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Growth Strategy for Growth Strategy for “Sustainable Management” Medium Term Management Plan The 13th Medium Term Management Plan Best Bank 2020 Final stage-3 years of value co-creation From April 1, 2017 to March 31, 2020 This medium term management plan is for the final stage (three years) to accomplish our ultimate goal - to become the “best retail” banking group - by the target year of 2020 as set by the previous medium Our vision term management plan and to create the foundations for responding to environmental changes expected to occur over the medium to long term. We will bolster productivity and solidify customer confidence, and realize sustainable growth, by co-creating value (value co-creation) with our stakeholders, such as customers, shareholders, employees, and regional communities, etc. We aim to become the “best retail” banking group that provides top-class customer satisfaction through advanced services, and to be highly regarded by our regional customers, both individuals and SMEs. CS (Customer Satisfaction) ES (Employee Satisfaction) SS (Social Satisfaction) Ensure the “Customer Make a work environment Drive regional first policy” and respond where all employees can development, by speedily to customers’ realize their potential gathering the entire needs by providing with enthusiasm through Chiba Bank Group as the advanced services and diversity and work style leading bank in the area. solutions. reform. Key Issues Co-creating Realizing work style Strengthening 1 customer value 2 reforms that allow all 3 a sustainable employees to shine management structure Providing products and Accelerating diversity to Further strengthening services that offer more achieve an organization alliances with other benefits to customers by where all employees can banks such as the Chiba- resolving the management shine regardless of gender Musashino Alliance and the issues for corporate and age TSUBASA Alliance customers and the thorough Reviewing the way each Achieving low-cost enforcement of fiduciary employee works to develop operations through drastic duties a structure that allows them reviews of business Providing advanced services to specialize highly added processes with high added value to value operation respond to digitalization 19 The Chiba Bank Integrated Report 2019 010_9326485851909.indd 19 2019/09/26 18:22:46 Growth Strategy for “Sustainable Management” Financial Results and Conditions Financial Results for the Fiscal Year Ended March 31, 2019 Introduction In the fiscal year ended March 31, 2019, non- Summary of financial results (¥ billion) consolidated gross business profits increased (Non-consolidated) ¥2.8 billion year on year to ¥152.2 billion. 2018/3 2019/3 YoY Real net business income increased by ¥4.5 Gross business profits 149.4 152.2 2.8 billion as a result of ¥1.0 billion increase in net Net interest income 121.5 122.6 1.0 Net fees and commissions interest income, ¥5.1 billion improvement in 23.7 22.4 (1.3) gains (losses) related to bonds, and a income Trading income 2.0 1.1 (0.8) significant cost reduction achieved by ¥1.7 Profit from other business Summary 2.1 6.0 3.8 billion decrease in expenses. Net credit costs transactions Gains (losses) related to (0.5) 4.5 5.1 increased by ¥10.5 billion as a result of bonds defensive provisioning and a conservative Expenses (-) 82.8 81.1 (1.7) increase in the allowance for loan losses. As Real net business income 66.5 71.1 4.5 a result, non-consolidated profit was ¥48.0 Core net business income 67.1 66.5 (0.5) Net transfer to general – 2.5 2.5 billion and profit attributable to owners of allowance for loan losses (-) “Sustainable Management” parent was ¥50.4 billion. Net business income 66.5 68.5 2.0 Growth Strategy for Non-recurrent income and 4.0 (1.4) (5.5) losses Increase in domestic loans and bills Disposal of non-performing 0.8 8.7 7.9 discounted loans (-) Gains (losses) related to 1.6 1.8 0.2 The balance of loans and bills discounted stocks, etc. increased by ¥320.8 billion from the end of Ordinary profit 70.6 67.0 (3.5) the previous fiscal year to ¥10,136.8 billion, Extraordinary income (loss) (1.3) (0.2) 1.1 making this the first time that the balance has Profit 49.6 48.0 (1.6) Addressing Social Issues to Achieve “Sustainable Management” exceeded the ¥10 trillion mark at the end of Net credit costs (-) 0.8 11.3 10.5 the fiscal year. A steady growth was (¥ billion) maintained as SME loans increased 3.9%, (Consolidated) 2018/3 2019/3 YoY housing loans increased 3.4%, and unsecured consumer loans increased 11.0%. Ordinary profit 78.4 72.4 (6.0) Profit attributable to owners of Looking at results by region, there was a 53.7 50.4 (3.3) parent well-balanced increase in both Chiba Management Base to Support