#1Investor Relations Meeting for FY2022 -Business Results for FY2022 and Medium-term Management Plan- RESONA Beyond Finance, for a Brighter Future. RESONA GROUP Resona Holdings May 18, 2023#2Abbreviations 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 Bank merged on April 1, 2019 Negative figures represent items that would reduce net income. Figures include data for internal administration purpose. The forward-looking statements contained in this material 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 change related to the government's and central bank's policies, laws, business practices and their interpretation, emergence of new corporate bankruptcies, changes in the economic environment in Japan and abroad and any other factors which are beyond control of the Resona Group. These forward-looking statements are not intended to provide any guarantees of the Group's future performance. Please also note that the actual performance may differ from these statements. Resona Holdings, Inc. 1#3Table of Contents Outline of Business Results of FY2022 and Updates on Major Businesses Medium-term Management Plan £28b p4 Outline of Financial Results for FY2022 p5 Review of FY2022 p22 What the Resona Group Should Look Like over the Long Term p23 p6 Breakdown of Financial Results Purpose and Long-Term Vision / The Group's Conceptual Structure p7 p8 p9 Term-end Balance of Loans and Deposits Factors for the Changes in Net Income Attributable to Owners of Parent Trend of Loans and Deposits (Domestic Account) p24 p25 Reflection on the Previous Medium-term Management Plan (FY20 - FY22) Overview of the MMP p26 KPIs under the MMP p10 Housing Loan Business p27 Roadmap for Securing Profit p11 Fee Income p12 Major Fee Businesses(1) (AUM) p13 Major Fee Businesses (2) (Succession, Corporate Solution, Pension Trust) p14 Credit Costs and NPL p29 p30 p15 Securities Portfolio p31 p16 Capital Adequacy Ratio p32 p17 Earnings Targets for FY2023 p33 of Value p18 (Reference) Gap Analysis: FY2023 Target vs FY2022 Results p19 (Reference) Outline of Financial Results of Each Segment p34 Creation p28 Sound Balance Sheet / Possible Impact of JPY Interest Rate Hikes (Provisional Calculation) Strengthening of Value Creation Capabilities Business for SMEs Business and asset succession Strengthening Cashless and DX Solution Business Asset Formation Support Business Housing Loan Business p35 Capabilities Financial Digital Platform (1) p20 (Reference) Outline of Financial Results of Customer Divisions p36 p37 p38 Development p39 of Next- p40 Generation p41 p42 Platforms Financial Digital Platform (2) Inorganic Strategy Overview of Our Human Resource Strategy Six Drivers for Realizing Human Resource Strategy Integration of Real and Digital Channels -Channel (1)- Management Integration of Real and Digital Channels -Channel (2)- Expand Forward-Looking Investment for Sustainable Growth Capital Management p44 Capital Management of the MMP (1) p45 Capital Management of the MMP (2) p46 Initiatives to Improve Corporate Value ESG Initiatives (p47-) Reference Material (p62-) Resona Holdings, Inc. 2#4Outline of Business Results of FY2022 and Updates on Major Businesses Medium-term Management Plan Capital Management ESG Initiatives Reference Material Resona Holdings, Inc. 3#5Outline of Financial Results for FY2022 Net income attributable to owners of parent: JPY160.4 bn Up JPY50.4 bn, or 45.8%, YoY Progress rate against the full year target*1: 106.9% Actual net operating profit: JPY195.7 bn Up JPY9.6 bn, or 5.1%, YoY Core income *2: Up JPY8.1 bn, or 6.3%, YoY Gross operating profit: JPY600.0 bn, Down JPY1.8 bn, or 0.3%, YoY Net interest income from domestic loans and deposits: Down JPY3.8 bn, YoY Average loan balance: +3.20%, YoY, Loans rate down by 4bps, YoY [Excluding loans to the Japanese government and others] Average loan balance: +1.94%, YoY, Loans rate: down by 3bps, YoY Loan bal. surpassed the plan, loan rate slightly lower than the plan ➤ Fee income: Up JPY0.3 bn, YoY, Fee income ratio : 34.7% Fee income was record-high for two consecutive year, driven by growth in insurance, settlement related, real estate Net gains on bonds (including futures): Up JPY6.1 bn, YoY Implemented to restore soundness of securities portfolio as same as the previous year Operating expenses JPY404.7 bn, decreased by JPY11.6 bn, YoY Cost income ratio: 67.4%, down 1.7%, YoY Credit related expenses: JPY15.9 bn (cost), decreased by JPY42.7 bn, YoY Credit costs have posted 41.9% against the full year plan [ JPY38.0 bn] Launched a new Medium-term Management Plan [ FY2023 - FY2025 ] Formulate the Brand Purpose and Long-term Vision [May '23] Annual common DPS for FY2023 (forecast): +1 yen increase HD consolidated (JPY bn) Net income attributable to owners of parent EPS (yen) BPS (yen) Net interest income Net gains on bonds (including futures) Operating expenses (excluding group (15) (404.7) FY2023 FY2022 YoY change Target % (a) (b) (c) (d) (1) 160.4 +50.4 +45.8% 150.0 (2) 67.48 +22.07 +48.6% ROE(stockholders' equity)*3 (3) 1,065.31 (4) 7.66% +2.03% +40.30 +3.9% Gross operating profit (5) 600.0 (1.8) (0.3)% (6) 419.3 (9.8) NII from loans and deposits *4 (7) 334.1 (3.8) Interest from yen bonds, etc."5 (8) 25.4 +2.2 Fee income (9) 208.6 +0.3 Fee income ratio (10) 34.7% +0.1% Trust fees (11) 21.6 +0.7 Fees and commission income (12) 187.0 (0.4) Other operating income (13) (27.9) +7.5 (14) (47.7) +6.1 +11.6 +2.8% banks' non-recurring items) Cost income ratio (OHR) Actual net operating profit Net gains on stocks (including equity derivatives) Credit related expenses, net (16) 67.4% (1.7)% (17) 195.7 +9.6 +5.1% (18) 53.9 +6.7 (19) (15.9) +42.7 Other gains, net (20) (8.7) +10.1 Net income before income taxes and non-controlling interests (21) 225.0 +69.3 +44.5% [ 21 22 yen per annum, of which interim 11 yen ] Share buyback up to JPY10.0 bn Income taxes and other (22) (63.3) (17.7) Net income attributable to non-controlling interests (23) (1.3) (1.1) *1. Full year target of FY2022: JPY150.0 bn *2. Net interest income from domestic loans and deposits + Fee income + Operating expenses *3. Net income attributable to owners of parent / Total shareholders equity (simple sum of the balance at the beginning and the end of the term/2) *4. Total of non-consolidated domestic banking accounts of group banks, deposits include NCDs *5. Interest on yen bonds and income from interest rate swaps Resona Holdings, Inc. 4#6Review of FY2022 Achieved both annual and MMP targets (JPY150 bn and JPY160 bn, respectively) even as we enhanced our preparedness for downside risks Progress in income and cost structure reforms Achieved core income*¹ growth for the three consecutive year Change in the previous MMP(vs FY'19) Up JPY22.4 bn Up JPY8.1, or 6.3%, YoY (JPY bn) 138.1 129.9 115.6 116.3 FY2019 FY2020 FY2021 FY2022 Evolution of "Further Development" business Settlement related income: JPY72.5 bn (+4.9%, YoY) ● Succession related income: JPY25.0 bn (+7.0%, YoY) Term-end loan balance: JPY41.4 tn (+4.5%, YoY) New earnings pillars ⚫ Number of App DL*2: 7.65 million (+33.8%, YoY), of which external group 1.12 million Fund wrap income: JPY9.0 bn (+9.7%, YoY) Balance of fund wrap (including corporation) *2: JPY744.2 bn, of which, external group JPY56.1 bn Debit card income: JPY5.1 bn (+17.6%, YoY) Number of debit card issued: 3.15 million (+6.4%, YoY) Adapting to the evolving external environment Aligned ourselves with the interest rate environment at domestic and overseas ("Sound BS" ⇒ P.28) Took an ALM approach leveraging our retail deposit base, which boasts strong retention Enhanced resilience: Utilized hedging and other vehicles to ensure risk control ➤ Strengthened and stabilized profitability: Flexibly employed interest rate swaps, bonds held-to-maturity, etc. Our foreign bond portfolio management entered a reconstruction phase aimed at securing stable return over the medium to long term Executed additional measures to ensure portfolio soundness in the 4Q (KMB/MB) Yields improved to 3.5% due to restore soundness and effect of new investment, twofold growth from previous fiscal year ■Reduction of policy-oriented stocks Balance of listed stocks disposed in FY'22*3 JPY22.0 bn Net gain on sale in FY'22: JPY50.4 bn Plan to reduce JPY80.0 bn level in 4 years Progress rate compared to expected pace [JPY20.0 bn per year]: 110.1% Market value: JPY892.3 bn in '22/3 ⇒ JPY861.9 bn in '23/3 [JPY(30.3) bn reduction factor JPY(72.4) bn + market value factor JPY42.1 bn] Response to credit risk Credit costs in FY'22 JPY(15.9) bn [Of which, 4Q JPY(15.1) bn] ➤ Strengthen preparations for downside risks in light of the business environment, individual company risks, etc. Continued to strengthen monitoring for signs of abnormalities and providing rehabilitation assistance while closely watching changes in the macro environment *1. Net interest income from domestic loans and deposits + Fee income + Operating expenses *2. Including external group *3. Total of group banks, acquisition cost basis Resona Holdings, Inc. 5#7Breakdown of Financial Results Resona Holdings (Consolidated) Total of group banks Total of Difference Saitama (JPY bn) Resona group Bank YOY YOY YOY Resona Bank banks under YoY YOY KMFG (a) (b) (c) (d) (e) (f) (g) (h) (i) (j) (a)-(c) Gross operating profit (1) 600.0 (1.8) 544.2 (0.6) 309.8 +3.1 107.7 +6.3 126.6 (10.1) 55.8 Net interest income (2) 419.3 (9.8) 412.9 (9.2) 224.6 (5.7) 81.7 (2.3) 106.5 (1.1) 6.4 NII from domestic loans and deposits (3) 334.1 (3.8) 173.3 (1.3) 66.8 (1.4) 94.0 (0.9) *1 Net gains on cancellation of investment trusts (4) 0.1 (0.6) 0.2 (0.5) 0.2 (0.5) (0.1) Fee income (5) 208.6 +0.3 160.6 +0.9 105.5 +1.6 30.4 +2.9 24.6 (3.7) 48.0 Fee income ratio (6) 34.7% +0.1% 29.5% +0.2% 34.0% +0.2% 28.2% +1.1% 19.4% (1.2)% Trust fees (7) 21.6 +0.7 21.6 +0.7 21.5 +0.7 0.0 (0.0) 0.0 (0.0) (0.0) Fees and commission income (8) 187.0 (0.4) 138.9 +0.1 83.9 +0.9 30.3 +2.9 24.6 (3.7) 48.0 Other operating income (9) (27.9) +7.5 (29.3) +7.7 (20.2) +7.1 (4.4) +5.8 (4.5) (5.2) 1.3 *1 Net gains on bonds (including futures) (10) (47.7) +6.1 (47.8) +6.2 (33.9) +6.4 (7.0) +4.7 (6.7) (5.0) 0.0 Operating expenses (11) (404.7) +11.6 (376.8) +12.8 (206.3) +6.1 (73.4) +2.4 *2 (97.0) +4.3 (27.8) (excluding group banks' non-recurring items) Cost income ratio (OHR) (12) 67.4% (1.7)% 69.2% (2.2)% 66.5% (2.6)% 68.1% (6.6)% 76.6% +2.5% Actual net operating profit (13) 195.7 +9.6 167.3 +12.2 103.5 +9.2 34.3 +8.7 29.5 (5.8) 28.3 Core net operating profit *3 (14) 213.8 (0.4) 138.0 (3.1) 39.6 +2.9 36.0 (0.2) (excluding gains on cancellation of investment trusts) Net gains on stocks (including equity derivatives) (15) 53.9 +6.7 54.3 +7.2 45.6 +2.8 6.6 +3.6 2.0 +0.7 (0.3) Credit related expenses, net (16) (15.9) +42.7 (15.0) +46.1 (9.5) +37.7 (2.1) +3.4 (3.3) +4.9 (0.8) Other gains, net (17) (8.7) +10.1 (8.5) +9.3 (4.2) +1.6 Net income before income taxes (18) 225.0 +69.3 198.0 +74.9 135.2 +51.4 Income taxes and other (19) (63.3) (17.7) (56.4) (20.4) (38.4) (14.7) (1.5) +1.6 37.3 +17.5 (11.3) (5.8) (2.7) +6.1 (0.1) 25.4 +6.0 27.0 (6.5) +0.1 Net income attributable to non-controlling interests (20) (1.3) (1.1) Net income (21) 160.4 +50.4 141.6 +54.5 96.8 +36.6 25.9 +11.6 18.8 +6.1 (attributable to owners of parent) *1. Losses on cancellation of investment trusts are posted in the net gains on bonds since net of the losses and dividends from investment trusts become negative FY'21(RB/SR): Losses on cancellation of investment trusts: JPY(15.5) bn, dividends from investment trusts: + JPY4.8 bn →net amount: JPY(10.7) bn FY'22(RB/SR): Losses on cancellation of investment trusts: JPY(3.2) bn, dividends from investment trusts: + JPY1.7 bn → net amount: JPY(1.4) bn *2. Exclude goodwill amortization by KMB, JPY(0.7) bn, related to acquisition of former Biwako Bank *3. Actual net operating profit - Gains on cancellation of investment trusts - Net gains on bonds Resona Holdings, Inc. 00 6#8Factors for the Changes in Net Income Attributable to Owners of Parent (YoY Comparison) HD Consolidated (JPY bn) Actual net operating profit +9.6 109.9 Of which, KMFG 17.0 FY2021 Credit- related Other items, net +50.4, Net gains expenses, (8.9) YoY on stocks net Gross operating profit (1.8) (including +42.7 equity derivatives) +6.7 NII from domestic loans and deposits (3.8) Other GOP, Operating expenses +11.6 Other NII Fee income net (5.9) +0.3 +7.5 Volume factor +10.6 Rate factor (14.4) Net gains on bonds (including futures) Act. +6.1 Yen bonds +5.9 FY'21 (58.7) FY'22 (15.9) Foreign bonds +0.1 +4.7 ETFs and other +1.5 Policy-oriented stocks +5.2 +2.3 (Act.) FY'21 46.1 FY'22 51.3 Insurance +4.8 Personnel expenses Investment trust (sales Non-personnel expenses +4.5 commission and trust fees) (6.1) Income taxes Fund wrap +0.8 Real estate +1.9 Settlement related +3.3 160.4 Of which, KMFG 22.2 FY2022 Resona Holdings, Inc. 7#9(2) bps FY2022 FY2023 Act. YOY*3 Plan YoY*3 Trend of Loans and Deposits (Domestic Account) Average loan / deposit balance, rates and spread FY'22 (YOY) Average loan balance +3.20%, Loan rate: (4) bps [Excluding loans to the Japanese government and others] Average loan balance: +1.94%, Loan rate: (3) bps => Full year (Plan) +2.84% Avg. bal Trillion Yen Income/Cost: Billion Yen Total of Group Banks Trend of average loan balance [Average loan balance (JPY tn)] % represents YoY change Corporate (Excluding loans to HD) ■ Personal 39.80 38.56 +3.20% 37.65 35.38 22.15 20.86 21.81 21.89 (a) (b) (c) (d) +1.18% Avg. (1) 39.80 +3.20% 41.39 +3.99% Bal. Loans Rate (2) 0.84% (0.04)% 0.81% (0.03)% 14.06 13.20 13.47 13.84 +1.61% Income (3) 337.5 (5.0) 335.8 (1.6) Corporate Avg. FY2019 (4) 22.15 +1.18% 22.80 +2.92% banking Bal. business Rate (5) 0.81% (0.01)% 0.79% (0.02)% unit1 Avg. (6) 18.89 +2.15% 19.64 +3.94% [Corporate loan] Corporate Bal. Loan Fixed rate*4 Rate (7) 0.77% (0.01)% 0.75% (0.01)% Prime rate, etc.*4 Personal Avg. (8) 14.06 +1.61% 14.27 +1.48% banking business Bal. Market rate *4 --Corporate loan rate FY2020 FY2021 FY2022 Loan rate on a stock basis and composition by interest rate type [Residential housing loan] Fixed rate Variable rate ■■Residential housing loans rate unit⭑2 Rate (9) 1.07% (0.04)% 1.03% (0.03)% 1.04% 0.99% 0.95% Avg. 0.77% 0.78% 0.77% . (10) 61.05 +3.05% 62.42 +2.25% Bal. Deposits (Including NCDs) 7% 7% 6% Rate (11) 0.00% (0.00)% 0.00% +0.00% 27% 28% 27% Cost (12) (3.3) +1.2 (3.4) (0.1) 19% 19% 17% 93% 93% 94% Spread (13) 0.84% (0.03)% 0.80% (0.03)% 53% 54% 55% Loan-to-deposit Net interest (14) 334.1 (3.8) 332.4 (1.7) income 2021/3 2022/3 2023/3 *1. Corporate Banking Business Unit: Corporate loans (excluding loans to HD) + apartment loans, Figures are for internal administration purpose *2. Personal Banking Business Unit: Residential housing loans + other consumer loans, Figures are for internal administration purpose *3. Average balance rate of change *4. Corporate banking business unit (excluding apartment loans) + public corporation, etc. 2021/3 2022/3 2023/3 Resona Holdings, Inc. 8#10Term-end Balance of Loans and Deposits Term-end loan balance Total of Group Banks Term-end deposit balance ( JPY tn, % represents YoY change ) ( JPY tn, % represents YoY change ) Of which, excluding Corporate (Large companies and other) loans to the Japanese ■Corporate (SMEs) ■ Corporate (Apartment loans) Personal (Consumer loans) gov. and others ■ Other ■Corporate [2.19 tn] +2.3% ■ Personal ■Personal (Residential housing loans) 62.07 +1.7% 41.43 61.02 58.82 +4.5% 4.89 39.61 4.72 +3.7% 38.94 4.26 53.02 36.73 8.38 6.53 6.88 +21.7% 3.48 19.10 5.41 19.20 18.91 (0.4)% 16.21 15.39 15.58 14.57 15.83 +1.5% 3.43 3.28 3.17 0.40 0.39 0.40 3.06 (3.3)% 0.42 +5.0% 38.07 35.65 37.09 +2.6% 33.32 13.72 12.91 13.32 13.56 +1.1% 2020/3 2021/3 2022/3 2023/3 2020/3 2021/3 2022/3 2023/3 Resona Holdings, Inc. 9#11Housing Loan Business New housing loan origination ( JPY tn, % represents YoY change ) Apartment loan ■ Flat 35 ■Residential housing loan Total of Group Banks Composition of newly originated residential housing loans by interest rate type 17% Share of fixed rate residential housing loans ■Share of variable rate residential housing loans 3% 1% 2% 4% 7% 8% 12% 11% 4% 3% 3% 4% 7% 42% 45% 83% 97% 99% 98% 96% 93% 92% 88% 89% 96% 97% 97% 96% 93% 1.50 1.50 58% 55% 1.42 0.18 0.12 1.36 (4.1)% 0.06 0.15 FY'07 FY'08 FY'09 FY'10 FY'11 FY'12 FY'13 FY'14 FY'15 FY'16 FY'17 FY'18 FY'19 FY'20 FY'21 FY'22 0.09 0.03 0.17+10.0% 0.02(46.6)% 3 banks(RB, SR, KO) Term-end housing loan balance After KMFG integration JPY tn, % represents YoY change Apartment loan ■Residential housing loan 16.79 1.31 1.23 1.22 1.16 16.34 16.61 16.73 +0.3 (4.6)% 3.06 3.43 3.28 3.17 (3.3)% 13.72 12.91 13.32 13.56 +1.1% FY2019 FY2020 FY2021 FY2022 2020/3 2021/3 2022/3 2023/3 Resona Holdings, Inc. 10#12Fee income Consolidated fee income ratio*1: 34.7% Increased driven by growth in insurance (+JPY4.8 bn, +57.2%, YoY), settlement related (+JPY3.3 bn, +4.9%, YoY), real estate (+JPY1.9 bn, +14.2%, YoY), etc. 34.6% 34.7% HD Consolidated JPY bn, % represents YoY change [Plans] 33% level 29.9% Fee income ratio*1 28.8% 208.3 208.6 (+0.1%) 211.0 +1.1% ■Insurance 13.2, +57.2% 190.2 191.4 ⚫ Investment trust (sales commission) 6.0, (47.1)% AUM*2 ⚫ Insurance 11.0 52.1 51.0 ■Investment trust (trust fees) ■ Investment trust (1)AUM*2 13.4, (4.9)% 51.0 (sales commission) 7.5 43.1 44.6 ⚫ Investment trust •Fund wrap*5 9.0, +9.7% (trust fees) 14.0 ⚫Fund wrap*5 9.5 23.4 25.0 •Real estate 15.4, +14.2% (2) Succession Succession related*3 20.3 18.4 26.5 related*3 ⚫Real estate 16.0 (3)Corporate 27.8 27.5 23.9 25.6 solution (4) Pension trust 13.7 11.8 12.2 12.7 27.5 Corporate solution 13.0 Pension trust (5)Settlement related*4 65.7 68.0 69.1 72.5 ■ Debit card 5.1, +17.6%. ⚫EB 12.3, +4.1% 73.0 Settlement related*4 (6) Other 23.3 22.8 23.4 19.6 Housing loan related 20.3, (0.7)% 20.0 Other FY2019 (a) FY2020 (b) FY2021 (၁) FY2022 (d) FY2023 (e) *1. (Fees and commission income + trust fees) / Consolidated gross