Chiba Bank, Ltd.TSE: 8331

Nov. 6, 2025 Financial Results for the Six Months (First Half) of FY2025 ending March 2026 PDF （6,187KB） (00)

Nov 25, 2025 at 12:27 AM UTC · Issued by Chiba Bank, Ltd.

The Chiba Bank website [Financial Information

·IR Library]

Financial Results for the Six Months (First Half) of FY2025 ending March 2026

November 25, 2025

Table of Contents

Key message

Key message 3

Summary of Financial Results

Summary of Financial Results 5

Balance of Loans / Deposits at Term-end 6

Average Balance / Yield of Loans and Bills Discounted 7

Incorporating Interest Rate Hikes 8

Securities 10

Earnings Forecast 11

(Ref.)

Summary of Financial Results (Consolidated) 12

Net Interest Income 13

Net Fees and Commissions 14

General & Administrative Expenses 15

Credit-related Expenses/ FRA Claims 16

Today's Point

Corporate Strategy ① (Non-financial Solutions) 64

Corporate Strategy ② (Corporate Advisory) 65

Corporate Strategy ③ 66

(M&A and Business Succession)

Corporate Strategy ➃ 67

(Real Estate Funds / Buyout Funds)

Corporate Strategy ⑤ (Overseas Operations) 68

Corporate Strategy ⑥ (Real Estate Loans) 69

Cashless 70

New Businesses ① 71

(Strengthen New Businesses)

New Businesses ② 72

(Initiatives by Group Companies)

New Businesses ③ (Digital Related and Others)73

Trends of P/B ratio and ROE 18

Long-term Growth Outlook (Simulation) 19

Capital Allocation 20

Shareholder Returns 21

Reduction of Cross-shareholdings 22

and Pure Investment Shares

Growth Strategy

(Three areas) 23

(Chiba Prefecture•Main Market) 24

Regarding Management Consolidation 25

with Chiba Kogyo Bank

(Outside Chiba Prefecture / Nationwide) 28

TSUBASA Alliance / Joint Administration Concept 29

Retail Business 30

Operating Base ① (Loans) 74

Operating Base ② (Residential Loans) 75

Operating Base ③ (Unsecured Loans) 76

Alliance ① / TSUBASA Alliance 77

Alliance ② / Chiba-Musashino Alliance and 78

Chiba-Yokohama Partnership

Alliance ③ / Collaboration with 79

JUUDANKAI and Sony Bank

Alliance ➃ -Alliance Initiatives- 80

Human Capital ① (Overview) 81

Human Capital ② 82

(Strengthening Human Resources)

Human Capital ③ (Enhance Engagement and 83

Organizational Strength)

Operation of Yen Bonds 84

Operation of Foreign Bonds 85

About Chiba Prefecture 86

Chiba Prefecture Market Share 87

Earnings Results / Stock Price 88

Corporate Business	32
DX•AI (Transforming Customer Experience	33
Through DX )
(DX and AI Company)	34
(Collaboration with EDGE Technology )	35
Securing Deposits	39
Regional Ecosystem Strategy	40
Lowering the Capital Cost	41
Financial Base (Efficiency / Soundness / Stability)	42
Cost Control	43
Measures to Control Credit-related Expenses	44
Impact of U.S. Reciprocal Tariffs	45
(Ref.)
PBR Improvement Logic Tree	46
Toward Improvement of PBR	47
Progress of Business Improvement Plan
Establishment of the Purpose and Vision Progress of Business Improvement Plan	49 50
Achieving Sustainable Management
Implementing Sustainability Management	52
E ~ GX Initiatives ~	53
S ～ Diversity / Regional Revitalization ～	55
G ~ Governance ~	56
Appendix
Overview of the 15th Mid-term Plan	58
KPIs	59
Key KPIs Progress	60
Direction of the Next Mid-term Plan	61
Management Resource Allocation and Existing Business /	62
Digital and New Businesses
Personal Strategy (Financial Products / Trust and	63
Inheritance)

Key Message

Financial Summary

Balance of loans ＋5.9％ (at term-end YoY) 、Domestic operations yield of loans and bills discounted ＋0.29％ (Quarterly Comparison) 、Domestic operations difference between yield on loans and deposits +0.14%（Quarterly Comparison）
Net consolidated income for the first half achieved record high for two consecutive terms
Concurrently implementing improvements to the securities portfolio for the future through strategic yen bonds loss-cutting
Credit-related expenses remained low at 25% of the plan, and non-performing loan ratio decreased to 0.83%
Today's Point
Outlook for future growth
- Consolidated ROE in terms of shareholders' equity for the first half of FY2025 ending March 2026 rose to 8.44% (+0.94 points year-on-year) 、
  in terms of TSE base rose to 7.42% (+1.02 points year-on-year)
- After the next mid-term management plan, the Bank will pursue Synergy with Chiba Kogyo Bank, incorporate interest Rate Hikes, strengthen capital controls and other measures, and aim for a TSE based ROE of 11%.
Strategy

Chiba Prefecture：Memorandum of Understanding reached on Management Consolidation with Chiba Kogyo Bank. Continuing discussions
toward a Definitive Agreement in March 2026
Tokyo metropolitan area：Stable growth of loans with the continuous opening of new sales offices as a growth driver for loans
Nationwide：Commencing formal Consideration for the Joint Administrative Center within the TSUBASA Alliance
DX・AI：Leveraging know-how from EDGE Technology, advance the AI transformation of our banking group while striving to become a DX・AI company that contributes to regional DX

Summary of Financial Results

4 44

G&A expenses (-) Net business income

(Billion yen)

44.6

48.1

3.5

Policy interest rate assumption: flat at 0.5%

52.3%

50.8%

34.5%

143.4%

112.8%

Summary of Financial Results

Net income reached record highs both on a consolidated basis and on a non-consolidated basis due to strong top-line performance

Non-consolidated	FY2024 1H	FY2025 1H	Change	FY2025 Plan*	Progress
Gross business profit	96.8	103.7	6.8	209.1	49.6%
Net interest income	78.8	95.5	16.6	182.6
Net fees and commissions	16.7	15.8	-0.9	31.2
Net Trading income	0.5	0.2	-0.2	0.8
Net other ordinary income	0.7	-7.8	-8.6	-5.5
Gains/losses related to bonds	-0.9	-10.1	-9.1	-9.0

96.0 50.1%

Net interest income YoY＋16.6 billion yen

Balance of loans at term-end YoY＋5.9％
Domestic operations yield of loans and bills discounted YoY＋0.29％ (Quarterly Comparison)
Domestic operations Difference between yield on loans and deposits YoY+0.14% (Quarterly Comparison)
Net Fees and Commissions YoY -0.9 billion yen
Corporate solutions-related revenue YoY -0.6 billion yen
Gains/losses related to bonds YoY -9.1billion yen
(before provisions to general allowance for loan losses)
Core business income
52.2
53.2
55.6 3.3
65.7 12.5
113.0
122.0
49.2%
53.9%
G&A expenses YoY +3.5 billion yen
43.8%

Credit-related expenses YoY -2.6 billion yen (25.0% progress)

Net provisions to general allowance for loan losses (-)	1.4	0.8	-0.5	2.0
Net business income	50.8	54.7	3.9	111.0	49.3%
Non-recurring gains/losses	4.2	9.4	5.2	10.5
Disposal of non-performing loans (-)	4.2	2.1	-2.1	10.0
Reversal of loan loss reserves	-	-	-	-
Gains/losses related to stocks, etc.	8.5	11.5	3.0	20.7

Excl. gains/losses on the cancelation of investment trusts

51.7

63.4

11.6

119.4

53.0%

Net income

Non-consolidated：Achieved record high for the first half for five consecutive terms

Consolidated：Achieved record high for the first half for two consecutive terms

Changes in net income attributable to owners of the parent company (non-consolidated + consecutive and simple difference)

Ordinary profit

55.0

64.2

9.1

121.6

87.7%

89.7%

21.3% #DIV/0!

