Mitsubishi UFJ Financial Group

Transcription

1 Bank of America Merrill Lynch Japan Conference 2 Mitsubishi UFJ Financial Group September 2

2 This document contains forward-looking statements in regard to forecasts, targets and plans of Mitsubishi UFJ Financial Group, Inc. ( MUFG ) and its group companies (collectively, the group ). These forward-looking statements are based on information currently available to the group and are stated here on the basis of the outlook at the time that this document was produced. In addition, in producing these statements certain assumptions (premises) have been utilized. These statements and assumptions (premises) are subjective and may prove to be incorrect and may not be realized in the future. Underlying such circumstances are a large number of risks and uncertainties. Please see other disclosure and public filings made or will be made by MUFG and the other companies comprising the group, including the latest kessantanshin, financial reports, Japanese securities reports and annual reports, for additional information regarding such risks and uncertainties. The group has no obligation or intent to update any forward-looking statements contained in this document. In addition, information on companies and other entities outside the group that is recorded in this document has been obtained from publicly available information and other sources. The accuracy and appropriateness of that information has not been verified by the group and cannot be guaranteed. The financial information used in this document was prepared in accordance with accounting standards generally accepted in Japan, or Japanese GAAP. Definitions of figures used in this document Consolidated Mitsubishi UFJ Financial Group (consolidated) Nonconsolidated Bank of Tokyo-Mitsubishi UFJ (non-consolidated) + Mitsubishi UFJ Trust and Banking Corporation (non-consolidated) (without any adjustments)

3 Contents Outline of FY2 Q Results Key Management issues Income statement summary Balance sheet summary Loans/deposits Loan assets Holdings of investment securities FY2 targets / dividend forecasts Management policy Key business strategies Global strategic alliance with Morgan Stanley Asia strategy North America strategy Retail strategy Global Asset Management strategy Improving operating efficiency Reduction in equity holdings Capital Capital policy Appendix 2

4 Outline of FY2 Q Results Key management issues 3

5 Income statement summary (Consolidated) Net business profits Gross profits increased due to an increase in market product income such as net gains on debt securities, partially offset by a decrease in net interest income caused by a decline of interest-rates and a decrease in loan balance G&A expenses decreased reflecting the progress of an intensive corporate-wide cost reduction As a result, net business profits increased significantly. Expense ratio improved to mid-5% range Total credit costs Significantly decreased due to a decrease in provision for credit losses reflecting the improvement of economic environment. Credit costs of the subsidiaries other than Nonconsolidated also improved Net gains (losses) on equity securities Net gains on equity securities decreased mainly due to an increase in write-downs of equity securities and lower gains on sales of equity securities Net income Net income increased significantly Income statement ( bn) Gross profits (before credit costs for trust accounts) Net interest income Trust fees+net fees and commissions Net trading profits+net other business profits Net gains (losses) on debt securities 7 Expense ratio 62.% 56.56% (5.43%) 8 Net business profits G&A expenses Credit costs * Net gains (losses) on equity securities Other non-recurring gains (losses) 2 Ordinary profits 3 Net extraordinary gains (losses) Total of income taxes-current and 4 income taxes-deferred 5 Net income 6 Total credit costs *2 7 Non-consolidated Reference ( ) 8 EPS 9 ROE *3 *3 FY9 Q (89.8) 3.2 (35.9) (89.8) (73.3) % FY Q (7.3). (27.) 299. (.3) (7.3) (22.) % Change 37. (53.6) (9.4). 6.4 (26.4) 9.5 (29.) (4.3) * Credit costs= Credit costs for trust accounts + Provision for general allowance for credit losses + Credit costs (included in non-recurring gains/losses) (Negative numbers refer to costs or losses) *2 Total credit costs= Credit costs + Reversal of allowance for credit losses +Reversal of reserve for contingent losses included in credit costs (Negative numbers refer to costs or losses) % Net income 4-Equivalent of annual dividends on nonconvertible preferred stocks {(Total shareholders equity at the beginning of the period-number of nonconvertible preferred stocks at the beginning of the period Issue price+foreign currency translation adjustments at the beginning of the period)+(total shareholders equity at the end of the period-number of nonconvertible preferred stocks at the end of the period Issue price+foreign currency translation adjustments at the end of the period)}/2 4

