Resona Holdings, Inc. · TSE:8308
Resona — FY2021 Earnings Presentation
82 slides from Resona's earnings presentation, May 19, 2022
Slide 1: Business Results for FY2021 and Future Management Direction
Business Results for FY2021 and Future Management Direction May 19, 2022
Slide 2: Abbreviations and definitions; forward-looking statements
Abbreviations and definitions of the figures presented in this material are as follows: [HD] Resona Holdings, [RB] Resona Bank, [SR] Saitama Resona Bank, [KMFG] Kansai Mirai Financial Group, [KMB] Kansai Mirai Bank*, [MB] Minato Bank * [KU] Kansai Urban Banking Corporation and [KO] Kinki Osaka Ban
Slide 3: Table of Contents
Table of Contents Outline of Business Results for FY2021 Efforts for Sustainable Growth and Updates on Major Businesses p4 Outline of Financial Results for FY2021 p5 Review of FY2021 and Outlook for the Final Year of the Medium-term Management Plan(FY2022) (1) p6 Review of FY2021 and Outlook for the
Slide 4: Outline of Business Results for FY2021 and Updates on Major Businesses
Outline of Business Results for FY2021 and Updates on Major Businesses Efforts for Sustainable Growth Capital Management Reference Material 3
Slide 5: Outline of Financial Results for FY2021
Outline of Financial Results for FY2021 Net income attributable to owners of parent : JPY109.9 bn YoY change Target for HD consolidated FY2021 Down JPY14.5 bn, or 11.6%, YoY FY2022 (JPY bn) % Progress rate against the full year target*1 : 75.8% (a) (b) (c) (d) Actual net operating profit : JPY
Slide 6: Review of FY2021 and Outlook for Final Year of MMP (1)
Review of FY2021 and Outlook for the Final Year of the Medium-term Management Plan(FY2022) (1) Progress in income and cost structure reforms Core income [Net interest income from loans and deposits Expansion consulting business based on F2F + Fee income + Operating expenses] remained on Asset
Slide 7: Review of FY2021 and Outlook for Final Year of MMP (2)
Review of FY2021 and Outlook for the Final Year of the Medium-term Management Plan(FY2022) (2) Strengthen sustainability initiatives Formulation of long-term sustainability targets (Jun. ’21) Retail Transition Finance Cumulative total in FY2021 : JPY845.8 bn 1. Retail Promotion of dialogue w
Slide 8: Breakdown of Financial Results
Breakdown of Financial Results Resona Holdings Total of group banks Total of Difference (Consolidated) Saitama (JPY bn) Resona Resona group YoY YoY Bank YoY YoY banks under YoY Bank KMFG (a) (b) (c) (d) (e) (f) (g) (h) (i) (j) (a)-(c) Gross operating profit (1) 601.9 (37.1) 544.8 (38.1) 306.7 (32.6)
Slide 9: Factors for the Changes in Net Income Attributable to Owners of Parent
Factors for the Changes in Net Income Attributable to HD Consolidated Owners of Parent (YoY Comparison) Actual net operating profit (37.9) （JPY bn） Gross operating profit (37.1) NII from Fee income domestic loans +16.8 and deposits Other NII Other GOP, Net gains (2.3) +14.0 Credit- net on stocks rel
Slide 10: 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 Trend of average loan balance FY’21 (YoY) [Average loan balance (JPY tn)] % represents YoY change Average loan balance : +2.42%, Loan rate : (3) bps Corporate (Excluding loans to
Slide 11: 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 Corporate (Large companies and other) Corporate (SMEs) Of which, excluding loans to the Japanese Corporate (Apartment loans) go
Slide 12: Housing Loan Business
Total of Housing Loan Business Group Banks Composition of newly originated residential New housing loan origination Term-end loan balance housing loans by interest rate type JPY tn, % represents YoY change Share of fixed rate residential housing loans Share of variable rate residential housing loans
Slide 13: Fee Income
HD Fee Income Consolidated Consolidated fee income ratio*1 : 34.6% Increased driven by growth in investment trust (+3.7 bn, +16.9%, YoY) , corporate solution (+3.3 bn, +11.8%, YoY), fund wrap (+2.6 bn, +47.0%, YoY), etc. Succession-related income (asset and business succession related trust /
Slide 14: Major Fee Businesses(1) (Asset Formation Support Business)
HD Major Fee Businesses(1) (Asset Formation Support Business) Consolidated Balance of asset formation support products sold to individuals (JPY tn) Balance of fund wrap*1: 13.7% 14.0% ’22/3 JPY756.8 bn (including corporation*3) 13.1% 15% Foreign currency deposits, Change in balance of investment
Slide 15: Major Fee Businesses(2) (Trust, Corporate Solution, Real Estate)