55.7%

52.8%

Net interest income

Gains/loses related to bonds (Government bonds, etc.) -9.1 etc.

Extraordinary gains/losses

-0.0

-1.5

-1.8

(Billion yen)

+16.6 Credit-related

Net income 39.8 45.4 5.6

84.6 53.7%

Net fees and

expenses

Other

44.2

Credit-related expenses (-) 5.6 3.0 -2.6

12.0 25.0%

37.7

commissions

-0.9 Net trading

income /

+2.6

G&A

-0.4

Dif. between consolidated and

Consolidated (Billion yen)	FY2024 1H	FY2025 1H
Consolidated (Billion yen)	FY2024 1H	FY2025 1H	Change
Ordinary profit	54.3	64.3	10.0
Profit attributable to owners of parent	37.7	44.2	6.4

FY2025 Plan
FY2025 Plan	Progress
124.3	51.8%
85.0	52.0%

Net other

expenses

non-

48.0%

(Ref.)

Consolidated net business income

(before provisions to general allowance for loan losses)

54.0

58.6

4.6

121.9

*Plan for FY2025 is revised from the figures disclosed on May 8, 2025 (disclosed on November 7, 2025)

FY2024 1H

ordinary income

Interest on domestic loans and deposits ＋8.5

Interest and dividends on domestic securities

+5.1

Interest on deposits with BOJ +4.6 etc.

-8.8

-3.5

consolidated

+0.7

FY2025

1H 5

Balance of Loans / Deposits at Term-end

Corporate loans, residential loans, and other consumer loans continued to increase, and deposits have also steadily increased

Balance of loans at term-end Balance of domestic loans at term-end (by region)

(Billion yen)

12,153.6

422.1

13,233.3

12,768.0

476.5

358.4

411.7

415.3

495.9

13,045.4

553.5

238.9

【As compared to September 30, 2024】

13,818.0

+772.6

Overseas operations

+20.4％

Public sector

+33.2％

Other consumer loans

+6.9％

〔Total〕+5.9％

(Billion yen)

11,425.9

12,756.8

11,836.7

12,345.8

+688.4

12,633.6

13,322.1

4,992.0

【As compared to September 30, 2024】

〔Total〕+5.4％

265.4

470.9

189.9

316.9

11,691.3

423.1

199.6

370.8

215.3

229.7

223.3

4,197.4

3,775.1

3,984.2 4,302.6

4,602.9

4,521.2

Of which, corporate loans

Chiba Pref. (regional revitalization areas)

+1.7％

Outside Chiba Pref.

+10.4％

＋7.6％

4,026.0

4,108.6

4,054.3

+143.1

581.0

590.6 599.3 604.2

603.3 613.9

Of which, corporate loans

Chiba Pref. (growth areas)

+2.7％

+2.0％

3,917.7

3,834.3

1H execution amount achieved record high

7,069.7 7,261.8 7,443.7 7,549.6

7,509.0 7,716.1

Residential loans

+3.5％

3/2022 3/2023 3/2024 3/2025 9/2024 9/2025

Balance of deposits at term-end

Of which, corporate loans

＋2.8％

5,426.3

5,753.7 6,098.0

〔

6,370.6

6,250.7

6,524.8

+274.0

1H capital expenditures execution amount achieved record high

SMEs

+4.3％

(Billion yen)

14,787.6

15,424.4

266.5

332.7

982.0 1,117.7

15,951.6

16,268.7

404.2 523.3

1,161.7 1,070.5

+479.8

15,829.8

16,309.6

409.7 539.9

840.8 942.4

3,364.9

【As compared to September 30, 2024】 Total〕+3.0％

Large/mid-sized corporations

+6.9％

3,003.7

3,055.5 3,174.8 3,279.3

3,275.0

Overseas operations, JOM accounts

+31.7％

Public sector

+12.0％

+89.9

1,504.2 1,542.4 1,635.6 1,689.3

1,689.7 1,807.2

10,535.3 10,918.3 11,210.7 11,395.5

11,304.2

11,462.3

Retail

+1.3％

Corporate

+2.7％

+158.0

3/2022 3/2023 3/2024 3/2025 9/2024 9/2025

3/2022 3/2023 3/2024 3/2025 9/2024 9/2025 6

Average Balance / Yield of Loans and Bills Discounted

Domestic loan yields and difference between average yield on loans and deposits improved（Year-on-year：+27bp・+12bp Quarterly Comparison：+29bp・+14bp ）

Domestic Operations

Average balance / yield of loans and bills discounted

* ① "Yield on loans and bills discounted" and ②" Yield on deposits" (which includes NCDs) are rounded down to the second decimal place. "Difference between average

【Year-on-year】

Average yield

Domestic Operations

Quarterly Trend in Yield on Loans and Deposits

【Year-on-year（2Q）】

1.21%

yield on loans and deposits" is the difference between ① and ②.

0.89% 0.87% 0.87% 0.96%

0.91%

1.18%

1.01%

on loans and bills discounted

+0.27%

0.89% 0.92% 0.97%

1.07%

1.15%

Yield on loans

1.03％

+0.29%

0.89% 0.87% 0.87%

(Billion yen)

0.90%

0.89%

Difference between average yield

on loans and

Difference between yield on loans and deposits*

11,048.2 11,529.1

11,986.3 12,434.2

12,299.4 12,884.8

deposits*

Average balance of loans and bills discounted

+4.7％

+0.12%

0.01%

0.89％

0.03% 0.08% 0.11%

0.17% 0.18%

+0.14%

yield on deposits

incl. NCDs

FY2021 FY2022 FY2023 FY2024 FY2024 FY2025

1H 1H

FY2024 1Q

FY2024 2Q

FY2024 3Q

FY2024 4Q

FY2025 1Q

FY2025 2Q

+0.15%

Overseas Operations

Average balance / yield of loans and bills discounted

5.31% 5.14% 5.35% 4.71%

1.06% 3.20%

【Year-on-year】

Average yield on loans and bills discounted

Net interest income per day from loans in yen currency (non-consolidated)

(Million yen)

441.5

0.97% 1.06% 0.56%

(Billion yen)

406.2 422.7 510.1

0.59%

589.1

0.55%

556.6

0.81%

638.4

-0.63%

Difference between average yield on loans and deposits*

+0.26%

Average

264.8 264.5 265.0 269.2 270.8 272.2 272.0 275.1 280.0

285.3 293.2

321.1

378.7

FY2021 FY2022 FY2023 FY2024 FY2024 FY2025

1H 1H

【Reference】Exchange rate（Telegraphic Transfer Middle Rate at the end of month）

USD 1

JPY122.39

JPY133.53

JPY151.41

JPY149.52

JPY142.73

JPY148.88

balance of loans and bills discounted

+14.7％

'3/19 '9/19 '3/20 '9/20 '3/21 '9/21 '3/22 '9/22 '3/23 '9/23 '3/24 '9/24 '3/25 '9/25

Incorporating Interest Rate Hikes①

As policy interest rates rose, loan interest rates rose steadily. Increase in all loan interest rates regardless of interest rate sensitivity.

Improvement of yields on corporate loans and residential loans

①Prime-linked loans (average interest rates on loans)

②Residential loans (average interest rates on loans)

Yen-denominated loans

￥13.2 tri. as of Sep. 2025

(Trillion yen)

1.53%

1.47%

Floating full-slide Pass-through rate:75.2%

1.46%

＊Floating interest rate only

0.83%

Pass-through rate：

90.5％

Floating at any time Pass-through rate: 80.8%

（Reflecting the Short-term prime rate）

Overall

Pass-through rate: 75.1%

1.19%

Fixed (residential, etc.) 0.4

Market-linked

1.21%

➃

1.17%

[Structure of prime-linked corporate loans] Floating at any time

Review of short-term prime rate Timing of feedback to existing

loans

2.9

1.16%

0.3 trillion yen

2.00% in 9/2024 (+0.15%)

Reflected from 12/2024

③

Fixed (corporate) 3.4

Short-term prime rate, etc.