operating profit *2. Insurance and investment trust(sales commission/ trust fees), fund wrap, securities trust, fee income earned by Resona Asset Management real estate, M&A income *4. Fees and commission from domestic exchange, account transfer, EB, debit card, etc. and fee income earned by Resona Kessai Service and Resona Card *5. Including fee income earned by Resona Asset Management *3. Asset and business succession and Resona Holdings, Inc. 11#13Major Fee Businesses (1) (AUM) (1) Insurance AUM income ■(2) Investment trust (sales commission) ■(3) Investment trust (trust fees) (4) Fund wrap (5) Resona Asset Management (6) Securities trust (JPY bn) FY'20 HD Consolidated Balance of asset formation support products sold to individuals Foreign currency deposits, Public bonds etc. ■Insurance ■Investment trusts *1 Asset formation support product ratio²² 14.0% ■Fund wrap*1 13.7% 13.4% (JPY tn) 6.08 5.95 FY'21 FY'22 5.68 0.52 0.42 44.6 52.1 51.0 (2.0)% 0.55 2.71 25.8 26.2 26.1 2.86 2.59 24.5 24.9 4.0 4.4 0.49 0.65 0.62 6.3 4.8 20.0 6.9 2.04 2.19 2.03 2021/3 2022/3 2023/3 5.2 6.2 (1) 4.0 3.8 6.1 2.2 (2) 3.8 7.1 6.7 7.0 6.7 6.3 (3) 5.7 4.4 3.8 4.6 4.4 (4) 2.5 3.0 (5) 3.0 3.2 3.6 3.7 3.4 3.5 (6) 0.9 0.9 1.0 1.1 1.1 0.9 1H 2H 1H 2H 1H 2H FY2020 FY2021 FY2022 Balance of fund wrap*1: '23/3 JPY744.2 bn (including corporation*³) Change in balance of investment trust and fund wrap: FY'22 Approx. JPY(170.0) bn ● Net inflow (new purchase - withdrawal and redemption): Approx. +JPY30.0 bn Number of individual customers having investment trust, fund wrap and insurance products : '23/3 977 thousand, +9 thousand, YoY Of which, NISA account holders*4: 412 thousand, +6.0%, YoY iDeCo participants *5: '23/3 171 thousand, +11.2%, YoY ■ Securities trust (total assets in custody): '23/3 JPY42.1 tn *1. Based on market value *2. Balance of asset formation support products sold to individuals / (balance of asset formation support products sold to individuals and yen deposits held by individuals) *3. Including external group 4. NISA, Junior NISA, Cumulative NISA *5. iDeco participants + members giving investment instructions Resona Holdings, Inc. 12#14HD Major Fee Businesses (2) (Succession, Corporate Solution, Pension Trust) Consolidated (JPY bn) Succession related income ■(1) Asset and business succession related trust (2) M&A (3) Real estate (individual) (4) Real estate (corporation)*1 FY'20 FY'21 18.4 23.4 Corporate solutions business income ■ Private notes ■Commitment line, Syndicated loans, Covenants FY'20 (JPY bn) 25.6 FY'21 27.8 FY'22 27.5 (1.2)% 14.6 15.0 13.8 13.2 11.8 3.3 12.4 3.3 FY'22 3.3 3.2 2.9 25.0 +7.0% 3.5 10.4 11.2 11.7 10.0 9.5 8.2 12.9 12.9 12.1 1H 2H 1H 2H 1H 2H H FY2020 FY2021 FY2022 10.5 3.2 3.1 10.4 2.9 Pension trust income 2.7 2.6 1.4 7.8 2.2 2.1 1.8 FY'20 FY'21 FY'22 1.8 1.7 (1) 2.2 1.9 (JPY bn) 1.6 11.8 12.2 12.7 +3.9% (2) 1.0 1.5 1.7 (3) 1.1 6.4 5.5 5.4 4.4 4.3 (4) 3.4 5.7 6.1 6.5 5.7 6.1 6.6 1H 2H 1H 2H HI FY2020 FY2021 *1. Excluding gains from investments in real estate funds 1H 2H 1H 2H 1H 2H 1H 2H FY2022 FY2020 FY2021 FY2022 Resona Holdings, Inc. 13#15Credit Costs and NPL Credit costs FY2020 FY2021 FY2022 FY2023 HD Consolidated Total of Group Banks NPL balance and ratio (Total of group banks) (Financial Reconstruction Act criteria) Unrecoverable or valueless claims (JPY bn) Plan Risk claims (a) (b) (c) (d) Net credit cost Special attention loans (1) (HD consolidated) (57.4) (58.7) (15.9) (38.0) -NPL ratio - (Reference) NPL ratio (HD consolidated) Net credit cost Net NPL ratio*3 0.32% (2) (52.3) (61.2) (15.0) (31.5) (Total of group banks) 1.65% General reserve (3) (15.9) (7.2) (3.1) 1.57% Specific reserve (4) (36.3) (53.9) (11.9) 1.32% and other items 1.29% New bankruptcy, 1.12% (5) downward migration (45.0) (66.0) (45.2) Collection/ (JPY bn) 538.2 550.2 (6) 8.7 12.0 33.2 upward migration 53.6 57.2 447.9 Difference (1) - (2) (7) (5.1) 2.4 (0.8) (6.5) 56.7 HL guarantee subsidiaries (8) (0.5) 6.5 1.4 342.3 Resona Card (9) (1.5) (1.4) (1.7) 370.5 295.7 <Credit cost ratio> (bps) HD consolidated*1 (10) (15.0) (14.8) (3.9) (8.9) *2 Total of group banks (11) (13.4) (15.1) (3.6) (7.2) 150.6 95.4 114.0 *(Note) Positive figures represent reversal gains 2021/3 2022/3 2023/3 *1. Credit cost / (Loans and bills discounted + acceptances and guarantees), (Simple average of the balances at the beginning and end of the term) *2. Credit cost / total credits defined under the Financial Reconstruction Act, (Simple average of the balances at the beginning and end of the term) *3. Net of collateral, guarantees and loan loss reserves Resona Holdings, Inc. 14#16Securities Portfolio Securities portfolio *1 2021/3 2022/3 2023/3 (JPY bn) (a) (b) (c) Unrealized gains/(losses) (d) Available-for-sale (1) 4,480.7 4,159.5 3,886.8 472.9 securities Stocks (2) 325.2 305.9 283.8 578.0 Bonds (3) 2,586.4 2,940.1 2,400.2 (57.5) JGBs (4) 925.7 1,137.3 645.3 (39.4) Average duration (5) 13.1 9.3 12.8 (years) Basis point value (6) (1.21) (1.15) (0.78) (BPV) Local government and (7) 1,660.6 1,802.8 1,754.9 (18.0) corporate bonds Other (8) 1,569.0 913.3 1,202.6 Foreign bonds (9) 904.8 562.5 721.5 (47.5) (34.2) Average duration (10) 6.3 6.2 5.8 (years) Total of Group Banks Status of policy-oriented stocks held*2 Balance of listed stocks disposed in FY2022 (acquisition cost basis): JPY22.0 bn, Net gain on sale: JPY50.4 bn (HD consolidated: JPY50.0 bn) Breakeven Nikkei average: Approx. 7,800 yen ■ Policy for holding policy-oriented stocks • 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 reduce the balance of policy-oriented stocks. • The Group determines whether to hold policy-oriented stocks by evaluating the risks and returns, including feasibility of the development of a trading relationship in a medium- to long-term. The Group may also sell stocks in consideration of the market situations, management and financial strategies, even though the Group considers appropriate for holding from the risk-return perspective. Plan to reduce JPY80.0 bn level in 4 years from Apr. '22 ⇒27.5% progress against plan in the first year Basis point value (11) (0.51) (0.26) (0.30) (BPV) Investment trusts [Stock holdings] (JPY bn) (12) 658.4 346.8 474.1 (16.0) (Domestic) 1,397.0 Net unrealized gain (13) 615.3 521.2 472.9 Approx. JPY(1) tn (75)% 3 banks(RB, SR, KO) After KMFG integration Bonds held to (14) 1,942.2 2,934.7 3,899.0 (95.5) maturity JGBs (15) 1,035.6 1,856.1 2,278.2 (77.5) Net unrealized gain (16) 11.5 (30.3) (95.5) CLO: Zero 397.8 325.2 305.9 283.8 2003/3 4 4 2005/3 2021/3 2022/3 2023/3 (Reference) Market value : 980.8 892.3 861.9 *1. Acquisition cost basis. The presented figures include marketable securities only *2. Policy-oriented stocks are classified into (i) policy investment stocks and (ii) strategic investment stocks, according to the purpose of holding. Of these, (i) policy investment stocks are targeted for reduction of the balance. All listed shares held by group banks are (i) policy investment stocks (30.3) Resona Holdings, Inc. 15#17Capital Adequacy Ratio ■CAR (Domestic std.) and CET1 ratio (International std.) as of Mar. 31, 2023 were 12.48% and 14.10%, respectively, maintaining sound capital adequacy level Domestic standard HD Consolidated (Reference) International standard ( JPY bn) 2022/3 Capital adequacy ratio 2023/3 Change (1) 11.82% 12.48% +0.66% ( JPY bn) 2022/3 2023/3 Change Common Equity Tier1 capital ratio (10) 13.43% 14.10% +0.67% Total capital (2) 2,027.7 2,101.0 +73.2 Excluding net unrealized gains on available-for-sale securities Tier1 capital ratio Core Capital: instruments and reserves (3) 2,103.1 2,179.5 +76.3 Total capital ratio (11) 11.26% 12.09% (12) 13.45% 14.11% (13) 13.81% 14.35% +0.83% +0.66% +0.54% Stockholders' equity (4) 2,018.9 2,115.4 +96.5 Common Equity Tier1 capital Adjusted non-controlling interests (5) 7.8 7.0 (0.8) Instruments and reserves Reserves included in Core Capital (6) 60.7 39.2 (21.5) Stockholders' equity (16) (14) 2,343.8 2,413.1 (15) 2,420.8 2,494.9 2,018.9 2,115.4 +69.2 +74.0 +96.5 Net unrealized gains on available-for-sale Subordinated loans and bonds subject to (17) 378.5 342.6 (35.8) (7) 34.7 27.5 transitional arrangement (7.1) securities* Adjusted non-controlling interests (18) 3.6 3.8 +0.1 Core Capital: regulatory adjustments (8) 75.3 78.4 +3.0 Regulatory adjustments (19) 76.9 81.7 +4.8 Other Tier1 capital (20) 2.6 2.7 +0.1 Risk weighted assets (9) 17,150.2 16,827.9 (322.2) Tier1 capital (21) 2,346.5 2,415.9 +69.4 Change in total capital Tier2 capital (22) 62.3 40.8 (21.5) • Stockholders' equity +96.5 bn Total capital (Tier1+Tier2) (23) 2,408.8 2,456.7 +47.9 • Net income attributable to owners of parent +160.4 bn Risk weighted assets (24) 17,442.3 17,113.4 (328.8) • Share buyback (completed in Dec. '22) Dividends distributed (15.0) bn (50.4) bn Group banks, Bank holding company Domestic standard Capital adequacy ratio. Resona KMFG Saitama Resona (Consolidated) (Consolidated) (Consolidated) 11.88% 15.00% 9.08% *Including deferred gains or losses on hedge related to net unrealized gains on available-for-sale securities (Reference) Trial calculation based on the finalization of Basel 3 CET1 ratio: Approx. 10.0%* (Excluding net unrealized gains on available-for-sale securities) *Trial calculation which took into consideration the estimated increase in RWAs owing to the finalization of Basel 3 (SA and capital floor revisions) based on the actual CET1 ratio excluding net unrealized gains on available-for-sales securities as of Mar. 31, 2023 reported as (11) in the above table Resona Holdings, Inc. 16#18Earnings Targets for FY2023 HD consolidated Common DPS HD Consolidated Total of Group Banks (JPY bn) Full-year YOY DPS change YOY change Net income attributable to owners of (1) 150.0 (10.4) parent Common stock (annual) (4) 22.0 yen +1.0 yen Difference (2) 17.5 (1.2) Interim dividend (5) 11.0 yen +0.5 yen Core income *1 (including interest on yen bonds, etc.) (3) 148.0 (15.6) Total of group banks KMFG Total of group banks Resona Bank Saitama Resona Bank (total of group banks) (JPY bn) Full-year YOY change Full-year YOY change Full-year YoY change YOY Full-year change Gross operating profit (6) 575.5 +31.3 330.0 +20.2 112.5 +4.8 133.0 +6.4 Operating expenses (7) (392.5) (15.7) (214.0) (7.7) (76.5) (3.1) (102.0)| (5.0) Actual net operating profit (8) 183.0 +15.7 116.0 +12.5 36.0 +1.7 31.0 +1.5 Net gains on stocks (9) 44.0 (10.3) 37.5 (8.1) 4.5 (2.1) 2.0 (0.0) (including equity derivatives) Credit related expenses, net (10) (31.5) (16.5) (20.0) (10.5) (5.0) (2.9) (6.5) (3.2) Income before income taxes (11) 184.0 (14.0) 131.0 (4.2) 32.0 (5.3) 21.0 (4.4) Net income (12) 132.5 (9.1) 93.0 (3.8) 22.5 (3.4) 17.0 (1.8) *1. Net interest income from domestic loans and deposits + Interest on yen bonds, etc. (Interest on yen bonds and income from interest rate swaps) + Fee income + Operating expenses Resona Holdings, Inc. 17#19HD (Reference) Gap Analysis FY2023 Target vs FY2022 Results Consolidated Although targets for FY2023 include lower profit, the quality of that profit has improved as follows Expenses, though higher, are attributable to forward-looking investment in human resources and DX ⇒ This investment will generate such positive effects as improved employee engagement and greater productivity Profit composition shows lower dependence on extraordinary gains and losses (e.g., the reversal of credit-related expenses and proceeds from the sale of policy-oriented stockholdings) Core income [including Interest on yen bonds, etc.]*¹ (15.6) JPY bn, approximate figures Net income attributable to owners of parent 160.4 +2.4 (16.7) +0.6 Interest (1.7) NII from Fee income +5.2 (10.4), YoY domestic loans Operating income Other from yen bonds, etc. and deposits Succession +1.5 expenses items, Loans rate (3)bps Average loan balance approx. +4% Settlement +0.5 Personnel expenses (4.0) Non-personnel Net gains on bonds expenses, etc. (12.7) (including futures) Net income attributable to owners of parent 150.0 net Other NII (10.0) +43.0 Credit-related expenses, net (22.1) Net gains on stocks (including equity derivatives) (10.3) FY2022 (Act.) *1. Net interest income from domestic loans and deposits + Interest on yen bonds, etc. (interest on yen bonds and income from interest rate swaps) + Fee income + Operating expenses FY2023 (Target) Resona Holdings, Inc. 18#20(Reference) Outline of Financial Results of Each Segment HD Consolidated (JPY bn) FY2022 YOY Change (JPY bn) Gross operating profit (1) 477.5 +14.8 Customer Operating expense (2) (302.8) +1.3 Divisions Actual net operating profit (3) 174.7 +16.1 Gross operating profit (4) 188.7 +9.0 Personal Operating expense (5) (150.4) +4.2 Banking Actual net operating profit (6) 38.3 +13.3 Gross operating profit (7) 288.7 +5.7 Corporate Operating expense (8) (152.4) (2.9) Actual Customer Banking net Divisions Actual net operating profit (9) 136.3 +2.8 operating Gross operating profit (10) (10.8) (4.5) profit +16.1 Next page for details Markets and Other Corporate +2.8 +2.3 KMFG Personal +13.3 (7.3) Actual net operating profit 198.2 Markets and Operating expense (11) (0.0) +6.9 Other Actual net operating profit (12) (10.6) 187.1 +2.3 Gross operating profit (13) 135.9 (10.7) +11.1 KMFG Operating expense (14) (101.7) +3.4 Actual net operating profit (15) 34.1 (7.3) Gross operating profit (16) 602.6 (0.3) Total Operating expense (17) (404.7) +11.6 Actual net operating profit (18) 198.2 +11.1 FY2021 FY2022 Definition of management accounting 1. "Customer Divisions" and "Markets and Other" segment refer to the HD Consolidated subsidiaries, except KMFG consolidated subsidiaries. 2. Gross operating profit of "Markets" segment includes a part of net gains/losses on stocks. "Other" segment refers to the divisions in charge of management and business administration. Resona Holdings, Inc. 19#21(Reference) Outline of Financial Results of Customer Divisions Personal Banking Segment Actual net operating profit: Up JPY13.3 bn, YoY HD Consolidated (exclude KMFG) Corporate Banking Segment Actual net operating profit Up JPY2.8 bn, YoY (JPY bn) Gross operating profit +9.0 (JPY bn) Gross operating profit +5.7 Real estate items, Operating expenses +4.2 Segment interest Asset formation support +0.5 Real estate (0.1) Other items, net Actual net interest spread +0.3 Segment (excluding equity investments) +2.0 Corporate Trust net solution related (1.5) +0.7 Other Operating expenses (2.9) +4.2 Actual +4.4 operating profit net operating profit spread 38.3 Actual net Loans +1.1 Deposits (0.7) Foreign exchange related, etc. 136.3 +4.3 +4.1 operating Domestic exchange +1.0 Actual profit net Loans +0.1 Foreign exchange operating Deposits +4.0 profit 133.5 related, etc. +2.1 Housing loan related +1.0 25.0 +13.3 +2.8 FY2021 FY2022 Gross operating profit Segment Asset interest formation spread support Real estate Operating Other expenses 188.7 126.6 24.2 3.3 34.5 (150.4) FY2022 FY2021 FY2022 Gross operating Segment profit interest spread Real Corporate Trust estate solution related Operating Other expenses 288.7 122.1 11.5 25.3 28.2 101.5 (152.4) FY2022 Resona Holdings, Inc. 20#22Outline of Business Results of FY2022 and Updates on Major Businesses Medium-term Management Plan Capital Management ESG Initiatives Reference Material Resona Holdings, Inc. 21#23What the Resona Group Should Look Like over the Long Term Accelerate initiatives to realize "Retail No. 1" Purpose 2003 Long-Term Vision "DNA of Reform" -20 years 2015 Full repayment of public funds 2023 New MMP Sustainable improvement in social and corporate value The first 1,000 days of taking on corporate transformation (CX) From rehabilitation to taking on new challenges - Retail No. 1 The "Solution Group" most supported by customers and regional societies as it walks with them into a brighter future together Beyond Finance, for a Brighter Future. Issues that must be overcome Customers' happiness is our pleasure Inevitability of CX CX [External] A phase of profound structural transition, including trends towards SX/DX Ever more diverse issues confronting our customers and regional communities require ever more sophisticated solutions [Internal] Gaps between income and cost structures for the retail business Remain true to our fundamental stance of "Customers' happiness is our pleasure" and contribute to society to a greater degree Take full advantage of our traditional strengths while endeavoring to create new value that transcends the conventional framework of financial services Need to step forward toward CX to transform our conventional business structure and management platforms Strengthening of value creation capabilities Development of next-generation management platforms Resona Holdings, Inc. 22 22#24Purpose and Long-Term Vision / The Group's Conceptual Structure Purpose Beyond Finance, for a Brighter Future. Corporate Mission The Resona Group aims to become a true "financial services group full of creativity." Towards this goal, the Resona Group will: 1) live up to customers' expectations, 2) renovate its organization, 3) implement transparent management, and 4) develop further with regional societies. Long-Term Vision Retail No. 1 - The "Solution Group" most supported by customers and regional societies as it walks with them into a brighter future together - Resona Way Specific Action Principles Resona STANDARD and Resona Customers Shareholders Society Employees and Resona and Resona and Resona For Customers Taking on the Challenge of Reform Sincere and Transparent Action Responsible Realizing Business Job Conduct Fulfillment For Shareholders Trust of Society Resona Holdings, Inc. 23 23#25Reflection on the Previous Medium-term Management Plan (FY'20 - FY'22) Made steady progress in promptly tackling foreign bond portfolio management and other issues despite our struggles with profit- related challenges in the first two years Our CET1 ratio reached "Approx. 