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Action Plan

The Resona Group establishes an action plan and discloses progress ever year as part of its PDCA cycle for evaluating the progress of Resona Sustainability Challenge 2030 (SDGs Commitment) and Long-Term Sustainability Targets aimed at fulfilling the Resona Group's vision for the future.
Furthermore, starting in FY2021 the assessment includes the Group's four banks starting following the acquisition and subsequent consolidation of Kansai Mirai Financial Group in April 2021.

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

    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
    • 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
    • Collaborate with local governments and local companies based on local strengths and challenges
    • 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
    • Provide open digital platforms that benefit DX in the banking industry and improve convenience of customers beyond their transactions with us
    • Share life plans with customers and provide asset formation functions and financial and economic education opportunities to achieve these life plans
    • Share customers intent regarding succession and provide asset and business succession functions to achieve this intent

    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

    • Promote constructive dialogue based on customers' response to the SDGs/ESG
    • Support the spread of buildings with high environmental value
    • Encourage greater use of renewable energy in local communities
    • Expand cashless and digital services and go paperless with the products and services we provide
    • Participate in local activities for conservation of the natural environment and biodiversity

    Resona Group's carbon neutrality

    • Raise awareness in-house about reducing electricity consumption
    • Introduce renewable energy at main facilities
    • Step up purchasing focused on reducing environmental burden
    • Requests to suppliers for environmental considerations and educational activities

    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
    • Help the elderly and people with disabilities serve as key workforce components
    • Promote the understanding of and equality for members of the LGBT community
    • 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.
  • 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
    • Low Birthrate & Aging Society
    • Environment
    • Human Rights

    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 : action policy and progress of activities (stewardship activities)
    [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.