Dai-ichi Life DSR Report 2011

DSR — The Dai-ichi Life Group’s unique initiatives for improving management quality Contents Editorial Policy Editorial Policy, Company Profile, Primary Consolidated Business Performance ..... 2 Message from the President...... 3 We strive to implement the PDCA (Plan–Do–Check–Action) Referenced Guidelines SPECIAL TOPIC: Recovery and Growth cycle company-wide, improving management quality while “Sustainability Reporting Guidelines, Version 3.0,” Global Reporting Bringing People Closer to Peace-of-Mind ...... 5 carrying out our social responsibilities to our stakeholders. We Initiative (GRI) call our unique approach to CSR, “DSR=Dai-ichi’s Corporate ISO 26000 “Guidance on Social Responsibility” DSR Management...... 7 Social Responsibility.” “Dai-ichi Life DSR Report 2011” reports on “Award Criteria 2011” (Japan Quality Award Committee) From Management Quality Improvement to DSR ...... 7 our business activities from a DSR perspective, in order to open a Web ▶ISO 26000 Content Index / GRI Guideline Content Index What is DSR Management? ...... 8 line of greater communication with all of our stakeholders. DSR Management Structure, DSR Management Promotion System...... 9 We have dedicated ourselves, in this booklet, to explaining Scope of the Report Dai-ichi Life Group Vision...... 10 in a clear and easy to understand manner the measures we are Period covered Primarily activities carried out during FY2010 (April Dai-ichi Life Group Businesses...... 11 implementing in order to achieve our basic management policies, 2010 to March 2011), with some reporting of FY2011 activities and approaches. ”Success 110!!“ Medium-Term Management Plan for FY2011 to FY2012...... 12 namely: “Create Sustainable Corporate Value,” “Maximize Organization The Dai-ichi Life Insurance Company, Limited Status of DSR Management Measures...... 13 Customer Satisfaction,” “Secure Social Trust,” and “Foster (Depending on activity contents, may include Employee Potential.” subsidiaries and affiliated companies) Ties to Our Stakeholders ...... 15 In addition to the information reported in this booklet, please Dialog with Experts...... 16 see the information posted on our website and contained in our Publication Date disclosure report, “Dai-ichi Life Annual Report 2011.” December 2011 Create Sustainable Corporate Value ...... 17 Next scheduled publication: October 2012 SPECIAL TOPIC: Acceleration of Business Development for Growth.....18 SPECIAL TOPIC: Expanding Life Insurance Business Overseas ...... 19 Information presented in this report is current as of the Japanese publication date unless otherwise noted. SPECIAL TOPIC: Japanese Growth Market Initiatives ...... 21 Corporate Governance ...... 22 Internal Control ...... 23

Relations with Shareholders and Investors ...... 24 Company Profile (As of March 31, 2011) Primary Consolidated Business Performance Founder FY2008 FY2009 FY2010 Maximize Customer Satisfaction ...... 25 Company Name The Dai-ichi Life Insurance Company, Limited The Mind of Tsuneta Yano Operating Results (Billion yen) Established September 15, 1902 SPECIAL TOPIC: New Total Life Plan Strategy Initiatives ...... 26 Ordinary revenues 5,225.2 5,294.0 4,571.5 Declaration of Quality Assurance ...... 27 13-1, Yurakucho 1-chome, Chiyoda-ku, Tokyo Dai-ichi Life (non-consolidated) 5,182.8 4,331.5 4,308.4 First Declaration: Products and Services Supporting the New Total Life Plan... 27 Head Location 100-8411, Japan Net surplus from operations/ordinary profit 63.3 188.2 81.1 Tel: 81-3-3216-1211 Dai-ichi Life (non-consolidated) 109.1 193.6 78.9 Second Declaration: Contacts with Customers ...... 29 Net income for the year 21.8 55.6 19.1 President and Third Declaration: Enriching the Information We Supply to Customers...... 30 Dai-ichi Life (non-consolidated) 65.5 60.8 16.9 Representative Koichiro Watanabe Fourth Declaration: Accurate and Fair Payment ...... 31 Director Financial Conditions (Billion yen) Total assets 30,444.6 32,104.2 32,297.8 Fifth Declaration: Initiatives to Apply Customer Feedback ...... 33 56,908 Number of Dai-ichi Life (non-consolidated) 30,022.2 30,822.4 30,869.6 (Administrative personnel: 13,381; Sales representatives: Sixth Declaration: Maintaining and Strengthening our Financial Base ...... 35 Employees Total net assets 579.9 964.1 731.8 43,527) Payment of Insurance Claims and Benefits...... 36 Dai-ichi Life (non-consolidated) 619.8 1,000.3 766.4 On September 15, 1902, Japan’s first Number of Sales Branches: 84; Unit offices, etc.: 1,278 Financial Soundness (Billion yen) Sites (As of April 1, 2011) Secure Social Trust ...... 37 mutual life insurance company was founded Fundamental profit 318.1 377.9 273.5 by Tsuneta Yano. Since our creation, we have Dai-ichi Life (non-consolidated) 360.8 330.1 275.9 Corporate Citizenship...... 38 Assets Total assets ¥30,869.6 billion been led by the management philosophy of European Embedded Value (EEV) 1,758.4 2,836.3 2,440.3 Respect for Human Rights ...... 40 Liabilities Policy reserves and others ¥28,190.8 billion “Customer First,” and have striven to maintain Dai-ichi Life (non-consolidated) 1,795.9 2,868.0 2,479.6 Environmental Conservation Activities ...... 41 the trust of our customers. Net Assets Capital and capital reserve funds ¥420.4 billion Solvency margin ratio 768.1% 953.5% 983.9% * Consolidated business performance figures consist of combined totals of Dai-ichi Life Foster Employee Potential ...... 43 Insurance businesses and insurance related businesses and Dai-ichi Frontier Life. In April, 2010, the company was 24 companies * The listed solvency margin ratio is for Dai-ichi Life (non-consolidated). SPECIAL TOPIC: Efforts at Achieving Diversity & Inclusion ...... 44 demutualized, becoming a public company, Subsidiaries, etc. Asset management business 17 companies General affairs related businesses and other businesses but the spirit of “Customer First” remains Ratings Becoming a Vital and Appealing Company ...... 45 10 companies Personnel Skill Cultivation ...... 46 strong as ever. Dai-ichi Life will continue to Rating and Investment Information (Rating on Insurance Claims Paying Management A+ make every effort to be a lifelong partner Customer First —A Lifelong Partner— Ability) Creating a Workplace in Which a Diverse Range of Personnel can Flourish .... 49 Philosophy to customers, as a life insurance company Japan Credit Rating Agency (Rating on Ability to Pay Insurance Claims) A+ Create Sustainable Corporate Value Standard & Poor’s (Insurer Financial Strength Rating) A Group Company DSR Initiatives ...... 51 offering peace-of-mind. Basic Management Maximize Customer Satisfaction Fitch Ratings (Insurer Financial Strength Rating) A Expert Opinion ...... 52 Policies Secure Social Trust Foster Employee Potential * Ratings are current as of July 31, 2011, and are subject to change in the future. * Ratings do not constitute guarantees by rating companies of insurance benefit payments, etc. Group Vision “Thinking People First”

