FY2020 IR presentation May 19, 2021 Mitsubishi UFJ Financial Group, Inc. Disclaimer 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, Integrated 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 Japanese GAAP (which includes Japanese managerial accounting standards), unless otherwise stated. Japanese GAAP and U.S. GAAP, differ in certain important respects. You should consult your own professional advisers for a more complete understanding of the differences between U.S. GAAP and Japanese GAAP and the generally accepted accounting principles of other jurisdictions and how those differences might affect the financial information contained in this document. This document is being released by MUFG outside of the United States and is not targeted at persons located in the United States. Definitions of figures used in this document Consolidated： Mitsubishi UFJ Financial Group (consolidated) Non-consolidated： Simple sum of MUFG Bank (non-consolidated) and Mitsubishi UFJ Trust & Banking Corporation (non-consolidated) the Bank (consolidated)： MUFG Bank (consolidated) MUFG: Mitsubishi UFJ Financial Group Bank Danamon (BDI): Bank Danamon Indonesia the Bank (BK): MUFG Bank FSI: First Sentier Investors the Trust Bank (TB): Mitsubishi UFJ Trust & Banking Corporation DS: Digital Service the Securities HD (SCHD): Mitsubishi UFJ Securities Holdings R&C: Retail & Commercial Banking MUMSS: Mitsubishi UFJ Morgan Stanley Securities JCIB: Japanese Corporate & Investment Banking MSMS: Morgan Stanley MUFG Securities GCIB: Global Corporate & Investment Banking NICOS: Mitsubishi UFJ NICOS GCB: Global Commercial Banking MUAH: MUFG Americas Holdings Corporation AM/IS: Asset Management & Investor Services KS: Bank of Ayudhya (Krungsri, KS) 2 Key message FY20 result and FY21 target ∎ FY20 result: ¥777bn in net profits*1, surpassing revised target announced in Nov 2020 by ¥177bn ∎ FY21 target: ¥850bn in net profits (up by¥73bn compared to FY20 result) New medium-term business plan Our vision is to “Be the premier business partner that pioneers future through the ∎ Basic policy:X power of finance and digital services”. Position “Corporate transformation”, “Strategy for growth” and “Structural reforms” as the three key strategies to achieve our goal in three years ∎ Financial target: ROE 7.5%. Aim to become a financial group which can earn ¥1tn of annual net profits constantly ESG Engage in value creation employing an integrated approach in which the execution of management ∎ Sustainability: strategies goes in tandem with the pursuit of solutions for environmental and social issues Announced “MUFG Carbon Neutrality Declaration” aiming to achieve net zero GHG*2 emission ∎ Climate change:X by 2050 Capital policy ∎ Progressive FY21 DPS forecast is ¥27, up by ¥2 compared to FY20 dividend: ∎ Capital CET1 ratio*3 will be managed to fall within a target range of 9.5%–10.0%. management: Align our approach to capital management with our capital level *1 Profits attributable to owners of parent *2 Greenhouse Gas *3 The finalized Basel III reforms basis. Excludes net unrealized gains on AFS securities 3 Main initiatives to adapt to the period of living with COVID-19 - Fulfill our responsibilities as a financial infrastructure, while adapting to changes in society Maintain financial function Promote flexible working practices ∎ Continue finance support ∎ Develop infrastructure for supporting flexible • No. of consultations：Approx. 26,000*1 working styles • No. / amount of newly booked loans: • Maintaining the ratio of headquarters employees Approx. 20,000 / Approx. ¥5.3tn*2 who work from home at more than 50% • Expand satellite offices: from 7*6 to 33 ∎ Maintain stable branch operation • Distribute laptop PCs, introduce smartphone for • Continue operations at branches and ATMs extension line • Introduce appointment service at branch • Eliminate seal for internal operation Respond to behavioral changes Promote initiatives to address social issues ∎ Increase in the use of non face-to-face channels ∎ Support medical institutions and R&D • No. of IB*3 users*4 ：+Approx. 20% YoY • Established MUFG Medical Fund: ¥10bn • No. of application received via app*5: • Support Japan Red Cross Society etc.: ¥1.5bn +Approx. 