Financial Results for the First Half of Fiscal Year 2019, Ending March 31, 2020
Toshihiko Ono, General Manager of Corporate Planning Dept. (Japanese yen amounts of less than 1 million and the first decimal place have been rounded down.) 1. Financial Highlights (from April 1, 2019 to September 30, 2019)
(Note)  "Capital assets to total assets" represents ("Net assets"-"Equity warrants"-"Non-controlling interests") /  "Total assets" at the end of each period. The ratio above is not the one based on the regulation of Capital Adequacy Ratio.
3. Consolidated Earnings Forecasts for Fiscal Year 2019, ending March 31, 2020
*Notes (1) Material changes in consolidated subsidiaries during the period (changes in specific subsidiaries accompanied by changes in scope of consolidation): No (2) Changes in accounting principles, accounting estimates and restatement ① Changes in accounting principles in accordance with changes in accounting standard, etc.: ② Other changes in accounting principles: ③ Changes in accounting estimates: ④) Restatement:
(3) Number of issued shares (common stock) (1) Number of issued shares (including treasury stock): September 30, 2019 1,179,055,218 shares ② Number of treasury stock: 5,807,765 shares September 30, 2019 ③ Average number of shares: For the six months ended September 30, 2019 For the six months ended September 30, 2018
※※  This report is not subject to the interim audit procedure based on the Financial Instrument and Exchange Law. ※※  Notes for using forecasts information ,etc • The above forecasts are based on information, which is presently available and certain assumptions which are considered to be reasonable. Actual results may differ from those forecasts depending on various future factors.
I   Consolidated Interim Financial Information 1. Consolidated Interim Balance Sheet ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ 2. Consolidated  Interim Statement of Income and Consolidated Interim Statement of Comprehensive Income 3 3. Consolidated  Interim Statement of Changes in Shareholders' Equity・ ・ 5 4. Note for Assumptions of Going Concern ・ 6 II  【Reference】Non-consolidated Financial Information of the main consolidated subsidiaries 1. Non-consolidated Financial Information of The Joyo Bank, Ltd. 2. Non-consolidated Financial Information of The Ashikaga Bank, Ltd.  ・・  ・・  ・・  ・・  ・・ III  Financial Data for the First Half of  Fiscal Year 2019
7. Loans Portfolio, etc. ・・・・ ・・ ・・ ・・ ・・ ・・・ ・・・ ・・・・・・・・・・・・・・・・・ (1) Classification of loans by type of industry 29 (2) Classification of risk-monitored loans by type of industry (3) Consumer loans / Loans to SMEs 8. Outstanding Balance of Deposits and Loans【Non-consolidated】 ・ ・ ・ ・ ・ ・ 32
I  Consolidated Interim Financial Information

2. Consolidated Interim Statement of  Income and Consolidated Interim Statement of Comprehensive Income
3. Consolidated Interim Statement of Changes in Shareholders' Equity
Not applicable. II【Reference】Non-consolidated Financial Information of the main consolidated subsidiaries 1.Non-consolidated Financial Information of The Joyo Bank, Ltd. (1)Financial Highlights (from April 1, 2019 to September 30, 2019) (%: Changes from the corresponding period of the previous fiscal year)
(Note) "Capital assets to total assets" represents ("Net assets"-"Equity warrants") / "Total assets" at the end of each period. The ratio above is not the one based on the regulation of Capital Adequacy Ratio.

2. Non-consolidated Financial Information of The Ashikaga Bank, Ltd.
(1)Financial Highlights (from April 1, 2019 to September 30, 2019) (%: Changes from the corresponding period of the previous fiscal year)
(Note) "Capital assets to total assets" represents ("Net assets"-"Equity warrants") / "Total assets" at the end of each period. The ratio above is not the one based on the regulation of Capital Adequacy Ratio.

