Dai-ichi Life Holdings (8750) Investor Day 2025 Presentation summary

International life insurance business strategy and performance

• Adjusted profit from international life insurance exceeded ¥100bn in FY2024, with a target of ¥160bn by FY2026 and ¥300bn by FY2030, aiming for 50% of group adjusted profit by 2030.

• Focus on immediate profit in advanced markets (North America, Oceania, Europe) through capital efficiency and business scale, and mid- to long-term growth in Asia and India by leveraging early market entry.

• Recent initiatives include acquisitions (Shelter Point, Challenger), reinsurance deals, and new partnerships (Woori Bank in Cambodia), with divestment from non-core assets (Ocean Life in Thailand).

• Asia-Pacific ambition is to contribute 25% of group adjusted profit by 2030 at ROE >15%, prioritizing scalable markets and disciplined capital allocation.

• Market positions include No.1 in Australia (TAL), No.2 in Vietnam, and strong presence in Japan, New Zealand, and Myanmar.

New fields of business and transformation strategy

• Aims to transform into an "insurance-related service provider," expanding beyond traditional insurance to support customers' daily lives in four areas: safeguards, asset formation, health/medical care, and social relationships.

• Non-insurance business targets 10% of group adjusted profit by FY2026 and 40% by 2030, with ¥60bn profit from non-insurance by FY2026.

• Strategy includes deepening Benefit One's platform, digitalization, bolt-on M&A for SME platforms, and R&D for high-growth areas.

• Integration of Benefit One post-acquisition involves management, business, and cultural integration, with 50+ working groups and employee exchanges to drive synergies.

• Short- and long-term synergies include cross-selling, payroll deduction services, and leveraging data to deliver personalized services and improve customer well-being.

Benefit One growth and medium- to long-term vision

• Benefit One membership exceeded 10 million in April 2025, with strong growth in payroll deduction and health checkup services.

• Business model expanded from employee benefits to healthcare, payments, incentives, and CRM, leveraging Dai-ichi Life Group's resources for further expansion.

• FY2025 measures focus on growing membership, transaction volume, and cross-selling, especially in the SME market and through digitalization.

• Vision is to create Japan's largest BtoE platform, linking services inside and outside the group, and establishing a virtuous cycle centered on the payment business.

• Goal is to deliver all services beyond insurance, aiming for universal membership and optimized service distribution through digital and human network fusion.