Resona Holdings, Inc. · TSE:8308
Resona — Investor Presentation (May 2025)
102 slides from Resona's investor presentation, May 20, 2025
Slide 1: Investor Relations Meeting for FY2024
未 May 20, 2025 Investor Relations Meeting for FY2024
Slide 2: Points We Would Like to Communicate
Points We Would Like to Communicate Revive our earnings power ⇒ Expand top-line income via the use of two income sources (net interest income + fee income) 1 Improve ROA via proactive balance sheet (BS) management while taking on the challenge of achieving record-high fee income for the fifth cons
Slide 3: Contents
Contents Review of FY2024 and Forecast for FY2025 ・・・・・・・・・・ p.3 Initiatives to Improve Corporate Value ・・・・・・・・・・・・・・・・・・・・・・ p.6 Capital Management ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ p.18 Aiming to Be a Company That Contributes Most ・・・・・・・・・・ p.24 to SX of Retail Customers (ESG Initiatives)
Slide 4: Review of FY2024 and Forecast for FY2025
Review of FY2024 and Forecast for FY2025 Initiatives to Improve Corporate Value Capital Management Aiming to Be a Company That Contributes Most to SX of Retail Customers (ESG Initiatives) Reference Material (Financial Highlights, MMP, Business Strategies and Other) 3
Slide 5: Review of FY2024 and Forecast for FY2025
Review of FY2024 and Forecast for FY2025 Core net operating profit Net income attributable to (excluding net gains on ROE cancellation of investment trusts)*1 owners of parent FY2024 Stockholders’ equity: Act. JPY288.5 bn JPY213.3 bn 9.3% [ ] represents [+50.1 bn] [+54.3 bn] TSE standard: YoY change
Slide 6: Formulation of FY2025 Plan Based on FY2024 Results
Formulation of FY2025 Plan Based on FY2024 Results (YoY Change in Net Profit) Fee (JPY bn) income +2.1 Operating expenses Other (29.5) items, NII net 8.4% (22.9) Fee +77.0 Net income income Operating Other attributable items, +14.4 expenses 7.8% to owners of parent net (27.5) +8.7 Net income 240.0 N
Slide 7: Initiatives to Improve Corporate Value
Review of FY2024 and Forecast for FY2025 Initiatives to Improve Corporate Value Capital Management Aiming to Be a Company That Contributes Most to SX of Retail Customers (ESG Initiatives) Reference Material (Financial Highlights, MMP, Business Strategies and Other) 6
Slide 8: Financial and Non-Financial Approaches to Improve Corporate Value
Financial and Non-Financial Approaches to Improve Corporate Value • Business endeavors that start with addressing Resona’s sustainability management issues confronting customers and regional communities • High-quality, stable profit Expand top-line income by leveraging both Constant net interest inc
Slide 9: BS Management Approach Aligned with Possible Hikes in Yen Interest Rates
BS Management Approach Aligned with Possible Hikes in Yen Interest Rates Revival of the deposit-lending business + Securities portfolio designed to support stable interest income ⇒ Turnaround and raise ROA End of Mar. 2025 Total assets JPY77.3 tn Large companies Composition of loan portfolio Loans a
Slide 10: Possible Impact on Earnings while JPY Interest Rate Hikes
Possible Impact on Earnings while JPY Interest Rate Hikes (provisional calculation) With the policy interest rate rising to 0.75%, we expect ROE defined by TSE to reach 10% [Amount increase in gross operating profit (vs FY23)] ＜Assumption for provisional calculation＞ (JPY bn) Policy interest rate
Slide 11: A Robust Deposit Base Supporting the Two Businesses
A Robust Deposit Base Supporting the Two Businesses Maintain and expand our stable retail deposit base with high retention —a source of strength in a world with interest rates [Deposit balance breakdown] Our advantage lies in the high volume of individual deposits, which have relatively strong ret
Slide 12: Enhancement of Loan Income
Enhancement of Loan Income Achieve a turnaround and expansion in net interest income from domestic loans and deposits from the aspects of both volume and rates Resona’s unique features Internal environment Changes in external environment Entering a phase in which The customer base and networks we ca
Slide 13: Accumulate High-Quality Fee Income
Accumulate High-Quality Fee Income Constantly introduce new businesses ⇒ Secure a robust recurring fee structure covering a broad range of sources Fee income expansion Past Present Future Time frame for yielding the profit effect [Fee income] 227.9 230.0 (JPY bn) 190.2 On track to achieve 56.5 59.0