1 2 Message from the President Employee satisfaction also improved. In the past several years, we have DSR Management is Working to I believe this is due in part to our also accelerated our rollout of business Improve Management Quality successful cultivation of a feeling of in the Asian Pacific region. I hope that The Dai-ichi Life Group, 60,000 strong, is Since Dai-ichi Life was founded in unity through our demutualization, and we can be a “Thinking People First” 1902, we have been led by a “Customer our diversity promotion and personnel company, providing peace-of-mind and working towards future recovery and growth, First” management philosophy, and cultivation efforts. In FY2010, we contributing to communities overseas have endlessly worked to improve received both the “2011 J-Win Diversity as well. committed to its mission of putting customers management quality to achieve that Award—Grand Prize,” awarded by As We Approach Our 110th goal. Even after receiving the Japan the J-Win NPO, and the Toyo Keizai’s Anniversary first and delivering peace of mind. Quality Award in 2001, we have “Diversity Work-life Balance Award.” continued our initiatives, in the form of As a company, we offer several systems Many people’s lives remain Corporate Social Responsibility (CSR) which support diversity promotion, destabilized by the earthquake. We The Mission of Dai-ichi Life, as management, in order to meet the but in addition to that, our employees wish to speed up the insurance process Shown by the Unprecedented expectations of our stakeholders. have taken a bottom-up approach in order that they may return to their Earthquake and Tsunami In 2010, when we underwent to offering suggestions regarding normal lives as soon as possible, and My prayers go out to all those who our “second foundation” as a public management issues, implementing the to work together with other industry lost their lives in the terrible disaster company on the Tokyo Stock Exchange, PDCA cycle to resolve them. I have felt members and local governments to that has befallen our country. I wish we named our CSR management how these workplace initiatives, not provide support. to extend my condolences to all those “DSR (Dai-ichi’s Social Responsibility),” limited to diversity promotion, have FY2011 is the first year of a new living in affected areas. using the “capital D” from our name come together to help resolve complex medium-term management plan. As we I believe that it is precisely now, in out of our desire for these efforts to management issues. grow closer to the 110th anniversary facing this unprecedented disaster, that continue to grow, to become unique to In October of 2010, we were the of our company’s founding, this year our social calling as a life insurance our company, and for every employee first life insurance company in Japan will be one in which we take our first company is to offer comprehensive to feel that these efforts were their to establish a Socially Responsible steps to the next level, as all of our security functions to those affected own, taking an even more dedicated Investment (SRI) fund. As an officers and employees engage in by the disaster, including the payment approach to them. institutional investor, this is an attempt “DSR management.” We will work to of insurance benefits, and to do our Through these activities, we to discover sustainable, stably growing resolve issues such as management utmost to assist with the recovery. work towards a uniquely Daiichi Life companies, and promote our corporate quality improvements, the cultivation of Through the get-well and procedure approach, and each and every employee social responsibility. I hope that through the human resources that make these promotion activities now underway, we exhibits their own personality in striving these various initiatives related to improvements possible, the addressing are not merely visiting our customers, to realize our group vision, promoting asset management we can satisfy our of environmental problems, and societal but devoting ourselves to thinking organizational innovation from inside, responsibilities. contribution. of customers first, delivering them and implementing the PDCA cycle to sincerity and peace-of-mind. I myself improve management quality. In other have visited disaster-torn areas several words, DSR is our management style times, and was overjoyed to see that itself. the actions of each of Dai-ichi Life’s Looking Back on FY2010 DSR employees were based on what they Management could do for customers, showing that our group vision of “Customer First” Steady strides were made in FY2010, and “Thinking People First” has taken the final year of the last 3 year-long firm hold. medium-term management plan, The first pillar of the new medium- and the first year of Dai-ichi Life’s term management plan established this demutualization. term is “Fulfillment of Security Function, We received an overall satisfaction Recovery and Renewal.” The 60,000 rating of 84.6%, our highest rating members of the Dai-ichi Life Group will ever, in the annual Nationwide come together, showing the power Customer Survey. I believe this is a result of team work as they fully dedicate of the stronger bonds we formed with themselves to recovery and growth. our customers on the occasion of our Koichiro Watanabe President and Representative Director, demutualization. The Dai-ichi Life Insurance Company, Limited

