AYAKA OTA HARUKA KUMAZAKI RUKA KITANO NATSUKI KAMATA KAHO SATO

The Future of OKB

“OKB5,” a promotional group of Ogaki Kyoritsu Bank, Ltd. comprised of five members of the famous Japanese idol group SKE48

ANNUAL REPORT 2020

THE OGAKI KYORITSU BANK, LTD.

SHIGA

Chubu region

MIE

GIFU

AICHI

GIFU

TAKAYAMA

NAGOYA

HANDA

OGAKI

OKAZAKI

TOYOHASHI

Profile

Aichi PrefectureGifu Prefecture

Mie Prefecture Shiga Prefecture(million)

Note: Population figures are rounded down to the nearest 10,000.

0

3

6

9

12

15

1.41

1.78

7.55

1.98

12.73

1.41

1.80

7.52

2.00

12.74

1.41

1.79

7.53

1.99

12.73

2017 2018 2019

Notes:1. Amounts are rounded down to the nearest ¥100 million.2. Shares are rounded down to the nearest 0.1 percentage point.

(¥ billion)

Gifu: 2,996.2 (58.2%)

Aichi: 1,975.6 (38.4%)

Mie: 91.2 (1.8%)

Shiga: 57.9 (1.1%)

Tokyo/Osaka: 25.7 (0.5%)

Notes:1. Amounts are rounded down to the nearest ¥100 million.2. Shares are rounded down to the nearest 0.1 percentage point.

(¥ billion)

Gifu: 1,269.1 (30.2%)

Aichi: 2,153.9 (51.2%)

Mie: 122.9 (2.9%)

Shiga: 61.8 (1.5%)

Tokyo/Osaka: 595.1 (14.2%)

Branches Loan Plazas

Gifu 92 5 Aichi 55 15 Mie 4 1 Shiga 2 0 Tokyo/Osaka 2 0 Total 155 21

Japan Credit Rating Agency, Ltd. Long-term Issue Rating, A

To always be respected and trusted by the local community.

Management Vision

Demographic trends(as of October 1, 2019)

Balance of deposits (Non-consolidated)(breakdown by area; as of March 31, 2020)

Balance of loans (Non-consolidated)(breakdown by area; as of March 31, 2020)

Number of branches and loan plazas(as of March 31, 2020)

Credit rating(as of March 31, 2020)

It gives us great pleasure to introduce the 2020 Annual Report of

Ogaki Kyoritsu Bank.

Ogaki Kyoritsu Bank is a regional financial institution

headquartered in Gifu Prefecture, approximately the center of Japan.

Our domestic network of 155 branches and offices is centered

in Gifu, Aichi, Mie, and Shiga Prefectures.

Since the Company was founded in March 1896, it has been

guided by its management vision of always being respected and

trusted by the local community. We have advanced in step with our

region, always aiming to earn and maintain the unshakable trust of

our customers, shareholders, financial markets, our employees and

members of regional community. This history has led to the solid

reputation we now enjoy from the people in our home region, and

to our being named an officially designated financial institution by

Gifu Prefecture in 2015.

Adopting the standpoint of our customers, all members

of Ogaki Kyoritsu Bank and its 10 consolidated subsidiaries and

affiliates—in addition to deliver more convenient products and

services, collectively comprising the Ogaki Kyoritsu Group—will

work together to help revitalize the regional economy.

Toshiyuki Sakai President

Takashi Tsuchiya Chairman

Message from the Chairman and President

A produce market whose operations the OKB Group supports

1

The policy that lies at the heart of the business activities of the

Company is to always view its products and services from the

customer’s perspective.

For many decades, Japanese banks had been protected by a

web of regulations often described as the convoy system. Under

this protection, the banks had cultivated no sense of competition,

let alone a willingness to approach the issue of improving customer

convenience.

In the 1990s, a wave of financial deregulation swept across

Japan, heralding a new era in which banks could leave the

confines of the convoy system and compete with each other by

implementing their own ideas. In that context, we that the most

urgent task for all directors and employees is to realize that a bank

is no longer a privileged institution but a company in the service

sector, which must compete by providing the most attractive and

convenient services.

Since adopting this policy, Ogaki Kyoritsu Bank has consistently

maintained a customer-first approach and tackled the challenges

that followed the deregulation of the banking sector, so that it

could boost customer convenience. Some of our key initiatives are

shown below.

Launched next-generation Web-ATMs (first in Japan)

ATMs operated 365 days of the year(a first for

Japanese banks)

Point service commenced(first in Japan)

Sales of Super Gold multi-purpose account commenced

Launch of sales of “Futari-de” loans for married couples to undergo treatment for infertility (first in Japan)

Launch of sales of Life Plan “Re,” loans for those who are divorcing (first in Japan)

Hida No. 1 mobile branch (vehicle) started operation (first in Japan)

Aiming to become a

comprehensive financial services

company

1994 19951998

20002002

2005

2009

2011

2012

2015

2019

2020

2017

2016

OKB Super Frontier mobile branch (vehicle) started operation

Pioneering improved customer convenience by adopting

the customer’s perspective

Ogaki Kyoritsu Bank

Everyday Plaza opened (special branches open all year round)(first in Japan)

“ATM Slot Game” service started(first in Japan)

2007

2006

2013

Disaster recovery support vehicle: “The Rescue” started operation

Opened a branch featuring ATM-equipped drive-through teller windows(first in Japan)

Official designation as financial institution by Gifu Prefecture

Launched biometric ATMs that allow customers to carry out transactions with just a scan of their palm(first in Japan)

2017Verifying identity just by scanning the palm at teller windows, ATMs, and safety deposit boxes at the newly opened Terrasse Nayabashi branch (first in Japan)

Transactions with just by scanning the palm become possible at teller windows

2017OKB Southern Wind mobile branch (vehicle) started operation

Our Fundamental Policy

Established OKB Securities Co., Ltd.

2019Launched provision of trust services

Launched sales of a new type of automobile loan using fintech

2020Opened the Akaike Branch, a collaboration branch with a fitness gym and self-service laundry

2

New Medium-Term Management Plan

One Step Ahead

Financial targets

April 2019 to March 2021 (Two Years)Plan Period

In April 2019, the Company commenced its new medium-term management plan, One Step Ahead, effective through March 2021. The plan lays out a business model designed to realize growth of the OKB Group and its customers in step with regional growth by providing services tailored to every customer’s needs. To realize this goal, the plan establishes the following three main strategies for taking a leading role in the community.