Slide 14: Enhance Corporate Value through Structural Reforms
Enhance Corporate Value through Structural Reforms Strengthen the Group’s foundation for growth while breaking away from the inherently cost-intensive nature of our retail operations < Frontline reforms > < Middle- and back-office reforms > Create a new customer experience Organizational downsizing
Slide 15: Structural Reforms: Frontline Reforms
Enhance Corporate Value through Structural Reforms : Frontline Reforms Frontline reforms ⇒ Integration of Face-to-Face and Digital Channels Personalized proposals Attractive human resources Resolve issues requiring Superior consulting capabilities sophisticated solutions F2F Digital Day-to-day conta
Slide 16: Middle- and Back-Office Reforms, Workstyle Reforms
Enhance Corporate Value through Structural Reforms : Middle- and Back-Office Reforms, Workstyle Reforms Middle- and back-office reforms ⇒ Build a foundation supporting our “one-platform, multi-regional strategy” Progress in post-merger integration (PMI) The digital shift in bank-counter transactions
Slide 17: Structural Reforms: Investment in human capital
Enhance Corporate Value through Structural Reforms : Investment in human capital Enhance investment in human resources supporting sustainable growth and structural reforms (CX) Achieve growth in Downsized the portfolio to the level Expand HR-related investment Better motivate income per employee pri
Slide 18: Credit Costs Control
Credit Costs Control Dispersed credit portfolio ⇒ Anticipate that a certain degree of risk control is feasible even when interest rates rise Average ratio of credit costs recorded over the long term (including during the aftermath of the Lehman Brothers bankruptcy) is (11.0)bps. Risk resilience am
Slide 19: Capital Management
Review of FY2024 and Forecast for FY2025 Initiatives to Improve Corporate Value Capital Management Aiming to Be a Company That Contributes Most to SX of Retail Customers (ESG Initiatives) Reference Material (Financial Highlights, MMP, Business Strategies and Other) 18
Slide 20: Capital Management (1)
Capital Management (1) Enter a new phase in which we can step up the utilization of capital from the current MMP (FY23~FY25) Financial soundness Growth investment Organic growth ⇒ Expand loan assets, etc. with high returns relative to risk Maintain the CET1 ratio*1 at the 10% range CET1 ratio
Slide 21: Capital Management (2)
Capital Management (2) Shareholder Return Enhancement Actions Announced in May 2025 ＜FY24＞ 1 Increase in year-end DPS : +2 yen compared to the forecast [11.5 yen → 13.5 yen] ⇒ As a result, annual DPS will increase by 3 yen, YoY [FY23: 22 yen → FY24: 25 yen] ＜FY25＞ 2 Forecast DPS : 29 yen, +4 yen, Yo
Slide 22: Capital Management (3)
Capital Management (3) For FY2024, ROE (stockholders’ equity) increased to 9.3%, and ROE (TSE standard) increased to 7.8%. For FY2025, we plan to achieve 10.0% and 8.4%, respectively. Through the strategic utilization of both revenue drivers and capital policy drivers, we strive to achieve the "sust
Slide 23: How We Utilize Capital
How We Utilize Capital Progress in securing profit exceeded the MMP target ⇒ Able to expand growth investment at a pace exceeding allocation plans under the MMP, especially in organic growth fields [Capital allocation under the MMP] (JPY bn) <Funding> <Utilization> 580.0 580.0 Current MMP 580.0 Prev
Slide 24: Policy-Oriented Stock Holdings
Policy-Oriented Stock Holdings*1 Create new value to be delivered to customers/ Create management resources that can be allocated to growth investment and structural reforms Plan for Reduce over 2/3 of book value by the end of Mar. 2030 compared to the end of Mar. 2024 Reduction ⇒ Reduce the fair va
Slide 25: Aiming to Be a Company That Contributes Most to SX of Retail Customers (ESG Initiatives)
Review of FY2024 and Forecast for FY2025 Initiatives to Improve Corporate Value Capital Management Aiming to Be a Company That Contributes Most to SX of Retail Customers (ESG Initiatives) Reference Material (Financial Highlights, MMP, Business Strategies and Other) 24
Slide 26: Long-Term Sustainability Indicators
Long-Term Sustainability Indicators Aiming for sustainable improvement in social and corporate value FY2023 FY2024 FY2030 (target levels) Value Creation Capability Indicator 11.8 mil 12.9 mil 20.0 mil Value for Number of cases where solutions are provided cases cases cases customers and society Reta