84% YoY ∎ Support next-generation • Support children and students who are expected to become future leaders but currently underprivileged in terms of lower part-time income or reduced learning opportunities due to the cancellation of international exchange programs *1 Number of new loans and amendments for large, medium & small corporates from Mar 10, 2020 to Apr 30, 2021. Based on the reports from the Bank’s domestic branches and online application *2 Event counts/amounts conducted between Mar 10, 2020 and Apr 30, 2021（includes commitment line limits). Based on the reports from the Bank’s domestic branches *3 Mitsubishi UFJ DIRECT: Internet banking for individual customers *4 Users who log-in IB at least once in 6 months out of all active accounts, excl. accounts used for direct debit only *5 App of various banking services *6 As of Jul 2020 4 Contents FY20 financial results 6 New medium-term business plan (MTBP) 24 Environment, Social and Governance 56 Capital policy 63 Appendix 70 5 FY20 financial results 6 New medium-term Environment, Social FY20 financial results business plan and Governance Capital policy FY20 financial results － ¥777.0bn in net profit*1, surpassing revised target announced in Nov 2020, by ¥177.0bn FY19 FY20 Changes Estimated Revised from impact of Results Results YoY revised targets COVID-19*2 Consolidated (¥bn) targets 1 Gross profits before credit cost for trust accounts 3,986.3 － 3,997.9 11.6 － － 2 G&A expenses 2,801.8 － 2,749.4 (52.3) － － Net operating profits 3 before credit costs for trust accounts and provision for general allowance for 1,184.4 1,150.0 1,248.4 63.9 98.4 (100.0) credit losses 4 Total credit costs (222.9) (500.0) (515.5) (292.5) (15.5) (250.0) 5 Ordinary profits 1,235.7 920.0 1,053.6 (182.1) 133.6 (430.0) Profits attributable 6 528.1 600.0 777.0 248.8 177.0 (300.0) to owners of parent *1 Profits attributable to owners of parent *2 The above figures illustrate some of the major item that we expect to effect profit as a result of the COVID-19 pandemic. Including the impact of measures to deal with environmental changes caused by COVID-19. Profits attributable to owners of parent is calculated by using approximate tax rate of 30% 7 New medium-term Environment, Social FY20 financial results business plan and Governance Capital policy Profits attributable to owners of parent Historical performance Consolidated Breakdown by each entity*1 Consolidated (¥bn) (¥bn) MUFG Consoli- Morgan Others dated Stanley 25.5 777.0 1,033.7 295.2 989.6 951.4 926.4 872.6 777.0 FSI KS BDI 16.5 66.9 6.7 528.1 MUAH 49.4 ACOM 31.2 SCHD NICOS TB 39.3 5.0 96.4 BK 144.4 FY14 FY15 FY16 FY17 FY18 FY19 FY20 *1 The figures reflect the percentage holding in each subsidiary and equity method investee 8 New medium-term Environment, Social FY20 financial results business plan and Governance Capital policy Results by business group (1) Net operating profits by business group*1 Consolidated Changes by business group Consolidated (¥bn) (¥bn) FY20 ¥1,248.6bn*2 Global Markets +98.0 R&C Global 1,248.6 Markets 259.0 Others (18%) AM/IS (56.5) 400.8 GCB +12.2 (28%) +43.2 1,175.0 GCIB 240.6 +15.1 JCIB 83.4 (17%) R&C (30.6) JCIB (6%) (7.8) AM/IS 156.5 274.2 (11%) (20%) Total of customer segments +32.0 GCIB GCB FY19 FY20 *1 All figures are in actual exchange rate and managerial accounting basis *2 Including profits or losses from others 9 New medium-term Environment, Social FY20 financial results business plan and Governance Capital policy Results by business group (2) Net operating profits (¥bn) Expense ratio ROE*1 FY19 FY20 Changes FY19 FY20 FY19 FY20 Consolidated Business group Retail & Commercial 10%*2 5% R&C 289.6 259.0 (30.6) 81% 81% Banking [10%] [5%] Japanese Corporate 14% 8% JCIB 248.3 240.6 (7.8) 57% 57% & Investment Banking [14%] [8％] Global Corporate 9% 5% GCIB 141.4 156.5 15.1 65% 63% & Investment Banking [9%] [5%] Global Commercial (17%)*3 1% GCB 231.1 274.2 43.2 71% 65% Banking [(13%)] [2%] Asset Management 19% 24%*4 AM/IS 71.3 83.4 12.2 71% 72% & Investor Services [23%] [29%] Global 5% 5% Global Markets 302.8 400.8 98.0 44% 37% Markets [5%] [5%] *1 Calculated based on Risk Assets (R&C, JCIB, GCIB and GCB) or economic capital (AM/IS and Global Markets) (Managerial accounting basis.