3 4 SPECIAL TOPIC We Want to Be of Service to Our Customers

After the disaster, our employees Recovery and Growth worked hard to handle the needs of our customers, constantly thinking Bringing People Closer to Peace-of-Mind about what they themselves could do for customers. Some employees searched shelters for customers, The Great East Japan Earthquake and Tsunami which struck on March 11, 2011 caused massive damage, mainly in despite having themselves been the northeast of Japan, and affected over a hundred Dai-ichi Life branches and unit offices. driven from their homes. Some Though many of the approximately 3,600 Dai-ichi Life employees in disaster employees delivered food and regions have been placed in adverse situations, they have sprung to action, drinking water to customers in need. Many customers have expressed their believing that now is the time to be of service to customers. The members of the Sendai Sogo Branch Office, gathered together and dedicated to recovery thanks, saying things like “People The entire Dai-ichi Life Group—the head office, branches nationwide, and from Dai-ichi Life were the first to each group company—has come together to support these activities, helping visit,” and “When I moved back into day after the earthquake, the delivery reliably pay out insurance benefits. Japan recover from this unprecedented disaster my house from the shelter, Dai-ichi of emergency relief supplies such Disaster related riders contain policy Life staff were bringing supplies. as food and drinking water began, conditions stating that accidental and resume growth. Thank you.” primarily via Nihon Bussan, with death benefits and accident related As sales representatives in disaster whom we have a close connection. hospital expense benefits resulting areas worked frantically, the rest of Eight relief supply shipments were from earthquakes, etc., may not be A bucket brigade supplying relief materials the company also dedicated itself sent to areas affected by the disaster paid out in some cases. However, to providing support, with the head in the month that followed. Dai-ichi we have decided not to apply these office and branches nationwide Building, together with Dai-ichi Life’s clauses, paying out accidental death Kamaishi Unit Office immediately making calls to confirm the status real estate department, went onsite benefits and the like in full. It is after the disaster of customers in disaster zones, to confirm building safety. Dai-ichi precisely in times like these that the establishing temporary contact desks Life Information Systems dedicated role of a life insurance company is to for inquiry handling, setting up a itself to system servicing, in order to support its customers. Out of a firm Sales RepresentativesRegions in dedicated disaster response hotline, hasten the recovery of offices which desire to assist customers affected Disaster The earthquake hit while I was visiting a customer. I heard over the radio providing emergency relief supplies, had been damaged and rendered by the disaster in any way possible, that a tsunami warning had been issued, and rushed to higher ground, and more. unusable. we have rapidly initiated a range barely avoiding the tsunami. Gas pipes and water mains were destroyed, and of measures. We have established Getting Every Possible there was no information. For the first two days, we collected rice and gas Showing Our Comprehensive a database for assessing the status Insurance Benefit to Customers canisters from nearby houses, gathering mountain runoff for water. Power of individual customers, coming Even in the shelter, I was really concerned about whether or not my Affected by the Disaster The disaster also showed the together as a company to contact customers were alright. There was no evacuee list immediately after the disaster, so I went to the reception desk at shelters power of the close coordination The most important role of life customers in order to accelerate the and nearby people trying to find out where my customers within the Dai-ichi Life Group. The insurance companies is to rapidly and payment of benefits. As of August were. When an evacuee register was finally readied, every day I went 5, we had confirmed the status of to check if the customers’ names were listed, and when I finally found approximately 850,000 customers Urako Sato out where they were, I went to pay a visit. I am, of course, taking care of (99.3%). Kamaishi Unit Office insurance procedures, but my customers are also overjoyed when I deliver Morioka Branch Office relief materials, collected from around the country. Their joy gives back to Dai-ichi Life Group Disaster Area Relief Activities Recovery and Growth me as well, as I go home feeling happy and energetic. Kamaishi Insurance Claim and Benefit Payment Recovery Oriented Measures We, through the business Response - Confirmation of policyholders’ activities of the life insurance - Full payment of insurance benefits, etc. whereabouts Onagawa for disaster related riders business-centered Dai-ichi Life - Establishment of temporary contact desk Approximately 80% of Onagawa-cho was hit by the tsunami. Many - Insurance premium deferment period Group, are working to accelerate - Establishment of dedicated disaster employees lost their homes, and the Onagawa Unit Office itself was swept extension Japan’s restoration, in order to hotline away. This was a shocking turn of events, and left me wondering just how - Simple and speedy payment of insurance hasten the day when those whose claims, benefits, policyholder loans, etc. we could recover. However, all of us employees gathered on April 1, driven Relief Donations and Relief Supplies lives have been thrown into turmoil - Application of special rates for new by a sense of responsibility and a mission, that “if we don’t carry out - Relief donations by the disaster can return to stable, policyholder loans (interest reductions) Dai-ichi Life Group: 100 million yen our procedural work, who will? We, who have managed to - Special handling of corporate financing The City and Life Research Institute: 300 peaceful lives. The 60,000 members survive in the face of certain death, must.” We borrowed a section million yen - Special handling of in-patient treatment of the Dai-ichi Life Group are of the Ishinomaki Unit Office, in the neighboring town, and reopened our - Donation of relief supplies (drinking working to achieve recovery and - Implementation of “Contract Inquiry water, food, towels and other supplies) unit office. System” (Life Insurance Association of growth through teamwork and the Japan) - Participation in Japan Business Federation Relief supplies and words of encouragement were sent to our office from disaster area volunteer dispatch program bonds among employees. Dai-ichi Life offices nationwide. I truly felt Dai-ichi Life’s group vision, Rie Tanno “Thinking People First.” Through these trials, our teamwork has grown even Manager For details, please see (Japanese only): Onagawa Unit Office http://www.dai-ichi-life.co.jp/information/earthquake.html stronger. Sendai Sogo Branch Office