Ministry of

Finance loans 0.3

①

Short-term prime rate, etc. (corporate) 2.1

Review of short-term prime rate

2.25％

1.85％

＋0.40％

③Fixed interest rate loans

Aug. 31, 2024 Sep. 2025

63.6bp 68.8bp

Floating full-slide

85%

1.7 trillion yen

Market interest

2.25% in 3/2025 (+0.25%) Reflected from 6/2025

11/2024 9/2025

➃Market-linked loans (average interest rates on loans)

Average

②

(residential etc.) 3.9

14.0bp

25.1bp

40.5bp

39.3bp

62.3bp 66.9bp

rate rise range

Contracted rate

1.20%

interest rate on market-linked loans

8.6bp 18.4bp

61.6% 73.4%

97.1% 97.9% 97.1%

rise range

Pass-through rate 97.1%

0.58%

0.81%

0.60%

(balance)

３MTIBOR

１MTIBOR

FY2023 FY2023 FY2024 FY2024 FY2025

3M0.10%

※For about 80% of the stock

balance linked to 1M and

1H 2H 1H

2H 1H

1M0.06%

3MTIBOR

4/2023 2/2024 9/2025

Incorporating Interest Rate Hikes②

Estimate the effect of the BOJ's policy rate change on interest rates

Effect of increase in profit on FY2025 earnings

plan (Net interest income in yen currency)

② Simulation of 1.0% terminal rate

① Simulation with current interest rates

JPY investment and funding structure

Policy rate to be raised to 0.75% in January 2026. Policy rate to be raised to 1.00% in July 2026.

Current policy rate unchanged

（Policy rate 0.50% from January 2025）

structure

￥20.1 tri. as of Sep. 2025

5.5

（Trillion yen）

1.4

3.3

12.3

2.9

Marketability procurement, etc.

Effect of increase in profit on FY2025 earnings plan (Net interest income in yen currency)

Short-term prime rate, etc. (residential)

Short-term prime rate, etc. (corporate)

Ministry of Finance loans

Market-linked interest rate

Marketability investment, etc.

Prime

Fixed

Market-linked interest rate

Deposit

Fixed (residential)

2.9

0.3

3.9

2.1

0.4

3.4

Variable deposits

Equity funding, etc.

Total

Fixed deposits

Next mid-term plan

14.3

11.9 2.7

4.9

0.5

（billion yen）

17.2

17.7

5.4

0.3

Total

Marketability investment

(Yen bonds, etc.) Prime

Next mid-term plan

38.6 42.3

7.7 9.0

24.6

6.0 28.9 28.4

18.3

46.7

11.7

28.0

（Billion yen）

48.5

12.5

27.8

26.5

Marketability

investment (Yen bonds, etc.)

Fixed(corporate)

Investment securities

1.3

Asset Funding

6.8

0.7

1.1

1.7

1.1

0.7

15.8

Fixed

Market-linked interest rate

9.9

17.7 21.9

13.6 13.6

24.6

13.4

13.1

BOJ current account

Changes in the structure of asset and funding

7.1

11.8 13.9

15.2

Bank of Japan's

Deposit

current account

2.5 2.5 2.5

-22.1 -31.9 -33.1

2.5 2.5

-33.8 -34.0

0.2

（Trillion yen）

BOJ

operations

ROE effect

-0.3 -0.0 -0.1

-1.8 -2.7 -2.9

＋1.12％

＋0.45％＋0.78％＋0.93％

-0.3 -0.8

＋1.15％

-3.0 -3.1

ROE effect

＋1.60％＋2.52％＋2.76％

＋3.04％

＋3.16％

1.0

1.6

excess reserve

3.5

Call money,

etc.

Effects of increased volume are not included in the above estimates
10-year JGB yield of 1.50%
TIBOR Level as of September 2025
Short-term prime rate 2.25%
Calculated on the assumption that the outstanding balance is unchanged from the portfolio at the end of September 2025
60% pass-through rate of fixed-rate loans for corporate and 80% pass-through rate of prime loans
Deposit interest rates are assumed to be raised in view of a rise in market interest rates

Asset FY2025Funding 1H

Balance of loans

and securities-

to-deposit, etc.

(shareholders' equity) FY2026 FY2027 FY2028 FY2029 FY2030

Effects of increased volume are not included in the above estimates
10-year JGB yield rises to 1.80%
TIBOR
(After February 2026) Average interest rate in September 2025 + 0.25%
(After August 2026) Average interest rate in September 2025 + 0.50%
Short-term prime rate
(After March 2026) 2.50%
(After September 2026) 2.75%
Portfolio assumptions and pass-through rate assumptions are the same as in simulation①

Volume effects estimates not included in the graph above（Estimation） 3/2029 +19Billion（Net interest income in yen currency）

Securities

Maintain a high level of unrealized gains after taking into account hedges, and improve portfolios through strategic loss-cutting

Balance*1 / average remaining maturity*2 of securities Unrealized gains/losses on other securities

*1 Excluding unrealized gains/losses

【As compared to

After taking into account unrealized gains/losses on deferred hedge swaps

46.4

*2 After hedging via asset swaps

5.2 4.1 4.3

3.4 3.1

2.7 2.0 2.0 1.9 1.9

3,095.8

3,065.9

(Years)

2,452.3

2,673.2

（Billion yen）

March 31, 2025】 Average remaining maturity of yen bonds

-0.3 years

Average remaining maturity of foreign bonds

250

200

150

100

(Billion yen)

155.5

26.4

144.4

150.3

115.7

23.8

228.7

239.5

9.2

194.6

34.5

【As compared to

236.6

214.6

March 31, 2025】

Other

+37.2

Total

+80.1

165.8

366.7

282.7

2,315.1

310.8

425.7

269.2

731.2

267.2

828.5

210.0

-0.0 years

Government bonds

+13.3％

Municipal bonds

-21.4%

Corporate bonds, etc.

-7.3％

Investment

trusts, etc.

-3.6％

Stocks

-3.1％

Foreign currency securities

+6.0%

〔Total〕+0.9％

↑Gains

↓Losses

-50

Yen -5.1

Foreign -10.2

-13.7

-14.0

-24.1

-10.5

-6.8

Stocks

+41.9

-58.9

-10.5

-61.0

Foreign bonds

+3.0

Yen bonds

-2.0

-7.5

561.9

546.3

525.9

473.3

628.8

438.5

606.1

-100

3/2022 3/2023 3/2024 3/2025 9/2025

Strategic portfolio improvement

３/２０２６１Ｈ

（Billion yen）

540.1

105.0

553.2

101.0

549.7

97.6 123.2

119.3

Operations in anticipation of additional policy

Gains/losses

related to bonds

-１０.１

Yen bonds

-５.０

Non-divided

investment trusts

-２.８

rate hike

The sale of yen bonds with a remaining maturity of

4 years or more and a yield of 0.3% or less has been completed.（Excluding illiquid RMBS）

575.4

658.1

804.9

842.0

893.3

* Switch to 2-year bonds

Improving portfolios quality to improve ROE

Yen bonds 10 ｂｐｖ-0.5 billion

（from Mar. 2025）

3/2022 3/2023 3/2024 3/2025 9/2025

Held-to-maturity securities

8.6

9.3

3.0

1.4

Selling non-divided investment trusts with high RW and low profitability

Improving net interest income＊

＋0.6 billion（FY2026）

RWA Reduction -52.4 billion

＊Including the substitution effect for 2-year bonds 10

Earnings Forecast

Policy interest rate assumption: flat at 0.5%

Breakdown of Profit Attributable to Owners of Parent

Decrease in gains/losses

related to bonds

Non-consolidated

(Billion yen)