III Financial Data for the First Half of Fiscal Year 2019

連結相利益＝(資金運用奴益＝(資金調達費用－金銭の信託見合費用))＋(役務取引等収益＋借託報酬－役務取引等費用)＋(特定取引収益－特定取引費用) (注)十(その他衆務収益一その他衆務費用)
= Consolidated gross profit一General and administrative expenses(excluding non-recurrent expense)一Transfer to general allowance for loan losses連結衆務執益＝連結組利益－営業経費(除く臨時費用分)－－般貸倒引当金総入額（活
(注) 1.コア楽務純益＝楽務純益＋一般貸倒引当金繰入額－国債等債券損益
(注) 1.コア楽務純益＝楽務純益＋一般貸倒引当金繰入額－国債等債券損益
(注) 1.コア楽務純益＝楽務純益＋一般貸倒引当金繰入額－国債等債券損益
2. Net Business Income

(注)職員数は、臨時雇員、嘱託及び出向職員を除いた平均人員を使用しております。
3. Interest Rate Spread

4. Return on Equity
2. A denominator (Net average assets) is calculated as follows: (Net assets excluding equity warrants at the beginning of the period + Net assets at the end of the period excluding equity warrants)/2. Capital assets = Net assets-Equity warrants-Non-controlling interests (注)1.めぶきフィナンシャルグループ(連結)の中間純利益ベースは、製会社株主に帰属する中間純利益により算出しております。 2.分母の自己資本平均残高は、[(期首純資産の部＋翔末純資産の部)]÷2としております。
自己資本＝純資産の部合計－新株予約権－非支配株主持分
5. Gains and Losses on Securities
(1)Gains (losses) on bonds (Government bonds, etc.) 【Total (The Joyo Bank, Ltd. +The Ashikaga Bank, Ltd.)】

(2)Gains (losses) on stocks, etc.

6. Valuation Gains (Losses) on Securities
2. In addition to securities, figures in the above include the trust beneficial rights recognized as "Monetary claims bought". (注) 1. 「その他有価証券」については時価評価しておりますので、上記の表上は、貨借対照表計上額と取得価額との差額を計上しております。 2. 「有価証券」のほか、「買入金銭価権」中の借託受益権も含めております。
【Total (The Joyo Bank, Ltd. +The Ashikaga Bank, Ltd.)】 【The Joyo Bank, Ltd. (Non-consolidated basis)】
【The Ashikaga Bank, Ltd. (Non-consolidated basis)】

7. Capital Adequacy Ratio （Domestic standard）

(Note)  1. Mebuki Financial Group, Inc. and The Joyo Bank, Ltd. cakculated each risk-weighted assets according to the foundation internal rating-based approach, whereas The Bank, Ltd used Standardized Approach. 2. Mebuki Financial Group, Inc., The Joyo Bank, Ltd. and the Ashikaga Bank, Ltd. calculated each operational risk equivalent according to TSA (the standardized  approach). 3. Other information on capital including the composition of capital disclosure is disclosed at the website of Mebuki Financial Group, Inc. ( https://www.mebuki-fg.co.jp/shareholder/ir_library/results/ ). (注) 1.めぶきフィナンシャルグループおよび常陽殺行は億用リスクアセットの算出において、基礎的内部格付手法を採用しております。足利殺行は標準的手法により算出しております2.めふきフィナンシャルグループ、常陽銀行および足利銀行はオペレーショナル・リスク相当額の算出において、租利益配分手法を採用しております。 3.自己資本の構成に関する事項につきましては、インターネット上の当社ホームページ(https://www.mebuki-fg.co.jp/sharebolder/ir_library/resuks/)に掲載しております。 IV Status of Loans 1. Risk-monitored Loans The Joyo Bank,Ltd. and The Ashikaga Bank.,Ltd. apply partial direct write-off method.部分直接償却:実施しております。未取利意不許上基準:自己査定の結果、破殺悪念先以下に区分した債務者に対する未取利息は、金The Loans to borrowers classified less than potentially bankrupt under self-assessment額を不計上としております。 guideline recognized non-accrued income.