¥6billion

annually

¥5billion

annually

¥6trillionby March 31, 2021

Core net business profit

Net income

Assets undermanagement

Create value in line with

customer needs

Improve operations

while maintaining customer contact

points

Engage with the community and help ensure

its vitality

Guided by its management vision of always being respected and trusted by the local community, the entire OKB Group is

committed to realizing the Sustainable Development Goals (SDGs) through proactive efforts to solve issues facing the local

community, with the aim of growing sustainably with the surrounding region.

OKB Group SDGs Declaration

The OKB Group’s key initiatives

・Help the local economy grow sustainably

・Facilitate innovation in the community

・ Promote the active participation of diverse human resources

3

Consolidated Financial Highlights

Millions of Yen Thousands of U.S. Dollars

2020 2019 2020At Year-End: Deposits ¥5,182,005 ¥5,084,021 $47,615,593Loans and bills discounted 4,178,689 4,113,132 38,396,480Securities 1,289,468 1,245,105 11,848,460Total assets 5,983,075 5,833,869 54,976,339Total net assets 297,809 309,676 2,736,460Common stock 46,773 46,773 429,780For the Year: Total income ¥115,303 ¥117,493 $1,059,478Total expenses 105,510 106,943 969,493Income before income taxes 9,792 10,550 89,975Net income attributable to owners of the parent 5,498 6,861 50,519Per Share Data (in yen and U.S. dollars): Net income attributable to owners of the parent —basic ¥131.60 ¥164.23 1.20

—diluted 131.42 164.03 1.20Net assets 6,835.68 7,139.69 62.81

ROE 1.88% 2.30%Notes: 1. In this annual report, the Japanese yen in millions are indicated with fractions omitted.

2. Figures stated in U.S. dollars in this annual report are translated from Japanese yen, solely for convenience, at the rate of ¥108.83 per U.S. $1.00, the rate prevailing at March 31, 2020.

(¥ billion) (¥ billion) (¥ billion) (%)

4

10

16

7

13

2,000

2,500

3,000

3,500

4,000

2,500

3,000

3,500

4,500

4,000

5,000

0

3

6

9

12

155,182 4,178

5.4

2020 2020 202020202016 2016 2016 20162017 2017 2017 20172018 2019 2019 2019 20192018 2018 2018

10.32 9.83 9.368.26 8.16

During the fiscal year under review, deposits increased ¥97 billion

year on year to ¥5,182 billion (US$ 47,615 million) mainly due to

accounts held by individuals.

The year-end balance of loans and bills discounted increased

¥65 billion year on year to ¥4,178 billion (US$ 38,396 million) as a

result of strong sales of personal housing loans, etc.

In the fiscal year under review, total income (operating income

plus extraordinary income) amounted to ¥115,303 million (US$

1,059,478 thousand), a decrease of ¥2,190 million year on year.

This was mainly due to a decrease in interest income, etc.

Total expenses (operating expenses plus extraordinary expenses)

came to ¥105,510 million (US$ 969,493 thousand), a decrease of

¥1,432 million year on year. This was primarily due to a decrease

in other operating expenses.

As a result of these and other factors, income before income

taxes for the year totaled ¥9,792 million(US$ 89,975 thousand),

while net income attributable to owners of the parent amounted

to ¥5,498 million (US$ 50,519 thousand).

Deposits & Loans (on a consolidated basis)Business Performance (on a consolidated basis)

The Ogaki Kyoritsu Bank, Ltd. and its Consolidated SubsidiariesYears ended March 31

Deposits Loans and bills discounted

Net income attributable to owners of the parent Capital adequacy ratio

4

In June 2018, the Company received a regional revitalization minister’s prize at the second annual Nihon Service Awards, the first awards program in Japan that recognizes initiatives for providing outstanding services. The award recognized the Company’s contribution to regional revitalization through a variety of user-friendly services, including ATMs that operate 365 days a year, drive-through branches, and services integrating biometric palm vein identification.

The Ogaki Kyoritsu Bank was ranked as the No. 3 bank nationally and top regional financial institution in Japan by the U.S. business magazine Forbes in its “The World’s Best Banks 2020” list published this year. The rankings are based on a customer satisfaction survey of more than 65,000 customers in 23 countries, covering items such as reliability and customer service.

Presented with a Nihon Service Award

No. 3 Bank Nationally and Top Regional Financial Institution in Japan in The World’s Best Banks 2020

The balance of nonperforming loans subject to mandatory disclosure under the Financial Revitalization Law decreased by ¥6.3 billion from the previous reporting term, to ¥56.1 billion.

The ratio of such loans to total loans declined by 0.18 of a percentage point from the previous reporting term, to 1.31%, as a result of growth in the volume of the loan balance.

The majority of these nonperforming loans are covered by reserves for possible loan losses or by collateral or guarantees. Consequently, the coverage ratio (coverage of total bad debt) was 78.63% (¥44.1 billion).

Risk-managed loans under the stipulations of the Banking Law amounted to ¥55.4 billion.

Hitherto, in addition to accumulating profits as retained earnings, the Company has endeavored to build up its regulatory capital through financing for capital expansion, in order to create the sort of sound financial position required of a regional financial institution.

Regulatory capital as of the reporting term-end increased from the previous reporting term-end to ¥246.3 billion. However, risk assets increased reflecting a major increase in the loan balance. As a result, the capital adequacy ratio according to the BIS-based domestic standards decreased by 0.10 of a percentage point, to 8.16%.

(%)

2016 20202017 2018 20190

3

6

9

12

15

Consolidated capital adequacy ratio (domestic standard)Capital adequacy ratio

Note: The capital adequacy ratio was calculated by taking (total net assets at year-end – stock acquisition rights at year-end – non-controlling interests at year-end) and dividing it by total assets at year-end.

10.32

4.95

9.83

5.15

9.36

5.18

8.26 8.16

5.11 4.77

(¥ billion) (%)

0

1.2

0.6

1.8

2.4

3.0

0

80

40

120

160

200

Note: No direct charge-offs were made.