6 Balance sheet summary (Consolidated) Loans Decreased from End Mar. due to lower demand of domestic and overseas corporate loans Investment securities Increased from End Mar. mainly due to an increase in Japanese Government Bonds ( JGBs ) Deposits Decreased from End Mar. due to a decrease in corporate deposits of domestic and overseas branches, partially offset by an increase in individual deposits Total net assets Decreased from End Mar. mainly due to acquisition and cancellation of preferred shares Non performing loans ( NPLs ) NPL ratio up from End Mar. as a result of an increase in FRL disclosed loans, but keeping at a low level Net unrealized gains (losses) on securities available for sale Decreased from End Mar. mainly due to a decrease in net unrealized gains on domestic equity securities Government bonds 39, , ,.3 8 Total liabilities 92, , Deposits 23, ,75.7 (,76.) Individual deposits (Domestic branches) 63, , Total net assets,299.4,65.6 (33.8) Balance sheet ( bn) Total assets Loans (Banking+Trust accounts) Loans (Banking accounts) Domestic corporate loans * Housing loans * Overseas loans *2 Investment securities (Banking accounts) Loan-and-deposit rate margin (Domestic, non-consolidated) FRL disclosed loans **3 NPL ratio * Net unrealized gains (losses) on securities available for sale End Mar. 24,6.9 85,35.9 [84,88.6] 47,77.9 7, , ,964.4 FY9 Q4.29%, % 82.7 End Jun. 24, ,639.8 [82,492.5] 46,22.3 7, , ,37.5 FY Q.28%, % Change from End Mar (2,396.) [(2,388.)] (,55.5) (44.5) (76.4) 2,73. Change from FY9 Q4 (.%) % (32.7) * Non-consolidated + trust accounts *2 Loans booked in overseas branches, UnionBanCal Corporation and BTMU (China) *3 FRL=the Financial Reconstruction Law 5

7 Loans/deposits (Consolidated) Loan balance 82.6tn (down 2.3tn from End Mar. ) ( tn) 9.6 Loans (Period end balance) * Changes from End Mar. : Domestic corporate Overseas * * Overseas branches + UnionBanCal Corporation + BTMU (China) -.5tn -.7tn Deposit balance 22.tn (down.7tn from End Mar. ) Changes from End Mar. : Individual Corporate, etc. Overseas branches +.7tn - 2.tn -.tn 5 ( tn) End Sep. 8 End Mar. 9 End Sep. 9 End Mar. End Jun. Housing loan Overseas* Others *2 Sum of banking and trust accounts. Deposits (Period end balance) End Sep. 8 End Mar. 9 End Sep. 9 End Mar. End Jun. Individual Corporate, etc Overseas branches & subsidiaries, etc. 6

8 Loan assets (Consolidated/Non-consolidated) NPL ratio up by.3% from End Mar. to.64% due to an increase in doubtful and special attention category loans, however still keeping at a low level Total credit costs of Non-consolidated were 22.bn and those of Consolidated were 7.3bn Balance of FRL disclosed loans (Non-consolidated) Total credit costs (\ tn) % End Mar % % End Mar. 6.46%.56 End Mar % %.84.64% End Mar. 8 End Mar. 9 End Mar..42 End Jun. NPL ratio Bankrupt/ De facto Bankrupt Doubtful Special attention 5 (5) (5) (25) (35) (45) (55) (65) (75) (85) (\ bn) Negative figure represents costs (3.9) (4.7) (39.) (68.4) (73.3) (44.4) (89.8) (825.2) (7.3) Q Full year Q Full year Q FY8 FY9 FY Non-consolidated (22.) Consolidated 7