Prefecture and Tokyo. “Sustainable Management” * The balance of loans and bills discounted is also described on pages 11 and 30. Balance of domestic loans and Balance of domestic loans and bills discounted bills discounted (by region) (¥ billion) (by company size, as of March 31, 2019) Branches in Chiba Prefecture Branches in Tokyo Public sector Other branches ¥216.5 billion 6,797.6 6,963.0 6,536.4 Other consumer loans Large corporates ¥167.6 billion ¥1,385.0 billion Financial and Corporate Data Housing loans 2,304.7 2,404.3 2,129.7 ¥3,548.6 billion SMEs 503.7 536.5 449.6 ¥4,586.0 billion 2017.3 2018.3 2019.3 The Chiba Bank Integrated Report 2019 20 010_9326485851909.indd 20 2019/09/26 18:22:46 Growth Strategy for “Sustainable Management” Financial Results and Conditions Increase in solution-related fees from Solution-related fees from corporate customers (¥ billion) corporate customers (Private placement bonds, syndicated loans, etc., M&As, business matching, inheritance-related services and others) Net fees and commissions income 9.9 9.0 decreased ¥1.3 billion year on year to ¥22.4 Full-year First half billion. Although investment trust fees and 6.8 commissions decreased due in part to a weak market environment, solution-related 4.6 4.6 fees from corporate customers were strong. 3.5 2.8 We will continue to provide a wide range of 2.3 solutions based on evaluation of business 0.9 1.3 and implement asset management proposals in light of our fiduciary duties in an effort to 2015.3 2016.3 2017.3 2018.3 2019.3 further strengthen profitability. Balance of securities (excluding unrealized gains (losses)) Controlling interest rate risks while (¥ billion) Average duration of securities diversifying investments (including oating rate bonds) The balance of securities (excluding 2018.3 2019.3 Yen bonds 3.5 years 3.5 years unrealized gains (losses)) was ¥1,933.7 Foreign bonds 1.6 years 1.4 years billion. We aim to improve yields and diversify 1,995.6 1,933.7 [Change from March 31, 2018] risks through diversified investments including Japanese government bonds Japanese government bonds, local 446.9 260.6 -41.6% government bonds, corporate bonds, investment trusts, US bonds, and foreign Corporate bonds, etc. 775.5 bonds issued by non-Japanese blue-chip +0.4% companies. The average of duration of 771.8 securities is 3.5 years for yen bonds and 1.4 years for foreign bonds, and we manage our Investment trusts, etc. 335.7 +28.1% portfolio in consideration of the risk balance 261.9 Stocks for each product category while carefully 114.1 115.5 -1.1% controlling interest rate risk. Foreign In addition, when investing in foreign 399.3 447.6 bonds currency denominated-assets, we take +12.0% liquidity and funding costs into sufficient 2018.3 2019.3 consideration as well as profitability. OHR level comparison Progress of cost reductions Average for the three Expenses decreased ¥1.7 billion year on year mega groups*1 to ¥81.1 billion. Personnel expenses Chiba Bank decreased by ¥1.0 billion due to reductions in 68.8% overtime wages achieved through Average for 64 improvements in operating efficiency and the 54.7% regional banks*2 establishment of a retirement benefit trust, 67.2% while non-personnel expenses also decreased through cost-cutting measures *1 Expenses ÷ (consolidated gross business profits - gains (losses) including a review of system renewal costs related to bonds) [Fiscal year ended March 2019]: Calculated by the Bank based on and administrative outsourcing expenses, disclosed information and expenses fell below the plan as a result. *2 Expenses ÷ (Non-consolidated gross business profits - gains (losses) related to bonds) OHR was 54.7%, which indicates that we [Six months ended September 2018]: Disclosed by the Regional Banks Association of Japan maintained a high level of efficiency. 21 The Chiba Bank Integrated Report 2019 010_9326485851909.indd 21 2019/09/26 18:22:46 Growth Strategy for “Sustainable Management” Financial Results and Conditions Projections for the Fiscal Year Ending March 31, 2020 Introduction For the fiscal year ending March 31, 2020, Earnings projections gross business profits are projected to (¥ billion) increase ¥0.2 billion year on year to ¥152.5 (Non-consolidated) 2019/3 2020/3 YoY billion. For interest on loans and discounts, (Projection) the negative impact from the decline in yields Gross business profits 152.2 152.5 0.2 will be compensated for by an increase in Net interest income 122.6 119.8 (2.8) volume. We will also continue to increase net Net fees and commissions 22.4 24.0 1.5 fees and commissions income with a focus income on solution-related fees from corporate Trading income 1.1 2.8 1.6 Profit from other business Summary 6.0 5.9 (0.1) customers.
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