Ratio of nonperforming loansSubstandard loansCredit for bankrupt and quasi-bankrupt borrowers

Doubtful credit

18.7

48.0

20.587.2

2.34

12.5

47.2

20.380.0

2.04

12.941.6

16.571.0

1.731.49 1.31

20202016 2017 2018

10.339.512.5

62.4 56.1

9.034.912.2

2019

Present Status of the Bank’s Assets Capital Adequacy

Asset Quality

Recognition from external organizations

Term-end balance of nonperforming loans (according to the criteria of the Financial Revitalization Law) Regulatory capital

5

The Company has drawn up a set of basic policies regarding the

creation of an internal control system, and the management

is working to enhance the effective functioning of the system,

particularly with respect to compliance and risk management.

We are also working to construct a system that will ensure the

adequacy of the Group’s internal controls on financial reporting

under the Financial Instruments and Exchange Act.

The Board of Directors of Ogaki Kyoritsu Bank meets once

a month in principle to make decisions on important

matters and operational execution regarding the Company’s

management. In addition, they periodically report on the

execution of operations and the risk status to the Board.

The Company also adopted a delegation-based Corporate

Officer system in order to revitalize the Board of Directors, speed up

decision-making and enhance the business execution function by

separating management’s decision-making and supervision from

business execution.

The Company ensures that operations are audited by its

management by requiring its corporate auditors to attend meetings

of the Board of Directors. To prevent complacency and to clarify

its management responsibilities, the Company limits the term of

office for directors to one year. With these initiatives, the Company is

committed to strengthening the functions of the Board of Directors.

The corporate auditors of Ogaki Kyoritsu Bank hold meetings,

in principle every month, to discuss, determine and report on

important matters relating to audits, based on audit policies and

audit plans resolved by the Board of Corporate Auditors.

The Executive Committee consists of the chairman, president

and managing director of the Company. The committee discusses

important management matters, and controls and manages

the Company’s operations in general. In addition to Executive

Committee members, full-time corporate auditors attend

committee meetings.

As an advisory body to the Board of Directors, the Management

Advisory Committee submits proposals concerning the nomination

and remuneration of directors. The committee is comprised of the

full-time directors, external directors, and external auditors.

The Compliance Committee, chaired by the president of the

Company, holds regular meetings twice a year in addition to ad hoc

meetings as deemed necessary, and sets out the Company’s policies

on legal compliance. A Compliance Manual—detailing the procedures

to be followed to ensure compliance—is distributed to all executives

and regular employees of the Company, and compliance study

sessions are held for each separate employee rank. In this and other

ways, the management of the Company is actively working to foster a

corporate culture grounded in the spirit of compliance and a thorough

understanding of the laws applicable to the banking business.

Ogaki Kyoritsu Bank and its Group companies are pursuing the following as a means toward the ultimate objective: To always be respected

and trusted by the local community.

• Seeking to achieve swift decision-making at the management level, as well as overall management efficiency

• Realizing transparent management through substantial disclosure of corporate information

• Demonstrating the sincerity of the Group by practicing compliance and making contributions to the communities in our home region

These are the basic policies that we plan to follow in enhancing our corporate governance.

Basic Stance on Corporate Governance

Establishment of the Internal Control System

Legal Advisor

Group Companies

Audit Division

External audits based on risk analyses

Accounting Auditors

Collaboration

Collaboration

Mutual checking

Internal audits

General Meeting of Shareholders

Consultation/Advice

Head Office Divisions

Branch Offices

Executive Committee

Compliance Committee

Board of DirectorsBoard of Corporate Auditors

Mutual checkingProposals

Management Advisory Committee

Internal control system

Corporate Governance

6

OKB Friends activity for club activity support plan at Special Needs School

The basic mission of a regional financial institution is to contribute to the

growth and healthy development of its regional community.

Ogaki Kyoritsu Bank launched its Social Contributions Committee in 1996.

This panel revised its name to the OKB Social Contribution Club in April 2016.

While meeting the true needs of regions in cooperation with local

communities, the club actively carries out activities that contribute to society.

Clean-up operation

Social ContributionCSR Initiatives

The management of Ogaki Kyoritsu Bank recognizes the importance

of the public role played by banks, and the necessity of fulfilling

corporate social responsibilities. The establishment of an effective

compliance system is the vital first step that a bank must take to earn

the trust of its customers and shareholders, and for this reason we are

working to strengthen legal compliance within Ogaki Kyoritsu Bank.

The organizational structure of the Company’s compliance

system consists, first of all, of a Compliance Office within the

Management Administration Division, which serves as the central

supervisory unit for compliance-related matters. In addition, an

officer responsible for compliance is designated within each

division of the Company and at each branch office. By means of

constant liaison and collaboration between these officers and the

Compliance Office, we are able to operate a unified system for the

monitoring of compliance, covering both the Company’s head

office and all branch offices.

Additionally, the Compliance Committee (chaired by the president)

works to enhance the Company’s practice of compliance, and is

responsible for drawing up and revising the Company’s Compliance

Manual and Compliance Program, and for raising awareness of

compliance issues among the Company’s directors and employees.

The Compliance Manual, which is distributed to all directors

and employees, specifies the procedures to be followed to ensure

the practice of legal compliance. By overseeing the day-to-day

practice of compliance, the management of the Company is

working to build a compliance-focused corporate culture. Staff

education in the principles of compliance and specific banking-

related laws is also provided by means of separate study courses for

the different ranks in the Company’s hierarchy, as part of the

Company’s rigorous approach to ensuring legal compliance.

Inter-industry Training SystemIn 1998, we started an inter-industry training system that allows

young bankers to experience working in other industries and to

look beyond the boundaries of banking.

Participants train in a variety of industries, including mass

media and manufacturing. Entry into the training program is

by open application, and many young bankers enthusiastically

apply. Those who are chosen spend about a year in their second

workplace, where they consider the real meaning of service and

how banks should act as companies within the service sector. Later,

they provide feedback to the Company.

Convenience Plaza Handa is our representative branch

designed from the customer’s point of view. The idea came

from a banker who took inter-industry training as the manager

of a convenience store and then modeled a bank branch on a

convenience store. Also, a banker who did inter-industry training at

a TV station used his experience to plan, shoot, and edit a currently

airing TV commercial for Ogaki Kyoritsu Bank as well as promotional

videos shown in our branches.

Our inter-industry training system promotes flexible thinking

that is not limited by bank boundaries and that drives us to provide

services from the customer’s point of view.

A trainee at a TV station shooting a scene

Compliance Maintaining Organizational Flexibility

Handa Branch, aka Convenience Plaza Handa, planned by a trainee managing a convenience store

7

Credit Risk ManagementCredit risk refers to the risk of a reduction or elimination of

asset value, and the resulting loss, owing to factors such as the

aggravation of the financial position of borrowers.