2. Allowance for Loan Losses

3. Ratio to Reserve for Total Risk-monitored Loans

4. Disclosed Claims under the Financial Revitalization Law

5. Status of Coverage on Disclosed Claims under the Financial Revitalization Law (Reference) Breakdown of Disclosed claims under the Financial Revitalization Law  (As of Sep 30, 2019)
(Reference) Breakdown of Disclosed claims under the Financial Revitalization Law  (As of Sep 30, 2019)
6.Comparison between Self-assessment, Disclosed Claims under the Financial   Revitalization  Law and Risk- 2. "Normal Borrowers" includes loans to local government. 3. "Self- assessment" doesn't include the privately-placed bonds guaranteed by the bank, whereas "Disclosed Claims under the Financial Revitalization Law" includes the amount. (注1)記載金額は、億円未満を切り捨てて表示しています。 (注2)正常先には、地方公共団体への貸出金等を含んでおります。 (注3）自己査定には「自行保証付私募債」を含んでおりませんが、金融再生法開示債権には「自行保証付私募債」を含んでおります。
3. "Self- assessment" doesn't include the privately-placed bonds guaranteed by the bank, whereas "Disclosed Claims under the Financial Revitalization Law" includes the amount. （注1）記載金額は、億円未満を切り捨てて表示しています。 (注2)正常先には、地方公共団体への貸出金等を含んでおります。 (注3)自己査定には「自行保証付私募債」を含んでおりませんが、金融再生法開示債権には「自行保証付私募債」を含んでおります。 7. Loan Portfolio, etc. (1) Classification of loans by type of industry
(2) Classification of risk-monitored loans by type of industry

(3) Consumer loans / Loans to SMEs
8. Outstanding Balance of Deposits and Loans 【Non-consolidated】
Financial Results for the First Half of FY2019 November 11, 2019 1. Financial Results for the First Half of FY 2019
1 1. Financial Results for the First Half of FY 2019 2 Highlights Results for 1H19 ■ Consolidated net income decreased YoY mainly due to decrease of interest and dividends on securities under low interest rate environment and due to increase of credit related costs and system integration expenses. ■ The progress toward forecast for 2019 is at a high level of 56.3%. The second medium-term plan has started favorably and we expect to achieve our full-year forecast. Consolidated Income(*1) ： ¥22.5bn( -¥4.6bn YoY) (56.3% progress toward the full-year forecast)
Forecast for FY19
(*1) Attributable to owners of the parent ■ Forecast for FY19 remains unchanged from that announced on May 13, 2019 }} Forecast for FY19      :   Consolidated Income(*1)  ¥40.0bn
Shareholder Returns for FY19
Annual Dividends(scheduled) : ¥11.0 per share (Interim dividend of ¥5.5) Repurchase own shares:  We announced a repurchase of our own shares, with upper limits of 15mil shares and ¥4.0 bn. Total Return Ratio : 42.2% (Payout ratio: 32.2%)
(*2)  Total Return Ratio =  (Total amount of dividends + Total amount of acquisition of  own shares)／Net income(*)

Mebuki FG (Consolidated)

