Resona Holdings, Inc. · TSE:8308
Resona — Investor Presentation (May 2026)
52 slides from Resona's investor presentation, May 19, 2026
Slide 1: FY2025 Investor Relations Meeting
FY2025 Investor Relations Meeting Shift to the Next Stage ―Three Years to Create Our New Ways of Doing Business― May 19, 2026
Slide 2: Points We Would Like to Communicate - Investment Highlights (1)
Points We Would Like to Communicate －Investment Highlights－ (1) Previous MMP New MMP Our Long-Term Direction FY2022 FY2025 FY2028 (MMP) Policy Interest Rate 1.5% ROE 14% ROE↑ Policy Interest Rate 1.0% ROE 12% Cost of capital↓ ROE 9.2% Further ROE improvement 6.5% of corporate value 1
Slide 3: Points We Would Like to Communicate - Investment Highlights (2)
Points We Would Like to Communicate －Investment Highlights－ (2) Aiming to become a front runner in next-generation retail financing Gross operating profit Next-generation growth drivers “Our New Ways of Doing Business” Aiming for more than JPY 1 tn in FY2028 via co-creation with external partners Ev
Slide 4: Contents
Contents Toward achieving our Purpose “Beyond Finance, for a Brighter Future.” and Long-Term Vision “Retail No. 1” ・・・・ P4 The Medium-Term Management Plan 1: Growth in core businesses ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ P11 2: Creating next-generation growth drivers ・・・・・・・・・・・・・・・・・・・・・・・・・
Slide 5: Toward achieving our Purpose and Long-Term Vision "Retail No. 1"
Toward achieving our Purpose “Beyond Finance, 1 for a Brighter Future.” and Long-Term Vision “Retail No. 1” 4
Slide 6: Our Long-Term Direction
Our Long-Term Direction Purpose Materiality Development and vitalization of regional societies through industrial growth Creation of next-generation retail finance Realization of security and abundance in daily life amid declining birth rates and aging societies Realization of an abundant future soc
Slide 7: Materiality
Materiality The Future Society We Hope to Realize Materiality Four areas that the Company needs to tackle first For a Brighter Future Development and vitalization of regional societies through industrial growth A society brimming with vitality Creation of next-generation retail finance A society whe
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 Growth in core businesses [→ pp.11-23] • Strengthening funds flow
Slide 9: Financial Targets - Review of Previous MMP and Targets for New MMP
Financial Targets ーReview of Previous MMP and Targets for New MMPー Previous MMP: Thanks to the strength of our balance sheet we built up through our specialization in retail business, we have taken firm hold of the tailwinds of the financial environment and are expected to vastly surpass our targe
Slide 10: (Reference) Performance since the Establishment of Resona
(Reference) Performance since the Establishment of Resona Gross operating profit (JPY bn) 1H 2H 900.0 1,000.0 range 775.0 763.1 768.6 805.2 769.3 739.5 808.8 678.3 667.0 655.2 637.1 691.6 608.5 632.4 619.5 644.1 658.6 639.1 563.1 552.5 601.9 600.0 627.4 FY03 FY05 FY07 FY09 FY11 FY13 FY15 FY17 FY19 F
Slide 11: Factors for the Changes in Net Income FY2025 vs FY2028
Factors for the Changes in Net Income Attributable to Owners of Parent (FY2025 vs FY2028) (JPY bn, Changes are approximate figures) Gross operating profit +275.0 Of which, impact of interest rate hikes +120.0 Other GOP, net Operating Fee +36.0 expenses income +22.5 Net gains (76.0) on bonds Settleme
Slide 12: Growth in core businesses
The Medium-Term Management Plan Growth in core businesses 2-1 Strengthening funds flow cycle to continue supporting Japan's growth and regional vitalization Our New Ways of Doing Business Balance sheet management focused on realizing a virtuous cycle of value creation backed by a high-quality deposi
Slide 13: Balance Sheet Management Focused on Virtuous Cycle of Value Creation (1)
Balance Sheet Management Focused on Realizing a Virtuous Cycle of Value Creation (1) Enhance fund circulation backed by our high-quality deposit base A virtuous cycle arising from the further upgrading of our ALM approach End of Mar. 2026 Supporting Japan’s growth Total assets JPY76.2 tn Convenien
Slide 14: Balance Sheet Management Focused on Virtuous Cycle of Value Creation (2)
