Achieve IFRS profit of ¥70 billion level by expanding Himawari clients/users*1 (to 7 million) with a customer-centric approach and supporting the health of customers (through 550,000 health actions)
- Customers who appreciate the value of both the insurance products and health support services offered by Himawari Life
- IFRS adj. profit ÷ IFRS net assets
We are focused on achieving the financial and non-financial targets in the current MTMP, which seeks to expand Himawari clients/users with a customer-centric approach and support health.
The three challenges forming key drivers for achieving these targets are trade-on sales, shifting to a health support business model, and reforming cost structures. The synergies created in facing these challenges will further enhance the value embedded in Insurhealth®, By delivering this value to even more Himawari clients/users, we will solidify our position as a Health Support Company.
Major initiatives
【1】Trade-on sales
We aim to connect and build stronger relationships with our customers by putting insurance products
and health support services on an equal-value footing and linking them in a single value proposition. This
approach seeks to accelerate the expansion of the Himawari clients/users, while growing revenues
through sales to more health support-oriented customers with whom we could not have connected using
life insurance alone.
【2】Shifting to a health support business model
We are leveraging the MY Himawari*3 app as a communication platform to connect customers with Himawari Life Insurance, seeking to set apart the company’s unique strengths. The aim of the platform is to realize comfortable, natural health support for customers (health support CX), while offering more sophisticated health support and evolving the customer experience centered on building health support infrastructure (health support administration) managed by the administrative department.
*3
Released in September 2024, this app provides a range of services related to life insurance (My Life Insurance) and health (My Health) based on the concept of being able to “see, connect, and change.”
【3】Reforming cost structures
Becoming a “health support company” means investing in long-term social value creation while focusing investments in priority areas to help keep Himawari clients/users healthy. Furthermore, we are capitalizing on digital, data, and AI initiatives to reform business processes, seeking to boost productivity by streamlining routine tasks and otherwise optimizing resources, moving forward with reforms to our cost structures.
Dual capabilities driving these initiatives
(1)Frontline capabilities
Frontline employees working close to customers can pool the wisdom derived from their individual diversity (DEI) and identify their own challenges, improving and evolving through teamwork within the workplace and across the company (co-creation between organization and individuals).
(2)Digital, Data & AI capabilities
Collection, analysis, and utilization of customer and external data from digital initiatives will drive the expansion of Himawari clients/users and make health support more precise, thereby enhancing the value of Insurhealth®. The use of the accumulated data will enable development of Himawari Life's unique communication activities, products, and services, thereby establishing our distinctive strengths. In addition, the utilization of AI will not only help boost productivity, but also enhance the value delivered to customers.
