Slide 1: FY2025 Earnings Results Briefing
FY2025 Earnings Results Briefing June 1, 2026
Slide 2: What we would like to tell you today
What we would like to tell you today Significant expansion of Profit attributable to owners of parent 39.7 billion yen YoY +12.3 billion yen FY2025 profit levels ROE 6.8 % YoY Profit attributable to owners of parent 45.0 billion yen +5.3 billion yen FY2026 Achieving revised KPI* ROE 7 % or more FY20
Slide 3: Table of Contents
Table of Contents I. Earnings Results for FY2025 and Forecasts for FY2026 II. Toward Enhancement of Corporate Value • Earnings Results for FY2025 5 • Toward Enhancement of ROE 17 • Earnings Forecasts for FY2026 10 • Strengths and Potential of the Group 19 • Shareholder Returns 12 Group Comprehensive
Slide 4: Earnings Results for FY2025 and Earnings Forecasts for FY2026
Section I Earnings Results for FY2025 and Earnings Forecasts for FY2026 4
Slide 5: FY2025 Results - B/S Summary
FY2025 Results - B/S Summary - Consolidated for the Chugin Financial Group (End of March 2026) Mainly in the local area, () indicates YoY (compared to end of March 2025) Loans and deposits increased Assets 11.3 trillion yen Liabilities 10.7 trillion yen (+0.3 trillion yen) (+0.2 trillion yen) ➢ Loan
Slide 6: Earnings Results for FY2025 — P/L Summary
Earnings Results for FY2025 —P/L Summary— Profits increased for the sixth consecutive year due to top-line growth * Forecast published on Nov. 14, 2025 Factors behind change Consolidated for the Chugin (Profit attributable to owners of parent) Financial Group FY2024 FY2025 Result Result (billion yen
Slide 7: Earnings Results for FY2025 — Net interest income
Earnings Results for FY2025 —Net interest income (Non-consolidated for the Bank)— [Breakdown of net interest income (non-consolidated for the Bank) ] FY2024 FY2025 Yen net interest income increased significantly. Result Result （billion yen） YoY (1) Net interest income 76.3 94.3 18.0 [Breakdown of in
Slide 8: Earnings Results for FY2025 — Fee business-related revenues
Earnings Results for FY2025 —Fee business-related revenues (Group total)— [Breakdown of fee business-related revenues (Group total)] FY2024 FY2025 （billion yen） Result Result YoY Fee business-related revenues 30.4 32.4 2.0 The Chugoku Bank 23.9 25.5 1.6 Fee business expanded across the entire Group.
Slide 9: Earnings Results for FY2025 — Expenses and Credit cost
Earnings Results for FY2025 —Expenses and Credit cost (Non-consolidated for the Bank)— [Breakdown of expenses (non-consolidated for the Bank)] [Breakdown of credit cost (non-consolidated for the Bank)] FY2024 FY2025 FY2024 FY2025 Result Result （billion yen） Result Result YoY (billion yen) YoY Expens
Slide 10: Earnings Forecasts for FY2026
Earnings Forecasts for FY2026 Consolidated for the Chugin Financial Group FY2025 FY2026 Toward Achieving Medium-term Management Plan KPIs Result Forecasts (billion yen) YoY Profit attributable to Consolidated ordinary profit 56.0 65.0 9.0 owners of parent 45.0 billion yen Profit attributable to owne
Slide 11: Reference: Profit Trends
Reference: Profit Trends Profit attributable to owners of parent (billion yen) Seven consecutive years of profit increase 45.0 39.7 27.4 21.2 20.4 21.3 18.3 16.1 14.4 11.9 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 Stage Stage Stage Demonstrating results and Structural ref
Slide 12: Shareholder Returns
Shareholder Returns (Up 12 yen YoY) [FY2026] • Aiming for a dividend payout ratio of around 40%, increase dividends through profit growth 102 yen (Up 28 yen YoY) • Flexibly carry out share buybacks through capital control 90 yen * On a Chugoku Bank-consolidated basis since FY2020, and on a Chugin Fi
Slide 13: Cross-shareholdings
Cross-shareholdings [Basic Policy] • We hold strategic shares only where needed for the investee’s and the Group’s sustainable growth and corporate value. Reduction plan • We are reducing them through dialogue with investees, to improve capital efficiency and cut shareholding risk. (March 31, 2027)