Balance Sheet Management Focused on Realizing a Virtuous Cycle of Value Creation (2) Further improvement in ROA by leveraging the strengths of the balance sheet FY2011 FY2021 FY2025 0.59% Heading toward ROA 0.33% new heights 0.14% Maintain Resona 107.5% 77.6% 92.7% the superiority Average of of our
Slide 15: Possible Impact on Earnings while JPY Interest Rate Hikes
Possible Impact on Earnings while JPY Interest Rate Hikes (provisional calculation) Assuming a 1.5% policy interest rate, after the impact of interest rate hikes has completely materialized, we expect ROE to reach 14% [Amount increase in gross operating profit due to policy interest rate hike (vs FY
Slide 16: Maintain and Expand a Retail Deposit Base with Strong Retention
Maintain and Expand a Retail Deposit Base with Strong Retention Overwhelming convenience ⇒ High switching costs Number of App DLs Digital Channels Face-to-Face One of the largest number Convenient, budget-friendly Deliver added value of manned branch offices 10.37 million solutions available at any
Slide 17: Corporate Loans
Corporate Loans Pursuing RORA: Expanding our loan balance by placing an even stronger focus on quality Resona Group’s unique features Enhancing consultation capabilities The customer base and networks Full-line of centered on the two major metropolitan areas Enhancing our ability trust banking funct
Slide 18: Housing Loan Business
Housing Loan Business Enhance the portfolio with high profitability (RORA = Net income / RWA) [Trends of housing loan rate and new origination*1] Proportion of balance with variable interest rate: 96% New origination (JPY tn) Upsides of 1.58 Rate: FY22 0.95% Rate (%) interest rate hikes 1.60 → FY25
Slide 19: 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 (10.6) bps. Risk resilience a
Slide 20: Enhancement of Solutions via Co-Creation with External Partners
Enhancement of Solutions aimed at Helping Resolve Issues via Co-Creation with External Partners and Other Measures Striving to establish a stable profit structure resilient to the interest rate environment by accumulating recurring income sources Fee income + Next-generation growth drivers Profit st
Slide 21: Succession Business
Succession Business Provision of assistance assuring the smooth succession of businesses and assets in order to support Japan’s sustainable economic growth [Number of SME owners*1] [Balance of household financial assets*2] Commercial bank Trust bank SME owners 1stop Approx. 3.81 million 70s or older
Slide 22: Cashless and DX Solution Business
Cashless and DX Solution Business Securing new customer contact points and delivering new value via co-creation with external partners Deliver diverse solutions designed Many business corporations are Delivering value based on the perspective to meet customer needs associated with confronting settle
Slide 23: AUM Business
AUM Business Enhancing our AUM business to maximize LTV Asset management period Post-retirement Succession to Image of asset formation -Asset formation via self-help efforts and -Use assets while managing them- the next generation [Balance of AUM*1] corporate solutions- (JPY tn) Join the Retirement
Slide 24: International Business
International Business Help customers align with changes in the business environment via the use of our overseas network Provide a wide range of consultations concerning Resona Group employees are stationed in 13 locations overseas expansion, financing, etc. Provide solutions via local subsidiarie
Slide 25: Creating next-generation growth drivers
The Medium-Term Management Plan Creating next-generation growth drivers 2-2 Acquiring new capabilities to continue sustainably providing value amid societal changes Our New Ways of Doing Business Strengthening our ability to deliver sustainable value by expanding our operations in peripheral and new
Slide 26: Strengthening Ability to Deliver Sustainable Value in New Business Fields
Strengthening Our Ability to Deliver Sustainable Value by Expanding Our Operations in Peripheral and New Business Fields Strengthening our solution lineup Further strengthening Acquiring new functions existing functions Expansion of ability to deliver value Current ability to deliver value Asset ・・・