Slide 27: E (Environment): Retail Transition Finance
E (Environment): Retail Transition Finance Enhance assistance to retail customers and continuously act as their “running partner,” helping them update their awareness and transform their modes of behavior FY24 transaction volume: Approx. JPY1.9 tn : Expanded such financing to a total of JPY3.8 tn ov
Slide 28: E (Environment): Carbon Neutrality (1) –Scope 1 & 2-
E (Environment): Carbon Neutrality (1) –Scope 1 & 2- The volume of Scope 1 and 2 greenhouse gas (GHG) emissions arising from energy use across the Resona Group decreased steadily Measures to achieve our carbon neutrality target (reducing CO2 [CO2 emission reductions due to the introduction of emis
Slide 29: E (Environment): Carbon Neutrality (2) –Scope 3-
E (Environment): Carbon Neutrality (2) –Scope 3- Promote decarbonization through the reduction of GHG emissions (Scope 3, Category 15) attributable to our investment and financing portfolio Committed to achieving net zero by 2050 in terms of GHG emissions from our investment and financing portfoli
Slide 30: E (Environment): Addressing Environmental Issues
E (Environment): Addressing Environmental Issues The Board of Directors has clarified its policy of reducing the negative environmental impact of the entire value chain Board of Directors Resona Group Environmental Policy Report Supervise Representative Tasked with the consolidated management of imp
Slide 31: S (Society): Diversity & Inclusion (1)
S (Society): Diversity & Inclusion (1) Creating corporate value by drawing on diversity Step up the empowerment of women, to date a source of strength for the Group, ensuring that they serve as a driving force of value creation Ratio of women 2025*1 FY2030 Target 2022 HD “Nadeshiko Brand” 2021 Dir
Slide 32: S (Society): Diversity & Inclusion (2)
S (Society): Diversity & Inclusion (2) Initiatives to empower diverse human resources to achieve success Resona Women’s Council 2.0 Step up initiatives to encourage male employees to play Consists of about 20 individuals with diverse attributes (rank, age, organizational greater roles in child
Slide 33: S (Society): Overview of Our Human Resource Strategy
S (Society): Overview of Our Human Resource Strategy HR vision: Create a prosperous future by working with diverse partners from within and outside the Group whose aspirations resonate with ours Synergetic Value creation effect Well-being Enhance three pillars Co-creation Professional Resonance Enga
Slide 34: S (Society): Six Drivers for Realizing Human Resource Strategy
HD + S (Society): Six Drivers for Realizing Human Resource Strategy Group Banks Drivers Non-financial targets FY22 ⇒ FY24 / FY30 Our policy for FY25 initiatives Ratio of women line manager 31.4% ⇒ 34.4% 40% Implement measures to enhance management skills [1] Leadership Ratio of mid-career empl
Slide 35: S (Society): Widespread Recognition of the Purpose
S (Society): Improve Our Social Value and Corporate Value by Facilitating the Widespread Recognition of the Purpose Create a virtuous cycle arising from the widespread recognition and support of the Purpose among customers and society as a whole as well as among employees Resona Group Resona Group’s
Slide 36: S (Society): Sponsoring B.LEAGUE (Jul. 2024~)
S (Society): Sponsoring B.LEAGUE (Jul. 2024~) “Create an exciting future” and “Contribute to the development of regional communities” Became a title partner*1 for B.LEAGUE, a professional male basketball league < Examples of activities under in Japan our sponsorship > To enhance the corporate va
Slide 37: S (Society): Social Contribution and Regional Vitalization Initiatives
S (Society): Social Contribution and Regional Vitalization Initiatives Implement initiatives that transcend the framework of finance in our market area Saitama Make Saitama Prefecture the most Kansai Vitalize the economy of the Kansai area Prefecture livable prefecture in Japan Region through Expo 2
Slide 38: S (Society): Helping Raise Financial Literacy
S (Society): Helping Raise Financial Literacy Promote financial and economic education tailored to meet needs in each age group via the combination of face-to-face × digital channels Results of FY2024 activities (cumulative total) Number of events : 3,912 Number of participants : 55,380 An example
Slide 39: G (Corporate Governance): Sophisticated Corporate Governance System
