Resona Holdings, Inc. · TSE:8308
Resona — FY2020 Earnings Presentation
84 slides from Resona's earnings presentation, May 20, 2021
Slide 1: Business Results for FY2020 and Future Management Direction
Business Results for FY2020 and Future Management Direction May 20, 2021
Slide 2: Abbreviations and 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 FY2020 p27 Life Design Support and Updates on Major Businesses p28 Asset Formation Support Business p29 Loans for Individuals p4 Outline of Financial Results for FY2020 p30 Asset and Business Succession p5 Updates on Businesses under the COVID-19 Pan
Slide 4: Outline of Business Results for FY2020 and Updates on Major Businesses
Outline of Business Results for FY2020 and Updates on Major Businesses Efforts for Sustainable Growth Capital Management ESG Initiatives Reference Material 3
Slide 5: Outline of Financial Results for FY2020
Outline of Financial Results for FY2020 Target for Net income attributable to owners of parent: JPY124.4 bn HD consolidated FY2020 YoY change FY2021 (JPY bn) Down JPY27.9 bn, or 18.3%, YoY % (a) (b) (c) (d) Progress rate against the full year target *1 : +3.7% Net income attributable to owners o
Slide 6: Updates on Businesses under the COVID-19 Pandemic (1)
Updates on Businesses under the COVID-19 Pandemic (1) Fulfilling our mission as a social infrastructure under the COVID-19 pandemic Local Communities and Customers Employees All domestic branches have maintained Promote diverse working styles such as working from the provision of full-line b
Slide 7: Updates on Businesses under the COVID-19 Pandemic (2)
Updates on Businesses under the COVID-19 Pandemic (2) Fee businesses trends in FY2020 Income from asset formation support businesses: On a recovery trend mainly driven by fund wrap (JPY bn) [Inv. trust] [Fund wrap] Fund wrap bal.*1: 536.8 bn [Insurance] FY’20 22.0 （up 0.8%, YoY） （up 37.4％ from Mar
Slide 8: Breakdown of Financial Results
Breakdown of Financial Results Resona Holdings Total of group banks Total of Difference (Consolidated) Saitama (JPY bn) Resona group Resona YoY YoY Bank banks under Bank KMFG (a) (b) (c) (d) (e) (f) (g) (a)-(c) Gross operating profit (1) 639.1 (19.5) 583.0 (22.3) 339.3 110.5 133.0 56.0 Net interest
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 (17.9) （JPY bn） Gross operating profit (19.5) NII from Net gains domestic loans on stocks (including Credit- and deposits equity related (2.2) Fees and derivatives) exp
Slide 10: Trend of Loans and Deposits
Total of Trend of Loans and Deposits (Domestic Account) Group Banks Average loan / deposit balance, rates and spread Trend of average loan balance, loan rate change FY’20 (YoY) [ Average loan balance (JPY tn)] % represents YoY change Average loan balance : +6.42%, Loan rate : (7) bps [Excluding
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 Corporate (Apartment loans) loans to the Japanese Ot
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 : 29.9% Income from fund wrap (+15.9%, YoY), corporate solution (+7.1%, YoY) and settlement related (+3.5%, YoY) have increased. Income from Insurance and real estate have decreased by 17.8% and 15.4%, respectively. [Plans] JPY bn, % rep
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: ’21/3 JPY490.9 bn (JPY536.8 bn including corporation) 13.9% 13.7% 13.1% 1 % 5 Change in balance of investment trust and fun
Slide 15: Major Fee Businesses (2) (Trust, Corporate Solution, Real Estate Business)
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 Asset and business succession Pension/Securities trust FY2018 FY2019 FY2020 Number of n
Slide 16: Credit Costs and NPL
HD Consolidated Credit Costs and NPL Total of Group Banks Credit costs Outline of Preemptive provisioning in FY2020 Credit Costs in FY2020 (total of group banks) (JPY bn) FY2018 FY2019 FY2020 FY2021 Total (52.3) (JPY bn) Plan ・ Provisioned loan loss reserves from a preemptive Preemptive standpoint a
Slide 17: Securities Portfolio
Total of Securities Portfolio Group Banks Securities portfolio*1 Status of policy-oriented stocks held 2019/3 2020/3 2021/3 Balance of listed stocks disposed in FY2020 (JPY bn) Unrealized gains/(losses) (acquisition cost basis): JPY11.6 bn, (a) (b) (c) (d) Net gain on sale: JPY32.9 bn (HD consolid
Slide 18: Capital Adequacy Ratio