The Company carries out rigorous credit screening on an individual

loan basis prior to the extension of each loan, based on its Credit Risk

Management Regulations, and follows this up with close monitoring of

repayment. We also manage our loan portfolio as a whole. Through this

two-pronged approach, we are able to maintain the soundness of the

Company’s loan assets.

Maintaining its objective and independent status, the Loan

& Credit Supervision Division applies strict criteria to individual

loans in both the credit screening and post-loan management

phases to ensure that the loans contribute to the public good, have

reasonable prospects of repayment, the loans are profitable, and

borrowers have a sufficient degree of future growth potential.

In the management of the Company’s loan asset portfolio as a

whole, the Company conducts credit rating and self-assessments to

ensure that there is no undue concentration of loans in particular

industries, in particular corporate borrower sizes, or particular

geographic areas. The aim of these regular checks is to disperse risk

and create a well-balanced asset portfolio.

Market Risk ManagementMarket risk refers to the risk of a downward adjustment in the

value of the Bank’s assets (including off-balance-sheet assets)

as a result of fluctuations in market factors, including interest

rates, currency exchange rates and share prices, and the risk of a

downward adjustment in the value of the Bank’s assets as a result

of fluctuations in income generated by assets and liabilities. This

risk category is principally subdivided into interest rate risk, price

fluctuation risk, and exchange rate risk.

Ogaki Kyoritsu Bank has drawn up a set of Market Risk

Management Regulations. The Company controls market risk

adequately through the administration of its credit limits. In

addition, the Company has established an organization that allows

controls to function by separating the market risk management

division (middle office) and the office work management division

(back office) from the market division (front office).

Liquidity Risk ManagementLiquidity risk refers to the possibility that the Company may not be

able to secure sufficient funds from its normal sources for necessary

operations, due to a mismatched term between fund procurement

and investment, or the occurrence of a contingent withdrawal of

deposits (known as funding risk). This may result in the Company

being forced to take funds at considerably higher interest rates

than normal, thus causing the Company to suffer a loss. Liquidity

risk also refers to the possibility that the Company may not be able

to engage in market transactions, due to factors such as market

turmoil (known as market liquidity risk). This may result in the

Company being forced to carry out transactions at much more

disadvantageous prices than normal, generating a loss.

Ogaki Kyoritsu Bank has drawn up a set of Liquidity Risk

Management Regulations. The Company is applying the rules so

that it manages its funds in a conservative way. To prepare for any

contingency, the Company has also adopted measures to deal with

a liquidity crisis, and has established an organization that allows it to

make an immediate response.

The ALM CommitteeAt meetings of the ALM Committee held each month, policies on

securities management, funding and other matters are discussed

and adopted to improve profitability by keeping market risk,

liquidity risk and credit risk within their allowable ranges.

Ogaki Kyoritsu Bank is committed to managing its risks properly, by keeping them in balance with income. The Company has developed and

adopted appropriate and effective risk management systems, based on risk details and scale. These systems comply with the Company’s Risk

Management Policies, which set out handling policies and organizational structures relating to risk management, and other risk management

regulations, management procedures and risk management regulations are stipulated for each risk category.

Specifically, the Company has established committees dedicated to risk management, including the ALM Committee. The Company has

also set up sections that manage risks in an integrated manner, as well as risk control and supervisory sections in each category. In doing so,

the Company has built a system through which the risk status is reported regularly and as required from the risk management sections to

the management directly. Operational audits are also carried out by the Audit Division, which is organizationally independent of the units of

the Company that it audits, to confirm the appropriateness and validity of risk management.

Progress in Perfecting the Risk Management System

Risk Management

8

Operational Risk Management Operational risk refers to the risk of loss resulting from bank business

processes, the activities of executives and employees, or systems

being inappropriate, as well as from external events.

The Company classifies risks into the categories of (1) administrative

risk, (2) system risk, (3) legal risk, (4) human resource risk, (5) tangible

asset risk, and (6) reputational risk, and addresses risk management

in accordance with the Operational Risk Management Regulations.

Furthermore, at the Operational Risk Management Committee

that is held on a regular basis, efforts are made to improve the

effectiveness of risk management through discussions

aimed at understanding the status of operational risks and

possible countermeasures.

The management systems for the administrative risk and system

risk, which are key proponents of operational risk, are as follows.

Administrative Risk Management Administrative risk refers to the risk of losses, as a result of

negligence on the part of executives and regular employees in

the performance of clerical duties, accidents they cause, or acts

of dishonesty they commit.

Ogaki Kyoritsu Bank is working to strengthen the

administrative risk management organization in compliance with

its Administrative Risk Management Regulations in order to

minimize the materialization of foreseeable categories of

administrative risk and thereby enable the Company to cope with

the diversification of the banking business and the trend toward

an increasing number of transactions.

Specifically, we are collecting and analyzing information on

administrative errors so that we can put in place measures to prevent

any recurrence and improve our administrative processes. We have

also set up administrative work support teams to help the branch

offices maintain an adequately high level of accuracy in

administrative work. Members of the team visit the branches to

supervise work procedures directly, and the team also conducts training

courses to raise the skill levels of branch staff. In addition, regular

training courses are conducted for different rankings of employees by

division to raise the administrative skill levels of the whole Bank.

System Risk ManagementSystem risk refers to the risk of the Company suffering monetary

loss as a result of the crashing or serious malfunctioning of one or

more of the Company’s computer systems, or the unauthorized

use of a computer system.

In view of the vital importance to a bank of the information

in its possession and of the computer systems it employs,

Ogaki Kyoritsu Bank has taken appropriate steps to protect the

information in its safekeeping and to ensure the secure and

continued operation of its computer systems.

Specifically, the Company has instituted computer system risk

management, and has laid down the System Risk Management

Regulations, which set out policies regarding the management

of the computer systems themselves and the data (information)

contained within them. The Company is exerting its full efforts to

assure the confidentiality of information in its possession through

the application of the Regulations.

Information Asset ManagementThe term “information assets” as used here refers both to

information itself and to the computer systems.In the event that

confidential information is leaked to persons outside the

Company, or improper use is made of the Company’s information

assets, the Company could suffer considerable damage.