HD Major Fee Businesses(2) (Trust, Corporate Solution, Real Estate Business) Consolidated Trust-related business income (JPY bn) Resona Asset Management Trust solution offered for asset and business succession Pension/Securities trust Asset and business succession FY2020 FY2021 FY2019 Number of ne
Slide 16: Credit Costs and NPL
HD Consolidated Credit Costs and NPL Total of Group Banks Credit costs NPL balance and ratio (Total of group banks) (Financial Reconstruction Act criteria)) FY2019 FY2020 FY2021 FY2022 2% (JPY bn) Unrecoverable or valueless claims Plan (a) (b) (c) (d) 1,000 Risk claims Net credit cost Special attent
Slide 17: Securities Portfolio
Total of Securities Portfolio Group Banks Securities portfolio*1 Status of securities management 2020/3 2021/3 2022/3 4Q of FY2021 Initiatives to restore securities portfolio Unrealized (JPY bn) gains/(losses) soundness (a) (b) (c) (d) Available-for-sale ＜Background＞ (1) 3,055.7 4,480.7 4,159.5 52
Slide 18: Initiatives to Reduction of Policy-Oriented Stock Holdings
Initiatives to Reduction of Policy-Oriented Stock Holdings Policy for holding policy-oriented stocks*1 Since the capital enhancement with public funds, Resona Group has reduced the balance of the policy-oriented stocks to lessen the risk of price volatility. Our basic policy is to continue to redu
Slide 19: Capital Adequacy Ratio
HD Capital Adequacy Ratio Consolidated CAR (Domestic std.) and CET1 ratio (International std.) as of Mar. 31, 2022 were 11.82% and 13.43%, respectively, maintaining sound capital adequacy level Domestic standard (Reference) International standard ( JPY bn ) 2021/3 2022/3 Change ( JPY bn ) 2021/3 2
Slide 20: Earnings Targets for FY2022
HD Consolidated Earnings Targets for FY2022 Total of Group Banks HD consolidated Common DPS YoY YoY （JPY bn） Full-year DPS change change Net income attributable to owners of (1) 150.0 +40.1 Common stock (annual) (4) 21.0 yen - parent KMFG consolidated (2) 20.0 +3.0 Interim dividend (5) 10.5 yen - Di
Slide 21: (Reference) Gap Analysis: FY2022 Target vs FY2021 Results
(Reference) HD Gap Analysis : FY2022 Target vs FY2021 Results Consolidated Net Income Attributable to Owners of Parent 《Approximate figures》 (JPY bn) Total of group banks Actual net Income taxes, Lower operating profit Credit- etc. dependence on Credit- Other +40.9 related (12.6) the Market Net gain
Slide 22: (Reference) Outline of Financial Results of Each Segment
HD (Reference) Outline of Financial Results of Each Segment Consolidated YoY (JPY bn) (JPY bn) FY2021 Change Gross operating profit (1) 462.6 +20.7 Customer Corporate Operating expense (2) (304.1) (4.5) Personal Divisions +19.5 Actual net operating profit (3) 158.5 +16.1 (3.4) Gross operating profit
Slide 23: (Reference) Outline of Financial Results of Customer Divisions
HD Consolidated (Reference) Outline of Financial Results of Customer Divisions (exclude KMFG) Personal Banking Segment Corporate Banking Segment Actual net operating profit : Down JPY3.4 bn, YoY Actual net operating profit : Up JPY19.5 bn, YoY (JPY bn) (JPY bn) Gross operating profit (2.4) Gross
Slide 24: (Reference) Outline of Balance Sheet (Mar. 31, 2022)
HD (Reference) Outline of Balance Sheet (Mar. 31, 2022) Consolidated Total assets JPY78.1 tn Large companies Sound loan portfolio Loans and other*1 Deposits Stable funding structure 18.4％ JPY JPY Consists mostly of housing 60.9 tn Strong deposit base 39.5 tn loans and small-lot loans to SMEs*1 s
Slide 25: KPIs under the MMP
KPIs under the MMP FY’22 FY’22 FY’20 FY’21 (Target) (MMP) Net income attributable to JPY124.4 bn JPY109.9 bn JPY150 bn JPY160 bn owners of parent KMFG JPY11.2 bn JPY17.0 bn JPY20 bn JPY20 bn [Of which contribution to HD consolidated income] [JPY5.8 bn] [JPY17.0 bn] [JPY20 bn] [JPY20 bn] Consolidated
Slide 26: Efforts for Sustainable Growth
Outline of Business Results for FY2021 and Updates on Major Businesses Efforts for Sustainable Growth Capital Management Reference Material 25
Slide 27: Message from the Top Management / For Becoming the Retail No. 1
Message from the Top Management / For Becoming the “Retail No. 1” Practice Thorough Sustainability Management < Our vision > Issues Creating new customer value “Retail No. 1” customers and society by making use of the Resona’s strengths are confronting “A Good Company” Business X Innovation Realize
Slide 28: Message from the Top Management / Adapt to Changes
