Action Plan

The Resona Group establishes an action plan and discloses results every year to evaluate the progress of Resona Sustainability Challenge 2030 and Long-Term Sustainability Targets aimed at fulfilling the Resona Group's vision for the future.

• 2021 Action Plan2021
  Action Plan
• 2020 Action Plan2020
  Action Plan

• 

  In-Depth Customer Engagement and Enhanced Solutions

  Priority Themes (Commitment)	Revitalization of Local Economies,Elimination of Anxiety Triggered by Low Birthrate and Aging Society,Response to Global Warming and Climate Change,Diversity & Inclusion
  Relevant Long-Term Target	Retail Transition Financing Target

  Action Plan	Results
  Promote constructive dialogue based on customers' response to the SDGs/ESG Provide diverse solutions based on customers' growth stages, including founding, growth, maturation, and transition	Each Group bank sat down with its corporate customers to share information on the progress of initiatives for sustainability transformation (SX), covering some 31,000 companies. The Group is also enhancing its SX solutions based on the stage of customer initiatives. Long-Term Sustainability Indicators
  Collaborate with local governments and local companies based on local strengths and challenges	We have concluded comprehensive collaboration agreements and partnership agreements for SME promotion with a number of local governments at the prefecture and municipal levels. Through Business Plaza, a shared platform of the Group, we offer various seminars and events on the topics of business matching, start-up assistance, and human resource solutions.
  Support digitalization and provide payment solutions that increase the competitiveness of SME customers underpinning local communities and economies Provide the right financial services to customers through expansion of digital banking functions and increased collaboration between the online and in-branch channels	We offer the Cashless Platform featuring total payment solution support to corporate customers and the Resona Group App for all customers that provides access to banking and financial services at anytime from anywhere.
  Provide open digital platforms that benefit DX in the banking industry and improve convenience of customers beyond their transactions with us	We concluded the Memorandum on Shared Value Creation for Digital Financial Platforms with NTT Data Corporation and IBM Japan, aimed at creating open innovation in the digital realm.
  Share life plans with customers and provide asset formation functions and financial and economic education opportunities to achieve these life plans	We offer financial and economic education for elementary, junior high and high school students under the three basic policies, "fostering children with basic human skills," "creating development opportunities with local communities" and "bottom-up development linked to the sustainable growth of companies." Initiatives for Children
  Share customers intent regarding succession and provide asset and business succession functions to achieve this intent	At the Resona Group, we leverage our strengths as a retail commercial banking group equipped with full-line trust banking capabilities as well as Japan’s largest branch network to provide one-stop solutions for the succession of businesses and assets. For results of inheritance and succession-related consulting (proposal) cases, see ESG data. Integrated Report ESG Data

  Contribution to Carbon Neutrality and the Popularization of Renewable Energy in the Regional Communities in Which We Operate

  Priority Themes (Commitment)	Response to Global Warming and Climate Change
  Relevant Long-Term Target	Retail Transition Financing Target, Carbon Neutrality Target

  Working toward carbon neutrality with customers and local communities

  Action Plan	Results
  Promote constructive dialogue based on customers' response to the SDGs/ESG	Each Group bank sat down with its corporate customers to share information on the progress of initiatives for sustainability transformation (SX), covering some 31,000 companies. The Group is also enhancing its SX solutions based on the stage of customer initiatives. Long-Term Sustainability Indicators
  Support the spread of buildings with high environmental value Encourage greater use of renewable energy in local communities	We have begun offering a special incentive program including reduced interest rates to customers taking out a mortgage to purchase or build an eco-friendly home (ZEH, house with solar power generation system, or certified excellent long-term housing). Environmental Conservation through Our Core Business
  Expand cashless and digital services and go paperless with the products and services we provide	We offer the Cashless Platform featuring total payment solution support to corporate customers and the Resona Group App for all customers that provides access to banking and financial services at anytime from anywhere. Environmental Load Reduction in Our Offices
  Participate in local activities for conservation of the natural environment and biodiversity	As part of our forest stewardship and reforestation activities, we administer the Resona no Kizuna, Saitama Resona Forest and Kansai Mirai Bank Forest Conservation programs in Japan and the Bank Resona Perdania Green Earth program overseas, each of which are community level activities for conserving nature environment and biodiversity. Social Contribution Activities