10%", laying the groundwork for the future shift to a new phase of capital utilization While we failed to meet our target for ROE, we halted the ongoing downward trend and now aim for further improvement through capital utilization FY'19 Act FY'20 FY'21 FY'22 FY'22 Act. Act. Act. MMP (JPY bn) Net income 160.4 160.0 152.4 attributable 124.4 ROE*2 to owners of 109.9 parent FY'19 FY'20 FY'21 Act. Act. Act. FY'22 Act. FY'22 MMP 8.91% 8% level 7.66% 6.88% 5.63% (JPY bn) 17.0 22.2 Approx. 10% 10% level 20.0 11.2 KMFG 3.9 CET1 ratio*3 Approx. 9.1% Approx. 9.0% Approx. 9.3% 34.6% 34.7% Over 35% Consolidated fee income 28.8% ratio 29.9% ESG index selected by GPIF Adopted for all indices Aim to be adopted for all indices 31.1%*1 32.4%*1 (domestic stock)*4 69.1% (Reference) 67.4% (JPY bn) 138.1 Consolidated cost income ratio 65.0% 129.9 63.3% Third consecutive 60% level 115.6 116.3 Core income year of profit 62.2%*1 62.9%*1 growth *1. Excluding impact of restore soundness of securities portfolio *2. Net income attributable to owners of parent / Total shareholders equity (simple sum of the balance at the beginning and the end of the term/2) *3. Based on the full enforcement of the finalized Basel 3 regulations under the international standard; excluding net unrealized gains on available-for-sale securities *4. FTSE Blossom Japan Index, FTSE Blossom Japan Sector Relative Index, MSCI Japan ESG Select Leaders Index, S&P/JPX Carbon Efficient Index series, MSCI Japan Empowering Women Index and Morningstar Japan ex-REIT Gender Diversity Tilt Index, Resona Holdings, Inc. 24#26Overview of the MMP Accelerate initiatives to realize “Retail No. 1”: The first 1,000 days of taking on corporate transformation (CX) -From rehabilitation to taking on new challenges- Adapt to changes in light of such trends as SX, DX, etc. Further accelerate income and cost structure reforms Strengthening of Value Creation Capabilities Striving for the further development of businesses backed by the group's inherent strengths and creating new value Further Development and New Challenges Strengthening our consulting capabilities in terms of both quality and quantity Leverage the combined capabilities offered by all Resona Group companies (customer bases and service functions) Utilizing technologies and data Expanding customer bases, management resources and functions Development of Next-Generation Management Platforms Further strengthening the consolidated management of Group companies and executing integrally reforms of management platforms Governance Strengthen Group governance Upgrade our mode of risk governance Pursue the thorough practice of customer-oriented business conduct Co-creation and Expansion of Value Realize value creation and well-being ✓ Financial digital platform ✓ Inorganic investment Human capital Resonance of the three pillars (engagement, professionalism and co-creation) <Value to be delivered> <Areas of business focus> Ever more diverse Circulation of businesses and Business processes: Exhaustive overhaul . SME loans issues confronting our customers require ever more sophisticated solutions • assets Facilitation A Business and asset succession Cashless and DX Asset formation support Intellectual capital Channels: Integration of face-to-face and digital channels . Transition of social structure • Corporate pensions Housing loans Systems: Pursuing generalization, openness and streamlining Transitioning from striving to qualitatively and quantitatively enhance capital to a new phase in which we can fully utilize it Resona Holdings, Inc. 25#27KPIs under the MMP Realize income and cost structure reforms FY2022 (Results) FY2025 (Plan) Net income attributable to owners of parent JPY160.4 bn JPY170.0 bn Consolidated core income*1 JPY163.6 bn Consolidated cost income ratio 67.4% Optimization of balance between financial soundness, growth investment and shareholder return ROE*2 CET1 ratio*3 Total shareholder return ratio 7.66% JPY180.0 bn Lower half of the 60% range 8% Approx. 10% 10% level 40.6% 50% level Realize sustainable society ESG index selected by GPIF (domestic stock)*4 ESG index selected by GPIF (domestic stock) [FY2025 assumed conditions: Overnight call rate (0.05) %, Yield on 10Y JGB 0.40%, Nikkei 225 28,000 yen] ESG index selected by GPIF (domestic stock) *1. Net interest income from domestic loans and deposits + Interest on yen bonds, etc. (interest on yen bonds and income from interest rate swaps) + Fee income + Operating expenses *2. Net income / Total shareholders equity (simple sum of the balance at the beginning and the end of the term/2) *3. Based on the full enforcement of the finalized Basel 3 regulations under the international standard; excluding net unrealized gains on available-for-sale securities *4. FTSE Blossom Japan Index, FTSE Blossom Japan Sector Relative Index, MSCI Japan ESG Select Leaders Index, S&P/JPX Carbon Efficient Index series, MSCI Japan Empowering Women Index and Morningstar Japan ex-REIT Gender Diversity Tilt Index Resona Holdings, Inc. 26 26#28Roadmap for Securing Profit Aim for growth in core profit that will exceed outlays associated with forward-looking investment aimed at improving employee engagement and productivity, with our plan calling for achieving an ROE of 8% (JPY bn) Core income [including Interest on yen bonds, etc.] +17.0 ROE target +27.0 (26.0) Fee income Operating expenses 8% Potential and upside •Inorganic •Interest rate hikes etc. Net gains on bonds (including futures) +46.0 Net income attributable +6.0 +10.0 NII from domestic loans (7.0) Other items, net +a AUM Interest and deposits income Net from yen bonds, etc. Loans rate (6)bps Average loan balance +10% Succession +8.0 +7.0 Settlement +4.0 Corporate solution +3.0 Strategic costs (22.0) [HR (14.0)] [Systems (8.0)] Base cost (4.0) income attributable to owners of parent 160.4 Additional measures that can be invested in under the current interest rate environment Capital utilization (organic) Reversal/increase in interest income on deposits and loans Sustained upward momentum Promote mainly in high-potential areas Upfront investment for future growth (3-year cumulative total) Investment in HR +33.0 Investment in IT +40.0 Credit related expenses (37.0) Net gains on stocks (12.0) Credit cost ratio FY25:11bps to owners of parent 170.0 FY2022 (Act.) (80.0⇒ 120.0) FY2025 (Target) Resona Holdings, Inc. 27 27#29Sound Balance Sheet / Possible Impact of JPY Interest Rate Hikes (Provisional Calculation) Composition of loan portfolio End of Mar. 2023 Total assets JPY74.8 tn Composition of deposits *4 Deposits 47% 19.1 tn Fixed Rate 21% 8.8 tn Large companies Loans and other*1 21.2% 2% Fixed Rate 19% JPY 41.4 tn Individual Prime Rate 33% (JPY14.3 tn) 35% Corporation 2 SMES*1 38.2% (JPY 26.7 tn) 65% Personal deposits*1 61.5% Market Rate*3 Housing Prime 32% loans*1 Rate 14% 40.5% 13.1 tn Available-for- sale securities Bonds held-to- maturity Practice the stringent management of interest rate risks and liquidity risks with an eye to regulatory standards (e.g., IRRBB and LCR) and other factors BOJ current account An abundant JPY21 tn (consolidated basis) in cash deposits in BOJ's current accounts JPY 61.8 tn Liquid deposits 27% Corporation Liquid deposits 51% (JPY 19.1 tn) 33% Individua (JPY 38.0 tn) Time deposits 5% 67% Time deposits 16% Other 1% Other 0.3% Our distinctive uniqueness lies in a strong business focus on regional and retail customers A diverse and dispersed customer portfolio / Number of companies as their main bank : 68 thousand Unparalleled convenience offered via the app (6.52 million downloads) / Growing popularity as a mainstay tool for household finance Our liquidity deposits mainly consist of retail deposits with strong retention Ratio of personal deposits to total deposits: 61% Avg. cost of deposits: 0.005% Securities JPY8.3 tn Corporate JGB JPY2.9 tn*1 deposits*1 Other Assets JPY24.9 tn 30.8% Other 7.6% Deposits at BOJ*1 NCDs JPY0.8 tn Other liabilities JPY9.4 tn Corporate Individual Regional Business strategies JPY21.7 tn BOJ loans JPY3.5 tn Total equity JPY 2.5 tn Deposits <Possible impact of JPY interest rate hikes (provisional calculation)*5> Hikes in long-term interest rates (the abolishment of the yield curve control policy) A provisional calculation premised on shifting a portion of funds held in BOJ current accounts to Japanese government bonds, etc., with instruments in the five-year maturity zone as targets (assuming an increase in margin to around 0.4%) ⇒ +JPY20.0 bn Hikes in short-term interest rates (the lifting of the negative interest rate policy) A provisional calculation based on assumptions we have formulated for prevailing trends at the time of lifting that takes into account the status of deposits and loans as well as changes in current account interest rates at BOJ at the time of the introduction of said policy +JPY10.0 bn *1. Total of group banks *2. Including apartment loans *3. Market rate-linked loans include the fixed-rate (spread) loans maturing in less than one year *4. Domestic individual deposits + Domestic corporate deposits *5. The provisional calculation for the impact on annual profit reflects expected circumstances after the full effect of interest rate fluctuations materializes Resona Holdings, Inc. 28#30Strengthening of Value Creation Capabilities Social issues and changes Ultra-aging society Vitalization of regional economies Value to be delivered Areas of business focus Transition to a decarbonized society SME loans Changes in Industrial structure Acceleration of digitalization Facilitation of business and asset circulation as well as the transition of social structures require ever more sophisticated solutions Ever more diverse issues confronting our customers Changes in the interest rate environment Shift from savings to investment Global warming and climate change Toward a decarbonized society Growing public call for businesses to fulfill their social responsibilities Diversification of lifestyles Improvement of business and asset value Business and asset succession Creation of a hopeful future where people can live with peace of mind Transition to a digital-driven society Cashless and DX Preparedness for the coming era of centenarians Asset formation support Corporate pensions Housing solutions Resona Holdings, Inc. 29 29#31Strengthening of Value Creation Capabilities: Business for SMEs Strengthen our ability to accommodate funding demand that arises with changes in the environment Diverse and complex issues Low birthrate and Climate change aging society Business succession Decarbonization DX and productivity improvement Macroeconomics [Price index as of Mar. '23 in comparison with the price index of the same month of '22*1] Consumer Producer Interest rate Depreciation Inflation hikes of the yen +3.1% Track record spanning 100 years DNA of reform [Average balance of corporate loan] (JPY tn) Relation Solution 21.3 18.8 SMEs supporting Japan +7.2% # of companies: Approx. 99.7%*2 # of employees: Approx. 70%*2 FY'22 FY'25 (Act.) (Plan) Act as a "running partner" for customers at various stages, to this end raising our ability to provide them with assistance via the allocation of human resources and the proactive utilization of capital Strengthen our consulting and financing capabilities in terms of both quality and quantity Increase staffing for corporate lending ➤ FY'22: Approx. 3,150 staffs FY'25 (plan) Approx. 3,350 staffs ■ Our Group network centered on two major metropolitan areas The number of companies naming the Resona Group as their main bank places us among the top banks in Japan Promote in-depth dialogue # of corporate customers interviewed by the Group on SX topics: Approx. 31,000 (FY'21) [Cumulative total of Retail Transition Finance] [FY'21 - FY'22] Approx. JPY1.8 tn (Act.) [FY'23 - FY'25] JPY 3.0 tn (Plan) (Thousand) [Number of companies that name a major bank as their main bank*³] Mega Bank Resona Gr Mega Bank C Mega B 95 Bank 68 A 76 61 KMFG 20 Hyogo 2nd Shiga 2nd ➤ Collect questionnaires regarding DX: about 13,000 companies (FY'22) Further development and expansion of business fields in which we engage in risk-taking endeavors in a way that aligns with changes in the environment Establish an organization specializing in venture incubation [Resona Group's ranking by prefecture *³] Saitama 1st Osaka 1st Take on the challenge of providing a novel type of structured financing *1. Consumer MIC "Consumer Price Index 2020-Base Consumer Price Index (Mar. 2023)", Producer: BOJ “Monthly Report on the Corporate Goods Price Index (Preliminary Figures for Mar. 2023)" *2. The Small and Medium Enterprise Agency "2023 White Paper on Small and Medium Enterprises in Japan" *3. TEIKOKU DATABANK (2022) Resona Holdings, Inc. 30 30#32Strengthening of Value Creation Capabilities: Business and Asset Succession Accommodate emerging needs associated with succession via the provision of diverse solutions backed by our strength as a retail commercial bank equipped with full-line trust banking capabilities [# of SMEs owners*1] [Changes in ratio of business owners without successors 2] Commercial bank Trust bank [Succession related income] 1stop SMEs owners Approx. 3.81 million Of which, over 70 years old 66.4% 65.2% 65.1% Surfacing business succession needs (JPY bn) Loan, M&A, Asset Real estate, Trust 33.0 61.5% 57.2% Approx. 2.45 million '18 '19 '20 '21 '22 management Wide Customer Base/Network Increasing succession related human resources 25.0 FY'22 FY'25 (Act.) (Plan) Act as a "running partner" for as many customers as possible by further enhancing our portfolio of specialist human resources Supporting Smooth Succession Buisiness Resona Corporate Investment Cumulative number of investment FY'22 3 companies Trust Treasury stock succession trust # of acquisitions FY'22 75 M&A Fee income Asset Real estate sale/effective use Fee income FY'22 JPY15.4 bn Trust Will trust/ Disposition of inherited assets Asset succession trust # of acquisitions FY'22 Approx. 8,000 Insurance Utilize insurance as one of the preparatory steps for inheritance planning FY'22 JPY3.5 bn FY'25 14 companies FY'25 180 FY'25 Approx. JPY7.5 bn Accompanying loan FY'25 Approx. JPY19.0 bn FY'25 Approx. 9,000 Succession related human resources: '23/3 (Act.) 1,023 staffs ⇒ '26/3 (Plan) Approx. 1,090 staffs Continue to act as a “running partner" for customers to enable them to better navigate business activities/life events after succession *1. The Comprehensive Package of Measures for Supporting SMEs in Business Succession to Third Parties formulated by the Small and Medium Enterprise Agency *2. TEIKOKU DATABANK (2022) Resona Holdings, Inc. 31#33Strengthening of Value Creation Capabilities: Cashless and DX Solution Business Offer convenience for household finance and corporate transactions [Cashless retio / market-size*] [Status of measures to secure conformity with the revised Electronic Book Storage Act*2] 000 Corporate Individual [Settlement related income] (JPY bn) Corporate transaction Resona [2016] 20.0% [2022] 36.0% Done B2B B2C Earnings Purchase Not done 78% Settlement Expenses Household finance Salary income Consumption Utility costs 76.5 72.5 JPY60 tn JPY111 tn End of transitional treatment Scheduled for Dec. '23 Data Open FY'22 FY'25 (Act.) (Plan) Debit card B2C / B2B Offer a diverse range of services to meet needs for cashless and digital operations Resona Cashless Platform B2C [Amount of card settlement transactions] Issuing + Acquiring *3 (JPY tn) ●Individual debit card: Equipped as standard in the deposit account ➤ High-value-added “Resona debit card (premium)" made available to customers (since Apr. '23) Corporate debit card: Growing need as a settlement method [# of debit card issued] With an all-in-one terminal, responding to diverse payment needs [Introduction (planned)] (# of corporate customers) [Debit card income] (million) 3.15 (JPY bn) 2.04 5.1 0.49 KMFG 0.18 2.3 2.65 RB.SR 1.85 '20/3 '23/3 FY'19 FY'22 2.0 1.5 3,500 Number of introduced 1,100 stores About 15,000 '20/3 '23/3 FY'22 (Act.) FY'25 (Plan) 10 years later Resona One-Stop Payment B2B DX support to help bill-paying more efficient ➤ Offer a comprehensive set of services to meet needs for measures to secure conformity with the Electronic Book Storage Act and otherwise streamline operations (digitization of bills → online payment → storage of electronic data) *1. Ministry of Economy, Trade and Industry. News release dated April 6, '23 *2. Research by RAKUS Co., Ltd. (As of Jan. '23) *3. Including group companies Collaboration within and outside the Group Data / Open ⚫ Enhance the content of solutions to be delivered via the combination of all Resona Group members Deliver proposals on one-stop solutions backed by Group functions Rolling out Resona Group services to KMFG Co-creation with external partners: Capital and business alliance with Digital Garage (Nov. '22) Resona Holdings, Inc. 32#34Strengthening of Value Creation Capabilities: Asset Formation Support Business Help customers secure economic preparedness in the coming era of centenarians via a shift from savings to investment [Proportion of financial assets "1] Jan. '24~ Currency and deposits Other financial assets New NISA system to be initiated Japan 54% Euro 34% area USA 13% Amount subject to permanent tax exemption JPY18 million Inv. capabilities cultivated through over 50 years of pension inv. € HR ☑ [Balance of investment trust, FW and insurance products] (JPY tn) 7.5 Retail customers base 6.1 123/3 '26/3 (Act.) (Plan) Integrate our asset management capabilities, cultivated through corporate pension fund management, with technologies 【Balance of FW*2] [Users of funded investment trusts] (JPY bn) (Thousands) Enhance digital contact points with customers in all age groups Deliver advice on asset management New customer experience Resona Group App New assistance tools for asset formation 1,400 Long-term, stable asset management capabilities for professionals Expansion of FW inside and outside the Group 744.2 1,000 200 '23/3 '26/3 (Act.) (Plan) 