【 Consolidation adjustment 】(2)-(1)  -3.0bn Adjustments related to securities (-2.5bn) Interest expenses of subordinated loans,  expenses, etc. ＜ Mebuki FG (Consolidated) ＞ While net other business income improved due to the absence of losses on foreign bonds that arouse in FY18, ordinary profit and net income decreased mainly due to decrease of net interest income and gains and losses on stocks and increase of credit costs. ＜Joyo and Ashikaga "J +A"(Non-consolidated)＞ Although net business income increased, ordinary profit decreased for the same reason as Mebuki FG. Net income decreased by -¥16.9bn due to the lack of extraordinary income in FY19 ( Ashikaga received dividends of ¥12.0bn from affiliated companies in 1Q18). Since this is removed from consolidated FS, there is no effect on the YoY change of net income of FG consolidated. Two banking subsidiaries and group companies
( * 1) The amount of the previous period includes dividends receivable of ￥12.0 bn f rom affiliated companies. Since this is removed from consolidated FS, there is no effect on net income attributable to owners of the parent of FG.
Amount of loans increased mainly due to individual and corporate loans. Loans to individual customers increased by ¥174.7 bn (+3.8%) YoY mainly due to increase in housing related loans and unsecured loans. Loans to corporate customers increased by ¥59.4 bn (+1.1%) YoY due to increase in loans to midsize corporate customers. Reference PP6,23, for detailed information about loans.
Individual  (Joyo Bank + Ashikaga Bank) Housing related loans and unsecured loans increased, while apartment loans decreased.
Housing Related Loans
■ Loans for Asset Building ■Apartment Loans ■ Housing Loans (+5.7%) (-1.2%) (+5.6%) FYE16   FYE17    FYE18 Sep-17 Sep-18 Sep-19
Unsecured Loans
(夫bn ) FYE16   FYE17   FYE18 (+127) □ Card Loans (+8.2%) ■ Free Loans ■ Educational Loans I Car Loans (+0.5%) (+13.1%) (+9.2%) (+18.4%) (夫bn ) ■ Large ■ Medium / SMEs (+0.1%) (+57.4) (+1.6%)
Term-end Balance by Area
(犬bn ) ■ Tokyo ■ Local (+1.5%) (+29.3) (+0.9%) Corporate loans increased by 1.1% particularly in mid-size corporate customers.
Term-end Balance by Company Size  (¥bn)
Corporate (Joyo Bank + Ashikaga Bank)
*Figures in parentheses are changes on a year on year basis While the average yield of domestic loans remains in a decreasing trend, the decrease reduced to 3bp compared to 5bp during the previous period. Average Yield on Loans(Joyo+Ashikaga) (¥bn) (Domestic and Overseas) * Not including borrow ing from special account of MoF
Change of Interest Income(Joyo+Ashikaga)
(¥ bn) * Not including borrow ing from special account of MoF
Deposits of individual and corporate customers have been on the increase (YoY Total : +1.7%, Individual customers : +1.9%, Corporate customers : +3.4% )
While the amount of JGB and investment trusts decreased due to decline in the yield and stock market, insurance and transactions of Mebuki Securities increased favorably because of comprehensive proposals corresponding to various life stages and the subsidiary banks' collaboration with Mebuki Securities. Commissions of insurance and intermediary services provided by Mebuki Securities increased YoY.
Fees from corporate custmers increased by ¥0.08bn YoY (+1.7%) due to enhancement of consulting services. Although consulting related fees decreased  -¥0.31bn YoY mainly due to decrease in executive life insurance(-¥ 0.34bn YoY),however credit related fees of syndicate loans contributed to fees(¥0.40bn YoY), resulting in an
Unrealized valuation gains/losses on securities, especially domestic and foreign bonds, increased by ¥24.6bn YoY to ¥199.6bn mainly due to low interest rate environment. We will accelerate sales of strategic shareholdings to reduce balance. Balance(Carrying amount) (Mebuki FG) Unrealized valuation gains/losses on available for sales securities (Mebuki FG)
■ Investment trusts, etc. ■ Stocks ■ Foreign bonds □ Domestic bonds FYE16 FYE17 FYE18 Sep-19 Strategic Shareholdings (Balance/Sales) * The balance , including non-listed stocks, are based on internal management figures. (¥bn) Gains and losses on securities (Including gains/losses on cancellation of private offering investment trusts)
11
Expenses increased by ¥0.6 bn YoY, mainly due to an increase of system integration expenses (+¥0.7bn YoY). Excluding system integration expenses, expenses declined  by −¥0.04bn YoY. OHR caluclated on gross business profit basis excluding system integration expenses is 58.3%(-2.3%pt YoY). System integration expenses ¥0.8bn ¥1.9bn ¥0.4bn
¥1.7bn (1H19) (FY17) (FY18) (1H17)
Although there are no major movements of bankruptcy in the local market, credit related costs, especially transfer to specific allowance for loan losses, increased mainly due to rank down of credit ratings. We reinforced preventive reserves and credit risk management to maintain smooth financial intermediary functions. 【Reference】Status of bankruptcy in local market Number of bankruptcies(Total liabilities amounting to 10 million yen or more) ～by Tokyo Chamber of Commerce Change of Credit Related Costs (¥bn) Breakdown of Credit Related Costs (¥bn)
(1) Breakdown of Credit Related Costs Factors of increase in allowance for loan losses and measures ● Amount of reversal of general allowance for loan losses decreased YoY due to the lack of special factors (such as the reversal from large borrowers requiring monitoring) incurring a net transfer to general allowance. ● Transfer to specific allowance for loan losses increased due to rank down of credit ratings and increase of preventive reserves. ● Although there are no major movements of bankruptcy in the local market, we will control credit risk more carefully than usual, taking into account specific major borrowers‘ rank down of credit rating. (¥bn) 13
We announced the repurchase of our own shares, with an upper limit of 15mil shares and ¥4.0bn, today (Nov,11).
Dividends, Shareholder Returns
Dividends
● We scheduled ¥11.0 annual dividends per share in FY19 (1) Dividends per share