Message from the Top Management / Adapt to Changes Constantly evolving issues confronting More Requiring specialist Increasingly Resona takes a pioneering approach diverse complex our customers and society as a whole skills to adapt to changes Ceaselessly implement a cycle of “sowing seeds,” “ensu
Slide 29: Integrate Face-to-face and Digital Channel
New Earnings Pillars Integrate Face-to-face and Digital Channel Provide customers with a variety of options and new value Achieve omni-channel Digital channel Face-to-face channel “Enhancement of Optimal solutions anytime, anywhere customer convenience” Group App represents the largest × transacti
Slide 30: Promote Digitization to Support Creation of New Customer Value
Promote Digitization to Support the Creation of New Earnings Pillars New Customer Value Expansion of App users X High profitability ⇒ Maximize profits Expanding contact points with customers Features of the App frequent users High profitability throughout the ages (As of Mar. ’22) 5.02 million
Slide 31: Further Evolution of KMFG
New Earnings Pillars Further Evolution of KMFG Early realization of group synergies through accelerated PMI based on making KMFG as a wholly-owned subsidiary Aim to realize synergies of JPY25.0 bn (vs FY’18, up 2.0 bn from the MMP) in FY2022 MB began offering the Group App, debit cards (Feb. ’22
Slide 32: Widespread Use of Cashless Payment
New Earnings Pillars Widespread Use of Cashless Payment 【Cashless market-size*1】 [Cashless rates of other countries (2018)*3] [Debit card income of Resona (JPY bn)] 2019 Target for 2025 94.7% +27.9% 77.3% 2016 57.0% 47.0% JPY 24.2% 17.9% JPY60 tn 120 tn*2 3.3 4.3 2.3 20% 26.8% 40% Korea China UK USA
Slide 33: Asset Formation in the 100-Year Life
New Earnings Further Pillars Development Asset Formation in the 100-Year Life [Average life*1] [Proportion of financial assets (2021)*2] [Fund wrap income of Resona (JPY bn)] [2015-2020] [2050-2055] Japan 日本 54% 4% 27% 1%10% +47.0% Euro ユーロ Men : 81.28 y/o Men : 85.45 y/o 34% 9% 33% 1%18% エリア area 8
Slide 34: Supporting Smooth Succession to the Next Generation
Further Development Supporting Smooth Succession to the Next Generation [Aging of business owners] [M&A income of Resona (JPY bn)] [Real estate income of Resona (JPY bn)] +38.9% +27.9% [Ratio of business owners [Average age*1] without successors by age group*2] 3.9 13.5 62.49 y/o 3.1 2.8 12.5 10.6 6
Slide 35: Financial Digital Platform(1)
New Seeds for Growth Financial Digital Platform(1) Co-creation through wide-ranging external collaboration that transcends the conventional framework Financial digital platform connecting regional financial institutions, partner companies from different sectors and local governments < Example of e
Slide 36: Financial Digital Platform(2)
New Seeds for Growth Financial Digital Platform(2) Develop and expand an ecosystem that ensures win-win relationships for all platform (PF) participants <Participants and users <Expected benefits> of the platform> Customers Use a variety of financial and non-financial services at banks, businesses
Slide 37: New Businesses that Break Away from the Bank Model
New Seeds for Growth New Businesses that Break Away from the Bank Model New value creation supported by three drivers: “Digital & Data,” “Design-based thinking” and “Open” Address issues Leverage new ideas and Accelerate to create new businesses confronting society approaches Employ a broad range
Slide 38: Retail Transition Finance
New Seeds for Growth Retail Transition Finance Helping retail customers update their awareness, transform their modes of behavior and thereby achieve steady transition Transaction volume： FY2021 845.8 bn (cumulative) (Target for FY2021 to FY2030: Cumulative total of JPY10 trillion) SMEs play an
Slide 39: Carbon Neutrality
New Seeds for Growth Carbon Neutrality The Resona Group is acting as a pioneer in terms of reducing environmental burden Measures to achieve our target (reducing the volume of CO2 emissions*1 from the Resona Group to net zero by FY2030) Place the utmost priority on reducing emissions associated
Slide 40: Diversity & Inclusion
Rebuilding Our Foundations Diversity & Inclusion 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 2022 Ratio of women FY2021 FY2030 Target HD “Nadeshiko Brand
Slide 41: Investment in Human Resources Capable of Supporting Sustainable Growth
Rebuilding Our Investment in Human Resources Capable of Foundations Supporting Sustainable Growth Developing a personnel system designed to empower diverse human resources to achieve success 2008 : Incorporated the concept of equal pay for equal work, taking a pioneering approach to empower diverse