9 Holdings of investment securities (Consolidated) Unrealized gains on domestic equity securities decreased due to lower stock prices Total unrealized gains (losses) on securities available for sale decreased by 32.7bn from End Mar Breakdown of securities available for sale (with market value) Total Domestic equity securities Domestic bonds Government bonds Others Foreign equity securities Foreign bonds Others Balance (End Jun.) 62,223. 3, ,356. 4, , ,32.,672.5 Change from End Mar.,86.6 (62.5), , (46.) (94.6) ( bn) Unrealized gains (losses ) (8.3) Change from End Mar. (32.7) (548.4) (4.6) 39.4 (43.3) (\ tn).. (.)..86 (.85) Unrealized gains (losses) on securities available for sale (.) End Sep. 8 TOPIX:,87.4 JGB(yrs):.48% Total unrealized gains (losses) (.9) (.7) (.3) (.69) End Mar % (.8) Others Domestic bonds Domestic equity securities 折れ線 4 End Sep % End Mar % End Jun % 8

10 FY2 targets/dividend forecasts (Consolidated/ Non-consolidated) Earnings targets Consolidated Dividend forecasts 2 Ordinary profits Net income Interim (reference) 37. bn 7. bn FY2 Full Year (targets) 83. bn 4. bn Interim dividend (forecast) Year-end dividend (forecast) Dividend per 6 6 common share FY2 Annual dividend (forecast) 2 Bank of Tokyo-Mitsubishi UFJ Mitsubishi UFJ Trust and Banking FY2 (Non-consolidated ) Interim Full Year (reference) (reference) Net business profits 45. bn 87. bn 2 Ordinary profits 245. bn 55. bn 3 Net income 45. bn 33. bn FY2 (Non-consolidated ) Interim Full Year (reference) (reference) Net business profits 65. bn 45. bn 2 Ordinary profits 45. bn 5. bn 3 Net income 25. bn 65. bn 9

11 Outline of FY2 Q Results Key management issues

12 Management policy Shift focus from risk management to growth acceleration FY29 FY2 FY2 Risk management and enhancement of core business fundamentals Growth acceleration. Act on anticipated new regulatory capital requirements 2. Improve operational efficiency 3. Reduce strategic equity holdings 4. Maintain stable shareholder returns. Pursue growth in priority business areas 2. Maintain and improve operational efficiency 3. Reduce equity risk 4. Maintain and enhance capital base 5. Increase shareholder value Maintain stable shareholder returns/enhance shareholder returns

13 Key business strategies Corporate CIB~Strategic alliance with Morgan Stanley Asia, North America Retail Segment-based strategy ~Investment product sales Trust Assets Global asset management 2

14 Global strategic alliance with Morgan Stanley () Steady progress in the global strategic alliance Continue to receive high returns from the investment Global strategic alliance Outline of investment () Integration of securities business in Japan -Established Mitsubishi UFJ Morgan Stanley Securities (MUMSS) and Morgan Stanley MUFG Securities (MSMS) in May 2 (2) Global alliance in corporate financial services - Creation of Loan Marketing Joint Venture in the Americas in July 29 - Business referral arrangements in Asia and EMEA (Europe, Middle East and Africa) (3) Commodities Referral Agreement (4) Secondment of personnel - Starting secondment from BTMU Potential initiatives in other business areas () Outline of investment Common Stock Perpetual non-cumulative convertible preferred stock Perpetual non-cumulative non-convertible preferred stock (USD mn),76 7, ( shares) 46,553 7, MUFG has the right to maintain the equivalent of a 2% fully diluted ownership interest in Morgan Stanley and also, providing that its fully diluted ownership interest remains above %, has the right to receive a Morgan Stanley board seat. (2) Dividends income FY9: JPY 78.2bn, FY Q: JPY8.7bn (3) Morgan Stanley s stock price (USD) Sep-8 Dec-8 Oct 3, 28 USD 9bn Investment Mandatory conversion price (USD ) MS Share price Mar-9 Jun-9 Sep-9 Dec-9 Mar- Conversion price (USD 25.25) Jun- Sep- 3

15 Global strategic alliance with Morgan Stanley (2) Domestic Established two securities joint ventures in Japan to leverage each firm s network and client base Aim to become No. in Japan in primary investment banking services including M&A, equity and debt Leverage each firm s network Position of MUMSS Domestic offices:3 Western Japan 3 Central Japan 8 Eastern Japan 55 (MUMSS) M&A (Apr to Jun ) Rank FA # Amount (\ bn) Share(%) MUMSS JP Morgan Mizuho FG Any Japanese Involvement Announced excluding real estate Equity total (Apr to Jun ) Rank Book runner # Amount (\ bn) Share(%) Nomura Over 6 bases in 37 countries 2 Daiwa CM MUMSS Equity total : PO (Demestic + Overseas) + CB Domestic Debt total (Apr to Jun ) Rank Book runner # Amount (\ bn) Share(%) Nomura Mizuho Securities MUMSS Demestic Debt total : SB + Agency bonds + Municipal Bonds Source: MUMSS based on Thomson Reuters data 4