5 6 What is DSR Management?

For over a decade, our management framework has Our way of thinking, and realizing, management undergone name changes and changes in the initiatives quality improvement—our unique corporate DNA—has DSR themselves, but it has been consistently based on using been impressed once again on our officers and employees the PDCA cycle and on our efforts to achieve an even under the new banner of DSR, and we are dedicating higher level of management quality in order to realize our our efforts to increasing the satisfaction of all of our management philosophy and basic management policies. stakeholders. In 2010, our management renamed this unique Management initiative, which extended beyond the confines Dai-ichi Life Group’s Corporate Action of conventional CSR, as “DSR (Dai-ichi’s Social Principles (DSR Charter) Dai-ichi’s Social Responsibility Responsibility),” reaffirming our mindset and setting out to a new start. We utilize the PDCA cycle in all of our The Dai-ichi Life Group has defined “Dai-ichi Life Group’s activities, including the measures we have carried out in Corporate Action Principles (DSR Charter)” in order to carry the past from a customer’s perspective, our employee out its responsibilities to all stakeholders as part of its full- education initiatives, our compliance promotion and office fledged implementation of DSR management, and clearly process improvements, and our CS and ES improvement set out, both within the company and outside, how it From Management Quality Improvement to DSR initiatives, and we are always aiming for the next level. should act in order to meet the expectations vested in it.

The Evolution of Management Quality Improvement Efforts Our “management quality improvement activities,” begun in 1998, have developed into our present CSR and DSR activities, Corporate Brand Dai-ichi’s Dai-ichi Life Group’s Corporate Action Principles (DSR Charter) accompanied by continuous, unflagging Improvement Social Responsibility The Dai-ichi Life Group has defined a “DSR Charter,” stating its corporate action principles for improvements. responding to the expectations of customers, society, shareholders, investors, and employees, and CSR contributing to the creation of a sustainable society. (Corporate Social Responsibility) “DSR” stands for “Dai-ichi’s Social Responsibility,” a unique framework for using the PDCA cycle company-wide to continually improve management quality and satisfy our social responsibilities to all Received stakeholders, while at the same time increasing the corporate value of the Dai-ichi Life Group. Japan Quality Award 2010 Customer satisfaction Diversity With the aim of becoming a lifelong partner We will provide a motivating and rewarding for our customers, we will provide high quality working environment where people of all 2005 products and services that emphasize customer backgrounds can play an active role, and will satisfaction. encourage both personal development and good Communication health. 2001 We will fulfill our accountability to all Environmental protection stakeholders and accept opinions from them with Recognizing that preserving the global sincerity to actively reflect their opinions in our environment is our social responsibility, we will be corporate management. active in environmental protection on a daily and Compliance ongoing basis. Since Dai-ichi Life was founded, we have been led by a concept of management quality improvement, making We will maintain high ethical standards and full Social contribution “Customer First” management philosophy. constant use of the PDCA cycle while striving to improve compliance in all business activities. We will operate social action programs, aiming In 1998, in order to realize our management management quality so that we might realize our We also respect privacy, and will fully enforce to grow together with the communities in which philosophy and basic management policies, and led by a management philosophy and basic management policies. the protection and management of personal and we operate as a good corporate citizen. shared customer-oriented value system, we overhauled a In 2005, we advanced “corporate brand improvement” other information. Corporate value wide variety of operations from a customer perspective. as our management strategy, while at the same time Respect to human rights To create sustainable corporate value, we will This was the start of our “management quality advocating “CSR (Corporate Social Responsibility) We will respect the culture and customs in each seek to effectively use our management resources improvement activities” initiative for increasing our level management” in order to win the high esteem of not only country and region and operate in a way that and improve business productivity, striving to of management quality. our customers, but all of our corporate stakeholders, such contributes to local development. maintain and strengthen our financial base. As a result, in 2001 we were the first financial as our employees and society itself. Since then, we have We will also respect and proactively protect institution to be awarded the Japan Quality Award. carried out a variety of CSR management initiatives. human rights. Even after receiving the award, we continued with our