G (Corporate Governance): Sophisticated Corporate Governance System * Subject to approval at the Jun. 2025 Ordinary General Meeting of Shareholders The first Japanese banking group which adopted a committee-based corporate governance structure in 2003 for management transparency and objectivity In
Slide 40: G (Corporate Governance): Roles, Skills, and Expertise Required to Directors
G (Corporate Governance): Roles, Skills, and Expertise Required to Directors * Subject to approval at the Jun. 2025 Ordinary General Meeting of Shareholders Strengthening supervisory and decision-making functions through active discussions at Board of Directors meetings, which are rich in diversity
Slide 41: G (Corporate Governance): Initiatives for Corporate Governance Evolution
G (Corporate Governance): Initiatives for Corporate Governance Evolution Our initiatives to improve the effectiveness of the Board of Directors’ operations Remuneration for directors and executive officers Topics addressed in free discussion sessions Compensation system for executive officers Th
Slide 42: ESG-Based Recognitions and Initiatives
ESG-Based Recognitions and Initiatives Status of inclusion into ESG-based stock indices*1 [ESG indexes selected by GPIF (domestic stock)] Aim to be included in all indices below during the current MMP period Our support for ESG-related initiatives ESG-related external evaluations at home and abroad
Slide 43: Communications with Shareholders and Investors
Communications with Shareholders and Investors 社会価値・企業価値の持続的向上を企図した建設的対話の促進 Promote constructive stakeholder dialogue to sustainably improve our social and corporate value Interviews with institutional investors and analysts Feedback to management [Trend in the cumulative number of investors int
Slide 44: Reference Material
Review of FY2024 and Forecast for FY2025 Initiatives to Improve Corporate Value Capital Management Aiming to Be a Company That Contributes Most to SX of Retail Customers (ESG Initiatives) Reference Material (Financial Highlights, MMP, Business Strategies and Other) 43
Slide 45: Outline of Financial Results for FY2024
Outline of Financial Results for FY2024 Net income attributable to owners of parent : JPY213.3 bn HD consolidated FY2024 YoY change 途中 Rate of Up JPY54.3 bn, or 34.2%, YoY (JPY bn) change Up JPY38.3bn (+21.8%) against the plan (175.0 bn) released in Nov. 2024 (a) (b) (c) Net income attributabl
Slide 46: Forecast for FY2025 Plan Based on FY2024 Results
Forecast for FY2025 Plan Based on FY2024 Results (Top-line, OHR and Credit costs) Expand the top-line income through two income sources (net interest income + fee income) Net interest income: JPY480.4 bn (+58.7 bn, YoY) Fee income: JPY227.9 bn (+14.4 bn, YoY) NII from domestic loans and deposi
Slide 47: Breakdown of Financial Results for FY2024
Breakdown of Financial Results for FY2024 Resona Holdings Total of group banks Difference (Consolidated) Saitama Kansai (JPY bn) Resona Resona Mirai Minato YoY YoY Bank YoY YoY YoY Bank YoY Bank Bank (a) (b) (c) (d) (e) (f) (g) (h) (i) (j) (k) (l) (a)-(c) Gross operating profit (1) 691.6 +64.1 622.5
Slide 48: Factors for the Changes in Net Income Attributable to Owners of Parent
Factors for the Changes HD in Net Income Attributable to Owners of Parent (YoY Change) Consolidated Actual net operating profit +36.5 Core net operating profit (excluding net gains on cancellation of investment trusts)*1 +50.1 (JPY bn) Gross operating profit +64.1 Credit Other GOP, Other items, cost
Slide 49: Trend of Loans and Deposits (Domestic Account)
Total of Trend of Loans and Deposits (Domestic Account) Group Banks Average loan / deposit balance, rates and spread Net interest income from domestic loans and deposits FY24 (YoY) : Avg. loan balance +4.80%, Loan rate +8bps The momentum of net interest income of domestic loan and FY25 (Plan): A
Slide 50: Term-end Balance of Loans and Deposits
Total of Term-end Balance of Loans and Deposits Group Banks Term-end loan balance Term-end deposit balance JPY tn, % represents YoY change JPY tn, % represents YoY change (1)Corporate (Large companies and other) Of which, excluding loans to the Japanese (1)Other (2)Corporate (SMEs) gov. and others (
Slide 51: Housing Loan Business
Total of Housing Loan Business Group Banks Composition of newly originated residential New housing loan origination housing loans by interest rate type JPY tn, % represents YoY change (1)Share of fixed rate residential housing loans (2)Share of variable rate residential housing loans 3% 1% 2% 4% 7%