FY2024

FY2025

Full year

Change from initial

results

plan

Change

Progress

plan

Gross business profit

186.5

103.7

105.3

209.1

22.5

49.6%

1.0

(difference between consolidated and non-consolidated results)

Net interest income

52.3%

50.8%

34.5%

143.4%

112.8%

Net interest income	156.7	95.5	87.0	182.6	25.8	7.3
Net fees and commissions	30.8	15.8	15.3	31.2	0.3	-0.3
Net Trading income	1.1	0.2	0.5	0.8	-0.3	-0.6
Net other ordinary income	-2.1	-7.8	2.3	-5.5	-3.3	-5.4

+18.4⇒+25.8

(Billion yen)

Net fees and commissions

non-personnel expenses

Increase in personnel /

+0.7⇒+0.3

Net trading income / Net other ordinary

+2.3⇒ -3.6

income G&A expenses

Dif. between consolidated and non-consolidated

+0.4⇒+0.4 85.0

Upward swing in domestic

net interest income

-4.2⇒ -6.2 Other

Gains/losses related to bonds

-6.7

-10.1 1.1 -9.0 -2.2

-7.3

Credit-related

-4.2⇒ -4.1

G&A expenses (-)

Net business income

(before provisions to general allowance for loan

Core business income

Excl. gains/losses on the cancelation of investment trusts

89.7

96.7

103.4

100.8

48.1

55.6

65.7

63.4

47.8

57.4

56.2

56.0

96.0

113.0

122.0

119.4

6.2

16.3

18.5

18.6

50.1%

49.2%

53.9%

43.8%

53.0%

2.0

-1.0

6.2

4.8

74.2

expenses

-2.7⇒ -1.7

Net provisions to general allowance for loan losses (-)

2.0 0.8

1.1

2.0

-0.0

-1.0

FY2024 FY2025

Net business income

Non-recurring gains/losses

94.6

10.3

54.7

9.4

56.2

1.0

111.0

10.5

16.3

0.1

49.3%

-0.0

0.0

(results) (plan)

(Billion yen)

Change from

Disposal of non-performing loans (-)

Reversal of loan loss reserves

Gains/losses related to stocks, etc.

Ordinary profit Extraordinary gains/losses

8.1

-18.1

105.0

-0.6

2.1

-11.5

64.2

-1.5

7.8

9.1

57.3

-0.2

10.0

-20.7

121.6

-1.8

1.8

2.6

16.5

-1.1

89.7%

21.3% #DIV/0! 55.7%

87.7%

52.8%

0.5

-0.1

Net interest income Domestic

Interest and dividends on securities	32.4	36.5	4.1	4.5
Gains/losses on cancellations	2.1	1.6	- 0.5	0.9
Overseas	6.9	7.9	1.0	1.5
Gains/losses on cancellations	0.4	0.9	0.4	0.4

Interest on loans and deposits

FY2024

FY2025

Plan

Change

intial plan

Domestic loan average balance/yield

156.7	182.6	25.8	7.3
149.8	174.6	24.7	5.7	+24bp
110.4	128.2	17.8	1.8

1.20%

Net income

Consolidated (Billion yen)	FY2024	1H results	2H plan	FY2025 Full year plan	Change	Progress	Change from initial plan
Ordinary profit	107.5	64.3	59.9	124.3	16.7	51.8%	-
Profit attributable to owners of parent	74.2	44.2	40.7	85.0	10.7	52.0%	-
(Ref.)
Consolidated net business income (before provisions to general allowance for loan	104.7	58.6	63.3	121.9	17.2	48.0%	-3.1
Plan for FY2025 is revised from the figures disclosed on May 8, 2025 (disclosed on November 7, 2025) From FY2025, advertising business is included in corporate solutions-related revenue

Credit-related expenses (-)

74.2

10.2

45.4

3.0

39.1

8.9

84.6

12.0

10.3

1.7

53.7%

25.0%

-1.0

Investment trusts and personal annuities	4.9	4.5	-0.4	0.1
Corporate solutions	18.2	18.4	0.1	-0.5
Consumer loans	0.9	1.2	0.3	-0.0
Trust/inheritance-related business	1.5	1.6	0.1	0.0
Cashless operations	3.9	3.9	0.0	-0.2
Payment and settlement transactions	13.1	14.1	1.0	0.3
Guarantee charges and group insurance costs (-)	14.6	15.2	0.6	-0.1

Net fees and commissions 30.8 31.2 0.3

-0.3

0.96%

(Billion yen)

12,434.2

13,024.4

FY2024 FY2025

(plan)

(Ref.) Summary of Financial Results (Consolidated)

Difference between consolidated and non-consolidated improved due to the integration of the Group's cashless business

Consolidate (Billion yen)		FY2024 1H
Consolidate (Billion yen)		FY2024 1H	FY2025 1H	Change
Consolidated net revenue		97.4	105.2	7.8
	Net interest income	74.5	92.0	17.5
	Net fees and commissions	21.6	20.8	-0.8
	Net trading income	0.5	0.2	-0.2
	Net other ordinary income	0.7	-7.8	-8.6
G&A expenses (-)		47.6	51.7	4.1
Credit-related expenses (-)		5.6	3.0	-2.6
	Net provisions to general allowance for loan losses (-)	1.4	1.3	-0.1
	Disposal of non-performing loans (-)	4.2	1.6	-2.5
Gains/losses related to stocks, etc.		9.1	11.9	2.8
Gains/losses on equity-method investments		0.0	0.2	0.1
Other		0.9	1.6	0.6
Ordinary profit		54.3	64.3	10.0
Extraordinary gains/losses		-0.0	-1.6	-1.5
Net income pre-tax adjustment		54.2	62.7	8.5
Total corporate income taxes (-)		16.4	18.5	2.0
Net income		37.7	44.2	6.4
Profit attributable to non-controlling interests		-	-	-
Profit attributable to owners of parent		37.7	44.2	6.4
(Ref.)
Consolidated net business income (before provisions to general allowance for loan losses)		54.0	58.6	4.6

Subsidiaries

*Showing profit/loss after reclassification for consolidated financial statements

[Consolidated subsidiaries] (Billion yen)
Company name	Investment ratio (including indirect)	Profit items (after deduction of inter-subsidiary dividends)	FY2024 1H	FY2025
Company name	Investment ratio (including indirect)		FY2024 1H	1H	Change
Chibagin Securities Co., Ltd.	100%	Ordinary profit	-0.0	0.0	0.0
Chibagin Securities Co., Ltd.	100%	Net income	-0.0	-0.0	-0.0
Chibagin Leasing Co., Ltd.	100%	Ordinary profit	0.3	0.5	0.2
Chibagin Leasing Co., Ltd.	100%	Net income	0.2	0.3	0.1
Chibagin Guarantee Co., Ltd.	100%	Ordinary profit	3.2	2.9	-0.2
Chibagin Guarantee Co., Ltd.	100%	Net income	2.1	1.9	-0.2
Chibagin Card Co., Ltd.	100%	Ordinary profit	0.1	0.1	0.0
Chibagin Card Co., Ltd.	100%	Net income	0.0	0.1	0.0
Total of 5 other companies*	100%	Ordinary profit	0.1	0.2	0.0
Total of 5 other companies*	100%	Net income	0.1	0.1	0.0
Total of 9 companies		Ordinary profit	3.8	3.9	0.1
Total of 9 companies		Net income	2.5	2.5	0.0
[Equity method subsidiaries]
Total of 6 companies		Net income according to equity method	0.0	0.2	0.1

		Dividends to parent company (-)	4.6	3.7	-0.9
		Dif. between consolidated and non-consolidated*	-2.0	-1.2	0.7
*After adjusting for unrealized gains, etc.