  Resona Group's carbon neutrality

  Action Plan	Results
  Raise awareness in-house about reducing electricity consumption	We are raising employee awareness about social issues including the environment through training for all employees and establishment of special no-overtime days covering all branches and offices. Environmental Load Reduction in Our Offices
  Introduce renewable energy at main facilities Step up purchasing focused on reducing environmental burden	We have introduced renewable energy to power our main facilities operated by Group companies. In FY2021, we reduced our fleet of sales vehicles by 176 and switched 34 to low- or no-emissions vehicles. Long-Term Sustainability Indicators
  Requests to suppliers for environmental considerations and educational activities	Our Sustainability Policy and policies on purchasing specifically require that we engage suppliers to find ways to achieve a sustainable society and mutual growth. Policy and Implementation Structure For detailed data, click here. ESG Data Environmental Accounting

  Targets for the Empowerment and Promotion of Women Creating New Value on Diverse Fronts to Achieve Our Vision

  Priority Themes (Commitment)	Revitalization of Local Economies,Elimination of Anxiety Triggered by Low Birthrate and Aging Society,Response to Global Warming and Climate Change,Diversity & Inclusion
  Relevant Long-Term Target	Targets for the Empowerment and Promotion of Women

  Action Plan	Results
  Help the elderly and people with disabilities serve as key workforce components	Following the introduction of the Senior Smart Employee System and Selective Retirement System, we have systems in place that enable employees to work up to the age of 70. Additionally, we are working to raise awareness about the human rights of people with disabilities, through such means as training on the theme of understanding developmental disabilities for all employees. Diversity & Inclusion
  Promote the understanding of and equality for members of the LGBTQ community	Every year we hold training on LGBTQ issues for all of our employees. We call on all employees to become an ALLY, with many accepting. These employees wear an ALLY sticker on their person to show that they are an ALLY. Initiatives for Human Right Diversity & Inclusion
  Raise the ratio of eligible male employees who take childcare leave while increasing the average percentage of annual paid leave utilized Expand the scope of employees allowed to work from home, etc.	We established a target to have 80% of eligible male employees take childcare leave by FY2025, which we have already achieved. Currently, we are working to encourage more male employees to do the same. We introduced a telework program in 2017 and satellite offices in 2019, giving greater flexibility to where our employees work and expanding their ability to balance work with child or family care. Diversity & Inclusion For detailed data, click here. ESG Data

• Period	April 1, 2020 to March 31, 2021
  Scope	Resona Bank and Saitama Resona Bank *Certain areas marked as "Group total" indicate the total for Resona Bank, Saitama Resona Bank, Kansai Mirai Bank and Minato Bank.

  • *Some events, seminars and meetings planned during FY2020 were cancelled due to the COVID-19 pandemic.

  • 
  • 
  • 
  • 

  Local Communities

  Commitment 【1-1】

  Realizing a sustainable society together with customers through constructive dialogue on the themes of environmental and social issues and other measures.

  [1-1-1] Support business partner's promotion of the SDGs through dialogue and financial services

  Action Plan

  Promote dialogue on the SDGs with investee companies SDGs-related loan balance of 126 billion yen 130 companies given SDGs consulting Advancement of ESG integration (incorporating ESG into investment decisions) Promote engagement and exercising of voting rights at investee companies through an external asset management company

  Results

  Revised the Basic Stance on Lending taking into account changes in the external business environment, etc. SDGs-related loan balance of 213.9 billion yen *Private placement SDGs promotion bonds, SDGs Consulting Fund, and private placement bonds with donation toward COVID-19 medical assistance 324 companies given SDGs consulting Advanced ESG integration through the following initiatives Added ESG to due diligence items in the selection and monitoring of external asset management companies as a way to strengthen responsible investing efforts Established Local Impact Investment for domestic stocks as an active fund for generating financial returns and positive social impacts simultaneously. Established two new passive funds for domestic and overseas stock as a form of ESG benchmark diversification Engagement sessions and exercising of voting rights by Resona Asset Management Dialogue sessions: 1,396 times / Engagement sessions: 373 times Exercising of voting rights for domestic company stocks: 22,434 companies Please see below for the latest update on activities. Resona Asset Management:Responsible Investment