Slide 42: Human Resources Management
Rebuilding Our Foundations Human Resources Management Downsizing and reallocating human resources to focus areas Group total personnel headcount will decrease to below the level prior to KMFG integration due to natural attrition Accelerate downsizing and reallocation of human resources on a grou
Slide 43: Reform of Sales Styles, Business Processes, and Channel Networks
Rebuilding Our Foundations Reform of Sales Styles, Business Processes, and Channel Networks Simultaneous enhancement of customer convenience and operational efficiency Shifting branch mission from clerical work to the provision of solutions Aiming to realize “integrate consulting services and ba
Slide 44: System Structure Reform
Rebuilding Our Foundations System Structure Reform System structure reform with an eye on technological evolution System structure reform ~ Resona NEXT ~ Accelerate Secure capacity to respond to increased investment on strategic area by simplifying systems and expanding the agile development sys
Slide 45: Cost Structure Reform
Rebuilding Our Foundations Cost Structure Reform Pursue cost structure reforms to overcome a cost-intensive nature inherent to retail operations Establish a low-cost business structure via operational reforms while securing a further momentum for cost structure reforms via DX ■ Personnel expenses
Slide 46: Capital Management
Outline of Business Results for FY2021 and Updates on Major Businesses Efforts for Sustainable Growth Capital Management Reference Material 45
Slide 47: Capital Management
Capital Management Our basic policy is to strike an optimal balance between financial soundness, profitability and shareholder return Aim for a total shareholder return ratio of middle 40% range in the medium term remain unchanged Financial soundness Profitability Secure sufficient equity capi
Slide 48: Reference Material
Outline of Business Results for FY2021 and Updates on Major Businesses Efforts for Sustainable Growth Capital Management Reference Material 47
Slide 49: E (Environment): Our Response to Global Warming & Climate Change
E (Environment): Our Response to Global Warming & Climate Change Board of Directors proactively pursue Resona Sustainability Challenge 2030 and step up climate change countermeasures Board of Directors Group Sustainability Promotion Committee Integrated management of response to climate Oct. ’18 cha
Slide 50: S (Society): Realize Retail No. 1 through Business & Social Contribution
S (Society): Realize “Retail No. 1” through Business & Social Contribution Activities Leveraging our strengths and management resources to contribute to the sustainable growth of local communities [Relationship between business strategy and social contribution activities] Priority social issues SDGs
Slide 51: G (Corporate Governance): Sophisticated Corporate Governance System
G (Corporate Governance): Sophisticated Corporate Governance System The first Japanese banking group which adopted a committee-based corporate governance structure in 2003 for management transparency and objectivity Majority of the Board members are Outside directors only Nominating independent
Slide 52: G (Corporate Governance): Roles, Skills, and Expertise Required to Directors
G (Corporate Governance): Roles, Skills, and Expertise Required to Directors Strengthening supervisory and decision-making functions through active discussions at Board of Directors meetings, which are rich in diversity The skills (experience / knowledge) especially expected of nominees for direct
Slide 53: G (Corporate Governance): Initiatives for Corporate Governance Evolution
G (Corporate Governance): Initiatives for Corporate Governance Evolution Our initiatives to improve the effectiveness Remuneration for directors and executive officers of the Board of Directors’ operations Outside directors’ meetings Compensation system for executive officers Outside directors c
Slide 54: ESG-Based Recognitions and Initiatives
ESG-Based Recognitions and Initiatives Status of inclusion into ESG-based stock indices [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 MS
Slide 55: Resona Group at a Glance
Resona Group at a Glance Resona focuses management resources on Tokyo and Kansai metropolitan areas and retail banking business Resona Group is the largest retail-focused bank with full-line trust capabilities in Japan with a well-established customer base especially in Kansai Region due to crea