Slide 14: Capital Allocation
Capital Allocation Reference Ratio of common equity Tier 1 Total capital adequacy ratio (Consolidated for the FG, excluding the valuation difference on available-for-sale securities, etc.) Around 13.5% +0.9pt from -0.3 pt 12% Dividends Share buybacks Consideration from -0.5 pt Profit accumulation Ri
Slide 15: (Reference) Capital Management Approach
(Reference) Capital Management Approach Tier2 Maintain high total capital adequacy ratio by utilizing Tier Of which, valuation difference on 2 capital available-for-sale securities, etc. • Strengthening growth investment • Additional shareholder returns 12.0% Ensuring both solid soundness and Contro
Slide 16: Toward Enhancement of Corporate Value
Section II Toward Enhancement of Corporate Value 16
Slide 17: Toward Enhancement of ROE
Toward Enhancement of ROE FY2025 Result FY2026 Plan Financial leverage Net income 39.7 billion yen 45.0 billion yen Growth drivers or more ✓ Ship (ship-related) Asset growth Loans year-end balance ROE * TSE-based 6.8 % 7 % or more ✓ Structured-finance loans +Approx. 400.0 billion yen (5.6% p.a.) ✓ S
Slide 18: (Reference) Trends in ROE/PBR
(Reference) Trends in ROE/PBR ROE (%) PBR (times) Cost of capital - our understanding - *ROE (based on the TSE) Including valuation difference on available-for-sale securities FY2026 KPI: Calculated value based on the PBR/ROE results Around 9% 7% or more Estimated value Around 6-7% 6.8 based on the
Slide 19: Strengths and Potential of the Group
Strengths and Potential of the Group 19
Slide 20: Strengths and Potential of the Group
Strengths and Potential of the Group Wide-ranging Market Our Strengths Potential for Profit Growth Branches Tokyo, Osaka Hong Kong, Singapore Case Study P.21- Tottori Prefecture Representative Offices 530,000 Accumulation of Assets Shanghai, Bangkok, NY 1 branch Group Comprehensive Strength and Expa
Slide 21: Group Comprehensive Strength
Group Financial / Regional hub / Group Comprehensive Strength Comprehensive Strength Consulting capabilities Diverse expertise Chugin Financial Group, Inc. Loans Year-end Balance Asset Trends (Business strategy unit) 6.7 6.5 (Investment strategy unit) Corporate Planning, etc. (trillion yen) 6.2 5.5
Slide 22: Advanced Financial and Consulting Capabilities: Ship finance
Group Financial / Regional hub / Advanced Financial and Consulting Capabilities Comprehensive Strength Consulting capabilities Diverse expertise Ship finance Asset growth potential Further • Solid funding needs Annual growth rate of balance Steady expansion and growth potential asset expansion Upsiz
Slide 23: Advanced Financial and Consulting Capabilities: Decarbonization
Group Financial / Regional hub / Advanced Financial and Consulting Capabilities Comprehensive Strength Consulting capabilities Diverse expertise Decarbonization Engagement strategy C Cube Consulting Consulting Approaching companies that represent Selection of target sectors Engagement Progress monit
Slide 24: Advanced Financial and Consulting Capabilities: Structured finance
Group Financial / Regional hub / Advanced Financial and Consulting Capabilities Comprehensive Strength Consulting capabilities Diverse expertise Structured finance Initiatives for loans from the headquarters Collaboration with local sales offices Spillover effects on local projects Driving revenues
Slide 25: Advanced Financial and Consulting Capabilities: Startup support
Group Financial / Regional hub / Advanced Financial and Consulting Capabilities Comprehensive Strength Consulting capabilities Diverse expertise Startup support In December 2025, two investees listed on the TSE Group-wide support system tailored to growth stages Growth Market ✓ 11 funds Hutzper Inc.
