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 targets of JPY 160 billion by FY2026 and JPY 300 billion by FY2030, aiming for 50% of group profit by 2030.

• Expanded into Vietnam in 2007, followed by Australia, Thailand, India, Indonesia, US, Cambodia, Myanmar, and New Zealand, with plans to enter the UK.

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

• Recent initiatives include M&A (Shelter Point, Challenger), reinsurance, 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.

Transformation into an Insurance-Related Service Provider

• Aims to become an infrastructure supporting all aspects of customers’ daily lives, beyond traditional insurance, in 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 JPY 60 billion profit from non-insurance by FY2026.

• Pursuing higher growth by expanding into IT, digital, and adjacent services, with a three-pronged approach: deepen Benefit One, expand into healthcare, and invest in high-growth/tech areas.

• Launching in-house venture program and bolt-on M&A for SME platforms, with R&D for high-growth areas.

• Targeting JPY 600 billion adjusted profit and JPY 10 trillion market cap by 2030.

Benefit One Integration and Platform Expansion

• Post-merger integration with Benefit One includes over 50 working groups, top-level steering committees, and employee exchanges to drive synergies.

• Leveraging Dai-ichi Life’s distribution to expand Benefit One sales, with JPY 4 billion in new annualized membership fees.

• Combining data from insurance, healthcare, and Benefit One to deliver personalized proposals and services, with short- and long-term synergies such as cross-selling and payroll deduction services.

• Benefit One’s B2B2E model provides a wide range of services (childcare, healthcare, etc.) to employees and families, expanding into healthcare, payments, incentives, and CRM.

• Short-term synergies include bundling Qolism app with Benefit Station and expanding the corporate customer base.