HD Capital Adequacy Ratio Consolidated CAR (Domestic std.) and CET1 ratio (International std.) as of Mar. 31, 2021 were 11.54% and 13.31%, respectively, maintaining sound capital adequacy level Domestic standard (Reference) International standard ( JPY bn ) 2020/3 2021/3 Change ( JPY bn ) 2020/3 2
Slide 19: Earnings Targets for FY2021
HD Consolidated Earnings Targets for FY2021 Total of Group Banks HD consolidated Common DPS YoY （JPY bn） Full-year YoY DPS change change Net income attributable to owners of (1) 145.0 +20.6 Common stock (annual) (4) 21.0 yen - the parent KMFG Consolidated (2) 15.0 +9.2 *1 Interim dividend (5) 10.5 y
Slide 20: (Reference) Outline of Financial Results of Each Segment
HD (Reference) Outline of Financial Results of Each Segment Consolidated YoY (JPY bn) (JPY bn) FY2020 Change Gross operating profit (1) 441.9 (13.7) Customer Divisions Operating expense (2) (299.5) (1.1) Actual net operating profit (3) 142.4 (14.9) Gross operating profit (4) 182.1 (14.0) Personal Ba
Slide 21: (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 JPY15.6 bn, YoY Actual net operating profit : Up JPY0.6 bn, YoY (JPY bn) (JPY bn) Gross operating profit (14.0) Gros
Slide 22: Efforts for Sustainable Growth
Outline of Business Results for FY2020 and Updates on Major Businesses Efforts for Sustainable Growth Capital Management ESG Initiatives Reference Material 21
Slide 23: Long-term Outlook: For Becoming the Retail No. 1
Message from the Top Management / Long-term Outlook ~For Becoming the “Retail No. 1”~ Resona's SDGs-Oriented Management Starting from Issues Creating customer value “Retail No. 1” customers and society by making use of the Resona’s strengths are confronting Business & Innovation “A Good Company” <Ou
Slide 24: Medium-term Outlook: Establish Resonance Model (1)
Message from the Top Management / Medium-term Outlook ~Establish “Resonance Model”~ (1) Issues customers and HR who can think and act in society Technological evolution the best interest of customers are confronting Further New Development Challenges New business foundation to sustain the next gener
Slide 25: Medium-term Outlook: Establish Resonance Model (2)
Message from the Top Management / Medium-term Outlook ~Establish “Resonance Model”~ (2) Issues customers and Over 100 years history of society DNA of reform specializing in retail businesses are confronting Further New Development Challenges Differentiate by refining existing strengths Breaking free
Slide 26: Review of FY2020 and Outlook for FY2021 (1)
Message from the Top Management / Review of FY2020 and Outlook for FY2021 (1) “Turning Point” that shakes conventional wisdom and values → Turning crisis into opportunity Changing customers’ issues Impact on major business strategies Expansion of M&A and real estate transaction needs Review future p
Slide 27: Review of FY2020 and Outlook for FY2021 (2)
Message from the Top Management / Review of FY2020 and Outlook for FY2021 (2) Necessity for business operations based on the assumption that conditions with high uncertainty should continue Continue to change ourselves to get strengthened in both offensive and defensive manner Start the brand new Re
Slide 28: Life Design Support
Further Development Life Design Support Seamless life design support for individual customers in the 100-year life era Branch network and customer base of Full-line trust functions a commercial banking group Largest commercial banking group in Japan with full-line trust banking capabilities Function
Slide 29: Asset Formation Support Business
Further Development Asset Formation Support Business Long-term support to resolve customers’ concerns about the future Mar. 31, ’23 JPY24.0 tn Mar. 31, ’21: [KPI] Balance of AUM*1 (Resona AM): (Approx. +JPY1.4 tn from Mar. 31, ’20) JPY33.5 tn Apply investment know-how for professionals cultivated vi
Slide 30: Loans for Individuals
Further Development Loans for Individuals Support customers’ asset building through Resona’s strengths as a front-runner in housing loans Mar. 31, ’23 JPY13.8 tn Mar. 31, ’21: [KPI] Balance of housing loan: (Approx. +JPY0.9 tn from Mar. 31, ’20) JPY13.3 tn Quality portfolio × Initiatives to maintain
Slide 31: Asset and Business Succession