Slide 26: Case Study: PowerX × Chugin Energy
Group Financial / Regional hub / Advanced Financial and Consulting Capabilities Comprehensive Strength Consulting capabilities Diverse expertise * From our website ~ Case Study (Decarbonization and Startup Support) ~ PowerX × Chugin Energy Conclusion of Basic Agreement on Storage Battery Business -
Slide 27: Regional Hub Function and Diverse Expertise
Group Financial / Regional hub / Regional Hub Function and Diverse Expertise Comprehensive Strength Consulting capabilities Diverse expertise Collaboration with municipal governments (Initiatives that capture the community from a wide perspective) 27
Slide 28: Regional Hub Function: Regional-based transformation support
Group Financial / Regional hub / Regional Hub Function and Diverse Expertise Comprehensive Strength Consulting capabilities Diverse expertise Regional-based transformation support -Providing advanced consulting centered on DX/SX- Becoming a model case for regional DX/SX Including the representative,
Slide 29: Collaborate with various stakeholders for sustainable development
Group Financial / Regional hub / Regional Hub Function and Diverse Expertise Comprehensive Strength Consulting capabilities Diverse expertise Wide-area collaboration ⚫ TSUBASA Alliance Syndicated loans Total of 10 leading regional banks nationwide Top-line revenue Boosting Inheritance-related busine
Slide 30: Co-create new value beyond conventional ideas
Group Financial / Regional hub / Regional Hub Function and Diverse Expertise Comprehensive Strength Consulting capabilities Diverse expertise Other External Alliances <Collaboration examples> ⚫ Hitachi, Ltd. Started co-creation of AI agent utilization in lending operations. Aiming to realize the pro
Slide 31: Recognition of Issues and Response Policies
Recognition of Issues and Response Policies 31
Slide 32: Issues and Responses for Profit Growth
Recognition of Issues and Response Policies Issues and Responses for Profit Growth Issue (1) Issue (2) Changes in the Procurement Environment Development and Securing of Human Resources Recognition of Issues Response Policy Response Policy Example P.33~ Example P.35~ and Steady Response ✓ Becoming t
Slide 33: Changes in the Procurement Environment: Strengthening Deposits
Changes in the Procurement Environment Procurement Personnel Strengthening Deposits Current situation (End of Mar. 2026) Year-on-year change in average deposit balance ✓ Solid share (Okayama Prefecture 51.7 %) Total deposits Individual Corporate ✓ Sticky, stable deposits Other Kagawa 5% 4% Public fu
Slide 34: Improving Asset Profitability
Changes in the Procurement Environment Procurement Personnel Improving Asset Profitability Loans Initiatives to improve asset efficiency Headquarters Approx. 1.3 trillion yen, RORA 1.73% Structured (Strategic investment and market investment) Control finance ✓ Common perspective for Improved RORA Ur
Slide 35: Human Capital and D&I
Development and Securing of Human Resources Procurement Personnel Human Capital and D&I ① Human resource development aligned with ② Improving engagement FY2026 Investment Plan management strategy • Improve employee well-being Approx. 1.4 billion yen • Allocate and develop human resources in focus ar
Slide 36: Allocation and Strategic Redeployment of Personnel
Development and Securing of Human Resources Procurement environment Personnel Allocation and Strategic Redeployment of Personnel (Example of initiatives) operational ✓ Review on an across-the-Group basis Operational reforms through AI process ✓ Setting projects for each operation ✓ In-house producti
Slide 37: Toward the Next Medium-term Management Plan
Toward the Next Medium-term Management Plan 37
Slide 38: Toward the Next Medium-term Management Plan (FY2027–FY2030)
Toward the Next Medium-term Management Plan (FY2027–FY2030) Commencement of Review Target Profit Level Outline of the Plan (Draft) Early improvement of ROE and ROE of 10% or more Long-term Vision (FY2040) and backcasting for the continuation of profit growth 80 billion yen or more Medium-term Manage
Slide 39: Appendix (Major Numerical Figures)
Section III Appendix (Major Numerical Figures) 39
Slide 40: Earnings Results — Summary (Consolidated for the FG)
Earnings Results —Summary (Consolidated for the FG)— Top-line revenue expanded significantly, mainly in net interest income and net fee income. * Forecast published on Nov. 14, 2025 Consolidated for the Chugin Financial Group FY2023 FY2024 FY2025 (billion yen) YoY vs. Plan* Consolidated gross profit
Slide 41: Summary - Status of Group Companies (Non-consolidated for the Bank)
Summary - Status of Group Companies (Non-consolidated for the Bank) - Net interest income increased significantly mainly due to strategic asset expansion and rising domestic interest rates. * Forecast published on Nov. 14, 2025 Non-consolidated for The Chugoku Bank FY2023 FY2024 FY2025 （billion yen）
Slide 42: Summary - Status of the Group Companies (Excluding the Bank)