7 8 DSR Management

DSR Management Structure Dai-ichi Life Group Vision

Since our foundation, our deeply held Led by a strong desire to uphold Management Philosophy management philosophy has been “Customer the “Customer First” philosophy First—A Lifelong Partner—,” and we have Customer First —A Lifelong Partner— established when the company was defined basic management policies to support founded, and to further improve DSR Thinking People First this. management, we have established the In order to realize these basic management “Thinking People First” Dai-ichi Life Individual lifestyles will continue to diversify in the future. policies, all of our officers and employees Group Vision as our medium and long- To propose, in a way that is easy to understand, quality products and services Basic Management Policies constantly consider what they need to aim for, term objective. tailored to these diversified lifestyles, Dai-ichi Life aims to become a company and what they need to uphold, in their daily Create Sustainable Corporate Value Maximize Customer Satisfaction We strive to consider “people”—our that thinks about people first. activities. customers, shareholders, investors, Thinking people: means taking action based on sincere consideration for What they need to aim for is our group vision. Secure Social Trust Foster Employee Potential employees, and everyone else involved people and everything that surrounds their lives. Our group vision, “Thinking People First,” is with the group—“first,” and reflect Thinking people: means listening to people, thinking and contemplating our medium and long-term ideal for realizing this in our actions. Each group member together, and creating human capital that can lead to happiness. our basic management policies. To achieve this is dedicated to “Thinking People Thinking people: means constantly taking on new challenges for the future vision, business plans are created for individual What We Aim for What We Uphold First.” Through these initiatives, we based on a global perspective. (Management Planning System) (Action Principle System) departments and branches based on our are working to be the first in quality, Thinking most sincerely about people

medium-term management plan. Dai-ichi Life Group’s Corporate the first in productivity, the first in To maintain the management philosophy of “Customer First” that we have Group Vision What they need to uphold are our “Dai-ichi Action Principles vital and energetic employees, and the practiced since 1902, Dai-ichi Life and Dai-ichi Life Group will continue to Thinking People First Life Group‘s Corporate Action Principles (DSR DSR Charter first in growth potential, becoming reform in line with the times, aiming to create new value for people and achieve Customer sustainable growth. Charter),” which define how we should act as Diversity the company most supported by a company to accurately respond to the current Medium to long-term satisfaction customers. management strategies societal demands placed on our company, and Declaration of Quality Assurance our “Code of Conduct (Our Action Principles),” Environmental Communication the foundation for the actions of each of our New Total Life Plan protection officers and employees. These are the principles and standards that Medium-term management Compliance Societal form the basis of the future actions of our group, plan for FY2011 to FY2012 contribution and our officers and employees, as they work ”Success 110!!” to achieve their management objectives. We Respect to Corporate human rights value strive to achieve the ideals of our group vision, Department and branch and realize our basic management policies, by business plans Dai-ichi Life Group’s Ideals upholding these standards. Code of Conduct Individual issues (Our Action Principles) “First in Quality” “First in Vital and Energetic Employees” We are thorough in our repeated utilization of Our group’s most important management the PDCA cycle to institute operation improvements resources are our people. We believe that cultivating based on customer opinions and comments, in each employee to be a human asset is the source all of our head office, branch, and unit office of competitive strength. Led by our concept of DSR Management Promotion System organizations. We think seriously about our “professionalism and teamwork,” we strive to enhance customers’ lives from their perspective, providing, the abilities of individuals, while simultaneously with clear and easy to understand explanations, increasing the power of groups, in an effort to create a Committee for Dai-ichi’s Our DSR management initiatives are promoted by the products and services tailored to their needs. lively, energetic organization where groups act as one. Social Responsibility “Committee for Dai-ichi’s Social Responsibility Promotion,” Promotion chaired by the president. Led by this committee, special (Chairperson: President) committees are established to perform planning, “First in Productivity” “First in Growth Potential” implementation promotion, and progress management of We are continually engaged in maintaining and In order to carry on our “Customer First” individual DSR management focused issues, increasing the enhancing a stable financial base that securely supports our approach, established at the company’s inception in Special Special Committee for effectiveness of individual initiatives. Quality Assurance Health long term underwriting of policies. In addition to bolstering 1902, we have continued to evolve to match changing Committee for Social Contribution Promotion Special Enhancement Individual branches also operate branch DSR ES* and Diversity and Environmental our ability to respond to risk in the face of changing times. We want to create new value between Committee Special Committee committees as one of their management quality PDCA Promotion Activities Promotion management environments, we are constantly engaged people, becoming a company with a high potential cycle initiatives. They visualize issues affecting branches, in reexamining our day to day operations, continually for growth, by maintaining a global perspective and such as employee cultivation, complaint reduction, implementing business process improvements, in order to continuing to innovate as we move into the future. Branch DSR Committee and compliance promotion, and work to enhance field improve productivity and strengthen our profitability. problem solving capabilities. * ES: Employee Satisfaction

