Initiatives to Improve Corporate Value

Development 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

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