To ensure that Ogaki Kyoritsu Bank conducts its banking

business in an ethically correct manner, we have published our

Security Policy, which clarifies the principles that the Company

applies to the protection of information assets, in addition to the

Customer Information Management Regulations, which set out in

detail the procedures to be followed for the proper protection and

use of the Company’s customer information assets.

9

Millions of YenThousands of

U.S. DollarsAs of March 31, 2020 and 2019 2020 2019 2020

ASSETSCash and Due from Banks ¥ 279,030 ¥ 246,288 $ 2,563,907Call Loans and Bills Bought 4,890 8,478 44,932Monetary Claims Bought 3,151 3,371 28,953Trading Account Securities 551 1,173 5,062Money Held in Trust 4,983 3,000 45,787Securities 1,289,468 1,245,105 11,848,460Loans and Bills Discounted 4,178,689 4,113,132 38,396,480Foreign Exchanges 9,290 6,686 85,362Lease Receivables and Investments 79,071 72,173 726,555Other Assets 87,917 85,830 807,837Tangible Fixed Assets 33,662 33,503 309,308Intangible Fixed Assets 6,943 8,717 63,796Net Defined Benefit Asset 5,647 6,484 51,888Deferred Tax Assets 1,926 1,906 17,697Customers’ Liabilities for Acceptances and Guarantees 18,901 22,577 173,674Less Reserve for Possible Loan Losses (21,035) (24,545) (193,283)Less Reserve for Possible Investment Losses (15) (15) (137)

Total Assets ¥ 5,983,075 ¥ 5,833,869 $ 54,976,339

LIABILITIES AND NET ASSETSLiabilitiesDeposits ¥ 5,182,005 ¥ 5,084,021 $ 47,615,593 Call Money and Bills Sold 4,897 9,989 44,996 Payables under Repurchase Agreements 39,302 33,774 361,132 Payables for Securities Lending Transactions 86,430 77,299 794,174 Borrowed Money 274,337 207,895 2,520,784 Foreign Exchanges 453 669 4,162 Borrowed Money from Trust Account Liabilities 980 — 9,004 Other Liabilities 61,627 66,206 566,268 Accrued Employees’ Bonuses 1,787 1,828 16,420 Net Defined Benefit Liability 3,604 3,499 33,115 Reserve for Directors’ Retirement Benefits 39 30 358 Reserve for Reimbursement of Deposits 299 314 2,747 Reserve for Customer Point Program 888 905 8,159 Reserve under Special Laws 0 — 0 Deferred Tax Liabilities 7,558 13,031 69,447 Deferred Tax Liability on Land Revaluation 2,151 2,151 19,764 Acceptances and Guarantees 18,901 22,577 173,674

Total Liabilities 5,685,266 5,524,193 52,239,878

Net AssetsCommon Stock :

Authorized — 80,000,000 shares Issued — 41,831,897 shares 46,773 46,773 429,780

Capital Surplus 37,834 37,834 347,643 Retained Earnings 164,673 162,104 1,513,121 Less Treasury Stock :

— 53,199 shares in 2020 and 57,784 shares in 2019 (192) (211) (1,764)Accumulated Other Comprehensive Income :

Net Unrealized Gains on Available-for-Sale Securities 36,527 47,706 335,633 Net Deferred Hedge Gains and Losses 1,331 4,974 12,230 Land Revaluation Reserve 2,504 2,504 23,008 Remeasurements of Defined Benefit Plans (3,866) (3,431) (35,523)

Stock Acquisition Rights 165 153 1,516 Non-Controlling Interests 12,058 11,268 110,796

Total Net Assets 297,809 309,676 2,736,460 Total Liabilities and Net Assets ¥ 5,983,075 ¥ 5,833,869 $ 54,976,339

Consolidated Balance SheetsThe Ogaki Kyoritsu Bank, Ltd. and its Consolidated Subsidiaries

10

Millions of YenThousands of

U.S. DollarsFor the Years Ended March 31, 2020 and 2019 2020 2019 2020

IncomeInterest and Dividends on:

Loans and Bills Discounted ¥ 37,621 ¥ 39,232 $ 345,685 Securities 11,041 12,737 101,451Others 5,308 4,760 48,773

Trust Fees 24 — 220Fees and Commissions 14,913 13,983 137,030Other Operating Income 3,220 5,618 29,587Other Income 43,174 41,160 396,710

Total Income 115,303 117,493 1,059,478

ExpensesInterest on:

Deposits 1,095 1,421 10,061Borrowings and Rediscounts 3,778 4,796 34,714Corporate Bonds — 56 —Others 0 246 0

Fees and Commissions 6,747 6,754 61,995Other Operating Expenses 2,520 6,223 23,155General and Administrative Expenses 49,450 49,286 454,378Other Expenses 41,917 38,157 385,160

Total Expenses 105,510 106,943 969,493Income before Income Taxes 9,792 10,550 89,975Income Taxes :

Current 2,801 2,698 25,737Deferred 706 428 6,487

Total Income Taxes 3,508 3,127 32,233Net Income 6,284 7,423 57,741Net Income Attributable to Non-Controlling Interests 786 562 7,222Net Income Attributable to Owners of the Parent ¥ 5,498 ¥ 6,861 $ 50,519

Yen U.S. Dollars

2020 2019 2020

Per Share of Common StockNet Income Attributable to Owners of the Parent ¥ 131.60 ¥ 164.23 $ 1.20 Diluted Net Income Attributable to Owners of the Parent 131.42 164.03 1.20Dividends 70.00 70.00 0.64Net Assets 6,835.68 7,139.69 62.81

Millions of YenThousands of

U.S. DollarsFor the Years Ended March 31, 2020 and 2019 2020 2019 2020

Net Income ¥ 6,284 ¥ 7,423 $ 57,741Other Comprehensive Income (15,247) (4,072) (140,099)

Net Unrealized Losses on Available-for-Sale Securities (11,170) (1,867) (102,637) Net Deferred Hedge Gains and Losses (3,643) (2,211) (33,474) Remeasurements of Defined Benefit Plans (434) 6 (3,987)

Comprehensive Income (8,962) 3,351 (82,348) Comprehensive Income Attributable to: Owners of the Parent (9,758) 2,873 (89,662) Non-Controlling Interests 795 477 7,304

Consolidated Statements of Comprehensive IncomeThe Ogaki Kyoritsu Bank, Ltd. and its Consolidated Subsidiaries