9 10 DSR Management

Dai-ichi Life Group Businesses ”Success 110!!” Medium-Term Management Plan for FY2011 to FY2012

The Dai-ichi Life Group’s primary business is life sectors with positive future growth prospects resulting Our medium-term management plan has designated the goal of the two years leading up to FY2012, the 110th insurance (underwriting and selling life insurance and from changes in the societal environment, such as the anniversary of our company’s foundation, as “Achieve Recovery and Growth by Utilizing All Available Resources.” annuities), but it is also engaged in other businesses establishment of Dai-ichi Frontier Life in the individual necessary to carry out insurance related operations, and savings business, which is seeing an increase in need in asset management related businesses. response to population structure changes inside Japan. Medium-Term Management Plan Basic Strategy In recent years, we have further reinforced our life We are also engaged in strong business partnerships, insurance business initiatives within Japan, while carrying offering a wide array of “Total Life Plan” products, such out global operation development, focused in the as non-life insurance, cancer insurance, and other financial fixed cost efficiency improvements, customer Asia Pacific region. We are also proactively investing in products and services. Fulfillment of Security Function, contact field reinforcement, and other group Recovery and Renewal competitiveness enhancements.

Dai-ichi Life Group Business Fields and Business Partners One of our responsibilities as a life insurance Enforcement of Financial Base and company, and the mission of our group, is Implementation of Disciplined Capital Dai-ichi Life Group Business Partners working to accurately and speedily carry out Strategy to Support Growth Strategies procedures and payments, keeping always in mind the position of the customers affected Life insurance businesses and Asset management related business As a group, it is our objective to realize stable insurance related businesses by the Great East Japan Earthquake. We are growth of embedded value (EV), one of the We are engaged in insurance business activities, We are engaged in asset management related dedicating our efforts to smoothly and rapidly primary indices of a life insurance company’s focused on insurance policy underwriting and businesses such as investment management offering services, such as our insurance claim economic value-based corporate value. By and advisory services, marketable security and insurance premium management, and other Sompo Japan Insurance payment services, to affected customers. implementing risk control measures and the like, similar insurance related business activities. investment, banking, etc. Based on our belief that serving customers is we can improve our capital efficiency in various •DIAM Company Life insurance businesses a life insurance company’s primary raison d’etre, business fields, utilizing the surplus capital that •Japan Real Estate Asset Management Company Domestic life insurance businesses •Japan Excellent Asset Management Company we are carrying out our societal mission, and results from these measures for disciplined capital •Neostella Capital Company Aflac the 60,000 members of our group are working allocation in growth fields (including capital • Dai-ichi Life Insurance Company ブランドロゴとグループ名ロゴタイプの組合せ［ 和文 2 ］ (American Family Life •Trust & Custody Services Bank, etc. 03-2 together, implementing initiatives to achieve investment in M&As). Through this, we can •Dai-ichi Frontier Life Insurance Company ■ ブランドロゴ（ 基本タイプ ）と和文グループ名ロゴタイプの組合せ／ポジティブ表示Assurance Company) Overseas life insurance businesses 1 growth. create an optimal business portfolio and improve the corporate value of our entire group. •Dai-ichi Life Insurance Company of Vietnam General affairs related businesses (Vietnam) and other businesses Acceleration of Business Development •TAL (Australia) for Growth Establishment of Internal System for Note: Name changed from TOWER Australia Group Our Group includes general affairs related •Star Union Dai-ichi Life Insurance Company businesses, calculation related businesses, Next Level Group Management Mizuho Financial Group Under the banner of our “New Total Life Plan” (India) investigation and research businesses, and •Ocean Life Insurance Company (Thailand) other businesses necessary for us to carry out (see P. 26), an expansion and evolution of our We are promoting preparations to move to our insurance activities. “Total Life Plan” concept promoted since 1997, a holding company system in order to create Insurance related businesses •Dai-ichi Life Information Systems we are working to achieve top line growth that a management system which contributes •Corporate-pension Business Service Company, •Dai-ichi Life Research Institute surpasses market growth, through our launching to accelerated deployment in domestic and •Mizuho-DL Financial Technology Company, etc. etc. of highly competitive products in our third sector international growth fields and improved Resona Holdings insurance (medical, etc.) and individual saving management resource allocation mobility within markets, which are expected to exhibit growth the group. In conjunction with this, we are domestically, and our enhancement of our upgrading our infrastructure for earnings and consulting services. risk management for individual group companies The Role of an Insurance Company Is Fulfilled When a Claim Payment Is Completed With regards to the overseas life insurance and business divisions, in accord with global Life insurance is predicated on Dai-ichi Life serves its customers by Status of Payments of Insurance Claims, business, we are focusing our efforts in the regulatory and accounting trends, promoting mutual assistance. By purchasing life paying out approximately 1.8 trillion Benefits, Annuities, etc. (FY2010) Asia Pacific region, where the life insurance the establishment of a full-fledged consolidated insurance, policyholders minimize their yen per year, or 4.9 billion yen per day. Private Life Insurance Dai-ichi Life market is expected to grow. Meanwhile, we are management system. financial burden, while preparing for Payments are expected to reach 30.5 at the same time considering moving into the Insurance their future and the living expenses billion yen as a result of the Great East 17.2449 trillion yen 765 billion yen claims life insurance business in developed countries Promotion of Dai-ichi's of the ones they leave behind, as well Japan Earthquake, contributing to the in which some degree of market expansion is Social Responsibility (DSR) to Improve as preparing for contingencies such stabilization of the lives of countless Benefits 3.9747 trillion yen 505.9 billion yen expected, in order to enjoy faster profit growth. Corporate Value as nursing care, illness, and injuries. disaster survivors. We are working to improve the degree to which The claim payments paid by insurance We are fully aware of the societal our overseas life insurance businesses contribute Annuities 2.8761 trillion yen 515.4 billion yen Through their self-directed implementation companies provide support for many role of life insurance, and are working to group profits. of the PDCA cycle in individual organizations, peoples’ lives. to become the most highly regarded We are engaged in initiatives for achieving all of our employees are unflaggingly dedicated In Japan, private life insurance life insurance company by customers Total 24.0958 trillion yen 1.7864 trillion yen the “five business reform projects” (see P. 18) to improving management quality, fulfilling our companies pay out approximately 24 through our sustained development in Payments trillion yen each year in insurance harmony with society. 66 billion yen 4.9 billion yen in order to transform the business models of group’s social responsibilities to its stakeholders, per day claims, benefits, and annuities. existing business fields, such as promoting and increasing our corporate value.

