Purpose, Vision, and Mid-term Plan

Purpose

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

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

Vision

An Engagement Bank Group that works closely with the community

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

The 15th Mid-term Plan

Title

Engagement Bank Group – Phase 1 –

Plan period

April 1, 2023 ~ March 31, 2026

Operational Guidelines

Evolution of the customer-focused business model

 Based on its Purpose and Vision, the Bank has established a set of operational guidelines in the new Mid-term Plan centered on “the evolution of the customer-focused business model” and will strive to further improve engagement with its customers by changing its perspective on delivering products and services as a means towards creating the optimal customer experience.

Basic Policy/Value Creation Base

 The new Mid-term Plan contains three “Basic Policies” designed to improve customer service and seeks to enhance the five “Value Creation Bases” that support these policies.

Basic Policies

Creating the optimal customer

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

Enhancing the quality of existing business

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

Providing new value

Provide new-found value to customers by entering into new business areas.

Value Creation Bases

DX (Digital Transformation)

Enhance the Bank’s DX promotion framework and related personnel, utilize new technologies, strengthen cyber risk management

GX (Green Transformation)

Enhance initiatives designed to lead the region towards decarbonization

Alliances

Improve the Bank’s ability to provide value through alliances with other banks and industries

Human Capital

Enhance human resources development through proactive investment in “human capital”, Chiba Bank’s most important management resource

Group Governance

Enhance Group governance designed to promote integrated Group management equivalent to a holding company structure

KPIs

FY2025 Target(final year)

Consolidated ROE(shareholders’ equity basis)

Above7%

Profit attributable to owners of parent

75.0 billion yen

Consolidated net business income

120.0 billion yen

Tier 1 common equity capital ratio

10.5%~11.5

Consolidated OHR

45%

※ Basel III full implementation finalization basis (excluding valuation differences on securities)

Goal for FY2030

Consolidated ROE (shareholders’ equity basis)

8%

Profit attributable to owners of parent

100.0 billion yen

KPIs

FY2025 Target (final year)

Consolidated ROE (shareholders’ equity basis)


Above 7%

Profit attributable to owners of parent


75.0 billion yen

Consolidated net business income


120.0 billion yen

Tier 1 common equity capital ratio


10.5%~11.5

Consolidated OHR


45

※ Basel III full implementation finalization basis (excluding valuation differences on securities)

Goal for FY2030

Consolidated ROE (shareholders’ equity basis)


8

Profit attributable to owners of parent


100.0 billion yen