  [1-1-2] Promote SDGs through asset management consulting for customers

  Action Plan	Provide SDGs- and ESG-related financial products (Mirai E-us Project targeted funds, etc.) to 28,500 customers with a total balance of 31.2 billion yen
  Results	Provided SDGs- and ESG-related funds (Mirai E-us Project funds, etc.) to 28,200 customers with a total balance of 47.3 billion yen *Underlying investment trusts of the SaitamaDGs and Mirai E-us Project: Mirai Education, Mirai Medical, Nihon-no-Mirai, Mirai Earth and Mirai Teikibin (added from July 2020)

  [1-1-3] Proactively disseminate information regarding SDGs/ESG promotion to stakeholders and encourage dialogue

  Action Plan

  Enhance integrated reports, website, etc. Promote constructive dialogue with stakeholders and investors Disseminate information through SDGs-related events

  Results

  Enhanced the integrated report and website through the following initiatives Published integrated report (Japanese and English versions) Revamped website content for individual investors Uploaded briefing video for individual investors to YouTube Promoted constructive dialogue with shareholders and investors through the following initiatives 126 meetings with institutional investors and sell-side analysts Theme-specific IR briefings, tours of labo branches, Resona's initiatives for DX Overseas IR substitute telephone meetings with major investors in North America, Europe and Asia Online briefings for individual investors Disseminated information through the following initiatives Held seminars on the theme of the SDGs (for external stakeholders)

  Commitment 【1-2】

  Revitalizing local economies and creating livable communities through supporting the growth of companies, including nurturing of start-up companies, and the operational efficiency of social infrastructure.

  [1-2-1] Provide one-stop access to the financial services, various consultations, information, etc., required to nurture startup companies

  Action Plan	Provide founding support to 140 companies through seminars/consulting Provide 710 companies with financing without face-to-face contact (including number of stocks) Receive 3,100 applications for founding support pack
  Results	Provided founding support to 172 companies through seminars/consulting Provided 178 companies with financing without face-to-face contact Received 3,000 applications for founding support pack

  [1-2-2] Support exchanges between business partners and local communities through business matching and seminars

  Action Plan	Achieve 16,000 business matching cases (main business support) Host business meetings and seminars using Gr Business Plaza (5 locations) Achieve 106.5 billion yen PPP balance + project stock Organize 3 seminars and networking sessions for overseas expansion support, etc.
  Results	Achieved 16,000 business matching cases Hosted business meetings and seminars using Gr Business Plaza (5 locations) reaching 130 companies (Group total) Achieved 104.5 billion yen PPP balance + project stock Organized a total of 23 seminars and networking sessions for overseas expansion support, etc.

  [1-2-3] Provided advanced solutions, such as M&A, business recovery, overseas expansion support, and real estate functionality

  Action Plan	Capture 225 FA contracts Provide 160 solution proposals Implement one-stop solution sales
  Results	Captured 156 FA contracts Provided 242 solution proposals Conducted 77 customer visits and concluded contracts for 8 major deals as part of implementing one-stop solution sales

  Commitment 【1-3】

  Increasing convenience in society and daily lives through the provision of innovative financial services accessible to all people at anytime and anywhere.

  [1-3-1] Provide highly convenient payment solutions for the realization of a cashless society

  Action Plan	Achieve 1,700 users of Resona cashless platform
  Results	Achieved 1,900 users of Resona cashless platform

  [1-3-2] Provide familiar and convenient financial services through advanced financial methods and other Internet channels including smartphones

  Action Plan

  Achieve 3 million app downloads Advance and promote the utilization of non-financing rating model to realize the next-generation retail business model

  Results

  Achieved 3.67 million downloads of Resona Group apps Advanced and promoted the utilization of non-financing rating model to realize the next-generation retail business model through the following initiatives Build a creditworthiness evaluation model using account deposit/withdrawal data Utilized this model to promote the new product called Speed on! where processes from loan application to execution are performed without face-to-face contact

  [1-3-3] Provide financial services in accordance with life plans through the enhancement of real channels, such as branches open seven days a week and digitization of branches

  Action Plan

  Increase sales locations open on holidays to 34 (Seven Days Plaza, consultation-focused branches) Develop next-generation branch systems, expand TV contact points, and test self-serve terminals Trial operation of the model branch under the future vision (simplified branch) Facilitate family businesses (transactions by family members or proxy of elderly)