(Ref.) Net Interest Income

					FY2024 1H	FY2025		FY2025
		(Billion yen)				1H	Change	Plan*	Change
Net interest income					78.8	95.5	16.6	182.6	25.8
	Domestic				75.2	90.3	15.0	174.6	24.7
		Interest on loans and deposits			53.9	62.5	8.5 128.2		17.8
			Loans and bills discounted		56.1	76.6	20.4
			Deposits incl. NCDs (-)		2.2	14.1	11.8
		Interest and dividends on securities			17.9	23.0	5.1 36.5		4.1
			Bonds		3.4	5.6	2.2
			Stock dividends		8.7	8.4	-0.2
			Investment funds		1.6	1.7	0.1
			Investment trusts		4.1	7.1	2.9
				Gains on cancellations	0.9	1.9	0.9	1.6	-0.5
		Other (market operations, etc.)			3.3	4.7	1.3
	Overseas				3.6	5.2	1.5	7.9	1.0
		Loans and bills discounted			14.9	15.1	0.1

		Foreign securities			16.2	18.5	2.3
			Foreign securities		14.4	16.7	2.2
			Foreign currency funds		1.0	1.2	0.1
			Investment trusts		0.7	0.6	-0.1
				Gains on cancelations	0.5	0.4	-0.1	0.9	0.4
		Other (funding, market operations, etc.)			-27.5	-28.4	-0.9

	Net interest income (excluding gains on the cancellation of investment trusts)				77.3	93.1	15.7	180.0	25.8
	Gains on the cancellation of investment trusts				1.5	2.3	0.8 2.6		-0.0

Net interest income increased as a result of steady growth in domestic interest on loans and deposits

Net interest income

131.8

136.6

140.3

(Billion yen)

8.1 8.8 4.4

0.0 0.0

25.1 31.2 28.0

156.7

6.9

39.4

78.8

3.6

Domestic interest and dividends on securities, other

+30.3％

21.3

95.5

5.2

27.8

【Year-on-year】

〔Total〕+21.0％

Overseas

+43.5％

0.0 0.0

98.5 100.2 104.2 110.4

Domestic interest on loans and deposits

+15.9%

53.9 62.5

FY2021 FY2022 FY2023 FY2024 FY2024 FY2025

1H 1H

0.0 0.0

Factors behind change in domestic interest on loans and deposits* (year-on-year)

7.9 1.0

0.0 0.0

(Billion yen)

+1.7

+4.1 +4.1

+6.2

+3.9

+11.4

+30.0

+17.8

*Partial change in calculation method

Loans yield factors

Total

+2.3

+16.9

+1.3

Yield +0.0

+2.4

+8.5

0.9 0.4

Deposit+0.1

+3.9 +4.3 +7.1

Deposit+0.0

+2.0 +3.4

Loans volume factors

- 2.1

Deposit+0.2

-2.9 -2.6

- 9.5 - 19.3

- 11.8

*Plan for FY2025 is revised from the figures disclosed on May 8, 2025 (disclosed on November 7, 2025)

Deposit factors

FY2021 FY2022 FY2023 FY2024 FY2025 FY2024 FY2025

1H 1H

(Ref.) Net Fees and Commissions

The first half of the year saw a year-on-year decline due to reduce Financial product sales and corporate solutions, but the full-year plan targets a record high

(Billion yen)		FY2024 1H	FY2025		FY2025
(Billion yen)		FY2024 1H	1H	Change	Plan	Change
Net fees and commissions		16.7	15.8	- 0.9	31.2	0.3
	Fees and commissions received	28.5	28.6	0.1 1.0
	Fees and commissions payments (-)	11.7	12.8	0.1 1.0
<>	in breakdown>
Investment trusts and personal annuities		2.6	2.2	- 0.4	4.5	- 0.4
	Investment trusts (trust fees)	0.9	0.9	- 0.0
	Investment trusts (sales fees)	0.5	0.2	- 0.2
	Annuities and whole-life insurance	0.5	0.5	- 0.0
	Level-premium life insurance	0.5	0.3	- 0.1
	Financial instrument intermediary	-	-	-
Corporate solutions*		9.2	8.5	- 0.6	18.4	0.1
	Finance	7.3	6.8	- 0.4 0.1 - 0.1 - 0.0
	Advisory contracts	0.2	0.3
	M&A	0.4	0.2
	Management succession	0.2	0.2
	Business-matching	0.7	0.6	- 0.0 0.0
	Advertising business	0.1	0.1	- 0.0 0.0
Consumer loans		0.4	0.5	0.1	1.2	0.3
Trust/inheritance-related business		0.7	0.8	0.0	1.6	0.1
Cashless operations		1.9	1.9	- 0.0	3.9	0.0
Payment and settlement transactions		6.6	7.0	0.4	14.1	1.0
Guarantee charges and group insurance costs (-)		6.2	6.5	0.3	15.2	0.6

Net fees and commissions

0.0 - 28.6

0.0 - 12.8

28.6

27.5

(Billion yen)

3.4 2.4

30.0

1.5

3.9

30.8

1.9 1.2

2.8

【Year-on-year】

〔Total〕-0.9

1.3

1.4

0.9

1.6

0.9

16.7

1.4

0.9

1.5

0.9

18.2

16.7

15.7

1.7

15.8

Other

-0.0

Cashless

-0.0

Trusts, inheritance

+0.0

Consumer

loans

+0.1

Corporate solutions

-0.6

Financial product sales

-0.4

1.6

0.0 - 0.9

0.0 - 0.2

0.0 - 0.5

0.0 - 0.3

- 0.0

13.2

1.9

0.7

1.9

0.8

2.6

0.4

9.2

2.2

4.9

5.9

6.3

7.1

0.5

8.5

FY2021 FY2022 FY2023 FY2024 FY2024 FY2025

1H 1H

0.0 - 6.8

0.0 - 0.3

0.0 - 0.2

0.0 - 0.6

0.0 0.0

Corporate solutions-related revenue

15.7

16.7

18.2

(Billion yen)

13.2

.2 1.4

【Year-on-year】

Advertising business

+0.0

Business

matching

-0.0

Management succession

-0.0

M&A

-0.1

Advisory

+0.1

Finance

-0.4

〔Total〕-0.6

1.3

0.3

0.6

0.4

0.7

1.6

1.5

0.4

0.2

0.4

0.5

0.9

9.2

14.5

0.7 0.1

8.5

0.1

13.8

0.2 0.2

0.6

*Plan for FY2025 is revised from the figures disclosed on May 8, 2025 (disclosed on November 7, 2025)

12.4

10.4

0.3

6.8

0.2

0 0.4

7.3

*From FY2025, advertising business is included in corporate solutions-related revenue

FY2021 FY2022 FY2023 FY2024 FY2024 FY2025

1H 1H 14

(Ref.) General & Administrative Expenses

Expenses increased due to implementation of strategic investment, but OHR improved due to increase of top-line.