16 Global strategic alliance with Morgan Stanley (3) Overseas Steady progress in overseas corporate finance through strategic alliance Cooperation with Morgan Stanley () Cumulative number of deals * End Mar 9 End Jun 9 End Sep 9 * MUFG figures, including mandates won End Dec 9 End Mar End Jun (2) Cumulative number of deals by region EMEA *2 U.S. Regional alliances Large acquisition deal by a commercial fertilizer producer (Apr 2) Acted together as joint lead arrangers and fully underwrote syndicated loan for large acquisition finance Acquisition of a media company by a cable TV company (Dec 29) MUFG + MS committed the largest amount among the syndicate banks EMEA Syndicated loan (Oct 29) Jointly built the structure as Initial Mandated Lead Arrangers (making use of BTMU s know-how in trade financing and MS s capability for commodities) Asia Americas Asia *2 Europe, Middle East, Africa A major Singapore real estate firm (Mar 2) Fund procurement deal generated through a scheme combining MTN arrangement from MS, and loans from BTMU 5

17 Asia strategy Solid increase in gross profits Took steps for further growth new branch in China, increased capital of India operations Expanded presence in syndicated loan business 4 2 Gross profits * -Asia business (\ bn) 8 Full Year Q Organic strategies BTMU China One of the first foreign banks to obtain approval to conduct RMB trade settlement business (Sep 29) First foreign bank to issue RMB bonds in mainland China (May 2) Opened Chengdu Branch, first Japanese bank s branch in western China (Mar 2), Guangzhou Nansha Subbranch, first foreign bank s branch in Nansha area (Jul 2) Capital increase of India operations Enhanced capital to meet increased demand for funds due to economic growth (Jan 2) FY 7 FY 8 FY 9 FY * Excluding deposit income. Exchange rates: Those adopted in our business plan (USD=95JPY) Asian syndicated loan arranger **2 Rank Bank of China DBS BTMU Standard Chartered Bank HSBC Bank name Amount (USD mn) 5,643 4,377 3,463 3,38 3,257 No. of loans * Asian syndicated loan arranger ranking for Jan-Dec 9. Source: Reuters LPC/basis point) *2 Excluding Japan and Australia. International currency basis (USD, JPY, EUR, SGD, HKD)

18 North America strategy UB results improved on lower credit costs, FY H * net income at FY8 H * level Accelerating growth through acquisition, stronger ties between BTMU and UB Financial results of UB Key points of North America strategy ($ mn) 4 2 (2) (4) (6) Provision for loan losses Net income (loss) Stronger ties between BTMU and UB Began joint marketing, using the MUFG brand name in project finance for electric power and other areas (Feb 2) Ranked st in North America project finance arranger ranking *2 in 29 (2 nd in 2 H) BTMU NY created a new team for the public finance. The team established a facility for H University (Jul 2). Plan to enhance ties between UB in this area Non-organic growth UB acquired the assets and liabilities of Tamalpais Bank, California and Frontier Bank, Washington in a purchase and assumption agreement with the Federal Deposit Insurance Corporation (FDIC) (Apr 2) Actively consider quality investment opportunities (8) 7 H 7 H2 8 H 8 H2 9 H 9 H2 H * H: Jan-Jun, H2: Jul-Dec *2 Source:Dealogic 7

19 Retail () Investment product sales Overall customer assets grew steadily Investment product sales bottomed out and increasing from FY8 H2 Overall customer assets * Equity investment trust sales ( tn) 9 Others (securities, etc.) Financial products intermediation Insurance annuities Investment trusts Deposits, etc. ( bn), 8 Equity investment trust sales TOPIX(RHS) *2 2,, , End Mar 7 End Mar 8 End Mar 9 End Mar End Jun FY 7 *2 Closing price base FY 8 FY 9 FY 5 * Managerial accounting basis 8