Further Development Asset and Business Succession Providing one-stop succession solutions by leveraging the strengths of "Retail × Trust" FY’22 JPY39.0 bn FY’20: [KPI] Succession-related income*1: (Approx. +JPY19.0 bn from FY’19) JPY18.4 bn Support “Secure/Succeed” Support “Succession” for SMEs cust
Slide 32: SME Loans Business
Further Development SME Loans Business Provide diverse solutions in “with/after COVID-19 era” Mar. 31, ’23 JPY14.6 tn Mar. 31, ’21: [KPI] Balance of loans to SMEs: (Approx. +JPY0.8 tn from Mar. 31, ’20) JPY14.6 tn Expand customer base Diverse solutions aligned with growing through accompanying-type
Slide 33: DX Strategy (1)
Further New Development X Challenges DX Strategy (1) Provide customers with a variety of options and new value through DX Resona's DX (Digital Transformation) Firstly certified in Only in the banking industry the banking industry Utilize digital technology as a means to structurally change b
Slide 34: DX Strategy (2) (Omni-channel)
Further New Development X Challenges DX Strategy (2) (Omni-channel) Provide customers with best solutions "anytime" "anywhere" Mar. 31, ’23 5 million Mar. 31, ’21: [KPI] Group App downloads: (Approx. +2.8 million from Mar. 31, ’20) 3.67 million DL Digital channel Face-to-face channel Resona Group
Slide 35: DX Strategy (3) (Settlement Business)
Further New Development X Challenges DX Strategy (3) (Settlement Business) Support for improving corporate and individual customers’ productivity and convenience FY’22 JPY80.0 bn FY’20: [KPI] Settlement-related income: (Approx. +JPY14.0 bn from FY’19) JPY68.0 bn Expanding cashless market Support for
Slide 36: KMFG / Pursue Group Synergies
Further New Development X Challenges KMFG / Pursue Group Synergies Early realization of group synergies through accelerated PMI based on making KMFG as a wholly-owned subsidiary Reorganize cost synergies based on the direction of integrated group management and management resource optimization A
Slide 37: Breaking Free of the Banking Model (1)
New Breaking Free of the Banking Model (1) Challenges ~Deliver New Value Employing New Ideas~ Creating new businesses from fields where Resona can leverage its strengths, starting with social issues and changes Creating new value with “Digital & Data”, Social issues / change “Design-based thinking”,
Slide 38: Breaking Free of the Banking Model (2)
New Breaking Free of the Banking Model (2) Challenges ~Employ a Broad Range of External Relationships to Pursue Co-Creation~ Open platform Build WIN-WIN relations through wide-ranging cooperation outside of capital-related relations Orange: Initiatives to strengthen and broaden functions Green : Ini
Slide 39: Human Resources
Rebuilding Our Foundations Human Resources Reform the human resource portfolio with an emphasis on diversity and specialization Specialized professionals Externally competitive personnel management Multi-path personnel system In-house college “Resona Academy” (Jul. ’19~) Diversity management Empower
Slide 40: Channel Reform
Rebuilding Our Foundations Channel Reform Accelerate to enhance customers convenience and totally optimize group channels Maintain customer contact points and reduce channel-related costs simultaneously by channels optimization Accelerate BinB in KMB and joint branch between RB and KMFG after ma
Slide 41: New Branch System
Rebuilding Our Foundations New Branch System Start introduction of the new branch office system (RB, SR) System that thoroughly enhance customer convenience and reduce operating costs Customers Reception terminal Customers who want to consult Customers who are subject to Urgent customer advanced c
Slide 42: Systems
Rebuilding Our Foundations Systems Accelerate system structure reform and open platform strategy with an eye on technological evolution System structure reform Focus on strategic investment by simplifying systems, low-code development, Accelerate and expanding the agile development system system
Slide 43: Capital Management
Outline of Business Results for FY2020 and Updates on Major Businesses Efforts for Sustainable Growth Capital Management ESG Initiatives Reference Material 42
Slide 44: Capital Management
Capital Management Implement share buy-back to neutralize dilutive effect on EPS from Making KMFG a wholly-owned subsidiary of HD （reference）Estimated # of shares to be acquired: Up to JPY 88 million shares A f t er making KMFG Bef ore making KMFG a wholly-owned a wholly-owned Total acquisitio