10 years later '23/3 '26/3 (Act.) (Plan) 10 years later One-stop solutions backed by our strength as commercial bank equipped with full-line trust banking capabilities A meticulous consulting approach starting from pension system design [Balance of pension trust contract balance] (JPY tn) Growing human resource needs among SMEs 5.6 6.0 Strengthened staff allocation for trust banking sales in step with business process reforms '23/3 (Act.) 126/3 (Plan) 10 years later *1. Prepared based on "Flow of Funds: Overview of Japan, the United States, and the Euro area" in Aug. '22, Bank of Japan Research and Statistics Dept. *2. Including corporation and including balance of FW in banks other than group banks Resona Holdings, Inc. 33#35Strengthening of Value Creation Capabilities: Housing Loan Business [Number of households in which women live alone *1] (Thousand households) ▪ 19 80 - 2020 2,620 1,620 1,100 1,060 970 Deliver diverse solutions aligned with changes in customer behavior [Degree of personal interest הו, in climate change *2] Resona's strength with No.1 balance No,1 Have no 4,900 of HL in japan substantial interest /Have no interest at all Under20s 30s-50s Over 60s Have substantial interest/Have some interest 88% Business process reforms [Balance of housing loans] (JPY tn) 14.7 13.7 Enhance Reinforcement 123/3 '26/3 customer convenience of housing loan personnel (Act.) (Plan) Strengthen our approach in both online and face-to-face channels Our online approach to end users system Current (to be released in New system 1H of FY'23) Preliminary Preliminary application response Official application Sending Filling in by postal mail Filling in Official response Sending by postal Finalization of terms and conditions Signing "Navi" service, Paper- based or e-contracts mail Filling in Web-based application Allotted ID is sent via postal Customer mail, while PW is sent via SMS phone-based explanations, etc. -- Message Dedicated webpage for Resona housing loan customers 契約者 Resona E-contract Relationships with Real Estate Companies Loan Plaza replacement and personnel reallocation according to market Products and measures to be released to accommodate customer needs and set us apart from other banks Danshin Kakumei (Provide coverage for 3 major diseases as well as 16 type of other diseases in addition to injuries and conditions requiring nursing care), Loans for women, Housing loans borrowed jointly by couples, A privileged special plan for borrowers who intend to purchase eco-friendly housing Increased sophistication of risk pricing*3 Accommodate need for long-term fixed interest rates in light of the interest rate outlook held by customers Bidirectional communications afforded by Resona Group App Deliver solutions aligned with customer life events [Ratio of housing loan borrowers who installed the app at the time of borrowing] '20/3 64.2% '23/3 89.4% [Average number of products in transactions] No HL*4 VS 2.8 With HL 4.9 No HL*4,5 1 [Top-line income per customer] With HL 42 VS *1. Prepared based on White Paper on Gender Equality 2022 issued by the Cabinet Office *2. Prepared based on opinion poll in 2020 undertaken by the Cabinet Office regarding climate change *3. ZEH (Net Zero Energy House), certified long-life quality or with solar panels *4. Comparison with potential II and III (as of Mar. 31, '23, RB+SR+KMB) *5. Indexed to average top-line income per client for No HL = 1 Resona Holdings, Inc. 34#36Strengthening of Value Creation Capabilities: Financial Digital Platform (1) Co-creation through wide-ranging external collaboration that transcends the conventional framework Develop and expand an ecosystem that ensures win-win relationships for all platform participants Expand collaboration with regional financial institutions and other industries [Overview] Function provider Settlement linkage Asset Management Data business Authorization Service linkage PAY i API API ΑΡΙ API API Service design (CX design) Financial Digital Platform (Digital Banking Platform) ΑΡΙ ΑΡΙ Corporate Resona Group users 撤 撤 Customers Regional financial institutions API API Corporations Customers Customers BAB Local governments 55 Resona Holdings, Inc. 35#37Strengthening of Value Creation Capabilities: Financial Digital Platform (2) Make diverse functions and services available to as many regional financial institutions as possible irrespective of capital relationships [What we aim to achieve via the expansion of the platform] Deliver proposals employing FinBASE*1, etc., to regional banks Expand the scope of alliance partners Expand the volume of transactions /AUM [Current status of the menu delivered] As of Mar. 31, '23 or FY'22 [vs previous year] Banking App # of DL Fund wrap balance*3 688.1 bn [(27.8) bn] Internal group External group 6.52 mil [+1.50 mil] 1.12 mil [+0.42 mil] 56.1 bn [+15.2 bn] Total 7.65 mil [+1.93 mil] JPY744.2 bn [(12.6) bn] Keiyo Bank*2 2 banks in Mebuki FG (Mar. '21 - ) Hyakujushi Bank (Feb. '23 - ) (Jun. '22) Bank of Yokohama (Apr. '21-) → Fund wrap income: JPY9.0 [+0.8 bn] Enhance the content of the menu delivered Aim for further expansion within and outside the Group New transactional • channels New services in financial and non-financial fields [Targets for Mar. 31, '26] The 77 Bank (Jan. '23-) Branch- counter tablets App for corporate customers iDeCo, savings-type investments Data analysis Banking App # of DL 10 mil Fund wrap balance*3 JPY1.4 tn App FW Look into the possibility of new businesses via co-creation in tandem with partners from different sectors [Examples of new endeavors now being considered] Brain Pad (Capital and business alliance) Data Settlement Consider developing and delivering new services to regional financial institutions ➤ Consider business development involving financial X non-financial functions (advertising, marketing, etc.) Digital Garage (Capital and business alliance) ➤ Strengthen collaboration in the settlement field while promoting next-generation fintech business *1. Joint venture by Resona HD, NTT Data and IBM Japan *3. Based on market value, including corporation Individual authorization *2. App is scheduled to be available in FY'23 *4. Resona HD, JCB, Dai Nippon Printing and Panasonic Connect Multi-channel platform for individual authorization Four companies*4 established a consortium 30 participants companies ➤ Exchange and discuss among participant companies actual cases of and know-how for the use of the platform Consider providing individual authorization services to partners outside the platform in the future Resona Holdings, Inc. 36#38Strengthening of Value Creation Capabilities: Inorganic Strategy Step up inorganic investment as we enter a phase of capital utilization What value can we offer customers? Winning customers not yet reached by Resona will [1] Enhance our customer base Securing specialist and other human resources will [2] Enhance our management resources Strengthening businesses that have affinity with existing banking operations as well as those that transcend the framework of finance will [3] Enhance our functions Functions Management resources [3] [2] Corporate value of Resona Group < Results for the previous MMP period > KMFG '21/4 Making a wholly-owned subsidiary BrainPad '22/2 Capital and business alliance Digital Garage '22/11 Capital and business alliance Wastebox '23/3 Capital and business alliance [1] Customer base Resona Digital I '21/1 Raised DACS '22/7 our equity stake Raised our equity stake Resona Holdings, Inc. 37#39Development of Next-Generation Management Platforms: Overview of Our Human Resource Strategy HR vision: Create a prosperous future by working with diverse partners from within and outside the Group whose aspirations resonate with ours Synergetic effect Value creation Well-being Professional Enhance three pillars Co-creation Resonance Engagement Six strategic drivers (Measures / Non-financial targets ⇒ p39) [1] Leadership [2] Transcending boundaries [3] Speciality [4] Employee autonomy & support [5] Job [6] Worker fulfillment friendliness Aiming for "Co-creative / Engaged Professional", investment in human capital to +JPY33.0 bn ✓ Step up hiring etc. ✓ Improve wages ✓ Strengthen training Apr. 21- New personnel system *1 ✓ Multi-path (20 distinct job categories) Option of delayed retirement Empower diverse people to succeed (→p56) <Organizational culture > Integrity *1. In place at RB, SR and some other Group companies Diversity & Inclusion (⇒p54, 55) Taking on the challenge of reform Resona Holdings, Inc. 38#40Development of Next-Generation Management Platforms: Six Drivers for Realizing Human Resource Strategy Drivers [1] Leadership Non-financial targets Ratio of women line manager Ratio of mid-career managers employees hired as Ratio of mid-career employees managers, including those from different sectors*1 [2] Transcending boundaries newly hired as senior [3] Speciality [4] Employee autonomy & support FY2022 ⇒ FY2030 31.4% => 40% 10.2% => 18% 42% -=> 100% # of human resources with highly specialized expertise *2 2,481 Cumulative total # of individuals selected via ← 3,000 684 => 4,000 in-house job postings (FY2021 FY2030) [5] Job fulfillment Ratio of positive responses in employee awareness surveys (i) A sense of fulfillment in work (ii) Openness of workplace communications (i)66% (ii) 79% Measures to achieve improvement Enhance the content of assistance programs aimed at empowering women ✓ Step up the hiring of mid-career employees and implement onboarding to secure robust retention ✓ Expand the scope of learning support to enable employees to experience different fields Increase the number of employees dispatched or seconded to external corporations Secure a robust pool of human resources by stepping up hiring and training Expand the content of training to help employees raise their skills in their fields of specialty Strengthen career development support while offering a greater number opportunities to take on new challenges ✓ Introduce an HR system designed to support those pursuing personal growth (LMS, TMS*³) Increase the ratio Optimize wages for employees in light of value created via their duties ✓ Improve psychological security by invigorating communications [6] Worker Business process reform and streamlining friendliness Ratio of annual paid leave. utilized 77.6% => 88% ✓ Support the diversification of working styles and employee efforts to balance work and private life *1. Training involving overseas assignment, external secondment or external dispatchment *2. Individuals who have acquired high-ranking qualifications via in-house specialist certification systems or other similar qualifications *3. LMS: Learning management system; TMS: Talent management system Resona Holdings, Inc. 39#41Development of Next-Generation Management Platforms: Integration of Real and Digital Channels -Channel (1)- Deliver new value via the integration of face-to-face and digital channels Ideals for what we should look like over the medium to long term Resolve issues requiring sophisticated solutions Day-to-day Personalized proposals contact points (Customer base inside and outside the Group) F2F Attractive human resources Superior consulting capabilities Digital Act as customers' "running partner" by using the power of digital technology ✓ Look into a world in which we connect with all customers with the power of digital technology Address specific types of issues via face-to-face channels in a seamless manner ✓ Initiatives to integrate face-to-face and digital channels Real Channel Channels through which we address issues confronting our customers, contribute to regional communities and engage in co-creation Strengthen our capabilities for branch- counter consulting Exhaustive overhaul of business processes Build a system in which all employees are capable of delivering solutions Optimize branch channels Push ahead further with the optimization of the Group network Time spent in direct Consultation on complex issues is provided via F2F channels customer communications +30 minutes/day per person at branch*1, 2 Improvement in non- personnel expenses: JPY1.5 bn/year*1 Usher customers to digital channels Digital Channel Secure digital, day-to-day contact points with customers to deliver optimized advice and otherwise act as their "running partner" Expand the number of App users among customers within and outside the Group Strengthen consulting functions Increase the sophistication of our mode of delivering advice, etc. Enhance the content of products and services Savings-type investment functions, a corporate version of the App, etc. Banking App # of DL 10 million*1 Data linkage Deliver customer experience combining benefits arising from both face-to-face and digital channels Ensure a sense of improved convenience via the use of branch-counter tablets Consistent suggestions across all channels Ratio of branch-visiting customers who use Resona Group tablets*3 Increase the ratio to 50%*1 I *1. '26/3 target *3. Ratio of branch-counter transactions in which individual customers use Resona Group tablets to overall number of such transactions *2. Enable approximately 5,000 employees charged with branch-counter services to dedicate the time they need to deliver solutions by, for example, consolidating back-office operations; three Group banks (RB, SR and KMB) Resona Holdings, Inc. 40#42Development of Next-Generation Management Platforms: Integration of Real and Digital Channels -Channel (2)- Address a diverse range of issues confronting our customers via both digital and face-to-face channels Expansion of digital channels Expand customer contact points via the App ➤ Already the App represents the largest transactional channel [Resona Group App # of DL (Total of group banks)] Feb. '18 Launch Mar. '20 2.20 mil. Mar. '23 6.52 mil. Take a data-driven approach to create new businesses • Look into the possibility of expansion into non-financial fields via co-creation involving external partners Financial Data (Examples of business development) ✓ Transaction lending ✓ BNPL Non-financial Data ✓ Sophistication of data marketing ✓ Advertisement etc. • Expand the scope of customer convenience offered via the App ➤ Build Ul via the incorporation of a thoroughly user-centric perspective ➤ Advanced advice notifications (Number of models to notify automatically +3.5x (Compared with Mar. '20)) ⇒ Acceleration of the digital shift in a diverse range of transactions [Percentage of transactions Long-term outlook Enhance value delivered via both face-to-face and digital channels in terms of quality and quantity ⇒ Look for a substantial increase in the number of customers to whom we can deliver greater value = Resona Loyal Customers*2 via the App and IB] Mar. '18 Mar. '23 [Ratio of Resona Loyal Customers*2] Installment time deposits [Gross operating profit per person*³] 33% 88% (account opening) Foreign currency deposits Potentailal II| 0.1 16% 78% Oters (account opening) Investment trust (purchase) 54% 79% Card loan (application) 77% Loyal customers 4.4 Resona Premier 66.0 Loyal ⇒ Relatively high profitability of App frequent users*1 Customers Housing Loan 27.4 About Gross operating profit per person [Comparison of "App frequent users *1" and "Other user" (Mar. '23)] +2.2x Asset Management 6.1 60% Potentailal | 1.9 Potentailal II 1 Average number of products in +1.7x transactions 2023/3 (Act.) 10 years later *1. Customers who use the App 3 times or more per month (RB, SR, KMB) *2. Resona Loyal Customers: [Premier] - [Potential II] segments *3. Indexed to average top-line income per client for Potential Il segment = 1, total of two banks (RB/SR) Resona Holdings, Inc. 41#43Development of Next-Generation Management Platforms: Expand Forward-Looking Investment for Sustainable Growth Greatly expand investment in human resources and IT Investment in human resources Our recognition of issues Gaps between income and cost structures New MMP Improve employee wages while stepping up hiring and training Overhaul of business processes Future Improve employee engagement and productivity Estimated expenses to be used during the new MMP period OHR (consolidated) 67.4% Lower half of the 60% range +JPY33.0 bn (Cumulative total for three years) (⇒p38) Expand investment in training and improve wages per employee, while controlling the total number of headcount Mar. '20 31,800* people Mar. '23 28,800 (3,400)* people Mar. '26 (Plan) 28,100 (700) people *Note: Prior to the establishment of unified standards encompassing KMFG Shift human resources to our fields of focus Streamlining and downsizing (1,270) (Back office, HQ, etc.) Operating Expenses Personnel (consolidated, Non-personnel expenses (13.0) Others JPY bn) expenses (13.0) (Breakdown) (404.7) HR related Systems (1.0) (8.0) General expenses (4.0) (431.0) Note: [(26.0)] Estimates under the MMP are approximate figures. Focus area +500 (Corporate sales, succession, DX etc.) Investment in IT Risk governance +70 (Compliance, Risk (700) management etc.) +JPY40.0 bn (Cumulative total for three years; compared with the previous MMP period) Expand strategic investment aimed at enhancing top-line income and supporting structural reforms FY2022 (Act.) Strategic costs (22.0) • Advance the expansion of investment in human resources and IT FY2025 (Target) Base cost (4.0) Expect increase due mainly to measures necessary to secure conformity with new legal systems and inflation even as we maintain stringent cost management General investment Strategic investment [Amount of system investment] Previous MMP New MMP Cumulative total (JPY bn) 83.0 121.0 70.0 65.0 13.0 56.0 Challenge area *1 6.0 33.0 System integration of MB Others 6.0 20.0 1.0 3.0 Resona Holdings, Inc. 42 *1. Development of lending- and loan-related systems, the development of trust and pension management systems, new businesses, etc.