Slide 52: Fee Income
HD Fee Income Consolidated Record-high profits for the fourth consecutive year. Progress rate against the plan (JPY224.0 bn) : 101.7% Increased driven by growth in succession related (up JPY3.9 bn, or 15.4%, YoY), AUM (up JPY3.7 bn, or 7.1%, YoY) and settlement related (up JPY2.9 bn, or 3.8%, Yo
Slide 53: Major Fee Businesses(1) (AUM)
HD Major Fee Businesses(1) (AUM) Consolidated AUM income Balance of asset formation support products sold to individuals (1) Insurance (1)Foreign currency deposits, Public bonds, etc. (2) Investment trust (sales commission) (2)Insurance (3) Investment trust (trust fees) (3)Fund wrap *1 (4) Fund wrap
Slide 54: Major Fee Businesses(2) (Succession, Corporate Solution, Pension Trust)
HD Major Fee Businesses(2) (Succession, Corporate Solution, Pension Trust) Consolidated Succession related income Corporate solutions business income (1)Asset and business succession related trust (1)Private placement bonds (2)M&A (2)Commitment line, Syndicated loans, Covenants (3)Real estate (indiv
Slide 55: Credit Costs and NPL
HD Consolidated Credit Costs and NPL Total of Group Banks 英語 costs Credit NPL balance and ratio (Total of group banks) FY2022 FY2023 (Financial Reconstruction Act criteria)) FY2024 FY2025 (JPY bn) Plan (1)Unrecoverable or valueless claims 2% (a) (b) (c) (d) (2)Risk claims HD consolidated (1) (15.9)
Slide 56: Securities Portfolio
Total of Securities Portfolio Group Banks Balance of available-for-sale securities*1 Net unrealized gains of available-for-sale securities*1 （JPY bn） 2023/3 2024/3 2025/3 4,543.2 (JPY bn, before hedging) (a) (b) (c) 227.0 Available-for-sale securities (1) 471.6 663.3 476.0 3,886.8 3,948.8 Stocks (2)
Slide 57: Capital Adequacy Ratio
HD Capital Adequacy Ratio Consolidated Capital adequacy ratio Main factors for changes in CET1 ratio in FY2024 Change [International standard, the full enforcement 2025/3 from 24/3 (excluding net unrealized gains on available-for-sale securities)] CET1 ratio (International std.) Full (Excluding net
Slide 58: Earnings Targets for FY2025
HD Consolidated Earnings Targets for FY2025 Total of Group Banks HD consolidated DPS YoY YoY (JPY bn) Full-year DPS change change Net income attributable to (1) 240.0 +26.7 Full-year dividend (forecast) (4) 29.0 yen +4.0 yen owners of parent Core net operating profit (2) 335.0 +46.5 (excluding net g
Slide 59: (Reference) Rationale for FY2025 Earnings Targets
HD (Reference) Rationale for FY2025 Earnings Targets (YoY change) Consolidated (JPY bn) Core net operating profit (excluding net gains on cancellation of investment trusts)*1 +46.5 Other GOP, Operating net expenses Fee (29.5) income +37.5 Personnel Other +2.1 expenses items, Settlement Net gains (8.
Slide 60: (Reference) Outline of Financial Results of Each Segment
HD (Reference) Outline of Financial Results of Each Segment Consolidated 英語 YoY (JPY bn) FY2024 Change (JPY bn) Gross operating profit (1) 814.0 +163.5 Markets Corporate Customer and Operating expense (2) (443.7) (31.2) +71.2 divisions Other Actual net operating profit (3) 370.5 +132.3 (99.1) Gross
Slide 61: (Reference) Outline of Financial Results of Customer Divisions
HD (Reference) Outline of Financial Results of Customer Divisions Consolidated Personal banking segment Corporate banking segment Actual net operating profit : Up JPY61.0 bn, YoY Actual net operating profit : Up JPY71.2 bn, YoY (JPY bn) (JPY bn) Gross operating profit +76.7 Gross operating profi
Slide 62: Reference Material
Review of FY2024 and Forecast for FY2025 Initiatives to Improve Corporate Value Capital Management Aiming to Be a Company That Contributes Most to SX of Retail Customers (ESG Initiatives) Reference Material (Financial Highlights, MMP, Business Strategies and Other) 61
Slide 63: The Resona Group’s Ideals and the Direction It is Aiming For
The Resona Group’s Ideals and the Direction It is Aiming For Accelerate initiatives to realize “Retail No. 1” Purpose Long-Term Vision 2023 “DNA of MMP ~20 Reform” years Beyond Finance, Retail No. 1 for a Brighter Future. The "Solution Group" most The first 1,000 days of taking on supported by custo
Slide 64: Overview of the MMP