Slide 45: ESG Initiatives
Outline of Business Results for FY2020 and Updates on Major Businesses Efforts for Sustainable Growth Capital Management ESG Initiatives Reference Material 44
Slide 46: 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 SDGs Promotion Committee Integrated management of response to climate Oct. ’18 change-relate
Slide 47: E (Environment): Step-up Approach to Support Customer Initiatives
E (Environment): Step-up Approach to Support Customer Initiatives Help customers expand their Encourage customers to join Help customers identify and knowledge of climate change efforts to address resolve latent issues and other social issues social issues An introductory booklet on SDGs Private pla
Slide 48: 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 49: S (Society): Diversity & Inclusion
S (Society): Diversity & Inclusion Develop a personnel system which can train professionals with external competitiveness and enable employees to choose diverse work styles New personnel system (Apr. 2021- RB,SR) Develop professionals with external competitiveness while promoting diversity manag
Slide 50: 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 51: 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 Outside directors*1 Company Legal/ Public Finance General affairs Finance/ ESG
Slide 52: 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 Outside directors’ meetings Compensation system for executive officers Outside directors c
Slide 53: ESG-Based Recognitions and Initiatives
ESG-Based Recognitions and Initiatives Status of inclusion into ESG-based stock indices [ESG indexes selected by GPIF Aim to be included in all of four indices during the current MMP period (domestic stock)] FTSE Blossom Japan Index S&P/JPX Carbon Efficient Index MSCI Japan ESG Select Leaders Index
Slide 54: Resona's Challenges Attracting Attentions from Outside (1)
Resona’s Challenges Attracting Attentions from Outside (1) Resona’s challenges towards “Retail No. 1” are highly evaluated by various institutions Highly evaluated for our initiatives to proactively facilitating digital transformation (DX) Digital Transformation Stock Selection (DX Stock) 2020 (HD
Slide 55: Resona's Challenges Attracting Attentions from Outside (2)
Resona’s Challenges Attracting Attentions from Outside (2) Resona’s challenges towards “Retail No. 1” are highly evaluated by various institutions Winning awards to commend leading companies of diversity Leading companies where women shine 2020 Winning the Minister of State for Gender Equality Awa
Slide 56: Reference Material
Outline of Business Results for FY2020 and Updates on Major Businesses Efforts for Sustainable Growth Capital Management ESG Initiatives Reference Material 55
Slide 57: 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 58: 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 59: 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 60: 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 61: Points of Focus in the New Medium-term Management Plan
Points of Focus in the New 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
Slide 62: Roadmap for Securing Profit
Roadmap for Securing Profit Sustainable society Establish “Resonance Model” and x medium-to long-term income structure reform Resona’s sustainable growth (Billion yen) Consolidated Consolidated fee income ratio cost income ratio Loan yield decline Over 35% 60% level (3) bps /year Personnel and Furth
Slide 63: Outline of Resona Cashless Platform
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 Acquire Good value Redu
Slide 64: International Businesses
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 pandemic Bank Resona Pe
Slide 65: Policy-Oriented Stocks: Verification Process & Reduction Plan
Policy-Oriented Stocks：Verification Process & Reduction Plan Verification process for value of holding of policy-oriented stocks ※Policy for holding policy-oriented stocks ⇒P16 Quantitative Discussing Measures (Qualitative Judgment) Measures Judgment Consideration from Risks/Returns Perspective Co
Slide 66: Sound Balance Sheet
