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
Ⅰ
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.
Ⅱ
Enhancing the quality of existing business
Further increase the quality of solutions designed to address customer issues.
Ⅲ
Providing new value
Provide new-found value to customers by entering into new business areas.
Value Creation Bases
Ⅰ
DX (Digital Transformation)
Enhance the Bank’s DX promotion framework and related personnel, utilize new technologies, strengthen cyber risk management
Ⅱ
GX (Green Transformation)
Enhance initiatives designed to lead the region towards decarbonization
Ⅲ
Alliances
Improve the Bank’s ability to provide value through alliances with other banks and industries
Ⅳ
Human Capital
Enhance human resources development through proactive investment in “human capital”, Chiba Bank’s most important management resource
Ⅴ
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