G&A expenses / OHR

Major factors behind increase in G&A expenses

Non-consolidated

(Billion yen)

G&A expenses (-)

FY2024 1H

44.6

FY2025 1H

48.1

Change

3.5

FY2025

Plan

96.0

Change (

Billion yen)	FY2025 1H (results)		FY2025 (plan)*
Personnel (-)	+2.2	Pay raises +0.4 Increase in personnel +0.2 Increase in retirement benefit expenses +0.3	+3.3	Pay raises +0.9 Increase in personnel +0.5 Increase in retirement benefit expenses +0.6
Non-personnel (-)	+0.9	Strategic investments +1.0 Regular investments +0.2 Efficiency and cost reduction -0.5	+2.3	Strategic investments +1.8 Regular investments +0.8 Increase in depreciation +0.1 Efficiency and cost reduction -0.9
Taxes (-)	+0.3	Increase in consumption tax +0.2	+0.5	Increase in consumption tax +0.3

6.2

Personnel (-)	20.7	23.0	2.2	45.0	3.3
Non-personnel (-)	20.4	21.3	0.9	43.6	2.3
Taxes (-)	3.4	3.7	0.3	7.4	0.5

OHR

45.41%

42.46%

-2.95%

44.1%

-2.4%

Consolidated

OHR

46.19%

43.08%

-3.11%

44.0%

-2.4%

* OHR: Expenses / (net business income - bond-related gains/losses, etc. + net provisions to general allowance for loan losses + expenses）

*From FY2025, advertising business is included in corporate solutions-related revenue

OHR

OHR comparison with other banks

〔FY2024 non-consolidated basis〕

[Expenses / (gross business profit - bond-related

Reduction in existing expenses (Mid-term plan total)

(Billion yen)

3.1

52.02%

50.90%

49.30%

47.73%

48.76%

47.37%

46.56%

46.47%

46.19%

45.41%

43.08%

42.46%

【Year-on-year】

Consolidated OHR

-3.11%

Non-consolidated OHR

gains/losses]

46.4%

1H results

1.5

49.8%

67.4%

1.1

2.2

-2.95%

Chiba Bank 3 mega banks Regional banks,

FY2023 FY2024 FY2025

FY2021 FY2022 FY2023 FY2024

FY2024 FY2025

average*

2nd-tier average*

(plan)

1H 1H

*Source: Simple average calculated from Nikkin Report

[Result differs from Bank calculations, quoted here for comparison only] 15

(Ref.) Credit-related Expenses / FRA Claims

Credit-related expenses decreased significantly compared to the year-on-year, and the non-performing loan ratio fell to 0.83%

		FY2024	FY2025		FY2025
	(Billion yen)	1H	1H	Change	Plan*	Change	0.96% 0.93% 0.92%
Credit-related expenses (-)		5.6	3.0	-2.6	12.0	1.7

Credit-related expenses

Disclosed claims under the Financial Reconstruction Act / non-performing loan ratio

Net provisions to general allowance for loan losses

Disposal of non-performing loans (-)

Write-offs/net provisions to specific allowance, etc. (-)

Net provisions to specific allowance for loan losses (-)

1.4

4.2

5.0

1.1

0.8

2.1

2.9

0.5

-0.5

-2.1

-2.0

-0.5

2.0

10.0

11.5

1.2

-0.0

1.8

1.6

1.5

(Billion yen)

113.2

114.9

43.9

52.7

54.9

17.1 18.2

0.91%

118.5

121.5

19.9

0.83%

57.7

40.0

18.2

【As compared to March 31, 2025】

Non-performing

loan ratio

116.0

-0.07%

Bankrupt and effectively bankrupt claims

-1.6

Doubtful claims

-3.6

Need-attention claims

-0.2

〔Total〕 -5.5

New downgrades (-)	5.4	3.4	-1.9	12.0	0.7
Existing non-performing loans (-)	0.1	0.0	-0.0	0.3	0.1
Collections, etc.	0.6	0.6	0.0	0.8	-0.8

Recoveries of written-off claims

0.7

0.0

1.5

-0.1

Net credit cost ratio (-) 8bp 4bp -4bp 8bp 0bp

*From FY2025, advertising business is included in corporate solutions-related revenue

Net credit costs(－)transition

49.4

49.8

19.1

58.0

43.6

41.1

3/2022 3/2023 3/2024 3/2025 9/2025

10.2

Non-performing loan ratio comparison with other banks

(Billion yen)

【Year-on-year】

Write-offs / Net provision to specific allowance, etc. (-)

-2.0

Net provisions to general allowance for loan losses (-)

-0.5

Recoveries of written-off claims

+0.0

〔Total〕-2.6

〔FY2024 non-consolidated basis〕

2.0

9.8

2.09%

7.1

0.3

5.8

5.6

7.3

↑Losses

1.5

↓Gains

-1.7

-2.3

6.1

-1.6

-3.4

7.6

-0.2

-1.5

5.0

3.0

2.9

1.4

0.8

-0.7 -0.7

0.91% 0.69%

4bp

8bp

6bp

0bp

4bp

7bp

Ratio (-)

-4bp

FY2021 FY2022 FY2023 FY2024 FY2024 FY2025

千葉メガ3行平均

Chiba Bank

3 mega banks average*

地銀･第二地銀平均

Regional banks, 2nd-tier average*

* Source: Simple average calculated from Nikkin Report 16

Today's Point

1177

Trends of P/B ratio and ROE

Steadily improving ROE / Strengthening growth strategy and capital management to achieve P/B ratio of over 1

0.86

PBR

P/B ratio > 1.0 times

P/B ratio

1.0 times

0.76

0.48

0.52

0.58

0.50

0.38

3/2019 3/2020 3/2021 3/2022 3/2023 3/2024 3/2025 3/2026 3/2027 3/2028 3/2029

Consolidated ROE

Above 8%

7.34%

Above 7%

Equity costs recognized by the Bank*

7%～9%

6.15%

6.38%

5.67%

5.97%

6.40%

5.56%

6.38%

5.32%

5.10%

5.65%

5.03%

5.68%

5.19%

*CAPM: Approx. 7%

Earnings yield: Approx. 9%

equity

Shareholders'

TSE

Equity spread > 0

3/2019 3/2020 3/2021 3/2022 3/2023 3/2024 3/2025 3/2026 3/2027 3/2028 3/2029

Long-term Growth Outlook (Simulation)

Aiming for TSE based ROE of 11％, strengthen profit growth and capital control

Previous mid-term plan

Current mid-term plan

Next mid-term plan

From the mid-term plan of the term after the next onward

Shareholders' equity

ROE 6.38%

TSE base

ROE 5.68%

ROE 7.34%

ROE 6.38%

ROE Above 8%

ROE Above 7%

¥85.0 bil.

Achieving ROE Exceeding Capital Cost

ROE of 11%

in sight

＊Policy interest rate assumption：1％

Net Income (consolidated)

¥60.2 bil.

¥74.2 bil.

Pursuit of Consolidation

Synergy

Incorporating Interest

Rate Hikes

Capital control

Beyond P/B ratio

Over１

FY2022 FY2023 FY2024 FY2025 FY2028

Current image of the next mid-term plan

Profit

Shareholder

Reviewing the return policy in preparation for the next mid-term plan

Capital Allocation

Capital policies in the next mid-term plan

Total return ratio 50%～60%

Profit boost from higher interest rates

accumulation

returns ・Dividend ratio about 40%

Assuming an increase in risk-weighted assets of the historical level

・Share buyback

Capital

utilization on a regular basis

Based on the Definitive Agreement on the

Management Consolidation with

Chiba Kogyo Bank

During the next mid-term plan

11.5%

10.5%

CET1 ratio* 11.97%

Strategic capital utilization

Additional shareholder returns

Within the range

・Convergence to the

target range

・Improvement of EPS

Results of the current mid-term plan

Of which EDGE Technology goodwill

-0.10％

CET1 ratio*

Review of the

return policy

Basel III estimation refining factors, etc.

3/2025 Over the next four years 3/2029

3/2023

Net income

Shareholder Return

Increase in risk-

9/2025

weighted assets

Intangible fixed assets

Other

*Basel III full implementation finalization basis (excluding valuation differences on securities) 20

Shareholder Returns

Building up dividend over the medium to long term and enhancing return through flexible share buyback

Total shareholder return

Shareholder return policy

Dividend ratio : about 40%

Share buyback : implemented flexibly

Five Years from March 2020 to March 2025

465.2%

326.2%

322.3%

213.4%

Chiba

meg anks

average

*Top reg.

banks average

* TOPIX

average

(%)

Consolidated shareholder return ratio

47.9

54.0

48.6

Chiba Mega 3 line average Average of top banks in regional TOPIX average

banks

29.9

50.3 52.9

41.7

57.3

Consolidated

Dividend ratio

22.0

24.5

28.1

29.9

(Yen)

15*

7.5

51.7

32.6 33.9

36.9

38.3 39.7

Average of the top five regional banks in terms of total assets (four banks excluding Chiba)
Average of TOPIX is calculated base on TOPIX Net Total Return Index
Dividend growth rate (dividend per share)
Five-year period from FY3/2020 to FY3/2025
Five years

Average of other banks is calculated as simple average.

