Ⅰ. Financial Well-being for All

In recent years, alongside significant changes in social structures have led to the diversification of people's lifestyles, values, and consumption behaviors. In addition, along with increasing longevity,anxiety about the money needed for each life stage has become apparent. Issues such as self-directed asset building, extending asset longevity^*, and intergenerational wealth transfer have emerged as pressing social challenges. In light of these factors, we consider it important to provide personalized value based on the needs of individual customers to enable them to realize “Financial Well-being”. To facilitate this, we are making proposals from the perspectives of protection as well as asset formation and succession. Specifically, based on customers’ life plan challenges and risk awareness, we are enhancing product development and expanding product lineups by leveraging the strengths of Group companies. We are also upgrading life planning and consulting functions, strengthening digital touchpoints, and building a system capable of meeting increasingly diverse customer needs. Furthermore, we are working to enhance the value we offer in regard to corporate pension to help eliminate anxiety among employees about post-retirement life. Daiichi Life Group continues to fulfill its responsibility as an “asset owner and asset manager”, and as “a listed entity that constitutes a part of financial and capital markets” with its investment chain. While maintaining its position as a core player in asset management company, it contributes to the growth of the domestic economy and the increaseof customer asset income. To realize individual customer's “Financial Well-being”, we advance initiatives aiming to provide value in the fields of protection and asset formation/succession.

Addressing Financial Well-being for All, Daiichi Life Group has been strengthening its initiatives to enhance customer experience (CX),which represents the psychological and emotional value that customers experience at all touchpoints with the Group.
Through continuous improvement via the STPD^* management method, we continue seeking value that customer sympathize, aiming to create value that goes beyond original values of products and services.

Management based on Voices of Customers

Amid increasing diversity in customer values and changing behaviors, we believe it is more important than ever to enhance CX by closely aligning with the values of each customer. Daiichi Life Group actively listens to a wide range of customer voices, including feedback, requests, complaints, and expressions of gratitude, and makes use of them to improve products, services, and customer touchpoints.
For example, Daiichi Life has established a system to collect and analyze the voices of customers from across Japan and reflect these in management decisions to continuously improve the system. Specifically, at the VOC(Voice of Customer) meetings, we review customer feedback and satisfaction survey results to identify areas that are well-received and areas requiring improvement, we extract issues and discuss countermeasures. Extracted issues are further examined from the consumer perspective through bodies such as the Quality Advisory Committee and the Consumer Monitoring System, ensuring that we respond effectively to customer needs. Moreover, the CX Enhancement Committee follows up on the implementation of improvement measures and shares the results and remaining issues with the senior management, promoting continuous CX improvement.
Furthermore, Daiichi Life revised its customer loyalty indicators^* from FY2025, by incorporating new perspectives such as policy renewal intentions and additional purchase intentions alongside the company recommendation intention, aiming to gain a more comprehensive understanding of customers and strengthen the link with improvement initiatives.
By sincerely respecting the voices of customers and penetrating value creation throughout the organization, we provide not only the functional values of products and services, but also deliver psychological satisfaction (emotional value) to customers. We aim to achieve 37.5 million total customers in Japan by FY2026.

• *Customer loyalty indicators: A measure that quantitatively understands customers’ feelings of attachment, trust, and affinity toward the Company, and assesses the strength of the relationship with the organization.