#44Outline of Business Results of FY2022 and Updates on Major Businesses Medium-term Management Plan Capital Management ESG Initiatives Reference Material Resona Holdings, Inc. 43#45Capital Management of the MMP (1) Enter a new phase in which we can step up the utilization of capital ⇒ Financial soundness Maintain the CET1 ratio*2 at the 10% range CET1 ratio as of Mar. '23: Approx. 10% Aim for ROE*1 of 8% Growth investment Organic Inorganic Expand loan assets, etc. with high returns relative to risk Expanding customer bases, management resources and functions Improve Corporate Value Shareholder return Enhance the content of shareholder returns in a way that gives due consideration to maintaining soundness and securing growth investment opportunities Aim for a total shareholder return ratio of around 50% even as we continue to deliver a stable dividend stream ➤ FY'22: 40.6% [Composition of capital utilization] <Funding> 580.0 (JPY bn) <Utilization> 580.0 New MMP 580.0 Target on total shareholder return ratio "50% level" Cumulative profit to be earned over the course of the new MMP Shareholder return [In which, loans] Organic investment 240.0 Amount of funds (Vs. 23/3) Loans Corporate loans Housing loan +2,630.0 (+13%) +1,000.0 (+7%) [In which, system] +30.0 System/Markets Capital stock as M&A In-organic investment of Mar. 31, '23 Previous MMP 395.0 Target on total shareholder Expansion return ratio "Middle 40% range in the medium term" 175.0 Required volume of capital Organic investment +170.0 +30.0 X 2.6 90.0 +20.0 Change *1. Net income attributable to owners of parent / Total shareholders equity (simple sum of the balance at the beginning and the end of the term/2) *2. Based on the full enforcement of the finalized Basel 3 regulations under the international standard; excluding net unrealized gains on available-for-sale securities Allocated to measures to improve soundness 130.0 Resona Holdings, Inc. 44#46Capital Management of the MMP (2) Up to now [Management emphasis vis-à-vis each indicator] Capital RWA CET1 ratio*1 ROE*2 "Improving soundness" through "accumulation" of capital In the future Utilize capital to improve profitability (building a positive cycle of capital creation via capital utilization) Growth invest- ment Circulation to enhance corporate value Capital increase Up to now In the future [Target figures] Two previous MMP Previous MMP New MMP FY'19 Target results FY'22 results Target ROE increase Profitability ROE*2 8.9% 8% 7.6% Aim for 8% Financial soundness CET1 ratio*1 Approx. 10% 9.1% Approx. 10% 10% level Shareholder return Total shareholder return ratio Middle 40% 38.3% 40.6% 50% level range *1. Based on the full enforcement of the finalized Basel 3 regulations under the international standard; excluding net unrealized gains on available-for-sale securities *2. Net income attributable to owners of parent / Total shareholders equity (simple sum of the balance at the beginning and the end of the term/2) Resona Holdings, Inc. 45 45#47Initiatives to Improve Corporate Value Financial and non-financial approaches to improve corporate value For improving evaluation of PBR Realize a turnaround and improvement in ROE RORA Û Reduce capital costs Sustainable society resonance Leverage following risk adjustment Resona Group's sustainable growth Analysis of the current status of ROE ROE deteriorated over the course of the previous MMP • Rapid expansion of BS / Growing volume of assets with low utilization ⇒ Need to improve risk-return by adopting a more proactive approach to risk-taking endeavors Downside risks materialized and affected P/L via the recording of major credit-related costs, outlays resulting from measures to restore foreign bond portfolio soundness, etc. [Breakdown of ROE components] Total assets accounted for as RORA Leverage following risk adjustment I of fiscal year-end Net income RWA*1 ROE RWA*1 Total shareholders' equity FY'19 8.9% 0.7% X 11.9 times JPY60.5 tn FY'20 6.8% 0.6% 11.3 times JPY73.6 tn FY'21 5.6% 0.5% × 10.7 times JPY78.1 tn FY'22 7.6% 0.7% X 9.9 times JPY74.8 tn (Average from 6.7% = 0.6% × 10.6 times JPY75.5 tn FY'20 to FY'22) *1. Based on the finalization of Basel 3 Accelerate income and cost structure reforms Fully utilize capital Upgrading balance sheet management Risk governance / High-quality, stable profit Financial services group that contributes most to SX of retail customers ■Improve employee engagement through human capital investment Enhance the disclosure of both financial and non-financial information Measures to be implemented during the new MMP period Improve profitability and asset efficiency via the proactive utilization of capital (Organic) Enhance higher risk-return lending assets (Inorganic) Enhance customer bases, management resources and functions Step up investment in human capital ⇒ [Further development & new challenges] ✗[Co-creation & expansion of value] Core income +JPY17.0 bn (Target) Upgrade our mode of risk governance Expand shareholder return Aim for a total shareholder return ratio of around 50% Seize upside profit opportunities that arise at the time of interest rate hikes Further reduce policy-oriented stockholdings The pace of reduction: JPY(20.0) bn per year Resona Holdings, Inc. 46#48Outline of Business Results of FY2022 and Updates on Major Businesses Medium-term Management Plan Capital Management ESG Initiatives Reference Material Resona Holdings, Inc. 47#49Long-Term Sustainability Indicators Aiming for sustainable improvement in social and corporate value FY2022 (results) FY2030 (target levels) Value for customers and society NEW Value Creation Capability Indicator Number of cases where solutions are provided 10.5 mil cases 20 million cases Retail Transition Financing Target Cumulative total: JPY1.865 tn JPY 10 tn NEW Declaration of Net-zero Greenhouse Gas Emissions in the Investment and Financing Portfolio (2050: Net zero) Environmental value NEW Interim target for the energy sector (Portfolio carbon intensity) 139 g CO2e/kwh (FY2021) 100 130 g CO2e/kWh Carbon Neutrality Target (Scope 1 & 2) Targets for the Empowerment and Promotion of Women vs FY2013 (43)% (FY2021) Net zero 15.3% 30% or more Social value Ratio of female directors and executive officers (Resona Holdings) 13.4% 20% or more 31.4% 40% or more Ratio of female senior managers (6 Group companies"¹) Ratio of female line managers (6 Group companies*¹) NEW Value for employees Well-Being Indicator Ratio of positive responses in questionnaires regarding a sense of fulfillment felt in work and private life as part of employee surveys 69.3% *1. Sum of Resona Holdings, Resona Bank, Saitama Resona Bank, Kansai Mirai Financial Group, Kansai Mirai Bank and Minato Bank Increase the ratio of positive responses Resona Holdings, Inc. 48#50E (Environment): Retail Transition Finance Corporate field Personal field Continue acting as a "running partner" for our retail customers and assisting them in the transition of their awareness and modes of behavior Cumulative total of approx. JPY1,865.0 bn (FY'21 - FY'22) (Target: - FY'30, cumulative total of JPY10 tn) Transaction volume for the new MMP period (Plan): JPY3.0 tn SMEs play an essential role in the nationwide realization of SDGs and SX # of companies Approx. 99.7%*1 # of employees Approx. 70%*1 Added value created Approx. 53%*1 Help customers transform their modes of behavior and, to this end, act as their "running partner" even as we continue to "promote in-depth dialogue" and "strengthen our solutions" Promote in-depth dialogue (FY'21) . • # of corporate customers interviewed by the Group on SX topics: Approximately 31,000 Strengthen the solutions delivered (FY'22) # of cases in which SX-related financing *2 was delivered: Approx. 4,400, +90%, YoY # of cases in which paid consulting on relevant subjects was delivered : Approx. 85, +90%, YoY A simplified CO2 emission calculation service: Approx. 2,600 Strive to popularize SX by facilitating ongoing dialogue and the resulting transformation of customer modes of behavior during the new MMP period Initiative for individuals loans field Privileges granted to loan borrowers who purchase eco-friendly housing Information services for people considering purchasing housing Release of SX housing loans (RB/SR) (Apr. '23-) (Expanded scope of SX housing covered by the loan scheme: low-carbon housing, housing built using domestically produced wood, housing that conforms with "Anshin R❞ standards, etc.) <Resona's mission > Translate each customer initiative into value of social impact ■ Offer diverse solutions to serve customers at various stages of initiatives *1. The Small and Medium Enterprise Agency "2023 White Paper on Small and Medium Enterprises in Japan" Customer phase terms of SX initiatives '23/3- Made available at RB/SR Sustainability Linked Loans(SLL) Private placement Green Bonds(GB) Positive Impact Loan ⚫ Resona SX Framework Loan Loan products with conditions linked to ESG target accomplishments(TryNow) SDGs Consulting Fund ✓ SDGs mapping + Simplified PR consulting ✓ Consulting on measures to achieve carbon neutrality • A simplified CO2 emission calculation service Private placement SDGs promotion bonds Small and medium-sized enterprise Offer information on legal regulations, subsidy programs and other industry trends for construction and real-estate businesses *2. Private placement SDGs promotion bonds, SDGs Consulting Fund, Loan products with conditions linked to ESG target accomplishments and SLL/Green Loan, etc. Mid-sized '22/4 - Made available Large Facilitate the popularization of eco-friendly housing Resona Holdings, Inc. 49#51E (Environment): Carbon Neutrality (1) -Scope1&2- Initiatives to reduce greenhouse gas (GHG) emissions (Scopes 1 & 2) arising from the Group's energy use Measures to achieve our target (reducing the volume of CO2 emissions to net zero by FY2030) • Place the utmost priority on reducing emissions associated with "energy," which constitutes 90% of emission sources, to this end actively introducing renewable energy and other clean energy [Breakdown of [Progress in the introduction of renewable and other clean energy at key Resona Group facilities] FY'21 emissions] Scope1 5,208 Scope2 47,057 Facilities introducing Emissions 90% of total from energy sources 45,855 Osaka HO of Resona Gr Introduction Results in FY'21 (Emissions in t-CO2) Estimated introduction in FY'22 49 Fukaya Chichibu Biwako HO of SR branch of SR branch of SR bldg. of KMB HO of MB Shinsai- branches bashi HO of KMB of KMB (high voltage MB Seishin Senri Shimane bldg. of Training customers Center Center poser) Reduction in Co2 (1,358) (964) (28) (24) (144) (918) (902) (1,216) (994) (2,000) (85) emissions Total 52,265 volume* Timing of introduction '21/8 '21/6 '21/11 '21/11 '21/6 '21/8 '22/6 '22/6 '22/6 '22/8 '22/8 (*Annual reduction. Figures for FY2021 are actual results, while figures for FY2022 are estimates.) [CO2 emissions volume (t-CO2)*1] YoY comparison 92,991 83,090 83,378 82,855 73,777 72,006 66,266 Expect a reduction of 15%*2 56,944 52,265 During accounting (FY) 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2030 Continue implementing the following initiatives Expand the scope of facilities at which clean energy is introduced Promote energy-saving measures on a Companywide basis *1. Aggregating Scope1 and Scope2 CO2 emissions from Group banks based on methods stipulated by Japan's Energy Saving Act for statutory periodic reporting. Figures up to FY'20 are calculated by multiplying each supplier's electric utility's basic emission factor, and then multiplying the FY'21 figures by each supplier's adjusted emission factor. *2. Anticipated GHG reduction effect solely from the introduction of renewable and other clean energy Resona Holdings, Inc. 50 50#52E (Environment): Carbon Neutrality (2) -Scope3- Initiatives to reduce GHG emissions (Scope 3, Category 15) from our investment and financing portfolio ■Committed to achieving net zero by 2050 in terms of GHG emissions from our investment and financing portfolio Identified interim targets to be achieved by the end of FY2030 for investees/borrowers in the energy sector • Initiatives undertaken thus far Identified "Real estate / Construction," "Automotive / Transportation" and "Energy" as priority sectors in light of such factors as the potential impact of climate change on carbon-related sectors specified by the TCFD*1, the size of our portfolio, and a sector- based analysis of financed emissions determined using simple calculation methods. Further analyses, including quantitative risk assessments, were also conducted. New initiatives (identification of interim targets) Implemented the assessment and analysis of financed emissions, emphasizing the energy sector over other priority sectors as it has already seen advances in the development of measurement methods and data accumulation Measurements of three sector components were conducted *2: "Energy," "Oil / Gas" and "Coal." [Breakdown of financed emissions by sector] [Energy sector (Electric power, Oil/Gas, Coal) of financed emissions] Energy priority sectors 3% 0% 6 Real estate / Construction 15% Automobile/Transport Materials Agriculture / Food Paper pulp/ Forestry products Banking/Life insurance Scope subject to GHG emission calculation Indicators Results('22/3) Amount of investments and loans Electric power Power generation Scope1 Physical carbon emission intensity 25% 30% Oil/Gas 21% Coal Mining Scope1-3 Mining Scope1-3 Absolute volume 139 gCO2e/kWh 0.17 MtCO2e 276.0 bn 7.4 bn Absolute volume (Not applicable) Taking the above factors into account, we have identified interim targets for the energy sector (targets have not been set for "Oil / Gas" and "Coal" as the number of customers in these fields is very low) Concepts behind target setting for the energy sector • • • The current carbon emission intensity, which amounts to 139gCO2e/kWh, falls short of the standard for 2030 envisioned in the 1.5°C scenario (NZE2050),*3 due mainly to the general termination of new project financing for coal-fired power generation businesses and proactive lending to domestic borrowers engaged in renewable energy-related businesses. On the other hand, the energy sector is an infrastructure component supporting all industries as well as people's daily lives. Accordingly, pursuing the decarbonization of this sector is essential to helping retail customers achieve decarbonization. Therefore, we will strive for the popularization of renewable energy, which is integral to nationwide decarbonization, while supporting power generation businesses endeavoring to achieve transition and technological innovation. In these ways, we aim to reduce emissions from the energy sector to a level that is substantially lower than the global standard stipulated in the 1.5°C target. Interim targets Carbon emission intensity in FY2030: 100 to 130gCO2e/kWh *1. The Company's sector classification consists of "Energy," "Real estate/Construction," "Automotive/Transportation," "Material," "Agriculture/Food," "Pulp/Forestry products," and "Banking/Life Insurance." *2. Calculated with reference to methods developed by the PCAF *3. Comparison with the 2030 carbon emission intensity (165g CO2e/kWh) envisioned in the NZE2050(WEO2022) Resona Holdings, Inc. 51#53E (Environment): Carbon Neutrality (3) -Scope3- Initiatives to reduce GHG emissions (Scope 3, Category 15) from our investment and financing portfolio Basis for the calculation of financed emissions The volume of GHG emissions from each investee/borrower corporation is multiplied by the attribution factor (Balance of investment and financing / Sum of assets and liabilities) and the resulting numerical values for all investee/borrower corporations are aggregated Energy sector ΣΟ Carbon emission intensity of investees/borrowers (gCO2e/kWh) × Oil/Gas sector Σ Formula Value of investment/financing by the Company for investees/borrowers Volume of emissions from investees/borrowers (MtCO2e) Total value of investment/financing by the Company for all investees/borrowers subject to calculation Value of investment/financing by the Company for investees/borrowers Sum of borrowings and capital held by investees/borrowers Coverage ratio*1 Data quality score*2 ) 85% 2.1 ) 100% 3.0 Initiatives to be undertaken going forward To achieve our interim targets regarding the energy sector, we will proactively extend credit to corporations engaged in renewable energy-related businesses that will, in turn, facilitate the smooth transition of all other customers. Simultaneously, we will actively pursue dialogue with investees/borrowers and provide them with follow-up consulting on their initiatives. We will annually disclose the status of financed emissions associated with the "Energy," "Oil / Gas" and "Coal" sectors while considering the assessment of financed emissions from priority sectors other than the energy sector and the formulation of interim targets for them. We are aware of the need to expand the scope of financed emission assessments to, ultimately, encompass our overall portfolio, including credit extended to retail customers, and will thus be striving to reduce emissions from this portfolio. Accordingly, we will continue to act as a "running partner" for retail customers and assist them in the transition of their awareness and modes of behavior. By doing so, we will strive to assess and reduce the volume of financed emissions associated with credit extended for retail customers. *1. By sector, based on loans *2. Data-quality scores defined by PCAF Resona Holdings, Inc. 52 52#54E (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 Report Supervise Representative executive officers Executive Committee Group Sustainability Promotion Committee Integrated management of response to climate change-related risks and opportunities Identify risks Qualitatively and opportunities for evaluate risks and the Resona Group opportunities Measures and targets to reduce risk and increase opportunities Responses and outcomes Oct. '18 Declared the support of TCFD Task Force on Climate-related Financial Disclosures Reflect