122.2% 111.7%

Dividend

89.5%

Dividend

3/18 3/19 3/20 3/21 3/22 3/23 3/24 3/25 3/26

Share buyback

(Billion yen)

13.9

14.9

9.9

4.9

9.9

15.0

Increased dividend(yen)

(estimate)

Annual average

17.3%

Chiba Mega 3 line average Average of top banks in regional banks

Chiba 3

15.9%

13.0%

*Top reg.

*includes commemorative dividend of 2 yen

megabanks average

banks average

Average of the top five regional banks in terms of total assets (four banks excluding Chiba)
21
Average of other banks is calculated as simple average.

Reduction of Cross-shareholdings and Pure Investment Shares

Reduce stockholdings based on the reduction policy

Status of holdings and reduction of cross-shareholdings Status of holdings and reduction of pure investment shares

Significance of holding

Reduction policy

The Bank's

economic interests

As a regional financial institution, through maintaining and developing good relationships with customers

Significance of holding

Development of the regional economy

Increase the Bank's corporate value

Reduction policy

By the end of the next mid-term plan period (end of March 2029), the Bank aims to reduce cross-shareholdings (market value/ non-consolidated) to less than 15% of consolidated net assets, while paying attention to market price fluctuations caused by the rise in stock prices.

By the end of the next mid-term plan (end of March 2029), the Bank will proceed with sales and halve the balance and number of stocks held compared to the end of March 2024.

Selling gradually after taking into

account the impact on profit plans, etc.

＊Non-consolidated basis for cross-shareholdings

< As compared to

March 31, 2024 > To the reduction target

(Billion yen)

-20

-1 stock

21Not over

135.6

118.1

119.0

About -50.0

41.0

33.7

30.3

About -10.0

-10.6

-16.5

＊Consolidated net assets as of September 30, 2025: 1,231,679 million yen 42

21.95% 19.90%

(Billion yen)

17.06% 17.45% 19.23%

15.61%

excluding subsidiaries

and affiliates

17.57%

Less than 15%

232.5

95.9

211.1

82.1

Book value

88.9

89.4

201.6 199.7

Number of stocks

Ratio of cross-shareholdings to consolidated net assets (Market value)

Market value

236.8

Market value

Book value

56.6

3/2022 3/2023 3/2024 3/2025 9/2025 3/2029

3/2024 3/2025 9/2025 3/2026 3/2027 3/2028 3/2029

Expanding business in three areas: Chiba Prefecture, Tokyo metropolitan area, and Nationwide

Three areas

Nationwide

「Platformer」

Collaboration and Consolidation

(Adiministrative Domain)

Platform

FinTech common infrastructure

Core systems collaboration

AML Center

Joint administrative

IDs

4.5 million

Five banks collaboration

Growth rate 20％/Year

Start of business

Gunma Bank Considering transition

Outside Chiba Prefecture

「Super regional」

Chiba Prefecture

「Regional leading Bank」

business Regional banks business model wide-area developing

center

Official consideration

Increasing presence in the Tokyo metropolitan area through alliances

Collaboration leveraging each bank's

brand

Expansion of branch network outside Chiba Prefecture

Resolution of regional issues

Financial Non-financial

Expand all types of market shares

Continuing to provide convenient and useful new products and services

Region-wide

ＤＸ・ＧＸ・ＷＸ

Regional ecosystem

Memorandum of Understanding

regarding Management Consolidation Ultimate commitment to the community

Pursuing synergy through a two brands
23

system
Growth Strategy (Three areas)

Growth Strategy (Chiba Prefecture, Main Market)

Aiming to increase all market shares in Chiba Prefecture, the main market
Current status
Realizing sustainable
growth
Dominant macro
environment

Number of customers

Sustainable growth of the region

In Chiba Prefecture

Population

295

141

627

473

Population

Population remains unchanged.

The number of households

is increasing.

Number of

households

(10,000)

Active accounts

Number of app registrants

1.32 mil.

0.73 mil.

3/2026

1.5 million

App penetration in active accounts

50%

Deposits (within Chiba Prefecture)

Securing

Deposits Base

+¥180.0 billion / year

14.3

14.8

(trillion yen)

Percentage of population within Chiba Prefecture

About 3 million

About 45%

Region

Improvement of productivity

Decarbonation

Smooth management

succession, etc.

Further penetration in the main market

Contributie to the resolution of regional social issues

Support for prosperous lifestyles

Region-wide DX・GX・WX
Continuing to provide convenient and useful new products and services Methods of provision ＤＸ（ＡＩ） Support the methods Employees（human）
Digital service
AI product
Advisory
Ｍ＆Ａ・business succession, etc.

Transformation

The Bank Group

'80'85'90'95'00'05'10'15'20'21'22'23'24'25

3/2023 9/2025

Loans (within Chiba Prefecture)

Gross prefectural products

No.7

nationwide

(trillion yen)

Balanced industrial structure

7.8

8.3

Increasing corporate value

+¥190.0 billion / year

Regional ecosystem

Corporate Individual

Sustainable Growth of

deposits and loans

Expansion of net fees and commissions

Revitalization of account usage

Primary industry

No.7

nationwide

No.9

nationwide

No.8

nationwide

3/2023 9/2025

Secondary industry

Regional trading company

Tertiary industry

Cashless

App

Point

Cross-use

Use product

Use account

Hold account

3/2023 9/2025

Acquisition of highly sticky deposits and increase in cashless payments

The Banks, as regional financial institutions, both headquartered in Chiba Prefecture, have pursued various initiatives, including establishing their purpose and vision, and providing convenient and useful financial and non-financial services, in order to contribute to solving regional challenges and fostering the sustainable growth of the region.
Chiba Prefecture, which is at the premier national rankings economic scale across all industries, is a rich market. On the other hand, the needs of regional communities and the challenges that need to be addressed, such as diversification of customer values, changes in customer's behavioral patterns, advances in digital technology, worsening labor shortages and growing interest in sustainability, are becoming increasingly diverse and complex. Furthermore, driven by technological innovation in financial services and cross-industry expansion and the arrival of a "world with positive interest rates", competition in the financial sector is expected to intensify and strengthening resilience - including measures against financial crimes and cybersecurity - becomes increasingly vital to ensure that customers can use their services safely and securely.
Diversification of customer values Changes in customer`s behavioral patterns
Advances in digital technology
The increasing diversification and complexity of needs of regional communities and challenges to be
Rising prices for addressed
raw materials Labor shortages
Growing interest in sustainability

Cross-industry expansion
Intensification of competition Strengthening of resilience
Technological innovation in financial services
Arrival of a "world with positive interest rates"
Under such business environments, maintaining and strengthening a sound regional financial system is essential for the sustainable development of regional communities.
The Banks united by their purposes and visions for the "regional community" and "regional customers," will respond to environmental changes as one.
Management Consolidation
~Two Brands of "Trust and Respect" ~

25

Copyright © 2025 The Chiba Bank, Ltd. All Rights Reserved.
Chiba Kogyo Bank①（Background of Management Consolidation）

Prior to the Management Consolidation

Schedule	Event
September 29, 2025	Execution of the Memorandum of Understanding
March 2026 (Expected)	Execution of the Definitive Agreement and drafting of a written share transfer plan
December 2026 (Expected)	Holding of extraordinary general shareholders meetings by the Banks
April 1, 2027 (Expected)	Establishment (effective date of the Share Transfer) of and listing of the Holding Company

Shareholders

Chiba Bank

Shareholders

Chiba Kogyo Bank

To maximize the management consolidation benefits, the newly established holding company will lead the collaboration between the groups.