  Results

  Increased sales locations open on holidays (Seven Days Plaza, consultation-focused branches) to 37 Developed next-generation branch systems, expanded TV contact points, and tested self-serve terminals as follows Completed migration to next-generation branch system Introduced TV contact points at a total of 139 branches (Resona Bank, Saitama Resona Bank, and Kansai Mirai Bank) Tertiary execution of self-serve terminals at 7 branches +1 office Implemented cashless branch as simplified branch Facilitated family businesses (transactions by family members or proxy of elderly) through the following initiatives Clarified administrative procedures for foreign currency deposit transactions with minors (in case no seal/signature of parent/guardian) Responded to establishment of administrative guidelines on civil trusts

  Low Birthrate & Aging Society

  Commitment 【2-1】

  Improving customers’ lifetime quality of life through the support for formation and succession of assets enabled by financial consulting and financial education to enhance financial literacy.

  [2-1-1] Provide product services from a customer perspective that contribute to long-term formation of assets and facilitate asset succession, and make tailor-made proposals

  Action Plan

  Deliver asset formation support products to 707,000 users Achieve 257,000 users of savings products Enhance structure development and information dissemination to permeate and fulfill fiduciary duty

  Results

  Delivered asset formation support products to 699,000 users Achieved 260,000 users of savings products Enhanced structure development and information dissemination to permeate and fulfill fiduciary duty through the following initiatives Added Fiduciary Duty Basic Policy (summary) to the Resona Book on Money Expanded disclosures on website (updated shared KPI) Distributed FD Newsletter Shared fiduciary duty-related best practices with branches

  [2-1-2] Provide corporate pension services to achieve the social mission of stability for elderly lifestyles

  Action Plan	Achieve 467,000 total DC participants
  Results	Achieved 447,000 total DC participants

  [2-1-3] Provide succession support for businesses and assets that utilize insurance and trust functions

  Action Plan	Achieve 7,400 inheritance and succession-related consulting (proposal) cases
  Results	Achieved 8,400 inheritance and succession-related consulting cases (Group total)

  [2-1-4] Disseminate reports on finance, organize financial seminars and consultations, and develop next-generation financial and economic education activities.

  Action Plan

  Organize 393 financial (inheritance and succession) seminars and consultations Provide practical financial education opportunities suitable for each generation Enhance market information dissemination capability and customer contact points by strategists

  Results

  Organized 68 financial (inheritance and succession) seminars and consultations Targets were unmet due to cancellations of in-person training attributed to the COVID-19 pandemic, but seminars were shifted online. Provided practical financial education opportunities suitable for each generation Provided workplace experiences and outreach classes to 517 participants Online formats were utilized along with infection controls to stop the spread of COVID-19. Next year, web content will be expanded to further increase participants. Enhanced market information dissemination capability and customer contact points by strategists Held foreign exchange seminars led by economists and strategists Provided market information and conducted meetings for DD, etc., using Zoom

  [2-1-5] Advance a management system to prevent money laundering, terrorist financing, financial crime, etc.

  Action Plan

  Enhance communication and training to thoroughly prevent funding of money laundering and terrorism Strengthen efforts to proactively prevent increasingly sophisticated and diverse financial crimes

  Results

  Enhanced communication and training to thoroughly prevent funding of money laundering and terrorism as follows Held e-learning, workplace training, and study sessions for all employees, by branch and by rank Implemented branch monitoring by an outside party Strengthened efforts to proactively prevent increasingly sophisticated and diverse financial crimes through the following initiatives Tightened confirmation procedures for general overseas remittances as a measure to reduce money laundering risks Established money laundering risk assessments and examined/discussed risk reduction measures with departments in charge of products/services Shared examples, raised awareness and took preventive measures with regard to specialty fraud such as COVID-19 fraud and improper foreign remittances Examined initial response to financial crimes and collaborated Groupwide response. Created manual for actions to take at the time of financial crimes.

  Environment

  Commitment 【3-1】

  Realizing low-carbon and circular society by taking action with society to reduce environmental burden such as accelerating the use of renewable energy and reducing greenhouse gas emissions.