20 Retail (2) Consumer finance Nurturing sound consumer finance market despite contracting market size ACOM leveraging superior financial position to expand market share and be a winner in a less competitive market ( tn) 5 5 Market size of Consumer finance 5 Streamlining operations (ACOM) Further streamline operations to cut costs ( bn) Branch restructuring Effective personnel allocation Cost-savings in computing machineries and advertising End Mar 8 End Mar 9 End Mar FY6 FY7 FY8 FY9 FY Source: Japan Financial Service Association (unsecured consumer lending outstanding) Change in loan balance of BANQUIC (BTMU) Capital and capital ratio ( bn) End Sep 8 End Mar 9 End Sep 9 End Mar End Jun ( bn) Capital 54.4 Capital ratio (RHS) 27.6 As of end Jun ACOM TAKEFUJI Promise AIFUL Source: Company disclosures (%)

21 Global asset management strategy Maintain and expand our strong domestic share, while strengthening lineup of high growth overseas investment products and developing overseas customer base (\ tn) Assets under management Market share in Japan Pension Trust Share (end Mar 2) End Mar 7 End Mar 8 End Mar 9 End Mar 5.5 KOKUSAI Asset Management Mitsubishi UFJ Asset Management MU Investments Mitsubishi UFJ Trust and Banking Publicly offered investment Trusts (end Mar 2) Key points of straregy Development of overseas investment products Expand alliances with strong overseas investment firms to meet diversifying needs of Japanese customers -Aberdeen (major, independent UK asset manager), strong in emerging markets, became an equity- accounted affiliate (Nov 29) ー Consider to sell Aberdeen s investment trust for individuals ー MUAM launched Brazil investment trusts managed by Bradesco Group, our investment and alliance partner, and MUFG group companies started to distribute them Others 67% 33% Mitsubishi UFJ Trust and Banking Others 65% 2% 5% KOKUSAI Asset Management Mitsubishi UFJ Asset Management Development of overseas customer base Provide Japanese investment products to overseas customers such as SWF In growing Asian and other markets consider expansion in retail and institutional investor markets, including non-organic strategies 2

22 Improving operational efficiency Q non-consolidated G&A expenses down.6 bn from FY9 Q and expense ratio down to 53%, driven by systems integration benefits and improved operating efficiency. Continued group-wide drive to reduce consolidated expenses Improving overall operational efficiency while allocating resources to key areas.% ( bn), 8.% 8 6.% 6 4.% % 54.8 G&A expenses G&A expenses (Consolidated) G&A expenses (Non-consolidated) Expense ratio (Consolidated) * Expense ratio (Non-consolidated) * 57.4% 6.5% 59.2% % 66.9% 62.2% 62.% % 56.5% Image of consolidated G&A expenses and employee numbers (BTMU + MUTB + MUMSS) ( tn) No. of employees (BTMU + MUTB + MUMSS ; management accounts basis) 74,4 72,5 69,5 Consolidated G&A expenses (management accounts basis) *2 2. *2 9% reduction from FY8 2.% Keep at broadly the same level *2.% 6 FY6 年 QQ 7 FY7 年 QQ 8 FY8 年 QQ 9 FY9 年 QQ FY 年 QQ FY7 FY8 FY9 FY FY (Plan) * Expense ratio = G&A expenses / Gross profits (before credit costs for trust accounts) *2 Excluding the factor of consolidation of ACOM 2

23 Reduction of equity holdings (Non-consolidated) Reduced equity holdings by 84 bn in Q, ratio of equity holdings to Tier capital declined to 38.4% Continue to reduce equity holdings to minimize stock price fluctuation risk on capital Equity holdings (acquisition price) * Ratio of equity holdings * ( tn) (%) Ratio of equity holdings * (acquisition price) to Tier capital * % 59.% 54.9% End Mar 2 End Mar 7 End Mar 8 End Mar 9 End Mar End Jun * Acquisition price (after impairment) of domestic equity securities in the category of other securities with market value (Non-consolidated) *2 Tier Capital (Non-consolidated) % 38.4% End Mar 7 End Mar 8 End Mar 9 End Mar End Jun 22