outcomes of discussions on risks and opportunities from climate change in the Group strategies and risk management Impact on our largest asset class, loans Help corporate and individual customers mitigate and adapt to climate change through financial services Minimize the risks Expand the opportunities Loan initiatives Investment • Proactively engage with corporate customers who have yet to fully commit to environmental issues, encouraging them to step up their initiatives • Clarify our stance on lending to businesses that may exert a seriously negative impact on the environment, such as enforcing general rule of abstaining from extending new loans to coal-fired thermal-generation projects and extending new loans to coal mining projects (MTR method*¹), etc. Incorporate an ESG-oriented viewpoint into investment decision-making process initiatives • Maintain constructive dialogue and engagement with investees Conserving the environment through our products and services [Individual customers] R246 ESG Offer benefits to loan customers who purchase eco-friendly housing (housing loans) [Corporate clients] ✓ Simplified CO2 emissions calculation service Loan products with conditions linked to ESG target accomplishments (TryNow) SX Framework Loan *1. A method used for the surface mining of coal seams in mountain areas. The use of the MTR method entails deforestation, and soil from the mountain top is usually dumped in valleys, rivers and other nearby locations. *2. CDP Report 2022 *3. Lending to energy and utility sectors based on definitions under TCFD recommendations [CDP scores*2] Resona HD A- SMFG A- A- MUFG Mizuho FG SMTH መ መ [The ratio of lending for the energy and utility sector to the entire portfolio] 1.3% (As of Mar. 31, '23) Resona Holdings, Inc. 53#55S (Society): Diversity & Inclusion (1) 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 Ratio of female line managers reached 30% Ratio of women 2022 FY2030 Target Directors and 2020 15.3% 30% or more executive officers (HD) Senior managers 13.4% 20% or more (six Group companies"¹) Line managers 31.4% 40% or more (six Group companies"¹) (Reference) The ratio of female managers nationwide*2: General manager or equivalent positions 7.8% 2015 Repayment of public funds completed Introduced a "smart staff" system 2018 2020 2022 HD "Nadeshiko Brand" HD ranked #2 in 100 Best Companies Where Women Play Active Part 2022*4 RB named one of the Leading Companies Where Women Shine and chosen to receive Minister of State for Gender Equality Award SR named one of the Leading Companies Where Women Shine and chosen to receive Prime Ministerial award 2013 RB commended as one of the "Winners of the Diversity Management Selection 100" 2011 The Diversity Promotion Office established 2008 Revised the personnel system to ensure the same wage for the same work 2005 "Resona Women's Council" launched 2003 Injection of public funds under the Deposit Insurance Act 2002 Renamed Resona Holdings Manager or equivalent positions 10.7% First female officer appointed [Line managers of women *³] FY2013 (People) 40% Line Managers 32.8% Ratio of female 1,200 Ratio of line manaters 30% line managers reached 20% 800 17.4% 995 20% 400 10% 550 0 0% '13/3 14/3 '15/3 '16/3 '17/3 '18/3 '19/3 '20/3 '21/3 '22/3 '23/3 External evaluation 2022 “Nadeshiko Brand❞(HD) NADE [Most Excellent Award under the Osaka Mayor's Award Program for Leading Companies That Empower Women 2023 KMB 活躍 Awarded the excellent health and productivity management corporation 2023 (HD) 2023 SHI KO 2022 2022 RB 健康經營優良法人 Health and productivity Obtained Obtained Eruboshi Certifcation (all group banks) Platinum Kurumin (all group banks) プラチナ くるみん Awarded the highest gold rating in the PRIDE Index (for 6 consecutive years) (HD) work with Pride 性が活 ています *1. Sum of HD, RB, SR, KMFG, KMB and MB *2. Ministry of Health, Labour and Welfare, 2022.7.29 Press Release *3. RB+SR *4. Based on a Survey 2022 of Workplace Opportunities for Female Workers undertaken by Nikkei WOMAN 子育てサポート しています Gold Resona Holdings, Inc. 54#56S (Society): Diversity & Inclusion (2) Main initiatives under way in FY2022 and the status of their progress 12th Resona Women's Council (Apr. 22-Mar. '23) Members: 20 people from group banks and companies Members consist of diverse individuals (in terms of rank, age, etc.) from a range of Group companies and serving terms spanning one year who regularly meet on a monthly basis ➤ Engage in bottom-up activities, i.e., delivering proposals on women's networking, the enhancement of women's career awareness, the revision of various personnel systems, the implementation of operational improvement measures and the planning of new products Step up initiatives to encourage male employees to play greater roles in child rearing Established a framework allowing cessation from work for childcare upon childbirth in line with the revision of relevant laws in Oct. '22 < The Resona Group's Response > ✓ The first 14 days of cessation from work for childcare upon childbirth shall be paid leave [Flow of cessation from work for childcare upon childbirth] Around 3 to 4 months before childbirth Up until childbirth Until two weeks before the initiation of cessation upon childbirth Day of childbirth Cessation begins A picture taken at the meeting [Main achievements deriving from Resona Women's Council] Enhancement of childcare leave-related programs Institution of a mentoring system Introduction of a reinstatement support program Establishment of the Job Return System Launch of a system enabling transition from full-time to part-time employee status and vice versa*1 Expand the scope of employees eligible for the mentoring system for female manager candidates • The mentoring system for newly appointed female department or branch managers has been in place since 2012 In FY'22, women who have been newly appointed as manager candidates and assigned to positions immediately below department or general managers, are now included in the scope of eligibility to the system Share schedule for childbirth with business unit supervisor Share the planned timing of cessation from work with colleagues and hand over ongoing projects Childbirth schedule Cessation schedule report plan Application for cessation from work for childcare upon childbirth ✓ Hold seminars focused on facilitating cessation from work for childcare over the course of a period spanning Aug. to Sep. '22 • Scope: All business unit supervisors of Group banks Total number of participants: Around 1,000 [Male employees' status of childcare-related leave] FY Ratio of employees who took childbirth leave upon the spouse's childbirth Ratio of male employees who opted for cessation from work for childcare*2 2017 2018 2019 2020 2021 2022 100% 100% 100% 100% 100% 100% *1. Upgraded from the "smart staff" system, which was introduced in 2015 to enable applicants to work shorter working hours or be assigned more limited jobs compared with full-time employees *2. In accordance with the standards of the Ministry of Health, Labour and Welfare, the amount of "persons who have commenced taking childcare leave during the fiscal year covered/persons who have births in the fiscal year covered" is posted, and therefore may exceed 100% depending on the fiscal year. 80.3% 98.2% Resona Holdings, Inc. 55#57S (Society): Resona's Human Resources Working in Various Fields In-house job posting X Employee strengths in fields of specialty Introduced a human resource system with a multi-path structure focused on securing a pool of diverse employees with specialist strengths and launched the Career Challenge System, which is built on an in-house job-posting system via the incorporation of in-house internship options in Apr. 2021 ✓ Approx. 190 individuals were assigned to their desired positions (Cumulative total from FY2021 to FY2022) In-house job posting X Transcending boundaries Further accelerate human resource exchanges aimed at pursuing Group synergies after making KMFG a wholly owned subsidiary in Apr. 2021 ✓ # of employees seconded between Group companies as of Mar. 31, 2023 (e.g., from KMFG to RB): Approx. 650 (Increased approx. 500 compared to Mar. 31, 2020) • • Selected via in-house job posting under the first round of Career Challenge and assigned to the "real estate specialist course" as an intern Having gained experience in real estate financing, the selected individual is now tasked with taking a key role in the Structured Financing Office, a business unit established in 2022 after reorganization • Applied and selected for transfer from MB to RB business unit handling succession business in 2021, thereby becoming a member of the Private Banking Office via intragroup secondment While assigned to said office, this individual was promoted to a managerial position in 2022 Ryo Ogura Manager, structured financing office Alumni recruitment X Leadership Established separate hiring systems for alumni recruitment and referral recruitment in 2020, which were previously not clearly distinguished ✓ Proactively approach ex-employees who have built successful careers at other companies or other human resources with personal connections to acting employees Maiko Sakaguchi Manager, private banking office Mid-career recruitment > Specialty Reviewed our recruitment portfolio in conjunction with the revision of the human resource system; raised the proportion of mid-career hires and new graduates earmarked for specific specialist courses to 30% of overall hiring ✓ Results of mid-career recruitment (# of personnel) : 23 in FY2019→133 in FY2022 → 360 in FY2025 (plan) Shoichiro Futaba • • • General manager, Omiya-nishi branch Joined the Resona Group as a new graduate in 1994 Left the Group in 2001 to launch his own company Rehired by the Group under alumni recruitment in 2005 Since then, has tackled an array of frontline tasks at branches by taking full advantage of his management capabilities backed by robust external experience Toshiyuki Shimizu Chief manager, DX planning division Joined the Resona Group in 2021 as a mid-career hire after gaining experience in the credit card industry Leveraged his keen insight into the industry and robust networking skills, marking numerous achievements in cashless and other business endeavors Promoted to a senior management position (chief manager) in 2023 Resona Holdings, Inc. 56#58S (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 Local Communities Low Birth rate and Aging Society Environment SDGs strategy Financial services Social contribution activities Realize "Retail No. 1" Sustainable society Resonance Resona Group's sustainable growth Human Rights ESONA RESO Re:Heart FY2012 Contribution for community (Volunteer activities) ["Re: Heart Club”* members] Cumulative total Approx. 58 thousand FY2022 Initiatives for children who will lead a future society (Financial and economic education) [Resona/Mirai Kids' Money Academy participants] キッズ マネーアカデミー FY2005 Cumulative total Approx. 44 thousand FY2022 [Tree planting activities to develop forest reserves] Continue nurturing forest reserves planted and dubbed the "Hill of Thousand Years of Hope" in 2014 in Iwanuma City, Miyagi Prefecture *1. The volunteer group which Resona Group's employees run [Resona Foundation for Future] [Kids' Money Academy] 1 & 12 Q Q @ アカデミ Offer support for children Financial and economic education seminars for elementary school students held at branches nationwide and working single parents in need of financial assistance Resona Holdings, Inc. 57#59G (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 independent outside directors [% of companies listed on TSE*1] 9.2% Ratio of female directors: 25% Independent outside directors only Introduced succession plan in 2007 and ensure objectivity by drawing on the advice of outside consultants Independent outside directors only Introduced share benefit trust as performance based stock compensation program for officers in '20 Outside directors 8 Nominating Committee Board Female directors 3 Compen- of [Avg. % of companies listed on TSE*2] 11.0% sation Directors Committee ■Chairperson of the Board of Directors Independent outside director appointed for chairperson from Jun. '22 [% of companies listed on TSE Prime*³] 3.6% Audit Committee Outside directors*4 Chiharu Baba Kimie Iwata Setsuko Egami Chairperson, Chairperson, ■Majority of independent outside directors Introduced double report line system in '16 Compensation Committee (Former Deputy President of Mizuho Trust & Banking) Sawako Nohara Member, Compensation Committee President of IPSe Marketing Nominating Committee (Former Deputy Director-General Human Resource Development Bureau Ministry of Labor, Former Director & Executive Vice President of Shiseido) Masaki Yamauchi Chairperson, Audit Committee Member, Nominating Committee Member, Compensation Committee (Former Professor, Faculty of Sociology, Musashi University) Katsuyuki Tanaka Member, Audit Committee Member, Nominating Committee (Former Chairperson of Yamato Holdings) Attorney-at-law (Tokyo Seiwa Law Office) Internal directors *4 Shigeki Ishida Deputy President Mikio Noguchi Executive Officer and Executive Officer Fumihiko Ike Chairperson of the Board of Directors (Former Chairperson of Honda Motor) Ryuji Yasuda Member, Audit Committee Management consultant (former professor at Hitotsubashi University Graduate School) Masahiro Minami President and Representative Executive Officer *1. Source: Tokyo Stock Exchange (Aug. '22) *2. Source: 2021 Nadeshiko Brand Report issued by the Ministry of Economy, Trade and Industry *3. Source: Dai-ichi Life Research Institute (Oct. '22) *4. Nominees for directors at the 22th Ordinary General Meeting of Shareholders to be held in June 2023 Hisahiko Oikawa Member, Audit Committee Resona Holdings, Inc. 58#60G (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 directors are defined as follows. Candidates were discussed and decided by the nominating committee. Masahiro Minami Shigeki Ishida Mikio Noguchi Hisahiko Oikawa Chiharu Baba Outside directors Kimie Iwata Outside directors Setsuko Egami Outside directors Outside Fumihiko Ike directors Sawako Nohara Outside directors Legal Priority field for the "Retail No. 1" Financial Services Group Organizational management Compliance Finance Accounting IT Sustainability Risk management Diversity & Global Inclusion Digital Masaki Yamauchi Outside directors Outside Katsuyuki Tanaka directors Outside Ryuji Yasuda directors Resona Holdings, Inc. 59 59#61G (Corporate Governance): Initiatives for Corporate Governance Evolution Our initiatives to improve the effectiveness of the Board of Directors' operations Outside directors' meetings ✓ Outside directors conducted meetings on evaluation of the Board of Directors. Actively discussed to further improve the effectiveness of the Board of Directors. ✓ Held study sessions (on market-related topics) and interaction meetings* with the attendance of outside directors from RB and SR Free discussion sessions * A picture taken at the meeting ✓ Utilize input from outside directors into such key activities as strategies in a timely manner ✓ In FY'22, held free-wheeling discussions on an ongoing basis to address such subjects as the identification and organization of issues associated with various business strategies toward the formulation of the new MMP Onsite tours ✓ Facilitate understanding of the Resona Group's business operations ✓ Hosted a joint tour of the Osaka Head Office in Dec. 2022, with attendees including outside directors from KMFG Remuneration for directors and executive officers Compensation system for executive officers Position-based Compensation Annual incentive Medium to long-term incentives Non-monetary compensation Monetary compensation (shares) Fixed compensation Performance-based compensation Annual incentive Annually examine the status of specific key indices in terms of consistency with MMP targets Corporate performance Net income attributable to owners of parent Fee income ratio Cost income ratio Individual achievements Evaluate the status of initiatives aimed at helping realize SDGs Evaluate the status of medium-to long-term initiatives and the degree of accomplishment of annual Succession Plan (introduced in Jun. '07) Our mechanism for ensuring the succession of roles and responsibilities to be borne by executive officers The scope of the plan covers various candidates for HD, KMFG and group banks, ranging from those who are presidents to those who are new candidates for executive officers ■Candidates are classified by job rank and systematically undergo selection and training programs Selection process • Advice from external consultants • Nominating Committee members attend each program →Secure a structure for transparent and fair selection C Training process Nurture individuals who embody Resona's distinctive strength Ideal traits of executive officer candidates CET1 ratio targets Medium-to long-term incentives Enhance linkage with shareholder value Encourage efforts employing medium- to long-term perspectives to improve corporate value "Matrix-based Evaluation" based on two indices Relative TSR (Relative to peers in the banking industry) Consolidated ROE (Based on shareholders' equity) "Board Benefit Trust" Utilize a trust scheme Grant shares ✓ Enhance linkage with performance Resona Holdings, Inc. 60 60#62ESG-Based Recognitions and Initiatives Status of inclusion into ESG-based stock indices*1 [ESG indexes selected by GPIF (domestic stock)] Aim to be included in all indices below during the current MMP period FTSE Blossom Japan FTSE Blossom Japan Sector Relative Index 2022 CONSTITUENT MSCI JAPAN ESG SELECT LEADERS INDEX FTSE4Good ESG-related external evaluations 2021 MSCI FTSE (Seven-grade system (Full score is set at 5) from AAA to CCC) S&P/JPX Carbon Efficient Index MSCI ESG Leaders Indexes Constituent WE SUPPORT UNGLOBAL 2022 CONSTITUENT MSCI JAPAN EMPOWERING WOMEN INDEX (WIN) MORNINGSTAR GenDi J Japan