11 12 DSR Management

Status of DSR Management Measures

The table below shows the status of DSR management initiatives for each group vision.

Group FY2009 FY2010 Praise and Major Awards Related to Stakeholder Ideal FY2010 Results and Future Initiatives Promoted Indices Vision Results Results Dai-ichi Life Group CSR Activities in FY2010

Results: Through the promotion of initiatives directed at fulfilling our declaration of quality Nationwide Customer Survey assurance, we have achieved our 9th consecutive year of improved customer satisfaction in Create Sustainable Corporate Value Total satisfaction results1 82.6% 84.6% Nationwide Customer Surveys (targeted at individual customers), establishing a new record. l Thomson Reuters Markets (Individual customers) Specific FY2010 initiatives included the establishment of a dedicated toll free number for DEALWATCH AWARDS 2009 handling insurance claim and benefit payments, enhancing information provision such as by Selected as “IPO of the Year” (April 2010) adding insurance claim and benefit payment history to “Total Life Plan Reports (notifications l of insurance contract contents and Dai-ichi Life results),” enriching our “Total Life Plan Park” Nationwide Customer Survey Toyo Keizai “CSR Corporate Ranking”—6th place in financial We will further pursue reception point, extending business hours at our consultation contact points, and initiating Total satisfaction results1 85.6% 85.6% institution category (1st place life insurance company) customer satisfaction by Saturday business hours (at 10 of our 70 consultation contact points nationwide). (Corporate customers) (February 2011) supplying high quality Future Initiatives: We will transform our administrative procedures in order to achieve products and services. greater ease of use and convenience for customers. We will consider the rapid and dependable Maximize Customer Satisfaction We will take customer payment of claims and benefits to customers affected by the Great East Japan Earthquake as Nationwide Customer Survey l Universal Communication Design Association—UCDA Award 2010 Customers feedback and opinions our greatest mission, implementing special handling procedures and carrying out get-well and Benefit claim procedures 94.0% 95.3% 1 Ledger field Overall notification category “Special Award” seriously, reflecting procedure promotion activities throughout our group. Total satisfaction results them in business process (June 2010) improvement and Results: Responding to complaints from customers has been positioned as a top priority issue l Our “Foreign Bond” group annuity special account was the corporate management. for all company departments. They handle complaints with sincerity and speed, thoroughly Number of complaints received recipient of the Mercer MPA Award (Japan) 2011 First in implementing measures to respond to issues within 24 hours, and resolve them within 1 month. by the Life Insurance Association 719 581 “International Bond (5 Year)” award (July 2011) 3 Quality As a result of these initiatives, the number of complaints regarding our company received by of Japan Life Insurance Association of Japan has dropped significantly, from 12.3% of total complaints Secure Social Trust (FY2009) to 10.5% (FY2010). We are also continuing to make improvements to indices such as our contract surrender and lapse rates by promoting customer services through our visits to all l Heat Pump and Thermal Storage Technology Center of Japan Surrender and lapse rate customers. “13th Thermal Storage Gathering” letter of appreciation (Individual insurance, individual 5.60% 4.66% Future Initiatives: We will continue, through our VOC meetings2 and branch DSR committees, annuity insurance) (July 2010) (2nd consecutive year) to analyze customer feedback and plan and implement improvement measures. l Republic of Uzbekistan “Golden Umbrella Award” (Foundation for the Advancement of Life Insurance Around the 4 We will proactively CO2 emissions 179,000 t-CO2 168,000 t-CO2 World) (November 2010) engage in social Results: As a result of our Company-wide “Eco Diet Campaign,” CO2 emissions have been l contribution activities as reduced by 6.1%, and paper usage by 22.1%. In terms of asset management, we have “FY2010 Golden Dragon Award” Company-wide paper usage (Dai-ichi Life Insurance Company of Vietnam) (January 2011) (3rd a good corporate citizen, implemented far-ranging initiatives for societal and economic development in harmony with (Paper used by office equipment, 12,775t 9,954t consecutive year) Society contributing through our the global environment, such as environmentally conscious real estate investment and the pamphlets, insurance design sound business activities establishment of an SRI fund for the management of our assets. documents, etc.) l The Nikkei “Environmental Management Index Ranking” to societal and economic Future Initiatives: We will work to further promote environmental management in accordance 10th place financial institution (1st place life insurance company) growth in harmony with with our “FY2011 and FY2012 Environmental Medium-Term Initiative Plan.” Volunteer activity (January 2011) the global environment. 64.2% 73.7% implementation affiliation share l “CASBEE” S rank (Toyosu Cubic Garden) (February 2011)