Overview of the MMP Accelerate initiatives to realize “Retail No. 1”: The first 1,000 days of taking on corporate transformation (CX) -From rehabilitation to taking on new challenges- Adapt to changes in light of such trends as SX, DX, etc. Further accelerate income and cost structure reforms St
Slide 65: Progress Status under the MMP
Progress Status under the MMP In FY24, net income attributable to owners of parent was 29.2% in excess of our initial target. This was thanks to our business development efforts leveraging the two income sources amid the trend toward the normalization of monetary policies. We have thus achieved ou
Slide 66: Housing Loan Business
Housing Loan Business Enhance the portfolio with high profitability (RORA = Net income / RWA) Upsides of interest rate hikes Margins : FY25 (plan) 1.16%, +0.25% YoY Net Multifaceted transactions Average number of products in transaction income originating from housing loans Approx. 1.6 times*1 that
Slide 67: Succession Business
Succession Business Support the smooth succession of businesses and assets amid an aging society [Financial asset holdings broken [Ratio of homeowners*2] [Number of SMEs owners*3] down by holder age group*1] Households with elderly members Smooth succession 70 or older 9.0% SMEs owners 60-69 22.9% 3
Slide 68: Asset Formation Support
Asset Formation Support Commercial bank × Trust bank × Asset management comany ⇒ Assist customers in their efforts to manage assets in the era of centenarians Asset management period Post-retirement Next generation Join the workforce Retirement Inheritance Value of assets being formed Need for longe
Slide 69: Cashless and DX Solution Business
Cashless and DX Solution Business Offer convenience for corporate transactions and household finance Deliver solutions designed to meet customer needs associated with [Cashless ratio / Amount handled*1] household finances and corporate transactions [2016] [2024] 20.0% 42.8% Corporate Leverage the co
Slide 70: Deliver New Value via the Use of Digital Channels
Deliver New Value via the Use of Digital Channels 100% of day-to-day transactions can be completed via digital channels Expand contact points & transactions with customers via Pursue convenience for customers the App ⇒ Secure deposits with strong retention ⇒ Further expand multilateral transacti
Slide 71: Financial Digital Platform
Financial Digital Platform Co-creation through wide-ranging external collaboration that transcends the conventional framework Financial Digital Platform -Vision- Roll out Resona Group solutions to regional financial institutions Develop and expand an ecosystem that ensures win-win relationships
Slide 72: Progress under Our “One-Platform, Multi-Regional Strategy”
Progress under Our “One-Platform, Multi-Regional Strategy” Leverage combined capabilities afforded by all Resona Group members to realize “Retail No.1” Objective of our “one-platform, multi-regional strategy” Deliver value universally offered Deliver value optimized to suit the characteristics Reson
Slide 73: IT Governance
IT Governance Combine IT and management strategies to build a framework supporting the creation of new corporate value Realize the structural interlocking of IT governance, IT management and IT control functions Develop a well-functioning organization IT governance Established the IT Innovatio
Slide 74: Cybersecurity
Cybersecurity Constantly enhance our structure for countering cyberattacks, which are employing increasingly sophisticated and malicious methodologies Mar. 2014 Established Resona-CSIRT,*1 an organization tasked with swiftly resolving security incidents, such as those induced by cyberattacks Apr. 20
Slide 75: International Business
International Business Help customers align with changes in the business environment via the use of our overseas network Resona Group employees stationed at 11 overseas bases to cover the entire Provide solutions via local subsidiaries Asia region and the U.S. Bank Resona Perdania (Indonesia)
Slide 76: Inorganic Growth Strategies
Inorganic Growth Strategies Creating new value through co-creation Resona Leasing : Jan. 2024 Transforming two leasing companies*1 into our wholly owned ROIC subsidiaries (Capital contribution ratio Approx. 20% ⇒ 100%) 10% level Apr. 2024 Merger of two companies and renamed Winning customers not yet
Slide 77: Analysis of Current Status with the Aim of Improving Corporate Value