24 Capital (Consolidated) Capital ratio 4.73%, Tier ratio.8% and core Tier * ratio 9.3% ( bn) Changes in Q Capital ratio Tier ratio Core Tier * ratio Tier Core Tier * End Mar. 4.87%.63% 8.28%,9.6 7,798. End Jun. 4.73%.8% 9.3%, ,262.5 Change from End Mar. (.4)%.54%.74% Tier: bn Capital surplus decreased approx. 25. bn: Acquisition and cancellation of 25. bn First Series of Class 3 Preferred Shares Retained earnings increased approx. 7. bn: Q Net income etc. Minority interest increased approx. 27. bn: Integration of Domestic security business, etc. Tier2: bn 6 7 Preferred stock Preferred securities 64., ,572. (25.).6 Change of 45% of unrealized gains on investment securities : approx bn Change of subordinate debt: approx bn 8 Tier 2 4, ,6.9 (432.6) 9 Deductions Total capital , , (524.8) Risk-adjusted assets Decreased 2.66 tn mainly due to lower lending balance, etc. Risk-adjusted assets 94,8.3 9,47.5 (2,663.7) * Core Tier = Tier - (Preferred stock + Preferred securities ) Core Tier ratio = Core Tier Risk-adjusted assets 23

25 Capital policy Secure stable shareholder returns while maintaining a balance between strengthening capital and making strategic investment for sustainable growth Enhance shareholder returns MUFG s Corporate Value Strengthen equity capital Strategic investments for sustainable growth 24

26 No. Service No. Reliability No. Global Coverage 25

27 Appendix 26

28 Domestic deposit/lending rates (Non-consolidated) Deposit/lending spread in FY Q was.28%, almost flat from FY9 Q4 2.%.8%.6%.4%.2%.%.4%.8%.2%.6% % Changes in domestic deposit/lending rates (non-consolidated) Deposit-lending spread BOJ O/N interest rate target * *.25%.5%.3% Lending rate.52%.5%.46%.43%.3% Deposit rate.32%.29%.28%.2%.8%.6%.4%.% FY5 H FY5 H2 FY6 H FY6 H2 FY7 H FY7 H2 FY8 H FY8 H2 FY9 Q FY9 Q2 FY9 Q3 FY9 Q4 FY Q Interest rate changes November November 4, 4, Interest Interest on on ordinary ordinary deposits: deposits:.2%.2%.2%.2% November November 2, 2, Short-term Short-term prime prime rate: rate:.875%.875%.675%.675% December December 22, 22, Interest Interest on on ordinary ordinary deposits: deposits:.2%.2%.4%.4% January January 3, 3, Short-term Short-term prime prime rate: rate:.675%.675%.475%.475% April April,, Variable Variable rate rate on on new new housing housing loans loans : : Changed Changed based based on on the the long-term long-term lending lending rate rate linked linked to to short-term short-term prime prime rate rate as as of of March March July July,, Variable Variable rate rate on on existing existing housing housing loans loans : : Changed Changed based based on on the the long-term long-term lending lending rate rate linked linked to to short-term short-term prime prime rate rate as as of of April April * Before Mar 6, during quantitative easing : Actual O/N interest rate 27

29 Holdings of securitized products (Consolidated) Balance of investments in securitized products approx..56 tn (down 77 bn from End Mar ) Figures are on a managerial accounting basis and rounded off. Balance is the amount after impairment and before deducting net unrealized losses The balance of investments in securitized products decreased to.56 tn (down 77 bn from End Mar ), due to the Yen appreciation, redemption and sales, etc. Net unrealized losses improved by 8. bn from End Mar to 7. bn The effect on the P/L for the Q was a profit of. bn Balance, net unrealized gains (losses) RMBS CMBS CLOs CDOs Total Sub-prime RMBS Others (card, etc.) SIV investments Balance , ,563 Change from End Mar (2) (3) () (5) (2) (2) (77) Unrealized gains (losses) 4 6 (2) (5) (4) (7) Change from End Mar 5 8 Of which securities being held to maturity* Balance,28 26,54 ( bn) Unrealized gains (losses) (82) () (82) * Following the publication of Tentative Solution on Reclassification of Debt Securities (Practical Issue Task Force No.26), some of our securitized products were reclassified into securities being held to maturity from securities available for sale at and after the end of January 29. The balance and net unrealized gains (losses) of the securities being held to maturity in the above table are based on book value before reclassification 28

