Resona Holdings, Inc. · TSE:8308
Resona — Merrill Lynch Japan Conference 2004
19 slides from Resona's conference presentation, Sep 8, 2004
Slide 1: Merrill Lynch Japan Conference – A New Dawn
Merrill Lynch Japan Conference – A New Dawn Second Phase of Our Revitalization Efforts: From “Recovery” to “Leap Forward” -Toward becoming a service company- September 8, 2004 Eiji Hosoya Director, Chairman and Representative Executive Officer Resona Holdings, Inc.
Slide 2: Contents
CONTENTS ◇ Progress of Reforms Since Infusion of Public Funds ■ Toward Achieving the Plan for Current Fiscal Year: 1) Progress of the Earnings Plan for Fiscal 2004 P1 2) Gross Operating Profits P2 3) Non-interest Income P3 4) Rectifying High Cost Structure P4 5) Deposits and Loans P5 6) Elimination
Slide 3: Progress of Reforms Since Infusion of Public Funds
Progress of Reforms Since Infusion of Public Funds
Slide 4: Progress of the Earnings Plan for Fiscal 2004
Toward Achieving the Plan for Current Fiscal Year: (1) Progress of the Earnings Plan for Fiscal 2004 Finishing Finishing up up the the financial financial reforms reforms and and attaining attaining aa shift shift from from “quantity” “quantity” to to “quality” “quality” ¾ Negative impact from a dec
Slide 5: Gross Operating Profits
Toward Achieving the Plan for Current Fiscal Year: (2) Gross Operating Profits Gross Gross operating operating profits profits are are keeping keeping pace pace with with the the plan plan [Gross Operating Profits] (Total of 5 Banks) (Y bil.) 331.5 339.0 ¾ Gross operating profits of the 1st quarter
Slide 6: Non-interest Income
Toward Achieving the Plan for Current Fiscal Year: (3) Non-interest Income Growth Growth in in non-interest non-interest income income is is greater greater than than planned planned (Y bil.) [Sales of Investment Trusts] (Total of 4 banks) (Y bil.) 10 Income 1,200 ¾ Outstanding balance exceeded Y1.0
Slide 7: Rectifying High Cost Structure
Toward Achieving the Plan for Current Fiscal Year: (4) Rectifying High Cost Structure Planned Planned cost cost reduction reduction is is achievable achievable through through the the cost-cutting cost-cutting measures measures implemented implemented previous previous year year (Y bil.) [General &
Slide 8: Deposits and Loans
Toward Achieving the Plan for Current Fiscal Year: (5) Deposits and Loans Quality Quality of of loan loan portfolio portfolio is is improving improving through through off-balancing off-balancing of of NPLs NPLs and and growth growth of of housing housing loans loans ¾ Individual deposits increased
Slide 9: Elimination of Excessive Risks
Toward Achieving the Plan for Current Fiscal Year: (6) Elimination of Excessive Risks Reduction Reduction of of excessive excessive risks risks is is in in the the final final phase phase [Balance of NPLs under FRL criteria] (Total of 4 Banks) Special attention Risk (Y bil.) Unrecoverable or valuele
Slide 10: Adoption of Consolidated Tax Return System
Adoption of Consolidated Tax Return System -- Plans to introduce from fiscal 2005 Enlargement of Corporate Value Reinforcement of Consolidated Group Management Group management is a prerequisite Tax payments Consolidated Consolidated tax tax payments payments on a non-consolidated basis with with Re
Slide 11: Laying Foundation for Differentiation Strategy
Laying Foundation for Differentiation Strategy
Slide 12: Basic Course of Our Strategy
Basic Course of Our Strategy * Management environment is likely to undergo radical changes in the coming several years, resulting in polarization * First key for winning a survival race: Cost Competitiveness >> Low-cost operation is a requisite * Second key for winning a survival race: Differentiati
Slide 13: Strategy Map
Strategy Map Values Offered Environment Pillars of Strategy Area Management & Evolution to a Service Company to Customers [Business Process Reform for Higher Efficiency] Management Transparency Soundness Soundness >> Branch office renovation to make it a place for Realignments Trust Trust sales of p
Slide 14: Evolving into a Service Company: Outline of Area Management System
Evolving into a Service Company: (1) Outline of Area Management System Drastically Drastically reviewed reviewed the the old old system system and and practices practices with with aa concept concept of of “Market “Market In” In” [Basic Concept] [Scope of Authorities Given to Area CEOs] * Prioritizi
Slide 15: Evolving into a Service Company: Alliance Strategy
Evolving into a Service Company: (2) Alliance Strategy Area Area Management Management System System and and Alliance Alliance Strategy Strategy Realizing low-cost operation and strengthened Farewell to universal banking strategy relationships with customers simultaneously Significant authorities de
Slide 16: Tie-up with Credit Saison and Issuance of New Joint Credit Cards
Tie-up with Credit Saison and Issuance of New Joint Credit Cards Strengthen Strengthen Group’s Group’s credit credit card card business business through through business business tie-up tie-up with with Credit Credit Saison Saison Strategic tie-up in credit card business Outline of the Tie-up Mutual
Slide 17: Tie-up with Credit Saison and Issuance of New Joint Credit Cards
Tie-up with Credit Saison and Issuance of New Joint Credit Cards <Front Face of Ordinary Card> <Front Face of Design Card> <Reverse Face> 13
Slide 18: Business Collaboration with Alico Japan in Individual Annuity Insurance
Business Collaboration with Alico Japan in the Field of Individual Annuity Insurance Business Business collaboration collaboration with with Alico Alico Japan Japan starting starting from from September September 2004 2004 ¾ Strengthening business collaboration with Alico Japan which has a No.1 shar
Slide 19: Forward-looking statements
The forward-looking statements contained in this presentation may be subject to material change due to the following factors. These factors may include changes in the level of stock price in Japan, any development and change related to the government’s policies, laws, business practices and their in
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