Repurchase own shares
【 Aim 】 Enhance appropriate distribution of profits to shareholders through improving capital efficiency. 【Amount】 ¥4.0bn (upper limit) 15mil number (upper limit) 【Number】 2019/11/12～2020/3/24 【Period】
Shareholder Return Policy
We will target a Total Return Ratio(' 1 ) 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. (*1) Total Return Ratio = (Total amount of dividends + Total amount of repurchase of own shares) ／ Net income )
Payout Ratio／Total Return Ratio
(2) Amount of total return／Dividends／Repurchase own shares
(*1) Dividends of ¥12.9bn (scheduled)+Amount of repurchase of own shares (upper limit) (3) Total Return Ratio ／Payout ratio

Capital Adequacy Ratio
(4)Capital adequacy ratio
2. Progress of the Second Medium-Term Business Plan 【Plan period: April 2019 to March 2022】

Organization for Consulting Services
● Double the number of corporate service specialists from headquarters  assigned to branches. Strengthen solution services by cooperation with branch staff. 60 specialists staffed in branches +35 people YoY（As of Sep. 2019） Increase of  consulting services and proposals contributed to increase fees from corporate customers ※ Plan to shift 100 people (total) over three years to consulting business for individual and corporate customers Expansion of consulting services
Enter trust services
● In July 2019, started inheritance related monetary and testamentary trust services as well as other inheritance organization services.
Strengthen business succession / M&A
● Respective head offices and branches of Joyo Bank <Cases of hands-on support> and Ashikaga Bank, as well as external specialized < Number of M&A proposal clients > Farm • • development of new products, review of sales strategy 771 institutions, collaborate with each other and provide •Retail company・・・personnel introduction 606 customers with various solutions in order to facilitate •Dairy production・・・improvement of productivity and profitability 423 business succession and asset succession. •Food production and sales • • business succession, talent development ● In September 2019, M&A was established between •Food processing・・・review of production management system customers of Joyo Bank and Ashikaga Bank. * hands-on support:   Consulting services to SME's  addressing  their management FY2017 FY2018 First Half of Support for Manufacturing Companies
Mebuki Manufacturing Industries Workshop
● Aiming for improvement of technology of regional manufacturing industries, we coordinated workshops supported by Hitachi Construction Machinery Japan Co., Ltd., to learn their techniques in practical exercises. ( 21 corporate customers ( 33 people) participated in the 3 rd workshop in September 2019.)
Manufacturing Business Forum 2020
●  We hold business meetings with individual business negotiations and panel exhibits, for sales channel expansion of our manufacturing customers. (Individual business negotiations by 374 clients and panel exhibits by 279 clients were held in February 2019.) Hands-on  Support with Organization for Small and Medium Enterprises and Regional Innovation, Japan ● Utilizing hands-on support provided by SME SUPPORT JAPAN( * ), we support our customers’ growth with management issues identified by our business potential assessment. issues  by  supplying  expertise  and  providing appropriate advice 16 continuously in order  find solutions

