Strategy

Create value in which customers pursue value propositions in both protection and asset formation/succession and by improving channel productivity

• Review the issues and needs of each customer segment, and implement value propositions based on protection and asset formation/succession while expanding product lineups that focus on the issues.
• Aim to return Dai-ichi Life to pre-pandemic levels of new business performance through the integration of real and digital channels.

Aim for adjusted profit of ¥160bn (40% of Group adjusted profit) in FY2026 through growth in existing businesses and inorganic growth through M&As

• At Protective Life, expand capital efficiency and profits by expanding sales of insurance and annuity products, making new acquisitions, and strengthening asset management capabilities.
• Strengthen the foundation in markets where both high growth and profit contribution are expected, such as India, and expand into regions where we have not yet made inroads.

Develop resources for business expansion, and in the asset management business, strengthen the Group's asset management functions and product competitiveness as well as grow the capital-light fee business

• At Dai-ichi Life, establish a sales structure including expansion of asset formation, succession, and inheritance advisors.
• At Dai-ichi Frontier Life, increase assets under management by improving product competitiveness and investment capabilities.
• Secure a competitive advantage in the insurance business through investment in asset management companies and expand revenue sources in the capital-light fee business.

Building an ecosystem centered on Benefit Station based on the steady implementation of PMI

• Create synergies aligned with a short-, medium-, and long-term timeline, such as expanding the customer base through synergies with Dai-ichi Life, developing and expanding sales of unique insurance products, providing health and medical services, and fostering collaboration in overseas operations.
• Expand non-insurance areas (including the asset management business), aiming to grow to account for 10% of Group adjusted profit in FY2030.

Promote capital circulation management, reduce the cost of capital by reducing market risks beyond the levels of the previous mid-term management plan, and achieve attractive shareholder returns

• Reduce domestic equity by ¥1.2tn over three years, and if the market value rises further, flexibly scale up sales volume to ensure equity risk reduction.
• Maintain the level of total shareholder payouts until achieving capital efficiency that consistently exceeds the cost of capital, raise the dividend payout ratio to 40%, and newly determine the introduction of an interim dividend.

Strengthen governance to clarify responsibility and authority, and to improve operational efficiency

Develop and acquire human resources to support the management foundation by proactively investing resources in human capital

Expand the customer base and improve productivity by providing technologies that align with each business strategy

• Achieve high transparency in business promotion and cross-Group functions, through a matrix-type corporate governance structure of business lines and functional lines.
• Promote transformation in human resources both in Japan and overseas, aiming for the optimal allocation of resources, by positioning “Group HR governance,” “Personnel systems and compensation systems,” “Talent acquisition and talent development,” and “Opportunities for success” as the four pillars of the human resources strategy.
• Internalize digital organizational capabilities and strengthen Group capabilities through the use of the Global Capability Centre and the transformation of the internal systems company. In addition, transform to data-driven sales activities through the centralization of domestic customer information.