Slide 56: Resona Group's Brand Identity
Resona Group’s Brand Identity The Resona Group’s corporate name is derived from the Latin word (resonus) meaning “resonate” or “resound” in English We aim to establish “Resonance Model” by resonance between sustainable society and Resona Group’s sustainable growth We attach great importance to custo
Slide 57: Establish Resonance Model
Establish “Resonance Model” We will provide new value to customers, starting from the issues confronting customers and society, by moving beyond conventional banking frameworks through diverse resonance generated by new ideas and wide-ranging connections Drivers for Innovation Next-Generation Retail
Slide 58: Business Strategy and Rebuild Foundations (Overview)
Business Strategy and Rebuild Foundations (Overview) Business Strategies Medium-term Management Plan Retail × Trust Differentiation using our accumulated retail base and sophisticated trust functions • Provide trust, real estate and asset Further Asset and Business Succession management services in
Slide 59: Points of Focus in the Medium-term Management Plan toward 2030
Points of Focus in the Medium-term Management Plan toward the 2030 Realization of SDGs Expected issues customers will face Key policies under the new medium- Theme in the next 10 years term management plan Local Communities Adapt to a digitalized and global society Widespread use of cashless set
Slide 60: Cooperation with Regional Financial Institutions
New Earnings Pillars Cooperation with Regional Financial Institutions Establish a “win-win” relationship via broader alliances with or without capital ties Deliver Resona’s unique products and services to an even wider range of customers Utilize API platforms and other solutions to swiftly roll
Slide 61: Loans for Individuals
Further Development Loans for Individuals Support customers’ asset building through Resona’s strengths as a front-runner in housing loans Balance of housing loans: Mar. ’22 JPY13.5 tn, No.1 in Japan (as of Sep. 30, ’21) Quality portfolio X Initiatives to maintain and improve further profitability
Slide 62: SME Loans Business
Further Development SME Loans Business Help resolve the increasingly diverse and complex issues confronting 500,0000 SMEs via dialogue Stimulate potential needs via dialogue New fundraising demand expected to emerge Promote in-depth dialogue in step with changes in the environment Questionna
Slide 63: International Businesses
Further Development International Businesses Overall support for customers’ overseas expansion with a focus on Asia via overseas bases and partner banks Continue to provide meticulous services utilizing non-face-to-face Provide solutions via local subsidiaries tools even under the COVID-19 pande
Slide 64: Outline of Resona Cashless Platform
New Earnings Pillars Outline of Resona Cashless Platform Settlement infrastructure capable of resolving management issues confronting corporate customers and providing individual customers with more convenient services with smaller fees (2) Providing incentives outweighing others Increase sales Re
Slide 65: Policy-Oriented Stocks: Verification Process, Standards for Voting Rights
Policy-Oriented Stocks：Verification Process, Standards for the Exercise of Voting Rights Verification process for value of holding of policy-oriented stocks ※Policy for holding policy-oriented stocks ⇒ P17 Quantitative Discussing Measures (Qualitative Judgment) Measures Judgment Consideration from
Slide 66: Measures to Build Multifaceted Business Relationships with Customers
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 Top-line Customer segments based on (thousands) Income Avg. # of Increase life-time profi
Slide 67: Business Results by Major Group Business Segments
Business Results by Major Group Business Segments Management accounting by major group business lines (FY2021) (JPY bn, %) Profitability Soundness Net operating profit after a deduction of credit cost Net profit after a Risk-adjusted Cost to Resona Group deduction return income Actual net operating
Slide 68: Consolidated Subsidiaries and Affiliated Companies (1)
Consolidated Subsidiaries and Affiliated Companies (1) Major consolidated domestic subsidiaries (excluding group banks) (JPY bn） Net YoY Name Line of business Capital contribution ratio Fiscal year income change FY'21 Resona Guarantee (1) Resona Holdings 100% 15.5 +4.1 (Mar.31 2022) FY'21 Kansai Mir
