Daiichi Life Group (8750) Investor Day 2025 summary

International Business Strategy and Profit Targets

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

• Present in Australia, Thailand, India, Indonesia, US, Cambodia, Myanmar, New Zealand, Vietnam, and planning UK entry.

• Strategies tailored by market maturity: advanced (North America, Oceania, Europe), growth (Vietnam, India), and early (Cambodia, Myanmar), focusing on immediate profit in advanced markets and long-term growth in Asia and India.

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

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

Asia Pacific Regional Strategy and Growth Engines

• Focus on three growth engines: Oceania, Mekong region, and India, with plans to add Southeast Asia as a fourth.

• TAL holds 33% market share in Australian life insurance; collaboration with Challenger and superannuation funds is expanding.

• Achieved top foreign insurer status in Vietnam for new sales; expanded partnerships in Cambodia and resilient performance in Myanmar.

• Investment in Challenger (Australia) expected to add JPY 9–10 billion annually to group profit.

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

New Business Fields and Benefit One Integration

• Transforming into an insurance-related service provider, aiming for JPY 600 billion adjusted profit and JPY 10 trillion market cap by 2030.

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

• Three strategic directions: deepen Benefit One platform, expand into adjacent healthcare and digital areas, and invest in high-growth/tech businesses.

• Integration of Benefit One post-acquisition involves over 50 working groups, management and cultural integration, and expanded sales via Dai-ichi Life’s distribution.

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