Analysis of Current Status with the Aim of Improving Corporate Value PBR is on a recovery track [Trends in PBR] Aim for improvement in corporate value by 1.08 both raising ROE and reducing capital costs 0.90 0.79 0.84 ROE 0.62 0.63 [ RORA × 0.56 0.54 0.47 0.50 Leverage following risk adjustment
Slide 78: Reference Material
Review of FY2024 and Forecast for FY2025 Initiatives to Improve Corporate Value Capital Management Aiming to Be a Company That Contributes Most to SX of Retail Customers (ESG Initiatives) Reference Material (Financial Highlights, MMP, Business Strategies and Other) 77
Slide 79: Resona Group at a Glance
Resona Group at a Glance Financial services group with a customer base of 16 mil individuals and 0.5 mil corporations and a full line of trust functions Extensive channel network centered on the Tokyo metropolitan area and Kansai region Corporate structure Customer base and business scale [Indiv
Slide 80: Resona Group’s Feature at a Glance
Resona Group’s Feature at a Glance A unique position that combines three strengths The largest retail-focused bank with full-line trust capabilities in Japan 1 The strengths of Full-line 3 The strengths of a trust bank trust capabilities a regional bank Full range of trust and real estate Close
Slide 81: Resona Group's Conceptual Structure
Resona Group's Conceptual Structure The Resona Group's conceptual Structure expresses how we contribute society (Purpose), what we aim to be in society (Corpotrate Mission), what we aspire to be (Long-term Vision), and how we act (Resona Way / Resona Standards). The Resona Group aims at becoming a t
Slide 82: Resona Group’s Brand Identity
Resona Group’s Brand Identity The Resona Group’s corporate name was derived from the Latin word (resonus) meaning “resonate” or “resound” in English. We attach great importance to customers' voice. By adopting the corporate name Resona, we want to express our desire to build stronger ties with our c
Slide 83: Upgrade Segments
Measures to Build Multifaceted Business Relationships Total of Two Banks with Customers (RB, SR) Visible progress has been made through the increase in the number of “Resona Loyal Customers” Number of Customers Customer segments based on (thousands) Top-line Avg. # of Increase life-time profits by u
Slide 84: Basic Concepts on the Exercise of Voting Rights of Policy-Oriented Stocks
Basic Concepts on the Exercise of Voting Rights of Policy-Oriented Stocks Resona group has established the “Policy for the Voting Right Exercise Standards of Holding Policy-Oriented Stocks.” We have built a process to individually judge and verify the approval or disapproval of all proposals. Fund
Slide 85: Stocks Held by Industry (March 31, 2025)
5% 0% 10% 15% 20% (Balance sheet amount) Fishery, agriculture and forestry Mining Construction Food product Textile product Pulp and paper Chemical product Pharmaceutical product Oil and petrochemical product Rubber products Glass and pottery Iron and steel Non-metal products Metal products Machiner
Slide 86: Business Results by Major Group Business Segments
Business Results by Major Group Business Segments Management accounting by major group business lines (FY2024) (JPY bn, %) Sound- Profitability Net operating profit after a deduction of credit cost ness Net profit Risk- after a Cost to adjusted Resona Group deduction return income Actual net operati
Slide 87: Consolidated Subsidiaries and Affiliated Companies (1)
Consolidated Subsidiaries and Affiliated Companies (1) Major consolidated domestic subsidiaries (excluding group banks) (JPY bn） Name Line of business Capital contribution ratio Fiscal year Net income YoY change FY24 Resona Guarantee (1) HD 100% (Mar.31 2025) 9.9 (0.8) FY24 Kansai Mirai Guarantee (2
Slide 88: Consolidated Subsidiaries and Affiliated Companies (2)
Consolidated Subsidiaries and Affiliated Companies (2) Major consolidated domestic subsidiaries (excluding group banks)(Continued) (JPY bn） Name Line of business Capital contribution ratio Fiscal year Net income YoY change FY24 Resona Leasing (15) HD 100% (Mar.31 2025) 1.4 (1.0) *1 Providing custome
Slide 89: Consolidated Subsidiaries and Affiliated Companies (3)
Consolidated Subsidiaries and Affiliated Companies (3) Major consolidated overseas subsidiaries (JPY bn） *1 Name Line of business Capital contribution ratio Fiscal year Net income YoY change Banking business FY24 P.T. Bank Resona Perdania (26) （Indonesia） RB 48.4% (Dec.31 2024) 1.9 +4.1 Oldest Japan
Slide 90: Maturity Ladder of Loan and Deposit (Domestic Operation)