Organization for Consulting Services
For customers using asset management services ● Strengthen customer contact using workplace seminars(propose long-term diversified investments and accumulation services) For wealthy customers ● Enhance solutions utilizing external knowledge (Collaboration with subsidiary bank employees ontributed to on learn to insurance and securities increase of companies) balance and ● Reform sales organization for banks and securities to cooperate together (Strengthen sales of structured and foreign bonds) Collaboration with Mebuki Securities Accumulation Services (Approach to customers using asset management services) ● Contracts of accumulation services increased stably due to comprehensive solutions such as accumulation funds, annuities insurance and foreign currency deposits ＜Number of  contracts(Total)＞ Expansion of Consulting Counters
“Hoken no Hikari”
● Establishment of new counter specializing in insurance named “Hoken no Hikari” (started on a trial base at 2 branches of Joyo Bank in Ibaraki Prefecture)
Holiday Wealth Salon
● Establishment of consulting services exclusively on Saturdays and Sundays (at Utsunomiya-nishi Branch  of  Ashikaga Bank) Strengthening of Cooperation Between Banking and Securities  Businesses ● As an entire group, strengthen cooperation of banking and securities businesses. Contracts and balance of assets under custody increased stably. <Contracts and Balance of customer assets under custody of Mebuki Securities> (person) (¥bn) Annuities insurance * In October Business integration (establishment of Mebuki FG.), In April 2017  Change of name, Mebuki Securities 17
Enhancement of Support for IT and Digitization
Establishment of
“IT and Digitization Strategy Group”
● In June 2019,  we established a new organization to control IT and digitization  in the group head office. In addition, we will work to strengthen IT investment efficiency.
Training specialists in IT field
● We, two banks jointly,  are providing  IT training programs in collaboration with outside venders ● The themes are “the theory and practice of IoT“, “data utilization”, “IT services creation” and include new application  planning  based on utility
IT services / Data Utilization Within the Group
Utilization for Improvement of Customer Services
Introduction of video service for explanation about important items related to housing loans ● In June 2019, introduced  “Loan Concierge” video service for explanation about important items related to housing loans ● By viewing this video before making a contract, customers can reduce the time needed to visit branches (customers can view the video at any time) ● In addition, based on the answers to our questionnaire, we will provide comprehensive solution such as review of household budgets, insurance products and so on Development and introduction of business use smartphone applications【efficiency】 ● In April 2019, we introduced business use smartphone applications to improve efficiency of sales staffs’ activities (application for receipt and  company car) ● Utilized for issuing  digital  receipts for keeping customers' bankbooks or cash and for management  of  company cars ● After integration of core system, Ashikaga will consider introducing both applications to improve efficiency of the enti group (Image of business use smartphone application )
Development/Trial of financial alert  function
【credit cost reduction(control)】
● In July 2019,  "financial alert " function began on a trial base, aiming for accuracy improvement  in understanding  actual financial situation of customers ● Its alert will be displayed in the loan business support system, when it is assumed that a customer’s financial position is worsening, based on long-term trend financial analysis and combined analysis of CF/BS/ PL
Integration of core system /Enhancement of BPR/Optimizing the channels and networks Integration of Core System / Unifying Business Procedures and Streamlining of Business Concentration Sections Integration of core system ● Integrate core system of  subsidiary banks in January 2020 ● Further unify business procedures and streamline business concentration section after integration of core system of two banks Unifying business procedures / Streamlining of business concentration sections Establishment of BPR Promotion Group ● Established “BPR Promotion Group” in group head office in June 2019, aimed at unifying business procedures and promoting BPR within the whole group
