Dai ichi Life : Annual Report 2021

Dai-ichi Life Holdings, Inc.

Annual Integrated Report

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2021

Introduction	Message from the President	Vision of Dai-ichi Life Group	Corporate Governance	Business Overview / Data Section

How can we contribute to people's happiness?

While happiness may differ from person-to-person we believe that leading life in good health and being true to yourself is a common source of happiness. We also believe that protecting one's valuables and preparing for the future so that one can live with peace of mind is an important element of happiness.

Reimagining happiness

Based on such standpoint, the Dai-ichi Life Group can play a role in making people happy. For over 100 years, the Group has been helping people prepare for and deal with unlikely and unexpected life events. Going forward, we want to contribute even more to the happiness of all by helping them maintain financial security, good health, and stable relationships throughout their lives. We want to stand by our customers in any situation, and make sure that the Group upholds this obligation over next 100 years.

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Our

new

Introduction	Message from the President	Vision of Dai-ichi Life Group	Corporate Governance	Business Overview / Data Section

resolve

Amid the COVID-19 pandemic, many things that had been taken for granted are no longer so. Now individuals and families are concerned about their health and living expenses more than ever. The bonds between people have changed and become fragmented.

Meanwhile, the global environment, on which our future depends, is being damaged day by day.

While staying a step ahead of these trends, all of us in the Dai-ichi Life Group are committed to changing for the better, having reflected on the relationship with our customers following a number of serious incidents of fraud occurred in recent years... the Group's management is shifting its focus from getting results to improving quality. We will explore new ways to support our customers and contribute to their happiness. And also help alleviate people's worries and create a brighter future for everyone. We will continue enhancing connections with all our stakeholders and make progress together in the years ahead.

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Group Mission

"By your side, for life"

Contributing to the well-being of all and achieving a bright future in harmony with society in Japan and countries and regions around the world.

Mission

By your side, for life

Vision	Protect and improve the well-being of all
As a lifetime partner, we safeguard and contribute to the peace of mind,
	prosperity and wellness of all the people we serve.

Introduction	Message from the President	Vision of Dai-ichi Life Group	Corporate Governance	Business Overview / Data Section

Concept Behind the New Vision of Dai-ichi Life Group

In 2022, the Group will celebrate 120 years since its founding. We hope to continue contributing to the well-being of all , including future generations, to enable them to lead healthy and prosperous lives with peace of mind. To this end, we will stand by our customers' side even more than in the past by expanding our business in four domains of experiential values (protection, asset formation/succession, health and medical care and enhancing connections).

Our goal of well-being of all will be achieved first and foremost through a sustainable society. In recent years we have increased our efforts toward material issues related to ensuring local and social sustainability and have made achieving a sustainable society as a core part of our business operations.

Well-being of all,	Achieving a sustainable society over the
next 100 years, which is essential for
including future generations
realizing the well-being of all

Material issues related to	Material issues related to ensuring
four experiential values	local and social sustainability

Values	Dai-ichi's Social Responsibility Charter
( DSR Charter)

Brand Message

People First

well-being

CONTENTS

Introduction

1 Introduction

5 Group Mission / Contents

Message from the President

7 Message from the President

17 Overview of Cases of Fraud by Employees of The Dai-ichi Life Insurance Company, Limited ("Dai-ichi Life") and Status of Response

	Vision of Dai-ichi Life Group		Business Strategy
19	Value Creation Process	29	CX Design Strategy
21	Management Resources Supporting	33	Protection
	Contribution to well-being	35	Asset Formation/
23
Material Issues of the Dai-ichi Life Group		Succession
25	Group History Since Demutualization	37	Health and
27	New Medium-Term Management Plan:		Medical Care
39
	Overview of Re-connect 2023	Overseas
			Business Strategy
		43	Driving Innovation

