Bank of Tokyo Mitsubishi Americas Corporate Strategy Map Foundation Human Copia Financia! Customor Procoss ft ‘category #t Category #2: Revenue Risk ‘interest income + creat Coss + Nor=nterest income + Ligation Costs ‘Customer: internal / External (Description) Categery Category #2: Relationship Product + Understanding customer needs Features Beng amisted advisor tence Theme#1 Theme #2: GROW REVENUE MANAGE RISK = Customer Relationships = COSO Self-Assessment +Cross-seling ettorts + Reguiatory Risk + Market Research, + Technology Risk + Ete + Ete. Ccatogery#: Cotegon #2: Skills Work Environment + Training, eusseoion planning, ee. Ethics, culture, ot. Category #2: Efficiency + Reduce Cosis Theme #3: ENHANCE PRODUCTIVITY + Reengineering + IT initiates + Quality Controt Ete, Category #2: Compensation Pay fer porformance, ste.Bank of Tokyo Mitsubishis HQ asked each business unit to use three types of strategic objectives. Pte efinition Example : Bank-wide objectives, mandated throughout the | “Enhance cost efficiency” Siocte organization on every scorecard (financial perspective objective) Inter-divisional objectives shared between two or | “Streamline credit approval more units expected to cooperate in order to process” (process perspective achieve the result operational efficiency objective) Intra-divisional objectives describing an activity | “Maintain know your customer expected to be fulfilled independently by that files” (internal risk management group theme objective for Treasury)What is different about managing in a recession? Modify the Strategy to Focus on Short-Term while Protecting the Long-Term: One Bank Hunkered Down to Focus on “The Three C's” ( CONSUMER NATIONAL BANK J Create Outstanding Value for Shareholders r [Achieve xx ROE | sncial Grow New Revenue iv ee Manage Risk Perspective Fund Strategic Investments a Az Az Az Improve the Financial Success of Our Customer \ c + ‘Customer (Peweouay) [survaue | (Pewecinpeme | (ee monesn ae pape elation Prices ‘ommunity a aA A >) Nee Drive Quality Growth Deliver Distinctive Service Increase panna = pois ‘ Beran =| eeererien So ae cao | a a Develop Human Capital ) Leverage Information if ‘& Growth to Support Strategy Technology ivWhat is different about managing in a recession? #1. You still need a strategy! ( CONSUMER NATIONAL BANK Create Outstanding Value for Shareholders r 7 cami Achieve XX% ROE Grow Hew Revenve LO sources Fund Strategic Investments - ah Improve the Financial Success of Our Customer [ Premigauaty) [Bulgiighvaue | (Prove Conpeive ] [Bo huhodinte Products Relations Prices Community ) A — z - Az Drive Quality Growth ») Deliver Distinctive Service Increase Quality & Product svty ) + Increase Fee income + nerve Comvenince + Soeamine Proesses + Build the Brand + Develo New Prous + MaxeizeL08 Profaity + Manage Risk || + tease cose seting |» opsnize capital 8 Tees ) a J ~ oN ee a a a Develop Human Capital Leverage Information: if Create a High to Suppor Strategy Technology | Performance Culture anise Giuaek Leal Financial Perspective Customer Perspective Intemal Process Perspective Leaming & Growth Perspective Didi tiseithinens teleinites