Resona Holdings, Inc. · TSE:8308
Resona — Investor Day (April 2026)
23 slides from Resona's investor day presentation, Apr 20, 2026
Slide 1: The Medium-Term Management Plan (FY2026–FY2028)
The Medium-Term Management Plan (FY2026–FY2028) Shift to the Next Stage ―Three Years to Create Our New Ways of Doing Business― April 20, 2026
Slide 2: 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 3: 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 4: Factors for the Changes in Net Income Attributable to Owners of Parent
Factors for the Changes in Net Income Attributable to Owners of Parent (FY2025 vs FY2028) (JPY bn, Changes are approximate figures) Heading to an OHR Net interest income in the 40% range Policy interest rate assumption: Further growth through advanced ALM 1.00% [2] Qualitative and quantitative
Slide 5: 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 6: Our Awareness of the Business Environment
Our Awareness of the Business Environment Amid changing global economic and social structures, a shift away from deflation is under way in Japan, with a “world with interest rates” becoming the new normal. The assumptions around finance are changing significantly due to increasingly diverse, adv
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: Overview of the Medium-Term Management Plan Shift to the Next Stage
Overview of the Medium-Term Management Plan Resona Group MMP (FY2026–FY2028) Shift to the Next Stage ―Three Years to Create Our New Ways of Doing Business― Growth in core businesses Creating next-generation growth drivers Strengthening funds flow cycle to continue supporting Japan's growth and regio
Slide 9: 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.9-12） • Strengthening funds flow c
Slide 10: Growth in Core Businesses: Strengthening Funds Flow Cycle (1)
Growth in Core Businesses: Strengthening Funds Flow Cycle (1) Our New Ways of Doing Business: Balance sheet management focused on realizing a virtuous cycle of value creation backed by a high-quality deposit base The world with interest rates Increasingly advanced ALM becomes the norm ⇒ Maintain and
Slide 11: Growth in Core Businesses: Strengthening Funds Flow Cycle (2)
Growth in Core Businesses: Strengthening Funds Flow Cycle (2) [Corporate and other loan balance] [Residential housing loan origination] [Deposits (Corporate and other / personal) balance] (JPY tn) (JPY tn) (JPY tn) 31.1 +15.8% 1.9 +39.0% 69.3 +6.1% 26.8 65.2 1.4 27.2 +7.5% Corporate 25.3 and other P
Slide 12: Growth in Core Businesses: Sustainable Expansion of Solutions (1)
Growth in Core Businesses: Sustainable Expansion of Solutions (1) Our New Ways of Doing Business: Enhancing our ability to resolve issues through solutions derived from co-creation with external partners and other means Enhancing Utilizing generative AI Improving consultation and data brand value ca
Slide 13: Growth in Core Businesses: Sustainable Expansion of Solutions (2)
Growth in Core Businesses: Sustainable Expansion of Solutions (2) [Succession related*1 income] [Cashless payment transaction volume] [AUM balance] (JPY bn) (JPY tn) (JPY tn) 33.6 +10.2% 3.5 +45.8% 8.9 +24.5% 30.4 7.2 2.4 FY2025 FY2028 FY2025 FY2028 2026/3 2029/3 (Target) (MMP) (Target) (MMP) (Targe
Slide 14: Creating Next-Generation Growth Drivers: Acquiring New Capabilities
Creating Next-Generation Growth Drivers: Acquiring New Capabilities Our New Ways of Doing Business: Strengthening our ability to deliver sustainable value by expanding our operations in peripheral and new business fields Expanding our operations in peripheral fields Strengthening our solution lineup
Slide 15: Structural Reforms of Management Platforms
Structural Reforms of Management Platforms: Reforming Policies, Systems and Processes Our New Ways of Doing Business: Advancing our mode of value creation by fully leveraging a combination of “Human capital × Generative AI × Data” Human resources Data, infrastructure Systems and security One-platfor
Slide 16: Acceleration of Capital Circulation (1): Capital Management
Acceleration of Capital Circulation to Maximize Corporate Value (1) Capital Management Our New Ways of Doing Business: Capital management aimed at accelerating a virtuous cycle of capital creation Financial soundness Growth investment Maintain the CET1 ratio*1 at the 10% range Organic growth C
Slide 17: Acceleration of Capital Circulation (2): How We Utilize Capital
Acceleration of Capital Circulation to Maximize Corporate Value (2) How We Utilize Capital New MMP Over JPY1 tn in capital flows Target on total shareholder return ratio “50% or higher” Previous MMP (FY2023–FY2024 (Act.) + FY2025 (Plan)) Target on total shareholder return ratio “50% level” JPY305.0
Slide 18: Reference Materials
Reference Materials 17
Slide 19: (Reference) Materiality KPI (1)
(Reference) Materiality KPI (1) The Future Society We Hope to Realize Materiality Materiality KPI Redefined our conventional “Long-Term Sustainability Indicators” through the addition of KPIs relevant to certain business fields to better secure For a Brighter Future sustainable improvements in soc
Slide 20: (Reference) Materiality KPI (2)
(Reference) Materiality KPI (2) The Future Society We Hope to Realize Materiality Materiality KPI Redefined our conventional “Long-Term Sustainability Indicators” through Two in-house issues the addition of KPIs relevant to certain business fields to better secure the Company needs to sustainable
Slide 21: (Reference) Six Drivers for Realizing Human Resource Strategy
HD + (Reference) Six Drivers for Realizing Human Resource Strategy 4 Group Banks FY2025 ⇒ FY2030 Drivers Non-financial targets (Target) (Target) Ratio of women line managers 33% ⇒ 40% or more [1] Leadership Ratio of mid-career employees to the overall number 13% ⇒ 18% of managers Ratio of mid-
Slide 22: (Reference) BS Management Approach Aligned with Possible Hikes in Yen Interest Rates
(Reference) BS Management Approach Aligned with Possible Hikes in Yen Interest Rates Leverage the advantages of the balance sheet (BS) during a period of rising interest rates to turn around and raise ROA End of Dec. 2025 Total assets JPY77.5 tn Large Proactively respond to Loans companies Deposits
Slide 23: 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 Negative figures represent items that would reduce net income. Figures include data for internal administration purposes. The forward-looking statements contained in this material may be su