ex-REIT Gender Diversity Tilt Index TOP CONSTITUENT 2023 2022 Sompo Sustainability Index Our support for ESG-related initiatives at home and abroad COMPACT AA 3.5 MSCI (WIN) (Full score is set at 10) S&P (Decile ranking system) Climate Action 100+ 7 8.8 (Carbon Efficient Index) PRI *1. Please refer to our corporate website for details⇒ https://www.resona-gr.co.jp/holdings/english/sustainability/award/index.html Principles for Responsible Investment TCFD 30% Club GROWTH THROUGH DIVERSITY TASK FORCE CH CUMATE-RELATED FINANCIAL DISCLOSURES PFA21 Principles for Financial Action for the 21st Century Resona Holdings, Inc. 61#63Outline of Business Results of FY2022 and Updates on Major Businesses Medium-term Management Plan Capital Management ESG Initiatives Reference Material Resona Holdings, Inc. 62#64Resona Group at a Glance Financial Services Group with a customer base of 16 mil individuals and 0.5 mil corporations and a full line of trust functions Extensive channel network centered on the Tokyo metropolitan area and Kansai resion RESONA Corporate structure Resona Holdings Customer base and business scale [Individual customers (mil)] [Corporate clients (mil)] Prime Market of TSE 16 0.5 100% Kansai Mirai Financial Group RESONA [Deposits (JPY tn)] [Loans (JPY tn)] 100% 100% 100% Resona Saitama Resona Kansai Mirai 62 41 Minato Number of manned branch office Number of manned branch offices: 820 (End of March 2023) 5 Market share *1 [Deposits] [Loans] RB+SR (End of March 2023) KMB+MB 4.2% Tokyo 4.6% GDP #1 3 4.0% Kanagawa 8.8% GDP #4 46.0% Saitama 43.4% GDP #5 Kansai region 507 8 22.9% Osaka 24.1% GDP #2 Tokyo Metropolitan 8 18.8% Hyogo 31.0% GDP #6 area 288 17.1% Shiga 19.4% Per capita income #6 *1. Total of group banks, market share based on deposits, and loans and bills discounted by prefecture (domestically licensed banks from BOJ) Resona Holdings, Inc. 63#65Formulation of the Purpose (May '23) In everything we do we are committed to starting by addressing issues confronting our customers and society. This clarifies how we contribute to society at present and in the future. [The concept of Purpose] Beyond Finance, for a Brighter Future. RESONA GROUP In a world that keeps changing, we're here to provide peace of mind so that we can welcome the future with hope and confidence. To achieve this, we think beyond the framework of finance to address different challenges alongside each region. At Resona, we persistently strive towards reform and creativity for a brighter future - one that is hopeful and reassuring, just as it is exciting. Resona Holdings, Inc. 64#66Resona 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 customers' voice. By adopting the corporate name Resona, we want to express our desire to build stronger ties with communities and customers by "resonating" or "resounding" with them. Resona Regional RESONA Group Logo expresses the resonance between the "R" in Resona and the "R" in the Group's key word "Regional." 99 Resona Holdings, Inc. 65#67International Business Help customers align with changes in the business environment via the use of our overseas network Resona Group employees stationed at 10 overseas bases to cover the entire Asia region and the U.S. Provide a wide range of consultations concerning overseas expansion, financing, etc. United States Bank of the West India Axis Bank China BANK OF CHINA/China Construction Bank/ Industrial and Commercial Bank of China / BANK OF COMMUNICATIONS Myanma Apex Bank YES BANK Myanmar State Bank of India Shanghai Bank of East Asia South Korea Hana Bank Shanghai Representative Office Joint Stock Commercial Bank for Investment and Development of Vietnam Hong Kong The Bank of Yokohama, Ltd. Shanghai Branch Taiwan Mega International Commercial Bank E. Sun Commercial Bank Ltd. Hong Kong Representative Office ■ Provide solutions via local subsidiaries Bank Resona Perdania (Indonesia) ➤ Boasting a business track record spanning more than 65 years and full-fledged banking functions serving locals Resona Merchant Bank Asia (Singapore) Lending, M&A assistance, consulting, etc. in ASEAN, Hong Kong and India ■ Strengthen the customer support by expanding overseas network Expansion of overseas network ⚫ Further improvement of consultation capabilities for overseas business Bangkok Bank (Resona Group employees are stationed in Thailand) Bangkok Representative Office Public Bank Laos Thailand Cambodia Vietnam Philippines (Resona Group employees are stationed in Malaysia) Rizal Commercial Banking Corporation BDO Unibank, Inc. Ho Chi Minh City Representative Office Saigon Thuong Tin Commercial Joint Stock Bank Malaysia United Overseas Bank Singapore Resona Merchant Bank Asia Indonesia Resona Indonesia Finance Bank Resona Perdania As of Mar. 31, 2023 Work scene (Bank Resona Perdania) Overseas representative offices Resona Merchant Bank Asia Bank Resona Perdania Resona Indonesia Finance Partner banks, etc. Offices with Resona Group employees Resona Holdings, Inc. 66 60#68Further Evolution of KMFG The degree of KMFG's profit contribution has grown steadily ⇒ Aim for further growth FY'19 Act. FY'20 Act. Apr. '21 Making a wholly owned subsidiary FY'21 Act. FY'22 Act. FY'25 Target Net income JPY3.9 bn JPY11.2 bn JPY17.0 bn JPY 22.2 bn JPY 26.0 bn Fee income ratio 19.7% 21.9% 24.5% 23.3% OHR 79.5% 76.6% 72.0% 75.4% Progress in income and cost structure reforms Group Synergies (compared with FY'18 level) (JPY bn) +12.4% 23.4 20.8 15.0 8.1 8.3 Trust & real estate related 3.6 Gross 5.8 profit Other differentiated products 4.7 Expenses 9.2 12.6 15.0 FY'20 FY'21 FY'22 Act. Act. Act. Shared use of systems Channel 3.6 optimization 0.7 Optimal allocation of human resources 10.6 Strengthening the consolidated management of Group companies (Actual results of the previous MMP) Develop Resona Group's products and services • Number of Group App setup +4.4 times, higher than Mar. '20 Number of debit card issued +2.6 times, higher than Mar. '20 • Number of individual customers having investment trust and fund wrap 217 thousands, or +13.7%, higher than Mar. '20 Balance of fund wrap (including corporation) JPY114.2 bn, or +4.1 times, higher than Mar. '20 Cost control through organizational base reform Unification of group clerical work and reform of branches infrastructure Volume of clerical work handled by branches: 55% reduction (compared with FY'19 level) Introduction a group tablet started (KMB) BinB location (total) 110 locations (+105, from Mar. 31 '20) Optimal allocation of human resources Total number of the employees (25) % (from Mar. 31 '20) Resona Holdings, Inc. 67#69Measures to Build Multifaceted Business Relationships with Customers Total of Two Banks (RB, SR) Visible progress has been made through the increase in the number of "Resona Loyal Customers" Customer segments based on the depth of transactions with Resona Group banks Number of Customers (thousands) 2018/3 2023/3 Change Top-line Income Per Customer ⭑ Avg. # of Products Cross-sold [YoY change] Increase life-time profits by upgrading customer segments and by increasing the number of products Number of Products Sold Premier AUM or Apartment loan (1) 53.9 68.5 + 14.5 66.0 exceeding JPY50 million 7.78 (0.08) Housing Loan (2) 516.3 543.0 + 26.7 27.4 4.94 With housing loan for own home +0.05 Asset Management (3) 662.7 823.3 +160.5 6.1 4.79 AUM exceeding JPY10 million (0.01) Potential I F AUM exceeding JPY5 million. 714.3 807.4 + 93.1 1.9 3.64 +0.01 Upgrade Segments Potential II AUM below JPY 5 million/ (5) 4,513.3 4,697.8 + 184.5 * 1 4.10 3 or more products sold +0.02 4.23 Resona Loyal Customers (RLCs) (6) 6,460.7 6,940.2 + 479.5 4.4 +0.02 Potential III Lower Profit (7) AUM below JPY 5 million/ 4,773.5 4,176.5 (597.0) 0.1 .... 1.67 2 or fewer products sold +0.00 Higher Profit Profit Matrix by Customer Segment and Number of Products sold (Illustrative) * Indexed to average top-line income per client for Potential Il segment = 1 Resona Holdings, Inc. 68#70Initiatives 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 reduce the balance of policy-oriented stocks. The Group determines whether to hold policy-oriented stocks by evaluating the risks and returns, including feasibility of the development of a trading relationship in a medium- to long-term. The Group may also sell stocks in consideration of the market situations, management and financial strategies, even though the Group considers appropriate for holding from the risk-return perspective. Balance of listed stocks disposed FY2022 (acquisition cost basis): JPY22.0 bn, Net gain on sale: JPY50.4 bn (HD consolidated: JPY50.0 bn) Breakeven Nikkei average: Approx. 7,800 yen Aim to further reduce the balance under the current plan, which accelerated the pace of reduction Steady progress compared to plan (JPY bn) [Stock holdings *2] Approx. JPY(1) tn 1,397.0 (75)% 3 banks(RB, SR, KO) After KMFG integration 397.8 325.2 305.9 283.8 4 2003/3 2005/3 2021/3 (Reference) Market value : 980.8 2022/3 892.3 2023/3 861.9 (30.3) Two Previous Plan Apr. 16 Mar. '21 (5 years) JPY(7.0) bn per year [Plan] JPY(35.0) bn [Act] until Mar. '20 JPY (32.6) bn (Progress rate in the 4 years is 93%) Previous Plan Apr. 20 Mar. '23 (3 years) Current Plan Apr. 22 Mar. '26 (4 years) JPY(10.0) bn per year [Plan] JPY(30.0) bn [Act] until Mar. '22 JPY (30.9) bn (Progress rate in the 2 years is 103%) JPY(20.0) bn per year [Plan] JPY(80.0) bn *3 [Act] until Mar. '23 (1 year) JPY (22.0) bn *4 (Progress rate compared to expected pace [JPY(20.0) bn per year]: 110.1%) Utilized in fields that contribute to solving social and customer issues Organic area [Loans] • . Sustainable finance Loans for retail customers etc. [Equity] Customer's capital support etc. [Growth investment] • Digital investment In-organic area • HR investment etc. Profit growth Solving social issues Shareholder return *1. Policy-oriented stocks are classified into (1) policy investment stocks and (2) strategic investment stocks, according to the purpose of holding. Of these, (1) policy investment stocks are targeted for reduction of the balance. All listed shares held by group banks are (1) policy investment stocks *2. Total of group banks, acquisition cost basis, marketable securities and policy investment stocks only *3. Reference: Market value of about JPY(250) bn (Estimated based on the market value of the policy-oriented stock as of Mar. '22) *4. Reference: Market value of JPY(30.3) bn [ = reduction factor JPY(72.4) bn + market value factor JPY42.1 bn] Resona Holdings, Inc. 69#71Policy-Oriented Stocks: Verification Process, Standards for the Exercise of Voting Rights Verification process for value of holding of policy-oriented stocks Discussing Measures (Qualitative Judgment) Quantitative Judgment Consideration from Risks/Returns Perspective Quantitative Standard OSatisfaction Net Gross Profit after Deduction of Capital Cost Gross Profit-Credit Cost Capital Cost *(RWAX Target Capital Adequacy Ratio+Impairment VaR) × Cost of Capital Ratio RWA: Risk Weighted Assets VaR: Value at Risk Discussing policies on holding based on the forecast of risks and returns in the medium-to long-term × Non-Satisfaction Consider probability of improvement in transactional relationship, etc. × No Prospect of Improvement Measures Consideration from Strategic Aspects Discussing from the perspective of achieving the medium-term plan on the volume of holding, etc. OProspect of Improvement Holding continues Measures to reduce holding Holding continues (Negotiation on profitability improvement/ support for revitalization) Resona group has established the "Policy for the Voting Right Exercise Standards of Holding Policy-Oriented Stocks" in relation to exercise the voting rights of policy-oriented stocks. We have built a process to individually judge and verify the approval or disapproval of all proposals. Fundamental concepts on the exercise of voting rights (Discribed in "Standards for the Exercise of Voting Rights of Policy-Oriented Stocks") The Resona Group will exercise voting rights of policy-oriented stocks based on the following policy: 1. Irrespective of interests of transactions with clients, make an effort to vote yes or no on an individual basis from the viewpoint of sustainably improving corporate value; 2. Not to exercise voting rights in a manner to resolve certain political or social problems; and Resona Holdings, Inc. 3. If any scandal or an anti social act is committed by a company or corporate manager, etc., exercise voting rights with the intention of contributing to the improvement of corporate governance. 70 70#720% 10% Stocks Held by Industry (September 30, 2022) Fishery, agriculture and forestry Mining 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 Machinery Electronics Transport equipments Precision instruments Other manufacturing Utilities Land transport Marine transport Air transport Warehouse, transportation (Balance sheet amount) Information, telecommunication Resona Bank ―TOPIX Wholesale Retail Banking Securities, commodities Insurance Other financial services Real estate Services Resona Holdings, Inc. 71 RB#73Business Results by Major Group Business Segments Management accounting by major group business lines (FY2022) Resona Group Business Segments (JPY bn, %) Soundness Net operating profit after a deduction of credit cost Actual net operating profit Credit cost Profitability Net profit after a deduction Risk-adjusted return of cost on capital on capital Cost to income ratio Internal CAR RVA*1 RAROC OHR YOY Change YoY Change Gross operating profit Operating YOY expense Change YoY Change YOY Change Customer Divisions (1) 49.7 14.8% 63.4% 10.1% 161.3 +57.7 174.7 +16.1 477.5 +14.8 (302.8) +1.3 (13.3) +41.5 Personal Banking (2) 17.9 20.4% 79.6% 9.9% 36.2 +14.2 38.3 +13.3 188.7 +9.0 (150.4) +4.2 (2.1) +0.8 Corporate Banking (3) 31.7 13.7% 52.7% 10.2% 125.1 +43.5 136.3 +2.8 288.7 +5.7 (152.4) (2.9) (11.1) +40.6 Markets (4) (13.0) (10.1)% (295.3)% 13.2% (6.4) +1.5 (6.4) +1.5 (1.6) (3.6) (4.8) +5.1 KMFG (5) (18.9) 6.3% 74.8% 8.9% 30.8 (2.1) 34.1 (7.3) 135.9 (10.7) (101.7) +3.4 (3.3) +5.1 Total *2 (6) (28.2) 8.8% 67.1% 10.0% 182.3 +53.9 198.2 +11.1 602.6 (0.3) (404.7) +11.6 (15.9) +42.7 *1. RVA: Resona Value Added (Net profit after a deduction of cost on internally allocated capital) *2. Numbers reported above refer to 2 Resona Group banks and consolidated subsidiaries Resona Holdings, Inc. 72#74Consolidated Subsidiaries and Affiliated Companies (1) Major consolidated domestic subsidiaries (excluding group banks) (JPY bn) Name Line of business Capital contribution ratio Fiscal year Net income YoY change Resona Guarantee (1) Resona Holdings 100% FY'22 (Mar.31 2023) 10.9 (4.5) Kansai Mirai Guarantee ล Kansai Mirai Bank 100% Credit guarantee (Mainly mortgage loan) Japan's highest class of residential housing loan guarantee balances FY'22 (Mar.31 2023) 1.0 (0.0) Kansai Sogo Shinyo (3) Kansai Mirai Bank 100% FY'22 (Mar.31 2023) 1.5 (0.2) Minato Guarantee (4) Minato Bank 100% FY'22 (Mar.31 2023) 1.1 +0.6 Resona Card (5) Credit card Credit guarantee 1.5 million card menbers Resona Holdings 77.5% Credit Saison 22.4% FY'22 (Mar.31 2023) 1.3 +0.1 Minato Card (6) Credit card Provide local customers with settlement solutions Minato Bank 100% FY'22 (Mar.31 2023) 1.1 +0.0 Resona Kessai Service (7) Collection service Factoring Collection services with 50 million cases annually Resona Holdings 100% FY'22 (Mar.31 2023) 0.5 (0.0) Business consulting Resona Research Institute service Management consulting with 1,100 project annually FY'22 Resona Holdings 100% 0.2 +0.1 (Mar.31 2023) Resona Capital (9) Venture capital IPO support, SME business succession, re-growth support Resona Holdings 100% FY'22 (Mar.31 2023) 0.0 (0.2) Minato Capital (10) Operation and management of investment funds Support for agriculture and tourism related business, growing company, business Minato Bank 100% FY'22 (Mar.31 2023) 0.0 +0.0 Resona Corporate Investment (11) Private equity succession SME business succession support through share acquisition Resona Holdings 99.95% FY'22 (Mar.31 2023) 0.0 (0.0) Resona Business Service (12) Back office work Employment agency Investment management Practices quick and accurate operations Resona Holdings 100% FY'22 (Mar.31 2023) 0.0 +0.0 Resona Asset Management (13) business Business started in Sep. 2015 utilizing 50 years of RB pension management expertise Resona Holdings 100% FY'22 (Mar.31 2023) 3.1 (0.4) Resona Holdings, Inc. 73#75Consolidated Subsidiaries and Affiliated Companies (2) Major consolidated domestic subsidiaries (excluding group banks) (Continued) (JPY bn) Name Line of business Capital contribution ratio Fiscal year Net income YoY change Kansai Mirai Leasing (14) Kansai Mirai Bank 100% FY'22 (Mar.31 2023) 0.1 +0.0 Leasing business Providing regional customers with solutions utilizing leasing functions Minato Leasing (15) Minato Bank 100% FY'22 (Mar.31 2023) 0.1 (0.1) Resona Mi Rise (16) Bank assistance business Providing opportunities for a wide range of human resources to thrive Resona Group 100% FY'22 (Mar. 31 2023) 0.0 +0.0 Regional Design Laboratory of (17) Saitama Assist in the resolution of region-specific issues Driving in line with the development of "wide, deep, and long" customers, involving local communities Saitama Resona Bank 100% FY'22 (Mar.31 2023) (0.0) (0.0) Mirai Reenal Partners (18) Consulting Crowdfunding Resona Digital Hub (19) 19 Assist in the promotion of DX Solving customer problems together Support for driving-type DX toward the "vision" of customers Kansai Mirai Financial Group 100% FY'22 (Mar.31 2023) (0.0) (0.0) Resona Holdings 85% FY'22 (Mar.31 2023) (0.3) FinBASE (20) Financial Digital Platform Promoting an open platform for financial services Resona Holdings 80% FY'22 (Mar.31 2023) 0.0 Loco Door (21) Assist in the regional vitalization Achieving regional vitalization by combining education and agriculture Resona Holdings 100% FY'22 (Mar.31 2023) (0.0) Total 21.2 (5.0) Resona Holdings, Inc. 74#76Consolidated Subsidiaries and Affiliated Companies (3) Major consolidated overseas subsidiaries (JPY bn) Name Line of business Capital contribution ratio Fiscal year Net income YoY change P.T. Bank Resona Perdania (22) Banking business (Indonesia) Resona Group 48.4% (Effective control approach) Oldest Japan-affiliated bank FY'22 (Dec.31 2022) 0.3 +0.6 P.T. Resona Indonesia Finance (23) Leasing business (Indonesia) in Indonesia Resona Group 100% FY'22 (Dec.31 2022) (0.0) (0.0) Resona Merchant Bank Asia (24) Finance, M&A (Singapore) Became consolidated subsidiary Jul. 2017; direct financing and M&A brokerage, etc. Resona Group 100% FY'22 (Dec.31 2022) 0.1 +0.0 Total Major affiliated companies accounted for by the equity method 0.4 +0.6 Name Line of business Capital contribution ratio Fiscal year Net income YOY change Custody Bank of Japan (25) Trust banking business (Mainly asset administration) One of the largest asset size in Japan Resona Group 16.6% Sumitomo Mitsui Trust HD 33.3% FY'22 (Mar.31 2023) 0.4 (0.1) NTT Data Sofia (26) IT system development Resona Digital I (27) DACS (28) IT system development Shutoken Leasing 29 (29) Leasing business DFL Lease (30) Became affiliated company accounted for by the equity method in Oct. 2017; responsible for the system development of the group Became affiliated company accounted for by the equity method in Jul. 2022; DX support for Resona group and our customers Became affiliated company accounted for by the equity method in Jul. 2018; responsible for the leasing business of the group Resona Holdings 15% NTT Data 85% FY'22 (Mar.31 2023) 0.2 +0.0 Resona Holdings 49% IBM Japan 51% FY'22 0.1 (0.0) (Dec.31 2022) Resona Holdings 30% NTT Data 70% FY'22 0.1 (Mar.31 2023) Resona Holdings 20.26% Mitsubishi HC Capital 70.71% FY'22 (Mar.31 2023) 1.3 +0.0 Resona Holdings 20% Mitsubishi HC Capital 80% FY'22 (Mar.31 2023) 0.5 +0.1 Total *1. Fiscal year end of the overseas subsidiaries (22)-(24) and Resona Digital I (27) are December 31. HD's consolidated business results reflect the accounts of these subsidiaries settled on Dec. 31. 