Share transfer

Chiba Kogyo Bank

Chiba Bank

Shareholders

After the Management Consolidation

The Management Consolidation will be carried out through a joint share transfer method.
The above constitutes the current plan and is subject to change

depending on future discussions between the Banks.
26
The execution of the Management Consolidation is subject to obtainment of the required authorizations, approvals, certifications and/or permissions by the relevant authorities, and if, pursuant to the status of obtaining such authorizations , approvals, certifications and/or permissions, any reason arises that delays the schedule of the Management Consolidation, an announcement will promptly be made.
Chiba Kogyo Bank② （Form of Management Consolidation and Upcoming Schedule）

Chiba Kogyo Bank③ （Overview of the Banks） New Financial Group
(Simple Sum)
- Total assets (consolidated) 24,878.1 billion
  yen
- No. of employees
  (consolidated) 5,593 persons
  - Deposits 19,148.3 billion yen
  - Loan balance 15,653.6 billion
- No. of locations
  (banks)
- Group companies
  Domestic: 268
  Overseas: 6
  Share in Chiba Prefecture
  Deposits: 34.6%
  yen
  - Net income (consolidated) 92.5 billion yen
  - Total market value 1,322.2 billion yen
    (affiliated companies) 22 companies
    Loans: 52.0%
    Location: Chiba City, Chiba Established: March 1943
    Location: Chiba City, Chiba Established: January 1952
- Total assets (consolidated) 21,631.2 billion yen
- Deposits 16,268.7 billion yen
- Loan balance 13,233.3 billion yen
- Net income (consolidated) 85.0 billion yen

No. of employees
(consolidated)
No. of locations
(banks)
Group companies
4,280
persons
Domestic: 186
Overseas: 6
- Total assets (consolidated) 3,246.8 billion yen
- Deposits 2,879.5 billion yen
- Loan balance 2,420.3 billion yen
- Net income (consolidated) 7.5 billion yen
No. of employees
(consolidated) 1,313 persons
No. of locations
(banks) 82
Group companies
- Total market value 1,228.0 billion yen
  (affiliated companies) 18 companies
- Total market value 94.2 billion yen

(affiliated companies) 4 companies

* Total assets, Deposits and Loan balance: as of the end of March 2025; Net income: performance forecast for the fiscal year ended March 2026; and Total market value: as of the end of August 2025.

No. of employees, No. of locations and Group companies: as of the end of March 2025; and Shares in the prefecture: (Source) Finance Journal, "Finance Map 2026 Edition" (as of the end of March 2025).

Nationwide

Outside of the prefecture, promote as a growth driver with a focus on lending / Nationwide, accelerate development as a platformer.

Outside Chiba Prefecture

Increased at 7% to 10% per annual rate (+400 billion yen / year)

Loans

Strengthen lending and manage risk as growth drivers

Core systems

FT common infrastructure

(API)

Regional trading company

Through the TSUBASA alliance, Deployment of services as a platform format

Overall

(trillion yen)

4.9

Retail

3/2023 9/2025

Mar. 2019

¥1.4 trillion

New branches 10%

New branches

22%

[Recent branch openings]

June 2024

Shinjuku West Corporation Banking Office

Banking application

Corporate portal

Cashless business

3.9

… further expansion

Coalition of administration center concept

AML Center

Renewal of next-generation core systems (to be gradually transferred from 2028 to 2030)

Sep. 2025

¥2.3 trillion

※New branches: from 2015 onward

(Shinagawa, Ebisu, Ikebukuro, Mito, Hamamatsu-cho)

(Loan Center included)

March 2025

Kyobashi Corporation Banking Office

Five banks that have been jointed

Considering a new transition

Business loans

Increasing presence in the Tokyo metropolitan area through alliances

Sophistication of credit judgment and management

Residential loan

Improvement of competitiveness

Cooperation in the field of finance

Total of alliance banks

Total

assets

Approximately

Total deposits

¥100 trillion

Strengthening the understanding of business conditions through collaboration with

other bank accounts

Number of out-of-prefecture clients as of Sep. 30, 2025: approx. 510 (Approximately double compared to September 30, 2024)

Fine-tuned interest rates based on competition Expansion of higher-priced loan products

Window-dressing detection

and suppression

Credit decision

Credit management in progress

Record High

1st half Actual Amount:

+46% YoY

Approximately

¥80 trillion

Total loans

Approximately

¥60 trillion

Next in scale to the three megabanks

Growth Strategy (Outside Chiba Prefecture/Nationwide)

Progress in coalition including subsystems. Participating banks begin formal consideration of coalition of administrative center.

Coalition of core systems

Deepening coalition of subsystems

Further platform coalition

Completed 5 banks coalition Completion
Considering further
Coalition of administration center
Banking App (8 banks)
Paperless base (4 banks)
New
Joint administration center concept
Considering establishing a new company

Official review begins

New

coalition

(Gunma Bank)

- Cashless (3 banks)
  ···
  Sequential consideration of coalition of subsystems for centralized departments
  - Administration coalition with Daishi Hokuetsu
    ・Account transfer reception service
Began studying the construction of system infrastructure for administration coalition
- Middleware coalition through cloud lift
in 4 banks
North Pacific Bank
DAISHI HOKUETSU BANK
Toho Bank
Chiba Bank
Cloud common infrastructure
Each bank
subsystem

Joint center

Can be processed anywhere in the country

Tele-commuting

・Bank transfer keystroke operations

Processing of subsequent affairs

Cost reduction (coalition of server and middleware)
29
Securing personnel in the future

TSUBASA Alliance / Joint Administration Concept

Retail Business (Increase in Gross Profit Per Customer Through DX)

Aim to increase the number of digital customers and increase the unit price of customers by promoting the use of products and services

Improvement process of retail business revenue based on the DX Strategy

*1. Account use: Customers who satisfy any of the following conditions: salary/pension receipt, balance of ¥ 300 thou. or more, and use of account transfer

*2. Cross-use: Uses two or more types of products

Strategy 2 Increase in the number of customers using products

Increase customer satisfaction and shift upward to the transaction category

Strategy 1

Shift to digital customers Increase customer resolution through data analysis

Change in customer composition

during the mid-term period

3/2023

9/2025

3/2026

(plan)

Digital

Total of 4.11 Million people

Transaction category

Cross-use*2 4%

¥ 65 thou.

Example of display Classification of customers Percentage of individual customers

Gross profit per capita

1.00 mil. people

Non-digital 25%

Digital

1.50 mil. people

Non-digital 2.61 36%

Non-digital

Digital

1.80 mil. people

43%

3.00 mil.

People

0.77 million people

Use product 15%

¥ 27 thou.

75%

mil. People

64%

2.40 mil. People

57%

Total of 4.20 mil. people

Total of 4.00 mil. people Total of 4.11 mil. people

Use account*1 46%

¥ 8 thou.

+0.2 million people during the mid-term plan

1.89 million people

Change in revenue composition during the mid-term period

Revenue from digital customers is over 50%

※Gross business profit

of retail business

9/2025

3/2026 (plan)

1.45 million people

Hold account 35%

¥ 0.3 thou.

3/2023

Non-digital

¥ 15.8 bil.

Non-digital customers 64%

¥8 thou.

Digital customers 36%

¥14 thou.

Non-digital

¥ 20.3 bil.

54%

Digital

¥ 17.6 bil.

46%

+¥5.3 bil.

Non-digital

¥ 20.8 bil.

48%

Digital

¥ 22.4 bil.

52%

36%

Digital

¥ 28.1 bil.

64%

Total of ¥37.9 bil.

Total of ¥43.2 bil.

Digital segment

+ ¥6.0 billion

Total of ¥43.9 bil.

during the mid-term plan 30

Company analysis