Consolidated Statements of IncomeThe Ogaki Kyoritsu Bank, Ltd. and its Consolidated Subsidiaries

11

Millions of Yen

STOCKHOLDERS’ EQUITY

CommonStock

CapitalSurplus

RetainedEarnings

TreasuryStock

TotalStockholders’

Equity

Balance at April 1, 2018 ¥46,773 ¥37,834 ¥157,992 ¥(216) ¥242,384 Cash Dividends — — (2,924) — (2,924)Net Income Attributable to Owners of the Parent 6,861 6,861 Purchases of Treasury Stock — — — (4) (4)Losses on Sales of Treasury Stock — — (0) 9 8 Land Revaluation — — 176 — 176 Net Changes in Items Other Than Stockholders’ Equity

Balance at March 31, 2019 46,773 37,834 162,104 (211) 246,500Cash Dividends — — (2,924) — (2,924)Net Income Attributable to Owners of the Parent — — 5,498 — 5,498Purchases of Treasury Stock — — — (3) (3)Losses on Sales of Treasury Stock — — (4) 22 17Land Revaluation — — 0 — 0Net Changes in Items Other Than Stockholders’ Equity — — — — —

Balance at March 31, 2020 ¥46,773 ¥37,834 ¥164,673 ¥(192) ¥249,088

Millions of Yen

ACCUMULATED OTHER COMPREHENSIVE INCOMENet Unrealized

Gains onAvailable-for-

SaleSecurities

Net Deferred Hedge Gainsand Losses

Land Revaluation

Reserve

Remeasurements of Defined

Benefit Plans

Total Accumulated

Other Comprehensive

Income

Stock Acquisition

RightsNon-Controlling

InterestsTotal

Net Assets

Balance at April 1, 2018 ¥49,488 ¥7,186 ¥2,680 ¥(3,438) ¥55,917 ¥133 ¥10,794 309,229Cash Dividends — — — — — — — (2,924)Net Income Attributable to Owners of the Parent 6,861 Purchases of Treasury Stock — — — — — — — (4)Losses on Sales of Treasury Stock — — — — — — — 8Land Revaluation — — — — — — — 176 Net Changes in Items Other Than Stockholders’ Equity (1,782) (2,211) (176) 6 (4,163) 20 474 (3,668)

Balance at March 31, 2019 47,706 4,974 2,504 (3,431) 51,753 153 11,268 309,676 Cash Dividends — — — — — — — (2,924)Net Income Attributable to Owners of the Parent — — — — — — — 5,498 Purchases of Treasury Stock — — — — — — — (3)Losses on Sales of Treasury Stock — — — — — — — 17 Land Revaluation — — — — — — — 0 Net Changes in Items Other Than Stockholders’ Equity (11,179) (3,643) (0) (434) (15,256) 11 789 (14,455)

Balance at March 31, 2020 ¥36,527 ¥1,331 ¥2,504 ¥(3,866) ¥36,497 ¥165 ¥12,058 ¥297,809

Consolidated Statements of Changes in Net AssetsThe Ogaki Kyoritsu Bank, Ltd. and its Consolidated Subsidiaries

12

Thousands of U.S. Dollars STOCKHOLDERS’ EQUITY

CommonStock

CapitalSurplus

RetainedEarnings

TreasuryStock

TotalStockholders’

Equity

Balance at April 1, 2019 $ 429,780 $ 347,643 $ 1,489,515 $ (1,938) $ 2,265,000Cash Dividends — — (26,867) — (26,867)Net Income Attributable to Owners of the Parent — — 50,519 — 50,519 Purchases of Treasury Stock — — — (27) (27)Losses on Sales of Treasury Stock — — (36) 202 156 Land Revaluation — — 0 — 0 Net Changes in Items Other Than Stockholders’ Equity — — — — —

Balance at March 31, 2020 $429,780 $347,643 $1,513,121 $(1,764) $2,288,780

Thousands of U.S. DollarsACCUMULATED OTHER COMPREHENSIVE INCOME

Net UnrealizedGains on

Available-for-Sale

Securities

Net Deferred Hedge Gainsand Losses

Land Revaluation

Reserve

Remeasurements of Defined

Benefit Plans

Total Accumulated

Other Comprehensive

Income

Stock Acquisition

RightsNon-Controlling

InterestsTotal

Net Assets

Balance at April 1, 2019 $ 438,353 $ 45,704 $ 23,008 $ (31,526) $ 475,539 $ 1,405 $ 103,537 $ 2,845,502Cash Dividends — — — — — — — (26,867)Net Income Attributable to Owners of the Parent — — — — — — — 50,519 Purchases of Treasury Stock — — — — — — — (27)Losses on Sales of Treasury Stock — — — — — — — 156 Land Revaluation — — — — — — — 0 Net Changes in Items Other Than Stockholders’ Equity (102,719) (33,474) (0) (3,987) (140,181) 101 7,249 (132,821)

Balance at March 31, 2020 $335,633 $12,230 $23,008 $(35,523) $335,357 $1,516 $110,796 $2,736,460

13

Millions of YenThousands of

U.S. DollarsFor the Years Ended March 31, 2020 and 2019 2020 2019 2020Cash Flows from Operating Activities:

Income before Income Taxes ¥ 9,792 ¥ 10,550 $ 89,975 Depreciation 4,889 4,893 44,923 Impairment Loss on Fixed Assets 245 274 2,251 Increase (Decrease) in Reserve for Possible Loan Losses (3,510) (2,409) (32,252)Increase (Decrease) in Accrued Employees’ Bonuses (40) (9) (367)Decrease (Increase) in Net Defined Benefit Asset (126) (327) (1,157)Increase (Decrease) in Net Defined Benefit Liability 448 347 4,116 Increase (Decrease) in Reserve for Directors’ Retirement Benefits 9 (0) 82 Increase (Decrease) in Reserve for Reimbursement of Deposits (14) 58 (128)Interest and Dividend Income (53,971) (56,730) (495,920)Interest Expense 4,874 6,520 44,785 Securities Gains, Net (816) (1,803) (7,497)Losses on Sale of Fixed Assets, Net 297 72 2,729 Net Changes in Trading Account Securities 622 (586) 5,715 Net Changes in Loans and Bills Discounted (65,557) (90,041) (602,379)Net Changes in Deposits 97,984 120,956 900,339 Net Changes in Borrowed Money 66,442 27,058 610,511 Net Changes in Deposits with Banks (3,031) (977) (27,850)Net Changes in Call Loans 3,587 (5,456) 32,959 Net Changes in Call Money 436 18,411 4,006 Net Changes in Payables for Securities Lending Transactions 9,130 (63,955) 83,892 Net Changes in Foreign Exchange Assets (2,603) 603 (23,918)Net Changes in Foreign Exchange Liabilities (215) 206 (1,975)Interest Income Received 50,541 60,513 464,403 Interest Expense Paid (6,762) (7,997) (62,133)Net Changes in Lease Assets (479) (88) (4,401)Net Changes in Lease Receivables and Investments (6,897) (6,504) (63,374)Net Changes in Borrowed Money from Trust Account Liabilities 980 — 9,004 Others (1,773) (41,724) (16,291)