Summary - Status of the Group Companies (Excluding the Bank) - Profits of Group companies remain strong, driven by Chugin Securities Group companies (100 million yen) Ordinary profit YoY Net income YoY The Chugin Lease 5.5 -1.3 3.7 -0.7 The Chugin Card 3.2 0.1 2.0 -0.0 Chugin Human Innovations (Empl
Slide 43: Net Interest Income – Non-consolidated for the Bank
Net Interest Income –Non-consolidated for the Bank– [Factors behind change in net interest income] [Loan yield] ■ Yen-based: ¥80.9 billion (+¥15.7 billion YoY) ■ Foreign currency-based: ¥13.4 billion (+¥2.3 billion YoY ) (%) ・Interest on loans and discounts: +¥17.1 billion YoY ・Interest on loans and
Slide 44: Net Fee Income – Non-consolidated for the Bank
Net Fee Income –Non-consolidated for the Bank– [Net fee income] (100 million yen) +18 234 * Assets in custody: (investment trusts, insurance, municipal bonds, and financial instrument 240 brokerage) + inheritance-related business 216 220 201 200 +2 62 60 180 Assets in custody* 52 160 140 +4 60 Inves
Slide 45: Corporate Solution-related Revenues – Consolidated for the FG
Corporate Solution-related Revenues –Consolidated for the FG– [Corporate solutions-related revenues] Breakdown of Group companies (million yen) *1 Gross margin for The Chugin Lease, and operating revenues for other Group companies (after deducting internal transactions) *2 : Investment banking busin
Slide 46: Revenues Related to Assets in Custody – Consolidated for the FG
Revenues Related to Assets in Custody –Consolidated for the FG– [Revenues related to assets in custody] *1: Total of operating revenues for Chugin Securities and Chugin Asset Management (after deducting internal transactions) Breakdown of Group companies (million yen) +1,019 (+206) 10,280 (6,278) Ch
Slide 47: Expenses – Non-consolidated for the Bank
Expenses –Non-consolidated for the Bank– [Expenses] (billion yen) 62.7% 80 55.3% 51.4% OHR 70 Impact of the transformation to the FG +6.6 61.8 Approx. 1.6 billion yen in expenses for personnel who also work for the FG has 60 55.2 4.1 been transferred to the "business management fee." 52.8 3.4 Taxes
Slide 48: Credit Costs and Non-performing Loans – Non-consolidated for the Bank
Credit Costs and Non-performing Loans –Non-consolidated for the Bank– [Non-performing loans (NPL) [Credit costs] (Loans disclosed under the Financial Revitalization Act)] (100 million yen) (100 million yen) Other credit costs* * The Chugoku Bank does not carry out partial direct write-offs. Provisio
Slide 49: Deposits & Assets in Custody – Non-consolidated for the Bank
Deposits & Assets in Custody –Non-consolidated for the Bank– [Average balance of deposits and assets in custody] (billion yen) +4.6% 9,882.3 (8,570.8) 10,000 Total assets in custody 9,440.4 (Deposits + NCD) 9,224.9 (8,288.3) 231.6 (8,171.9) 231.4 Financial instrument 201.9 +13.8% brokerage 187.1 177
Slide 50: Loans – Non-consolidated for the Bank
Loans –Non-consolidated for the Bank– [Average loan balance] (billion yen) +4.7% 66,84.4 7,000 63,81.2 127.2 57,53.6 81.8 Overseas branches 6,000 47.1 1,334.2 1,303.5 Loans from the headquarters*2 930.3 5,000 378.6 400.7 Local government 415.7 loans +4.3% 1,401.4 4,000 1,343.6 Personal loans 1,298.6
Slide 51: Securities – Non-consolidated for the Bank
Securities –Non-consolidated for the Bank– [Average balance of securities] [Unrealized gains/losses] (Non-consolidated) +326.5 2,961.9 (billion yen) 3,000 36.7 Mar. 31, 2025 Mar. 31, 2026 Term-end comparison (billion yen) 107.8 Total 12.5 72.1 59.6 2,635.4 Securities -18.1 -13.3 4.8 183.7 Held to ma
Slide 52: Status of Capital Adequacy – Consolidated for the FG
Status of Capital Adequacy －Consolidated for the FG－ Continue to promote capital utilization while ensuring soundness [Capital adequacy ratio (consolidated for the FG)] [Status of capital adequacy (consolidated for the FG)] (%) Mar.31, 2025 Mar.31, 2026 （billion yen） Change Total capital adequacy ra
Slide 53: Medium-term Management Plan — Overview (Three growth strategies)
Medium-term Management Plan —Overview (Three growth strategies)— Medium-term Management Plan Demonstrating results “Future Co-Creation Plan Stage III” Apr. 2023 to Mar. 2027 and taking on new challenges 1 “Deepening” of regional revitalization SDGs We will contribute to the “ sustainable development
Slide 54: Medium-term Management Plan — Progress (KPIs)
Medium-term Management Plan —Progress (KPIs)— (On a consolidated basis for the FG, unless indicated otherwise) ⚫ Financial KPIs Financial KPIs FY2026 target FY2025 result [Reference] FY2024 results ➢ Profit attributable to owners of parent 45.0 billion 40.0 billion yen or more 39.7 billion yen 27.4
Slide 55: Forward-looking statements and contact information
This material contains forward-looking statements. These statements do not guarantee our future business performance and include risks and uncertainties. It should be noted that future performance may differ from the targets mentioned herein due to changes in the management environment and other fac