HD Sound Balance Sheet Consolidated Total assets JPY73.6 tn Large Sound loan portfolio Loans Deposits Stable funding structure companies JPY and other*1 JPY Consists mostly of housing 58.6 tn Strong deposit base 38.9 tn 17.8% loans and small-lot loans to supporting low-cost funding SMEs Personal
Slide 67: 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 Top-line Avg. # of Customer segments based on (thousands) Income Products Increase life-t
Slide 68: Business Results by Major Group Business Segments
Business Results by Major Group Business Segments Management accounting by major group business lines (FY2020) (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 69: 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'20 Resona Guarantee (1) Resona Holdings 100% 11.3 +0.5 (Mar.31 2021) FY'20 Kansai Mir
Slide 70: 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'20 P.T. Bank Resona Perdania (14) 0.4 (0.1) （Indonesia） Oldest Japan-affi
Slide 71: Stocks Held by Industry (March 31, 2021)
10% 15% 20% 25% 0% 5% Fishery, agriculture and forestry 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 72: 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, 2021 Mar. 31, 2020 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 73: Composition of Loan Portfolio and Deposits
Composition of Loan Portfolio and Deposits Total of (March 31, 2021) Group Banks Loans*1 Deposits*3 Fixed Rate Liquid 2% Fixed Rate deposits 19% Personal 27% Banking Corporate Corporation Prime Bussiness Banking Liquid (JPY18.9 tn) Unit deposits 34% Rate (JPY14.0 tn) Bussiness 33% Unit*1 47% Individ
Slide 74: 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 2020] [End of March 2020] 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) 0.9% 0.8% 6.1% 14.1% 22.0% Liquid deposits
Slide 75: Migrations of Borrowers (1H of FY2020)
RB Migrations of Borrowers (1H of FY2020) Exposure amount basis*1 End of September 2020 Upward Downward Other Special Effectively Migration Migration Normal Doubtful Bankrupt Other Collection, Assignments, Watch Attention Bankrupt Repayments Sale Normal 97.3% 1.3% 0.1% 0.0% 0.0% 0.0% 1.3% 1.3% 0.0
Slide 76: Migrations of Borrowers (2H of FY2020)
RB Migrations of Borrowers (2H of FY2020) Exposure amount basis*1 End of March 2021 Upward Downward Other Special Effectively Migration Migration Normal Doubtful Bankrupt Other Collection, Assignments, Watch Attention Bankrupt Repayments Sale Normal 98.3% 0.7% 0.1% 0.0% 0.0% 0.0% 0.9% 0.9% 0.0% -
Slide 77: List of Subordinated Bonds (March 31, 2021)
RB List of Subordinated Bonds (March 31, 2021) RB Amount Issue date Maturity Dividend rate outstanding JPY25.0 bn June 1, 2011 June 1, 2021 1.878% JPY20.0 bn December 22, 2011 December 22, 2026 2.442% JPY35.0 bn March 14, 2012 March 15, 2022 1.78% JPY16.0 bn March 14, 2012 March 15, 2027 2.464% 76
Slide 78: Responses to Further 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 With Basel 3 finalized, local authorities are currently formulating the domestic rules. At present there is no
Slide 79: 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 80: 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 JPY487.0 tn JPY186.8 tn The outstanding balance of current account at the Bank
Slide 81: Long Term Business Results
Long Term Business Results 3 banks (RB,SR,KO) After KMFG integration (JPY bn) FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2017 FY2018 FY2019 FY2020 Gross operating profit 655.2 637.1 608.5 632.4 619.5 563.1 552.5 661.3 644.1 658.6 639.1 Net interest income 463.9 443.0 430.0 425.9 401.3 377.9
Slide 82: 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- 81
Slide 83: Composition of Resona HD's Common Shareholders
Composition of Resona HD’s Common Shareholders 2.26% 5.03% 3.96% 3.93% 4.89% 8.96% 6.86% 6.65% 7.03% Other 6.08% 6.09% 5.80% 5.88% 20.01% 20.01% 20.01% 5.89% 5.69% 5.98% Corporations 6.35% 13.51% 13.44% 15.68% 15.48% 13.47% 14.19% 15.39% Individuals, 41.95% DIC 5.83% 4.34% 4.58% 16.51% etc. 50.11% 6
Slide 84: Proactively Communicating with Our Shareholders and Investors
Proactively Communicating with Our Shareholders and Investors Resona Group Website [For Shareholders/Investors] View IR presentation materials from here Integrated Report of Resona Group （Issued in every July） Integrated Report explains in a simple manner to all stakeholders the Resona Group’s st