Subtotal 104,482 (28,146) 960,047 Income Taxes Paid (2,341) (2,374) (21,510)Income Taxes Refunded 162 747 1,488

Net Cash Provided by (Used in) Operating Activities 102,303 (29,773) 940,025

Cash Flows from Investing Activities:Purchases of Securities (280,589) (500,457) (2,578,232)Proceeds from Sales of Securities 109,040 451,663 1,001,929 Proceeds from Maturities of Securities 107,292 158,591 985,867 Increase in Money Held in Trust (2,000) (3,000) (18,377)Purchases of Tangible Fixed Assets (2,223) (1,956) (20,426)Proceeds from Sales of Tangible Fixed Assets 0 1,180 0 Payments for Retirement of Tangible Fixed Assets — (20) —Purchases of Intangible Fixed Assets (1,051) (1,159) (9,657)Others (0) 2 (0)

Net Cash Provided by (Used in) Investing Activities (69,531) 104,844 (638,895)

Cash Flows from Financing Activities:Decrease in Subordinated Loans — (9,000) —Redemption of Subordinated Bonds — (15,000) —Cash Dividends Paid (2,924) (2,924) (26,867)Cash Dividends Paid to Non-Controlling Interests (5) (5) (45)Payments from Non-Controlling Interests — 2 —Purchases of Treasury Stock (3) (4) (27)Proceeds from Sales of Treasury Stock 0 0 0 Others (120) (120) (1,102)

Net Cash Used in Financing Activities (3,054) (27,052) (28,062)

Effect of Foreign Exchange Rate Changes (7) 5 (64)Net Increase (Decrease) in Cash and Cash Equivalents 29,710 48,023 272,994Cash and Cash Equivalents at Beginning of the Year 241,318 193,294 2,217,384Cash and Cash Equivalents at End of the Year ¥ 271,028 ¥ 241,318 $ 2,490,379

Consolidated Statements of Cash FlowsThe Ogaki Kyoritsu Bank, Ltd. and its Consolidated Subsidiaries

14

China

VietnamThailand

1

2

4

9

7

8

6 21

3

7

6

8

4

5 5

3

Myanmar

Cambodia

LaosTaiwan

Hong Kong

Korea

Malaysia

Singapore

Indonesia

Japan

Philippines

India

9

12

1314

1010

1511

Los Angeles

Chicago

Cincinnati

Detroit

New York

Mexico

16

17

1

4

3

2

OKB Overseas Representative O�ce and Subsidiary

OKB Overseas Support Desk

OKB Overseas Representative Office and Subsidiary

OKB Overseas Support Desk

Business Alliance Bank

Shanghai Representative O�ce

1 Manila Representative O�ce

2

OKB Consulting Vietnam Co., Ltd.3 OKB Consulting Vietnam Co., Ltd.Ho Chi Minh City Branch

4

OKB Myanmar Support Desk1 OKB India Support Desk2

OKB Malaysia Support Desk3 OKB Singapore Support Desk4

OKB Indonesia Support Desk5 OKB Taiwan Support Desk6

OKB Cambodia Support Desk7 OKB Laos Support Desk8

OKB Korea Support Desk9 OKB Mexico Support Desk10

Business Alliance Bank

Bank of China Limited Bank of Communications Co., Ltd.

Bangkok Bank Public Company Limited

JOINT STOCK COMMERCIAL BANK FOR FOREIGN TRADE OF VIET NAM

PT. Bank Maybank Indonesia Tbk State Bank of India

Metropolitan Bank and Trust Company

Malayan Banking Berhad

The Bank of East Asia, Limited BANCO NACIONAL DE MÉXICO, S.A.

OKB New York Support Desk11 OKB Los Angeles Support Desk12

OKB Chicago Support Desk13 OKB Cincinnati Support Desk14

OKB Detroit Support Desk15 OKB Hong Kong Support Desk16

1

3

5

7

9

2

4

6

8

10

OKB Thailand Support Desk17

Ogaki Kyoritsu Bank strengthened its Asian support network

by opening OKB Consulting Vietnam Co., Ltd., in Hanoi in April

2017, followed by the Manila Representative Office in the city of

Makati, the national capital region of the Philippines, in May. In

May 2019, the Company started its OKB Thailand Support Desk

service on the premises of Wise & OK Co., Ltd., a consulting

agency based in Bangkok, aimed at assisting customers in

expanding their businesses in Thailand.The Company opened

the Ho Chi Minh City Branch of OKB Consulting Vietnam Co.,

Ltd., in Ho Chi Minh City in March 2020. In addition to OKB’s

overseas representative offices and subsidiary, we make use

of the overseas bases of Sompo Japan Insurance Inc. and

Mitsui Sumitomo Insurance Co., Ltd., both of which are alliance

partners. In this way, we are able to support customers who are

expanding business overseas by offering services such as local

information from overseas and introductions to specialized

consultants, which members of the OKB Asia Kyoritsu-Kai*

can access through the “OKB Overseas Support Desk” service.

* A membership organization that serves businesses intent on expandingmainly in Asia, started in February 2013.

To Meet the Needs of Customers Who Are Expanding Business Overseas, the Company Has Expanded Its Network through Business Alliances.