  [3-1-1] Promote environmental management such as through being TCFD-compatible

  Action Plan	Conduct scenario analysis for advancing TCFD-compliance and consider Scope 3 measurement method Reduce CO2 emissions and electricity usage over the previous year
  Results	Selected important sectors, formulated sector-specific scenarios, and identified sector-specific climate-related risks as a way of advancing qualitative scenario analysis CO2 emissions totaled 56,818t-CO2 (down 9,448t-CO2 over the previous year) and electricity usage totaled 125,504,000 kWh (down 7,394,000 over the previous year)(Total for Group banks)

  [3-1-2] Support business partners' environmental management through dialogue and financial services

  Action Plan

  Host environmental real estate-related seminars Proactively support environmental preservation activities through providing financing to customers involved in promotion of renewable energy use

  Results

  Held on-demand seminars and streamed video (through website and YouTube) based on diversification of consumer behavior and changes in social situation such as aging society and digitalization Proactively supported environmental preservation activities by appropriately identifying and evaluating customers' environmental initiatives and financing to customers involved in promotion of renewable energy use

  [3-1-3] Environmental impact reduction by work efficiency, productivity improvement

  Action Plan

  Transform business processes with digitalization, paperless services, and using RPA Increase rate of digital mortgage contracts Promote consolidation of servers and branch locations Consider a development structure that can easily reflect user feedback Increase productivity through improving IT literacy in-house using training on finance, data science, and programming, etc. Digitize and improve efficiency of businesses and local authorities

  Results

  Transformed business processes with digitalization, paperless services, and using RPA as follows Reduced administrative processing hours by 655 hours/month using paperless operations made possible upon system renewal RPA saved cumulative total of 530,000 hours Promoted used of digital invoices Increased rate of digital mortgage contracts: 12,794 (up 8,010 over the previous year) Migrated 94 systems and 470 servers to cloud-based systems Opened Resona Garage in September Held remote presentations (total of 6) using Zoom and offered on-demand streaming reaching 697 participants Groupwide Digitized and improved efficiency of businesses and local authorities as follows Reduced paper-based batch payment requests and promoted account transfers using e-banking Steadily expanded number of local governments accepting tax payments by smartphone

  [3-1-4] Carry out social contribution activities for the preservation and improvement of the natural environment and biodiversity

  Action Plan	Increase the number of activity participants over the previous year
  Results	159 participants (1,429 participants in previous year) Participants were largely down due to the cancellation of large events owing to the COVID-19 pandemic, but activities, such as cleaning, at the branch level were implemented after modification

  Human Rights

  Commitment 【4-1】

  Creating a society in which all people respect human rights and diversity and can fulfill their potential while attaining work-life balance.

  [4-1-1] Promote measures towards work-style reform, and further realizing work-life balance

  Action Plan

  Achieve 30% female line manager ratio Achieve 2.2% employment rate for those with disabilities Achieve 100% male spouse maternity leave rate Achieve 80% male childcare leave rate Average 14 paid leave days used per employee Provide human rights training, such as on LGBT and harassment prevention Expand Smart Work

  Results

  Achieved 30.4% female line manager ratio Achieved 2.31% employment rate for those with disabilities Achieved 100% male spouse maternity leave rate Achieved 93.3% male childcare leave rate Average 12.9 paid leave days used per employee Provided human rights training (e-learning on sexual harassment for all employees, harassment prevention training for all newly appointed managers by rank) Expanded Smart Work including expanding eligible persons for telework to all branches, opening new satellite offices, and split operations. Promoted bank-wide work-style reforms.

  [4-1-2] Support various career formations, and solution-proposing capability through skills development and training

  Action Plan

  Cultivate SDGs consultants starting from issues confronting customers and society Achieve 5,000 business school students Support training of Omni-advisors with high market literacy Achieve 1,800 PB-related training participants

  Results

  Developed SDGs consultants focused on troubleshooting: 6,758 + on-the-job training at 79 branches Expanded self-improvement tools (annual users totaled approx. 7,000) due to postponement of in-person classes and increased time spent at home Held study seminars for obtaining qualifications mainly online (users totaled 1,257) Support training of Omni-advisors with high market literacy through the following initiatives Implemented initiatives to improve in-branch proposal capabilities, such as market information and video presentations Distributed macro market and foreign exchange information using support tools for branches Continued to distribute foreign exchange information on My Study Achieved 2,500 PB-related training participants

  [4-1-3] Improve employee participation in society by promoting employee involvement in social contribution activities

  Action Plan	Increase participants in Re: Heart Club activities over the previous year
  Results	1,461 participants (5,863 participants in previous year) Participants were largely down due to the cancellation of large events owing to the COVID-19 pandemic, but we explored new activities, such as blood drives, based on strict infection controls.