Current initiatives to realize “Connect and be connected”
Our current focus in realizing this mission is “Connect and be connected.” By leveraging and connecting the unique strengths of each of the businesses we currently operate, and by forging deeper connections with customers, we aim to alleviate the three concerns.
The number of customers attracted to Sompo Himawari Life’s concept of “insurance + health support” who have subscribed to Insurhealth® has reached around 2.1 million people. Sompo Care owns Japan’s largest network of rooms for senior living, currently numbering around 28,000. With around 86,000 people using its homecare services as well, Sompo Care has accumulated a wealth of knowledge and expertise in care service provision. Sompo Health Support supplies specific health guidance and other services for corporate employees, with the top market share among medical insurers of around 34%. Based on the vision of “making companies and people healthy,” Wellness Communications supplies cloud-based health management services for the corporate market, managing data covering health checks and related information on around 1.8 million employees across some 1,800 companies. In addition, we have developed more than 1.2 million chocoZAP subscribers through our capital alliance with the RIZAP Group.
I believe that connecting these businesses will give us a more comprehensive grasp of the individual issues that customers face, enabling SOMPO to provide more tailored services that are uniquely capable of alleviating the three concerns.
There are two ongoing initiatives. The first is to reform the mindset of employees. As CEO, I see this as vital in defining the vision and purpose of SOMPO Wellbeing. Since my appointment in April 2025, I have been organizing morning meetings each week as a repeated opportunity to share my thoughts directly with employees involved in wellbeing operations. I plan to expand such opportunities internally and externally so all Sompo Group employees can understand our wellbeing mission, while also fostering connections across business boundaries and establishing the basis for action.
The second initiative is to create a system based on using a common customer ID for all SOMPO Wellbeing companies so we can record the points of contact of customers with each company and the services provided. We aim to develop and release the system by the end of FY2026 so we can analyze this information. Creating a common customer ID has been a longstanding challenge within the Sompo Group. A project involving employees from each company, including Sompo Japan Insurance, is underway, with the long-term aim to build a single customer base for the entire Sompo Group.
We have also made major changes to our decision-making structures. In my view, the interests of an operating company do not always coincide with those of SOMPO Wellbeing. Since it is important to integrate our decision-making if we want to overcome this trade-off, we have instituted the Wellbeing Management Board, comprising the presidents of each operating company with myself as chair. The speed of decision-making and policy execution will increase when we have substantive discussions involving senior managers from across SOMPO Wellbeing.