30 UNBC () Financial results Posted net income in FY Q2 due to decreased credit costs Deposits continued to grow against a backdrop of high credit worthiness Business performance FY9 FY (USD mn) Q Q2 Q3 Q4 Q Q2 Gross Profits , Noninterest Expenses , Net Business Profits Provision for allowance for credit losses , Net Income / loss (9) (8) (7) 4 (64) Net Income / loss (excluding integration related cost (profits), discontinued operations) (66) (5) 55 (5) Average balance of loans and deposits (USD bn) 49.7 Loans 46.6 Deposits % % 5% % Provision for allowance for credit losses, NPA ratio (USD mn) % 8.83% Provision for allowance for credit losses(lhs) Non-performing assets ratio(rhs) Non-performing assets ratio(w/o FDIC assisted transactions, RHS) FY8 Q4 FY9 Q FY9 Q2 FY9 Q3 FY9 Q4 FY Q FY Q2 Comparison of core capital ratio * with peers Capital base comparable to US Banks supported by public funds Capital will be used for growth if the baseline scenario plays out 9.79%.% 8.9% 7.% Tier common ratio TCE ratio 8.% 7.22% 7.9% 8.4% 7.4% 7.65% 6.2% 6.55% 6.86% UNBC BB&T Comerica Huntington Key Corp Fifth Third Zions PNC N.A. 2.%.5%.%.5%.% 3 2 FY9 Q FY9 Q2 FY9 Q3 FY9 Q4 FY Q FY Q2 Source: Company disclosures, as of end Jun 2 * BB&T: BB&T Corporation, Comerica: Comerica Incorporated, Huntington: Huntington Bancshares Incorporated, Key Corp: Key Corp Ltd, Fifth Third: Fifth Third Bancorp, Zions: Zions Bancorporation, PNC: The PNC Financial Services Group, Inc. 29

31 UNBC (2) Recent acquisitions Acquired the assets and deposits of two banks in FDIC-assisted transactions Tamalpais Bank Frontier Bank Assets and deposits acquired Assets: approx. US$.6 bn (including loans of approx. US$.5 bn) Deposits: approx. US$.4 bn Network 7 branches in Marin County, California Strategic implication Expand branch network and customer base in Marin County, home to many high-income individuals Union Bank Tamalpais Bank Assets and deposits acquired Assets: approx. US$3.2 bn (including loans of approx. US$2.8 bn) Deposits: approx. US$2.5 bn Network 47 branches in Washington State, 3 branches and loan production office in Oregon Strategic implication Washington State is a growing market, highly ranked by market size and population growth among all 5 U.S. states UB s branch network now covers the entire U.S. west coast from San Diego up to Seattle Union Bank Frontier Bank 3

32 ( bn) 4, 3, 2,, Comparison with other Japanese financial groups 3,6.4 Gross profits/ Fees + Trust fees (FY9),93.6 (3.3%) Consolidated gross profits * Of which: Net fees & commissions + trust fees * (percentage to consolidated gross profits ), (25.8%) 2, (27.2%) ( tn) Source :Disclosure materials of each group Domestic deposit balance (Non-consolidated) (End Jun ) Deposit balance Of which: Retail deposits ( tn) MUFG Mizuho FG SMFG * MUFG: Before credit costs for trust accounts Total. (.63%) Consolidated Tier capital (End Mar ) Total 5. Total 6. (9.9%) (.5%) Preferred securities Preferred stocks Net deferred tax assets MUFG Mizuho FG SMFG Tier ratio in parenthesis MUFG Mizuho FG SMFG 82 Number of branches (Non-consolidated) (End Mar ) Domestic branches *2 Overseas offices *3 (RHS) MUFG Mizuho FG SMFG *2 Not including sub-branches, agencies and representative offices, etc. *3 Total of branches, sub-branches and representative offices