In the mature business fields of domestic P&C insurance and domestic life insurance, the Sompo Holdings Group is adding new value by offering insurance products with attached services that help customers drive safely or become healthier. Also, the Group is transforming other businesses at quite a high tempo and creating new social value. For example, in the nursing care & healthcare business the Group is developing industry–academia–government partnerships to advance initiatives focused on preventing dementia and living with the condition. Meanwhile, the overseas insurance business is constructing a new platform. As we approach the halfway point of the Mid-Term Management Plan, I hope to see the benefits of synergies among businesses and the marketing of new products and services.
Given its current situation, Sompo Holdings should keep in mind two themes.
First, without losing momentum, the Company should modulate governance of Group companies. It should promptly and appropriately decide which companies need priority support and monitoring and how far to delegate matters to operating companies.
Second, the Company needs to focus on whether information about its new value creation and services is reaching customers. In my view, information has reached customers when it has received a reply of “yes” or “no” from them. When a customer replies in the affirmative, this shows that a product or service will create new value. Going forward, I would like the Company to make even greater use of applications and e-mails and achieve direct exchanges of information with customers so that the SOMPO brand is their first choice in all matters pertaining to security, health, and wellbeing.
