Investor Presentaiton

Overall Image of the Medium-term Management Plan TOCH GN TOCHIGI BANK Management Philosophy The 10th Medium-term Management Plan We will contribute to the creation of a prosperous regional community and aim to be a reliable bank. We will develop as a financially sound bank that can flexibly cope with a new era. We will create workplace that can provide job satisfaction. (The fiscal year ended March 31, 2021 to the fiscal year ending March 31, 2023) Evolution into a "bank that excels in the resolution of issues" To contribute to the development and growth of regional communities by establishing face-to-face relationships with as many customers as possible and resolving their issues and problems, working in concert with them. To contribute to stable asset formation by customers and maintenance and improvement of sustainable business value of companies, with a focus on consulting sales. To aim to be a supportive bank that is consulted first about anything, seriously thinks through and works hard to resolve the issues and problems of customers, and is indispensable to the regional community. Basic Policy Establishment of a customer support system Companies Support for main businesses Value Offered Support for establishment Support for growth of business Support for maintenance/ improvement of business value and for continuation Resolution of issues/ problems Individuals Support for asset formation to prepare for the centenarian era Asset formation Preparation for life after retirement Inheritance/ asset succession Themes Key Measures Enhancement of value offered to customers by making the most of our consulting function Pursuit of support based on co-creation, with focus on consulting ■Reinforcement of the sales system that can cope with the diversity of customers Development of customer-oriented human resources ■ Enhancement of branch management ■Development of business specialists ■Building of an appropriate evaluation/pay system Establishment of a sustainable management base that supports customers Promotion of reduction, streamlining, and concentration of clerical processes/business operations Establishment of effective branch operation corresponding to regional characteristics Reinforcement of governance structure 16

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