	Financial/Capital	Special 31	Exploring the Acquisition of
45	Management Strategies	Feature	New Organizational Capability
Capital Management	38	Medical Cost Control Support Service for
	Policies and ERM
			Health Insurance Associations
	Sustainability and	41	Utilization of Digital Technologies in
51	Business Foundation		the Group
Sustainability	59	ESG Investment by Dai-ichi Life

53 Climate Change Initiatives

	- Response to TCFD		Corporate Governance
63
Human Capital Management Strategies	69	External Directors' Roundtable Discussion
66
Diversity and Inclusion	80	Basic Approach to Corporate Governance

Business Overview /

Data Section

95 Global Network

97 Business Overview

105 Financial and Non-Financial Highlights

109 Financial and Non-Financial Historical Data

111 SASB Information Index

115 Overview and Organization of the Insurance

Holding Company

1. Glossary of Terms
2. Editorial Policy

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Message From

Introduction	Message from the President	Vision of Dai-ichi Life Group	Corporate Governance	Business Overview / Data Section

The President

We will reconnect with

all stakeholders in a better manner and build a better future

by contributing to the well-being of all.

President and Representative Director

Dai-ichi Life Holdings, Inc.

Regarding the Cases of Fraud Occurred at Dai-ichi Life

Q Going forward, what policies and initiatives are you planning in response to the frauds at Dai-ichi Life?

The series of fraud by employees of Dai-ichi Life came to light recently have shaken confidence in the life insurance business we operate, and I take it very seriously as the top of management at both Dai-ichi Life and Dai-ichi Life Holdings. I sincerely apologize not only to our policyholders but also to a wider range of our stakeholders.

In response to the discovery of fraud, Dai-ichi Life has established and built up a system to eradicate the mishandling of cash. In addition, to reform awareness of all executive officers and employees and to prevent a recurrence, we have also launched a company-wide Business Management Quality Reform Task Force. We recognize that the reform of our corporate culture and character cannot be accomplished overnight. However, to regain the trust of our stakeholders and establish a new corporate culture and character, I am taking the lead in each and every initiative.

P17: Overview of Cases of Fraud by Employees of The Dai-ichi Life Insurance Company, Limited ("Dai-ichi Life") and Status of Response

Review of the Previous Medium-Term Management Plan

Q Can you summarize the results of the previous medium-term management plan (MMP), "CONNECT 2020"?

During the three-year period from FY2018 to FY2020, covered by CONNECT 2020, we worked to improve customers' quality of life and to solve social issues. In addition, to fulfill our role as an insurance provider amid the spread of COVID-19, we of course continued to promptly pay insurance claims and provided various services such as applying accidental death benefits to death and severe disability caused by COVID-19, deferring insurance premium payments, and opening consulting services for customers regarding infectious disease. Moreover, we took on the challenge from both growth and discipline aspects by expanding our domestic and overseas business foundations, responding to digitalization, and establishing risk-reduction policies.

With regard to the quantitative targets, the Group further strengthened its three growth engines, namely the domestic life insurance business, the overseas life insurance business, and the asset management business, in light of changes in the surrounding environment, such as the rapid diversification of

Group Key Performance Indicators (KPIs) and Results under "CONNECT 2020"

Indicators

Objectives and

FY2018

FY2019

FY2020

(Group Based)

Goals

Results

Results

Results

Accounting

Adjusted

Around ¥250bn

¥236.3bn

¥274.5bn

¥282.8bn

Profit

Profit

(FY2020)

Objectives

(Quantitative)

Future Profit

Value of New

Around ¥230bn

¥197.4bn

¥150.3bn

¥112.6bn

(Economic Value)

Business

(FY2020)

Capital

Average EV

8% Average

(0.6%)

(2.8%)

8.6%

Growth

Medium- to

Efficiency

Growth

(3 year avg.)

(ROEV)

Long-term

Goals

Financial

Solvency Ratio

170% to 200%

169%

195%

203%

Soundness

(Economic Value)

Range

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