Total of Maturity Ladder of Loan and Deposit (Domestic Operation) Two Banks (RB, SR) Loans and bills discounted Deposits [End of March 2024] [End of March 2024] Within 6M 6 to 12M 1 to 3Y Over 3Y Total Within 6M 6 to 12M 1 to 3Y Over 3Y Total Fixed rate (1) 0.8% 0.9% 8.0% 12.8% 22.6% Liquid deposits
Slide 91: Migrations of Borrowers (1H of FY2024)
Migrations of Borrowers (1H of FY2024) RB End of September 2024 Exposure Upward Downward amount basis Other Special Potentially Effectively Migration Migration Normal Bankrupt Other Collection, Assignments, Watch Attention Bankrupt Bankrupt Repayments Sale Normal 98.4% 0.5% 0.1% 0.0% 0.0% 0.0% 1.0%
Slide 92: Migrations of Borrowers (2H of FY2024)
Migrations of Borrowers (2H of FY2024) RB End of March 2025 Exposure Upward Downward amount basis Other Special Potentially Effectively Migration Migration Normal Bankrupt Other Collection, Assignments, Watch Attention Bankrupt Bankrupt Repayments Sale Normal 98.7% 0.3% 0.1% 0.0% 0.0% 0.0% 0.9% 0.8%
Slide 93: Swap Positions by Remaining Periods
HD Swap Positions by Remaining Periods Consolidated (JPY bn) Notional amounts of interest rate Mar. 31, 2025 Mar. 31, 2024 swaps (deferred hedge accounting applicable) by remaining period Within 1 to 5 Over Within 1 to 5 Over Total Total 1 year years 5 years 1 year years 5 years Receive fixed rate/
Slide 94: Loans and Bills Discounted by Industry
Total of Loans and Bills Discounted by Industry Group Banks Mar. 31, 2025 Mar. 31, 2024 (JPY bn, %) Amount Composition rate Amount Composition rate Manufacturing 3,940.5 8.7% 3,679.1 8.5% Agriculture, forestry 18.5 0.0% 17.5 0.0% Fishery 2.3 0.0% 2.2 0.0% Mining, quarrying of stone, gravel extractio
Slide 95: Trends in Stability Ratios of Japanese Companies
Trends in Stability Ratios of Japanese Companies 《Companies capitalized 《Companies capitalized 《Companies capitalized at 10M-100M(JPY)》 at 100M-1,000M(JPY)》 over 1,000M(JPY)》 100% 100% 192.4％ 200% 90% 90% 180% 80% 80% 145.9％ 160% 131.7％ 70% 70% 134.0％ 140% 115.7％ 114.7％ 60% 60% 120% 50% 45.7％50% 43.
Slide 96: Proportion of Financial Assets Held by Households
Proportion of Financial Assets Held by Households Investment Shares and Insurance and Currency and deposits trusts equities pension reserves Bonds Japan 50% 5% 14% 24% 1% Euro area 34% 10% 21% 28% 3% USA 11% 12% 40% 27% 4% * Prepared based on “Flow of Funds: Overview of Japan, the United States, and
Slide 97: Long Term Business Results
Long Term Business Results 3 banks (RB,SR,KO) After KMFG integration (JPY bn) FY2015 FY2016 FY2017 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 Gross operating profit 619.5 563.1 552.5 661.3 644.1 658.6 639.1 601.9 600.0 627.4 691.6 Net interest income 401.3 377.9 368.3 454.2 435.9 431.1
Slide 98: Credit Rating Information (Long Term)
Credit Rating Information (Long Term) Moody’s S&P R&I JCR Resona Holdings - - AA- AA Resona Bank A2 A AA- AA Saitama Resona Bank A2 - AA- AA Kansai Mirai Bank - - - AA Minato Bank - - - AA 97
Slide 99: Composition of Resona HD’s Common Shareholders
Composition of Resona HD’s Common Shareholders 2.2% 3.9% 3.9% 4.8% 2.8% Other 5.0% 6.8% 6.6% 7.0% 6.5% 6.0% 5.4% 8.9% 5.8% Corporations 6.0% 6.0% 5.8% 5.8% 5.8% 5.6% 6.3% 6.1% 20.0% 20.0% 20.0% 5.9% 6.8% 6.3% 10.9% Individuals, 13.5% 13.4% 12.1% etc. 15.6% 15.4% 13.4% 14.1% 15.3% 14.6% 13.0% 41.4% 4
Slide 100: Proactively Communicating with Our Shareholders and Investors (1)
Proactively Communicating with Our Shareholders and Investors (1) Resona Group Website [Investor Relations] View IR presentation materials from here Usability and sufficiency of information of IR site are highly evaluated 99
Slide 101: Proactively Communicating with Our Shareholders and Investors (2)
Proactively Communicating with Our Shareholders and Investors (2) Resona Group Integrated Report (issued annually) This publication provides an easy-to-understand overview of the Resona Group’s features and initiatives aimed at achieving sustainable value creation. Major contents p.22- Dialogue be
Slide 102: Abbreviations and definitions of the figures presented in this material
Abbreviations and definitions of the figures presented in this material are as follows: [HD] Resona Holdings*1 [RB] Resona Bank [SR] Saitama Resona Bank [KMB] Kansai Mirai Bank*2 [MB] Minato Bank *1 Resona Holdings and [KMFG] Kansai Mirai Financial Group merged on April 1, 2024 *2 [KU] Kansai Urba