulated the Group Sustainability Policy in order to reinforce further initiatives for the achievement of our long-term vision, in conjunction with the start of the 3rd Medium-Term Group Business Plan. We will establish new organizations to enhance promotion of sustainability in the Group Head Office and
We will work with all of our stakeholders, including customers, shareholders, employees and business partners, to create a more prosperous regional society and aim to keep growing together with our local communities.
Main initiatives as a corporate citizen
Response to climate change
Contribution to decarbonized society Initiatives for TCFD recommendation (enhancing internal control system including scenario analysis of climate change and related disclosures) Initiatives to reduce greenhouse gas emission ● Forest conservation activities, subsidies and donations to environment conservation groups
Promotion of diversity
Increase active participation of female employees and opportunities for promotion to higher level positions Develop and secure specialized human resources, active participation of senior human resources Investment in people ● Work-style reform / promote work-life balance ● Respect for human rights
Build a sustainable system /
Develop and secure human resources in local regions
Promotion of digital transformation (DX) Innovation of business operations ● Support for financial education Joint support with local governments for recruiting ● Support for training young managers and successors G
Advanced corporate management
● Strengthen and improve corporate governance ● Shut out relations with anti-social forces and prevent money-laundering and financing of terrorism for a peaceful and just society Main initiatives contributing to SDGs through the Group’s businesses
Response to climate change
Environmental consideration and support for the spread of renewable energy through investment to green loans / bonds and environment-friendly private placement bonds, etc. Support for promoting environmental businessesの
Promotion of sustainability transformation (SX)
Collaborative creation with our customers For acceleration and expansion of SDGs, we will provide various products/services to raise customers' sense of participation in SDGs from the viewpoint of “ activities to support the achievement of SDGs' goals in partnership with customers"
Contributions to regional sustainable growth
Collaboration with local regions / regional companies and regional revitalization by making the most of the Group's wide-area network Solving regional issues by working with local governments Financial support by providing sustainability linked loans to solve customers' social issues Expanding various services related to financial gerontology Expanding non-financial services responding to problems for the elderly
+81-29-233-1151 ir@mebuki-fg.co.jp https://www.mebuki-fg.co.jp/ This material was prepared only for the purpose of providing information and does not form part of a solicitation to sell or purchase any securities. All or part of statements contained herein may be changed or revised without prior notice. This material may contain forward-looking statements as to future results of operations based on the information available and the assumptions deemed reasonable at the time of publication. These forward-looking statements may  greatly fluctuate due to various factors, such as fluctuations in stock prices in Japan, development and modification of policy, law, business practice and interpretation by governments and central bank, occurrence of new bankruptcies, changes in the domestic and overseas economic environment, geopolitical risks and other causes beyond our Group's control. These statements are not represented as providing a guarantee of the future performance and actual results may be subject to risks and uncertainties. Accordingly, you are kindly requested to bear in mind that actual results may differ from our predictions or forecasts described herein.