2.9 +0.1 Resona Holdings, Inc. 75 15#77Maturity Ladder of Loan and Deposit (Domestic Operation) Loans and bills discounted Deposits Total of Two Banks (RB, SR) [End of March 2022] [End of March 2022] 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% 0.9% 6.3% 14.6% 22.8% Liquid deposits (1) 42.8% 2.0% 8.0% 28.0% 80.9% Prime rate-based (2) 42.7% 0.0% 42.7% Time deposits (2) 9.0% 5.6% 3.7% 0.6% 19.0% Market rate-based (3) 32.8% 1.4% 34.3% Total (3) 51.8% 7.6% 11.8% 28.6% 100.0% Total (4) 76.5% 2.4% 6.3% 14.6% 100.0% Loans maturing 79.0% within 1 year [End of March 2023] [End of March 2023] Within 6M 6 to 12M 1 to 3Y Over 3Y Total Within 6M 6 to 12M 1 to 3Y Over 3Y Total Fixed rate (5) 0.9% 0.8% 6.5% 13.9% 22.3% Liquid deposits (4) 32.7% 2.6% 10.4% 36.1% 82.0% Prime rate-based (6) 41.4% 0.0% 41.4% Time deposits (5) 8.6% 5.2% 3.3% 0.7% 17.9% Market rate-based (7) 34.0% 2.1% 36.1% Total (6) 41.3% 7.8% 13.7% 36.9% 100.0% Total (8) 76.4% 3.0% 6.5% 13.9% 100.0% Loans maturing 79.4% within 1 year [Change in FY2022] [Change in FY2022] Within 6M 6 to 12M 1 to 3Y Over 3Y Total Within 6M 6 to 12M 1 to 3Y Over 3Y Total Fixed rate (9) +0.0% (0.0)% +0.2% (0.6)% (0.4)% Liquid deposits (7) (10.0)% +0.5% +2.3% +8.1% +1.0% Prime rate-based (10) (1.3)% (0.0)% (1.3)% Time deposits (8) (0.4)% (0.3)% (0.4)% +0.1% (1.0)% Market rate-based (11) +1.1% +0.6% +1.7% Total (9) (10.4)% +0.2% +1.9% +8.3% Total (12) (0.0)% +0.5% +0.2% (0.6)% Loans maturing +0.4% within 1 year Resona Holdings, Inc. 76#78End of March 2022 Migrations of Borrowers (1H of FY2022) Exposure amount basis*1 RB End of September 2022 Normal Other Special Potentially Effectively Watch Attention Bankrupt Bankrupt Bankrupt Other Upward Downward Migration Migration Collection, Assignments, Repayments Sale Normal 98.8% 0.6% 0.0% 0.0% 0.0% 0.0% 0.6% 0.6% 0.0% 0.7% Other Watch 9.4% 85.2% 1.4% 1.9% 0.0% 0.1% 2.0% 2.0% 0.0% 9.4% 3.5% Special 0.7% 2.3% 82.4% 10.5% 0.7% 0.0% 3.4% 3.4% 0.0% 3.0% 11.2% Attention Potentially 0.5% 3.6% 3.1% 87.6% 2.8% 0.6% 1.9% 1.9% 0.0% 7.2% 3.4% Bankrupt Effectively 0.4% 0.0% 0.0% 0.4% 86.7% 9.0% 3.4% 2.9% 0.5% 0.8% 9.0% Bankrupt Bankrupt 0.1% 0.0% 0.0% 1.7% 0.0% 86.4% 11.8% 0.7% 11.1% 1.8% *1. Above table shows how a borrower belonging to a particular borrower category as of the end of March 2022 migrated to a new category as of the end of September 2022. Percentage points are calculated based on exposure amounts as of the end of March 2022. New loans extended, loans partially collected or written-off(including partial direct written-off) during the period are not taken into account. "Other" as of the end of September 2022 refers to those exposures removed from the balance sheet due to collection, repayments, assignments or sale of claims. Resona Holdings, Inc. 77#79End of September 2022 Migrations of Borrowers (2H of FY2022) Exposure amount basis*1 RB End of March 2023 Normal Other Special Watch Attention Potentially Effectively Bankrupt Bankrupt Bankrupt Other Upward Downward Migration Migration Collection, Repayments Assignments, Sale Normal 98.7% 0.5% 0.0% 0.0% 0.0% 0.0% 0.7% 0.7% 0.0% 0.6% Other Watch 4.8% 84.7% 0.7% 3.0% 0.4% 0.1% 6.3% 6.3% 0.0% 4.8% 4.2% Special 2.7% 2.2% 82.2% 9.5% 1.1% 0.0% 2.2% 2.2% 0.0% 5.0% 10.6% Attention Potentially 0.7% 3.6% 12.2% 67.9% 3.7% 0.4% 11.4% 10.9% 0.6% 16.5% 4.1% Bankrupt Effectively Bankrupt 0.2% 0.7% 0.0% 0.1% 80.9% 5.1% 12.9% 4.0% 8.9% 1.0% 5.1% Bankrupt 0.0% 0.0% 0.0% 1.2% 0.0% 91.1% 7.8% 1.6% 6.2% 1.2% *1. Above table shows how a borrower belonging to a particular borrower category as of the end of September 2022 migrated to a new category as of the end of March 2023. Percentage points are calculated based on exposure amounts as of the end of September 2022. New loans extended, loans partially collected or written-off(including partial direct written-off) during the period are not taken into account. "Other" as of the end of March 2023 refers to those exposures removed from the balance sheet due to collection, repayments, assignments or sale of claims. Resona Holdings, Inc. 78#80Swap Positions by Remaining Periods Notional amounts of interest rate swaps (deferred hedge accounting applicable) by remaining period HD Consolidated (JPY bn) Mar. 31, 2023 Mar. 31, 2022 Within 1 to 5 Over Total 1 year years 5 years Within 1 year 1 to 5 years Over 5 years Total Receive fixed rate/ (1) 400.0 930.1 600.0 1,930.1 150.0 830.0 200.0 1,180.0 Pay floating rate Receive floating rate/ (2) 51.7 478.5 282.4 812.7 22.5 429.8 174.4 626.9 Pay fixed rate Net position to receive (3) 348.2 451.5 317.5 1,117.3 127.4 400.1 25.5 553.0 fixed rate Resona Holdings, Inc. 12 79#81List of Subordinated Bonds (March 31, 2023) Amount outstanding Issue date Maturity Dividend rate JPY20.0 bn December 22, 2011 December 22, 2026 2.442% JPY16.0 bn March 14, 2012 March 15, 2027 2.464% Resona Holdings, Inc. RB 80#82Responses to the Ongoing International Discussion over Further Tightening of Financial Regulation • • • Major items of financial regulation being discussed internationally / Impact on Resona There are no regulations that have a significant impact on us, including the finalization of Basel 3, and we are steadily preparing for the application of each of these regulations. Major regulatory items Finalization of Basel 3 Review of Standardized Approach (SA) (Credit and operational risks) Review of IRB approach Capital floor based on SA Liquidity regulations (LCR/NSFR) Leverage ratio IRRBB (Interest rate risk in the banking book) Derivatives-related (Margin requirements, SA-CCR, CVA, etc.) Various capital buffers G-SIBS/D-SIBS, TLAC Discontinuation of LIBOR (London Interbank Offered Rate) Outline of regulation Reviewing credit risk calculation method to enhance the risks sensitivity and improve comparability. Reviewing operational risk calculation method to reflect loss data. New capital floor rule requiring a reference to the SA (final output floor calibration: 72.5%). [LCR] Requiring banks to hold high-quality liquid assets to prepare for significant outflow of funds under a severe stress. [NSFR] Requiring banks to hold certain capital and liabilities for the risk of having illiquid assets. Introduced to complement capital adequacy ratio requirements. Tier 1 capital as a numerator. Exposure amount, not RWA, to be a denominator. To strengthen the interest rate risk management by measuring the decline in economic value of equity (EVE) and net interest income (NII) under certain interest rate shock scenarios. Requiring banks to pay/receive margins for OTC derivatives not to be cleared by CCP, reviewing the calculation method of derivatives exposure and CVA. Capital buffer requirements include capital conservation buffer, counter-cyclical buffer and SIBs' buffer. TLAC requires banks to hold additional capacity to absorb loss. Major tenors in the U.S. dollar LIBOR will be discontinued at the end of Jun. 2023, and other LIBOR will be discontinued at the end of Dec. 2021. Important updates Impact of Basel 3 finalization has already been factored into each strategy. Common Equity Tier 1 (CET1) capital ratio based on finalized Basel 3 (excluding net unrealized gains on available-for-sale securities) is around 10%* XTrial calculation to CET1 capital ratio of 12.09% as of Mar. 31, 2023 by only taking in consideration the estimated increase in RWAs due to the finalization of Basel 3 (SA and capital floor revisions, fully phased-in basis). Minimum requirements are applicable to banks subject to the International standard. Pillar 2 regulation. The threshold of EVE is set at within 15% of Tier 1 capital (in case of domestic standard banks, within 20% of Total capital), the figures are within the threshold. Resona is subject to variable margin requirements from Mar. 2017. Initial margin requirements are introduced from Sep. 2022. Adoption of SA-CCR (Standardized Approach) and regulatory accounting CVA is under preparation for introduction. Capital buffers are applicable to G-SIBS/D-SIBs, and banks subject to the International standard. TLAC is applicable to G-SIBS and other. We are proceeding with the transition from LIBOR, such as contract changes with customers, etc. Resona Holdings, Inc. 81#83Outline 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 items are subject to a 10-year phase-out rule starting from March 2015. • Non-convertible preferred shares*1 can be fully included in Core Capital until March 2019 and will be subject to a 10-year phase-out rule starting from March 2020. Capital instruments qualified for transitional arrangement to be phased out Common shares Retained earnings At least 4% Core Capital Non-controlling interests after adjustments Preferred shares with a mandatory conversion clause At least 4% General reserve for possible loan losses Excess of eligible reserve relative to expected losses (banks adopting the IRB approach only) Deduction items to be phased in Investments in other financial institutions, DTA, intangibles, retirement benefit-related assets, etc. (No deduction as of March 2014 and thereafter subject to a 5-year phase-in rule) Mar. 2014 Mar. 2019 *1. Non-cumulative preferred shares other than those with a mandatory conversion feature Mar. 2024 Mar. 2029 Resona Holdings, Inc. 82#84BOJ Current Account Balances The outstanding balance of current account at the Bank Policy-Rate Balance Monthly average balance of BOJ current account (16 March -15 April) Total of institutions subject to the complementary deposit facility JPY516.6 tn City banks including Resona Bank and Saitama Resona Bank JPY194.1 tn JPY23.9 tn JPY0.0 tn (0.1)% 0% or Macro Add-on Balance JPY286.2 tn JPY114.6 tn +0.1% *1 Basic Balance +0.1% JPY206.4 tn JPY79.5 tn *1. A part corresponding to the amounts outstanding of loans from BOJ provided through special funds-supplying operations to facilitate financing in response to the novel coronavirus Resona Holdings, Inc. 83 83#85Stability Ratios of Japanese Companies Trends in stability ratios of Japanese companies"¹ at 10M-100M(JPY)>> (Companies capitalized 182.3% <Companies capitalized at 100M-1,000M(JPY)>> 90% 80% 70% 131.7% 60% 50% 115.7% 42.0% 40% 31.7% 26.7% 30% 28.2% 29.4% 20% 21.6% 10% 0% Interest-bearing liabilities/Total assets 2007 Apr. - Jun. 2008 Apr. - Jun. 2009 Apr. - Jun. 2010 Apr. - Jun. 2011 Apr. - Jun. 2012 Apr. - Jun. 2013 Apr. - Jun. 2014 Apr. - Jun. 2015 Apr. 2016 Apr. 2017 Apr. 2018 Apr. Jun. 2019 Apr. - Jun. 2020 Apr. Jun. 2021 Apr. Jun. 2022 Apr. - Jun. 2022 Oct. Dec. 2007 Apr. Jun. 2008 Apr. - Jun. 2009 Apr. - Jun. 2010 Apr. - Jun. 2011 Apr un 2011 Apr. - Jun. 2012 Apr. - Jun. 2013 Apr. - Jun. 2014 Apr. - Jun. 2015 Apr 2015 Apr. Jun. *1. Financial Statements Statistics of Corporation (4 quarters moving average) 151.6% over 1,000M(JPY)>> (Companies capitalized 180% 160% 131.2% 140% 114.7% 120% 100% 42.7% 42.2% 80% 39.2% 26.0% 60% 23.9% 13.7% Net assets to total assets 2016 Apr. Jun. 2017 Apr. Jun. 2018 2018 Apr. Jun. 20.19 2019 Apr. - Jun. 2020 Apr. - Jun. 2021 Apr. - Jun. 2022 Apr. Jun. 2022 Oct. Dec. Current ratio (right scale) 2007 Apr. - Jun. 2008 Apr. - Jun. 2009 Apr. - Jun. 2010 Apr. Jun. 2011 Apr. Jun. 2013 Apr. 2014 Apr. Jun. 2015 Apr. - Jun. 2016 Apr. Jun. 2017 Apr. Jun. 2018 Apr. Jun. 2019 Apr. Jun. 2020 Apr. Jun. 2021 Apr. Jun. 2022 Apr. Jun. 2022 Oct. Dec. Resona Holdings, Inc. 40% 20% 0% 84#86Business Total of group banks BS Total of group banks PL Consolidated Long Term Business Results 3 banks (RB, SR,KO) (JPY bn) FY2013 FY2014 FY2015 FY2016 FY2017 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 Gross operating profit 608.5 632.4 619.5 563.1 552.5 661.3 644.1 658.6 639.1 601.9 600.0 Net interest income 430.0 425.9 401.3 377.9 368.3 454.2 435.9 431.1 417.4 429.1 419.3 Fee incomes *1 Operating expenses 158.7 169.2 168.7 160.6 168.0 187.7 193.8 190.2 191.4 208.3 208.6 (348.4) (357.7) (347.5) (362.4) (360.6) (442.6) (439.4) (426.5) (425.8) (427.2) (413.0) Net gains/(losses) on stocks 22.6 44.5 (6.5) 25.1 16.7 21.4 10.1 0.5 46.9 45.5 54.1 Credit related expenses 26.4 22.3 (25.8) 17.4 14.7 10.1 (1.3) (22.9) (57.4) (58.7) (15.9) Net income attributable to owners 220.6 211.4 183.8 161.4 236.2 244.2 175.1 152.4 124.4 109.9 160.4 of parent Term end loan balance Loans to SMEs and After KMFG integration 26,986.0 27,755.5 27,932.1 28,412.0 28,992.1 35,478.5 36,282.9 36,738.2 38,942.3 39,617.0 41,436.9 22,912.6 23,454.9 23,645.8 24,163.8 24,728.4 30,473.3 31,161.3 31,318.9 32,407.7 32,730.0 33,052.5 individuals Housing loans 12,918.3 13,125.0 13,188.0 13,356.3 13,331.6 15,968.5 16,223.1 16,342.6 16,610.7 16,735.4 16,790.8 Residential housing loans 9,705.2 9,905.1 10,015.1 10,218.6 10,267.5 12,374.7 12,683.6 12,912.2 13,321.5 13,562.2 13,723.1 NPL ratio 1.74% 1.51% 1.51% 1.35% 1.18% 1.26% 1.18% 1.14% 1.12% 1.32% 1.29% Stocks 331.6 330.6 351.5 348.3 343.8 365.4 353.8 336.9 325.2 305.9 283.8 (Acquisition amount basis) Unrealized gains/(losses) 332.8 573.1 460.1 555.4 649.4 672.8 598.3 420.7 615.3 521.2 472.9 on available-for-sale securities Balance of Investment products sold to individuals 3,538.9 3,791.5 3,751.7 3,645.7 3,618.6 4,569.7 4,762.3 4,585.8 5,128.7 5,564.5 5,533.2 Investment trust/ Fund wrap 1,915.3 2,070.9 1,871.1 1,759.3 1,733.7 2,178.4 2,222.4 2,017.0 2,533.1 2,845.7 2,666.9 Insurance 1,623.5 1,720.6 1,880.6 1,886.3 1,884.9 2,391.2 2,539.8 2,568.7 2,595.6 2,718.7 2,866.3 Housing loan 1,478.6 1,352.9 1,292.7 1,481.4 1,174.9 1,418.4 1,577.7 1,506.3 1,506.0 1,421.2 1,361.8 Residential housing loans 1,162.3 1,042.2 1,011.7 1,198.7 939.0 986.6 1,225.5 1,232.7 1,314.1 1,225.3 1,168.3 Real estate business 8.3 11.2 13.5 13.7 13.1 13.1 13.3 12.5 10.6 13.5 15.4 (Excluding equity) Remaining public fund balance 356.0 128.0 Fully repaid in June 2015 *1. Fees and commissions income plus trust fees *2. Includes apartment loans (Origination includes Flat35) Resona Holdings, Inc. 85#87Credit Rating Information (Long Term) Resona Holdings Moody's S&P R&I JCR A+ Resona Bank A2 A AA- AA- Saitama Resona Bank A2 R2 Kansai Mirai Bank Minato Bank AA- AA- AA- AA- 98 Resona Holdings, Inc. 86#88Composition of Resona HD's Common Shareholders 2.26% 8.96% 5.03% 3.96% 3.93% 4.89% 6.09% 5.80% 6.86% 6.65% 7.03% 6.59% 6.08% Other 6.08% 5.88% 20.01% 20.01% 5.89% 5.69% 5.98% 6.86% 6.31% Corporations 6.35% 13.51% 15.48% 13.44% 15.68% 13.00% Individuals, 13.47% 14.19% 15.39% 14.60% etc. 41.95% DIC 50.11% 4.34% 4.58% 16.51% 6.84% 6.50% 19.72% 27.92% 31.29% 34.17% 34.00% 22.23% 21.56% 34.52% 36.27% 36.07% Financial institutions 34.46% 34.47% 2.18% 23.31% 13.77% 21.56% 20.97% 28.67% 16.13% 27.61% 25.58% 12.38% 46.60% 45.27% 43.17% 42.55% 41.77% 40.07% Foreigners 37.49% 37.39% 37.12% 37.45% 5.39% 3.78% Number of '03/3 shareholders 0.21 '04/3 '12/3 '13/3 '14/3 '15/3 '16/3 '17/3 '18/3 '19/3 '20/3 '21/3 '22/3 123/3 0.27 0.34 0.32 0.28 0.27 0.27 0.25 0.24 0.24 0.24 0.27 0.29 0.28 (Million) Resona Holdings, Inc. 87#89Proactively Communicating with Our Shareholders and Investors Resona Group Website Sol Resona Group Resona Holdings σ About Resona Investor Relations Sustainability Keyword Search Text Size Sitemap Japanese Normal Large News Release [Investor Relations] View IR presentation materials from here Financial Results for Fiscal Year 2022 Stock Price (T SE Prime Market Code:8308) 05/15/2023 15:00 JST Value 650.2 JPY Change -16.3 > Stock Price Chart Data Provided by Jij Press, Ltd. Investor Relations > About Resona Go to Financial Results Report Investor Relations Financial Results for Fiscal Year 2022 Go to Financial Results Report > Sustainability Search Message from the President Integrated Report IR Presentations > News Release Usability and sufficiency of information of IR site are highly evaluated Gómez IR Site Ranking IR Site Ranking GOLD 2021 IR Site Ranking 企業ホームページ 最優秀サイト 2021 Banks Industry Category No.1 2021 Gómez 日興アイ・アール 総合ランキング https://www.resona-gr.co.jp/holdings/english/ Resona Holdings, Inc. 88