OKB Overseas Business Support Network— Our overseas network extending to 16 countries and territories, mainly in Asia (including Japan) —

Ove rs e a s To p i c s

15

Head Office98, Kuruwamachi 3-chome, Ogaki, Gifu 503-0887, JapanPhone: 81 (584) 74-2111URL: https://www.okb.co.jp

Operations Support Division98, Kuruwamachi 3-chome, Ogaki, Gifu 503-0887, JapanPhone: 81 (584) 74-2111SWIFT Address: OGAK JPJT

Tokyo Branch6-1, Hatchobori 2-chome, Chuo-ku, Tokyo 104-0032, JapanPhone: 81 (3) 3552-5151

Osaka Branch5-7, Hon-machi 3-chome, Chuo-ku, Osaka 541-0053, JapanPhone: 81 (6) 6260-0500

Shanghai Representative OfficeRoom 4406A, 44th Floor, Jin Mao Tower, 88 Century Boulevard, Pudong New Area, Shanghai, The People’s Republic of ChinaPhone: 86 (21) 5047-2700

Manila Representative OfficeUnit507, 5th Floor, Tower One & Exchange Plaza, Ayala Triangle, Ayala Avenue, Makati City, 1226 PhilippinesPhone: (63)2-8810-6856

OKB Consulting Vietnam Co., Ltd.Unit2.11, 2nd Floor, CornerStone Building, 16 Phan Chu Trinh Street, Phan Chu Trinh Ward, Hoan Kiem District, Hanoi, VietnamPhone: (84)24-3823-8247

OKB Consulting Vietnam Co., Ltd. Ho Chi Minh City Branch8th Floor, Sun Wah Tower, 115 Nguyen Hue Boulevard, District 1,Ho Chi Minh City, VietnamPhone: (84)28-3827-8572

Company name Business lines Established Capital(Millions of Yen)

Percentage of the Bank’s voting rights

(%)

Percentage of the Bank’s subsidiaries’

voting rights (%)

Kyoyu Lease Co., Ltd. Leasing July 14, 1964 120 8.6 64.1

Kyoritsu Computer Service Co., Ltd.

Computing service and software development December 3, 1980 45 5.0 75.7

OKB Research Institute Co., Ltd.

Research on economy, industry, information processing technology, and culture

July 22, 1996 50 5.0 80.5

OKB Securities Co.,Ltd. Securities services March 5, 2019 1,500 100.0 —

OKB Guarantee Co., Ltd.Credit guarantee and investigation, appraisal of real estate collateral July 1, 1982 90 43.0 56.9

OKB Payment Plat Co., Ltd. Credit card business July 15, 1983 30 5.0 71.6

OKB Capital Co., Ltd. Securities investment October 1, 1984 100 35.0 60.0

OKB Business Co., Ltd.

Close examination and adjustment of cash accounts, maintenance of CDs, clerical operations for the Bank, centralized processing

December 15, 1979 20 100.0 —

OKB Partners Co., Ltd.Preparation and printing of documents, receiving and forwarding

April 3, 1984 10 100.0 —

OKB Front Co., Ltd. Bank agent services June 24, 2014 10 100.0 —

International Directory

Subsidiaries

(as of June 30, 2020)

(as of June 30, 2020)

16

Year of Establishment1896

Common StockAuthorized 80,000,000 sharesIssued 41,831,897 sharesCapital ¥46,773 million

Number of Stockholders23,268

Stock ListingFirst Section of the Tokyo Stock Exchange (Ticker Code: 8361)

Number of Employees (The Ogaki Kyoritsu Bank, Ltd.)

2,813

Number of Branches and Offices159Domestic 155Foreign 3*

Board of Corporate AuditorsCorporate Auditors

General Meeting of Shareholders

SecretariatPlanning & Coordination Division

Business Promotion Division

Management Administration DivisionPersonnel DivisionRelated Business Division

Executive Committee

Board of Directors

Audit Division

Public Relations Division

IT Management Division

Corporate Business Division

Loan & Credit Supervision Division

Treasury DivisionOperations Administration DivisionOperations Support DivisionSystems Development DivisionGeneral A�airs DivisionTokyo Liaison O�ce

Business & Public A�airs Division

Consumer Banking Division

Nagoya Liaison O�ce

International Business Promotion Division

Head O�ceDomestic BranchesShanghai Representative O�ceManila Representative O�ce

Management Advisory Committee

Organization Chart (as of June 30, 2020)

Name Shares (Thousand)

%

Japan Trustee Services Bank, Ltd. (Trustee Account) 2,594 6.21

The Master Trust Bank of Japan, Ltd.(Trustee Account) 1,795 4.29

Mizuho Bank, Ltd. 1,474 3.52Japan Trustee Services Bank, Ltd.(Trustee Account 9) 1,176 2.81

Ogaki Kyoritsu Bank Employees’ Shareholding Association 1,159 2.77

Giken Co., Ltd. 1,064 2.54Japan Trustee Services Bank, Ltd. (Trustee Account 5) 803 1.92

Meiji Yasuda Life Insurance Company 791 1.89JP MORGAN CHASE BANK 385151(Standing proxy: Settlement & Clearing Service Division, Mizuho Bank, Ltd.) 641 1.53

The Master Trust Bank of Japan (Toyota Motor Corporation's account) 547 1.30

Major Stockholders

Chairman Takashi TsuchiyaPresident Toshiyuki SakaiManaging Directors Satoshi Tsuchiya

Yuzo MoritaTakaharu Hayashi

Directors Masaaki Kanda*Yasutake Tango*Yuko Moriguchi*

Standing Corporate Auditors Susumu HayasakiRyuji Tokoro

Corporate Auditors Tsuneo Kikuchi*Takashi Saeki*

Senior Executive Officer Hiroyuki YoshinariMasayuki NogamiYoshinori GotoKatsutoshi GotoMasaki Kakehi

* External auditor

* External director

Corporate Data(as of March 31, 2020)

Notes: 1. The number of shares held is rounded down to the nearest thousand and the shareholding ratio is rounded down to two

decimal places.

2. Treasury stock is not included in the calculation of the percentage of total share issued.* Including Ho Chi Minh City Representative office that is scheduled to be closed around September 2020

Board of Directors and Corporate Auditors(as of June 30, 2020)

17

Printed in Japan on recycled paper

THE OGAKI KYORITSU BANK, LTD.98, Kuruwamachi 3-chome, Ogaki, Gifu 503-0887, Japan

Phone: 81 (584) 74-2111

URL: https://www.okb.co.jp

The OKB Group, including Ogaki Kyoritsu Bank and its subsidiaries and affiliates,

has enacted the OKB Group Charter.

Each and every person in the Group pledges to uphold OKB’s culture,

traditions, and way of thinking. We will thrive in tandem with our region and

take the customer’s point of view in all things.