Slide 69: Consolidated Subsidiaries and Affiliated Companies (2)
Consolidated Subsidiaries and Affiliated Companies (2) Major consolidated overseas subsidiaries (JPY bn） Net YoY Name Line of business Capital contribution ratio Fiscal year income change Banking business Resona Group 48.4% FY'21 P.T. Bank Resona Perdania (16) (0.3) (0.7) （Indonesia） Oldest Japan-af
Slide 70: Stocks Held by Industry (March 31, 2022)
0% 5% 10% 15% 20% Fishery, agriculture and forestry 25% Mining (Balance sheet amount) 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 Mach
Slide 71: Swap Positions by Remaining Periods
HD Swap Positions by Remaining Periods Consolidated Notional amounts of interest rate swaps (deferred hedge accounting applicable) by remaining period (JPY bn) Mar. 31, 2022 Mar. 31, 2021 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 72: Maturity Ladder of Loan and Deposit (Domestic Operation)
Total of Two Banks Maturity Ladder of Loan and Deposit (Domestic Operation) (RB, SR) Loans and bills discounted Deposits [End of March 2021] [End of March 2021] 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% 0.8% 6.3% 15.2% 23.3% Liquid deposits
Slide 73: Migrations of Borrowers (1H of FY2021)
RB Migrations of Borrowers (1H of FY2021) Exposure amount basis*1 End of September 2021 Upward Downward Other Special Potentially Effectively Migration Migration Normal Bankrupt Other Collection, Assignments, Watch Attention Bankrupt Bankrupt Repayments Sale Normal 98.3% 1.2% 0.0% 0.0% 0.0% 0.0% 0
Slide 74: Migrations of Borrowers (2H of FY2021)
RB Migrations of Borrowers (2H of FY2021) Exposure amount basis*1 End of March 2022 Upward Downward Other Special Potentially Effectively Migration Migration Normal Bankrupt Other Collection, Assignments, Watch Attention Bankrupt Bankrupt Repayments Sale Normal 98.8% 0.6% 0.0% 0.0% 0.0% 0.0% 0.5%
Slide 75: List of Subordinated Bonds (March 31, 2022)
RB List of Subordinated Bonds (March 31, 2022) RB Amount Issue date Maturity Dividend rate outstanding JPY20.0 bn December 22, 2011 December 22, 2026 2.442% JPY16.0 bn March 14, 2012 March 15, 2027 2.464% 74
Slide 76: Responses to International Discussion over Tightening of Financial Regulation
Responses to the Ongoing International Discussion over Further Tightening of Financial Regulation Major items of financial regulation being discussed internationally / Impact on Resona The implementation date of finalization of Basel 3 is scheduled for March 31, 2024 (possible at March 31, 2023 by
Slide 77: Outline of Eligible Capital under the Japanese Domestic Std.
Outline of Eligible Capital under the Japanese Domestic Std. Subordinated debts, preferred securities and non-convertible preferred shares Subordinated debts and preferred securities issued under the Basel 2 can be fully included in Core Capital as of the end of March 2014. These grandfathering
Slide 78: BOJ Current Account Balances
BOJ Current Account Balances Monthly average balance of BOJ current account (16 March -15 April) Total of institutions subject to the complementary City banks including deposit facility Resona Bank and Saitama Resona Bank JPY525.3 tn JPY183.7 tn The outstanding balance of current account at the Bank
Slide 79: Long Term Business Results
Long Term Business Results 3 banks (RB,SR,KO) After KMFG integration (JPY bn) FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2017 FY2018 FY2019 FY2020 FY2021 Gross operating profit 637.1 608.5 632.4 619.5 563.1 552.5 661.3 644.1 658.6 639.1 601.9 Net interest income 443.0 430.0 425.9 401.3 377.9 368.3
Slide 80: Credit Rating Information (Long Term)
Credit Rating Information (Long Term) Moody’s S&P R&I JCR Resona Holdings - - A - Resona Bank A2 A A+ AA- Saitama Resona Bank A2 - A+ AA- Kansai Mirai Bank - - - AA- Minato Bank - - - AA- 79
Slide 81: Composition of Resona HD's Common Shareholders
Composition of Resona HD’s Common Shareholders 2.26% 3.96% 3.93% 5.03% 4.89% 6.86% 6.65% 7.03% 6.59% Other 8.96% 6.09% 5.80% 5.88% 6.08% 20.01% 20.01% 20.01% 5.89% 5.69% 5.98% 6.86% Corporations 6.35% 13.51% 13.44% 15.68% 15.48% 13.47% 14.19% Individuals, 15.39% 14.60% 41.95% DIC 5.83% 4.34% 4.58% 1
Slide 82: Proactively Communicating with Our Shareholders and Investors
Proactively Communicating with Our Shareholders and Investors Resona Group Website [Investor Relations] View IR presentation materials from here https://www.resona-gr.co.jp/holdings/english/ 81