Slide 27: Our New Ways of Doing Business Leveraging Collaboration with Digital Garage
“Our New Ways of Doing Business” Leveraging Collaboration with Digital Garage (Equity Method Affiliate) Realization of Retail No. 1, creating “Plus” for the future of settlement (i) Strengthening of the joint sales operation systems Sep. 2025 Providing one of (ii) Joint development of next-generatio
Slide 28: Capital and Business Alliance with JR-West
“Our New Ways of Doing Business” via a Capital and Business Alliance with JR-West Delivering new value arising from “A model for BaaS and settlement business that supports the circulation of value within local communities” WESTER Mirai Bank* (BaaS) Settlement Community building We aim to contribute
Slide 29: Our New Ways of Doing Business Realized via Resona Plus
“Our New Ways of Doing Business” Realized via “Resona Plus” Creation of next-generation retail finance: Leveraging ideas that transcend the framework of finance to enable customers to enjoy convenience and abundance in their everyday lives Updated into a service brand that supports the everyday li
Slide 30: Evolution of the Financial Digital Platform (DPF)
A Virtuous Cycle Arising from Win-Win Relationships Helps Create “Our New Ways of Doing Business” Evolution of the Financial Digital Platform (DPF) Function Settlement Asset Data Authorization Service ・・・ provider linkage management Business linkage API API API API API API Service design CX design F
Slide 31: Structural reforms of management platforms
The Medium-Term Management Plan Structural reforms of management platforms 2-3 Reforming policies, systems and processes to achieve a more sophisticated income and cost structure Our New Ways of Doing Business Advancing our mode of value creation by fully leveraging a combination of “Human capital ×
Slide 32: Advancing Value Creation with Human Capital, Generative AI and Data
Advancing our Mode of Value Creation by Taking Full Advantage of the Combination of Human Capital, Generative AI and Data Strengthening the Group’s foundation for growth through strategic investment in human capital and IT Breaking away from the inherently cost-intensive mode Expanding IT-related in
Slide 33: Frontline Reforms, Middle- and Back-Office Reforms
Frontline Reforms, Middle- and Back-Office Reforms Frontline reforms: Increase the time spent on customer communications Integration of face-to-face and digital channels / Diversification of channels Expanding the scope of procedures processed via Group tablets while enhancing their functions Plan
Slide 34: Workstyle Innovation
Workstyle Innovation Increase the quality and speed of value creation via workstyle innovation utilizing AI, data, etc. Direction of workstyle innovation Increase top-line income Enhancing Labor productivity Expand customer contact points / + Improve the OHR and Worker friendliness Enhance ope
Slide 35: Reform of Human Resources
Reform of Human Resources Striving to maximize corporate value via the enhancement of investment in human capital Downsized the portfolio to the level prior to the integration of KMFG (～FY2022) Employee growth / higher motivation ・・・・・・・ １ The headcount remained flat even as we and the enhance
Slide 36: Acceleration of capital circulation to maximize corporate value
The Medium-Term Management Plan Acceleration of capital circulation to maximize corporate value Strategic utilization of expanding capital flows 2-4 Our New Ways of Doing Business Capital management aimed at accelerating a virtuous cycle of capital creation 35
Slide 37: Capital Management Aimed at Accelerating a Virtuous Cycle of Capital Creation
Capital Management aimed at Accelerating a Virtuous Cycle of Capital Creation Maintaining financial soundness while expanding growth investment and shareholder returns Financial soundness Growth investment Maintain the CET1 ratio*1 at the 10% range Organic growth CET1 ratio as of Mar. 31, 2026
Slide 38: How We Utilize Capital
How We Utilize Capital New MMP Over JPY1.1 tn in capital flows Target on total shareholder return ratio “50% or higher” Over JPY525.0 bn Previous MMP (FY2023–FY2025) Cumulative profit over the course of the new MMP Target on total shareholder return ratio “50% level” JPY305.0 bn Organic growth JPY32