Jovo Bank.
Streamline of business concentration sections ● In August 2019, consolidated  4 business concentration sections of Joyo Bank ＜Joyo Bank   Streamline of business concentration sections (in Aug. 2019) ＞ 100 people Free up
Branch Network Optimization
Consolidation /Selection of function of current branches
October 2019 Consolidation 3 Branches / 8 sub-branches Selection of 8  Branches / 8  sub-branches Function (*1) January 2020 (planned) Consolidation 3  Branches / 1  sub-branches Expansion of business areas ● In November  2019  Established  Shinagawa  sales office ＜as of end of  FY2019 ＞ (projection) Branch network efficiency 31 branches or more Free up 70 people or more ( * 1)  By utilizing digital technology ( installing bank counters with tablet terminals and ATMs with tax payment system  we plan to introduce / expand  branches  that  require a  small number of people Expected effects (3 years total) in 2nd medium-term plan Control of total staff Free up 1,000 people Business processing and IT division 450_people 200 people BPR/Digitization Consolidation of head office functions  and subsidiary functions, streamline operations 130 people Branch Network Streamline 220 people Branch network o Streamline about 20% of 337 current branches (*3) (*3) two banks' total, as of end of March, 2019 Branch maintenance costs Cost reduction犬1bn (*4) (*4) annual base, excluding personnel expenses reduced by decreasing number of staff 【Reference】 Our Typhoon 19 disaster Recovery Efforts Financial Data for First Half of FY2019
Smooth Financing through Disaster Recovery Financial Support ● Providing exclusive loan products for early recovery  of victims of the disaster Individual customers Housing / Reform Loan, Car / Free Loan Corporate custome Meeting financial needs such as working capital and capital expenditure
Establishment of  Holiday Help Desk
● Established Holiday Help Desk concerning to financial consulting  for the victims of typhoon 19 disaster ( On weekdays, all branches provided consulting services) 4   Branches, 25 Loan Centers/ Plazas (2 banks' total) Providing Financial Services using Mobile Consulting Vehicle ● Dispatched mobile consulting vehicle with ATM and provided ATM services and other consulting services. From Oct. 14 to Oct. 31 Total of 10 days dispatched (Joyo Bank) Valuables safekeeping service ● Providing free safekeeping service for storage of valuables  and  securing against burglary for victims of the disaster 9 Branches   (2 banks total) Employee Volunteer Dispatch / Donation Employee volunteer dispatch From Oct. 17 to Oct. 29 Total of  5 days and  83 employees  dispatch Donation ● We acted on desire to be of assistance to rescue and recovery  in the disaster area in the form of donating money to our local regions (Tochigi, Ibaraki, and Fukushima Prefectures). (Donation to Ibaraki Pf.) (Donation to Tochigi Pf.)  （Donation to Fukushima Pf;} 1
【Data】 Breakdown of Banking subsidiaries

【Data】 Breakdown of Banking subsidiaries
( 4 ) Loans Individual  Housing Related Loans  Term-end Balance FYE18 ( ⋆ b n ) Sep-18
【Data】 Breakdown of Banking subsidiaries ( 8 ) Deposits  Term-end Balance
*  2  : *Excl. executive life insurance
YoY
【Data】 Breakdown of Banking subsidiaries

25 Inquiries Mebuki Financial Group, Inc.   Corporate Planning Department +81-29-300-2869 | +81-29-300-2603 ir@mebuki-fg.co.jp URL https://www.mebuki-fg.co.jp/ This document has been prepared for information purposes only and does not form part of a solicitation to sell or purchase any securities. Information contained herein may be changed or revised without prior notice. This document may contain forward-looking statements as to future results of operations. No forward-looking statement can be guaranteed and actual results of operations may differ from those projected.