Slide 39: Trends in Shareholder Returns
Trends in Shareholder Returns Shareholder returns announced in May 2026 ＜FY2026＞ DPS (forecast): 37 yen (annual), +8 yen, YoY [FY2025: 29 yen → FY2026: 37 yen] Share buyback up to JPY35.0 bn Total number of shares to be acquired: Up to 25,000,000 shares (1.11% of the total number of ordinary shares
Slide 40: Sustainable Growth of EPS
Sustainable Growth of EPS Through the strategic utilization of both revenue drivers and capital policy drivers, we strive to achieve the “sustainable growth of EPS” [Trends in total shares outstanding at fiscal year-end*1 / EPS] EPS growth rate (FY25 ⇒ FY28): 25000% 24950% 24900% 24850% 24800% 24750
Slide 41: Policy-Oriented Stock Holdings
Total of Policy-Oriented Stock Holdings*1 Group Banks 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
Slide 42: ESG-related initiatives that support sustainable improvement in corporate value
ESG-related initiatives that support sustainable improvement in corporate value 3 41
Slide 43: Improve Social Value and Corporate Value by Widespread Recognition of the Purpose
Improve Our Social Value and Corporate Value by Facilitating the Widespread Recognition of the Purpose Accelerate value creation by facilitating the widespread recognition of our Purpose, “Beyond Finance, for a Brighter Future.” within and outside the Group Securing a keen awareness of the Purpose a
Slide 44: Social Contribution and Regional Vitalization Initiatives
Social Contribution and Regional Vitalization Initiatives Implement initiatives that transcend the framework of finance Saitama Initiatives that enhance the general public’s financial literacy Prefecture Regional vitalization projects through “Labo Tama*1” through financial and economic education ＜B
Slide 45: Initiatives That Address Social and Environmental Issues
Initiatives That Address Social and Environmental Issues Retail transition finance Carbon neutrality -Scope 1 & 2- Expand the scope of assistance provided to retail customers Aiming to achieve net zero emissions by the end of FY2030 even as we act as their “running partner” to help them update
Slide 46: Overview of Our Human Resource Strategy
Overview of Our Human Resource Strategy Continue to pursue a virtuous cycle of facilitating value creation and improving employee well-being Priority themes for our human resource strategy were identified to accelerate “resonance” among three pillars HR vision: Create a prosperous future by working
Slide 47: Diversity & Inclusion
Diversity & Inclusion Creation of corporate value through the empowerment of diverse human resources Step up the empowerment of women, to date a source of strength Step up initiatives to encourage male employees to play for the Group, ensuring that they serve as a driving force of value greater
Slide 48: Corporate Governance: Sophisticated Corporate Governance System
Corporate Governance: Sophisticated Corporate Governance System * Subject to approval at the Jun. 2026 Ordinary General Meeting of Shareholders The first Japanese banking group to adopt a committee-based corporate governance structure in 2003 for management transparency and objectivity Independent
Slide 49: Corporate Governance: A Board of Directors Boasting Diverse Membership
Corporate Governance: A Board of Directors Boasting Diverse Membership * Subject to approval at the Jun. 2026 Ordinary General Meeting of Shareholders The skills, experience and expertise expected of director candidates were defined in order to strengthen the supervisory and decision-making function
Slide 50: Corporate Governance: Initiatives for Corporate Governance Evolution
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 The Board of Directors’ annual agenda Compensation system for executive officers The roles of
Slide 51: 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)] Our support for ESG-related initiatives ESG-related external evaluations at home and abroad MSCI FTSE (Seven-grade system (Full score is set at 5) from AAA to CCC
Slide 52: 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