Results: Through our simultaneous quest for clerical operation quality and productivity, We will strive to Fixed cost efficiency improvement utilizing a manufacturing industry approach in our clerical work focused divisions, we are Approx. 7% Approx. 10% Foster Employee Potential improve our profitability (Total rate of reduction vs. FY2008) working to streamline operating costs. l Ministry of Health, Labour and Welfare - Corporate Promotion of Customers by streamlining We are also increasing channel productivity through the enhancement and strengthening of Equality and Work-Life Balance Award First in operating costs and the customer contact frequency through various stages of the contract cycle, and offering products Monthly average overtime (for Shareholders productivity of all of our 7.4 hours 5.1 hours “Corporate Promotion of Equality Category - Tokyo Labour Bureau Productivity in alignment with customer needs, in accordance with the “New Total Life Plan.” administrative personnel) and Investors employees, providing Chief Excellence Award” (October 2010) Future Initiatives: By promoting the “five business reform projects” of our growth strategy, higher quality products we will improve fixed cost efficiency and carry out customer contact field reinforcement, Number of new policies per l Ministry of Health, Labour and Welfare - Corporate Promotion of and services. 26.4 30.2 promoting greater group competitiveness. person5 (Sales representatives) Equality and Work-Life Balance Award “Family Friendly Company Category - Tokyo Labour Bureau Chief We will establish Employee satisfaction survey results1 61.1% 65.9% Excellence Award” (October 2010) Results: Through our enhancing of our cultivation program for continually producing women workplace environments leaders, promotion of the hiring of employees with disabilities, and hiring of foreign students, l 2011 J-Win Diversity Award—Grand Prize (March 2011) in which a diverse we are increasing workplace diversity. In order to produce a better work-life balance, we are Female managerial position ratio 6.6% 6.8% First in Vital range of personnel l Toyo Keizai 4th Diversity Work-life Balance Award (March 2011) reducing total working hours, and promoting the usage of paid leave, as well as the taking of and Energetic Employees can take active roles paternal leave. Our diversity and work-life balance initiatives have received praise from outside 2.01% 2.02% l Nikkei WOMAN “BEST 100 Companies for Women to Work In” and experience job Ratio of employees with disabilities Employees the company as well (see article at right). (As of June 1, 2010) (As of June 1, 2011) 4th place (April 2011) satisfaction, and take Future Initiatives: We will continue to engage in diversity promotion, further employee an active approach to cultivation, and proactive globalization of our human resources. personnel cultivation. Paid leave utilization ratio 65.6% 63.6%

Results: The total number of Dai-ichi Life policies in force has risen compared to the previous Inclusion in SRI Index Through our promotion year due to our promotion of the “New Total Life Plan.” The sum insured and the number of of the “New Total Life policies in force is also steadily increasing for Dai-ichi Frontier Life, which specializes in savings- Total number of customers First in l Our company has been selected as one of the Shareholders Plan,” and our overseas type products offered through banks and other financial institutions. (number of individual insurance Growth 12.203 million 12.405 million brands in the “FTSE4Good Index Series,” a and Investors business development, Our overseas business, focused on the Asia Pacific region, is also progressing steadily, with the and individual annuity insurance Potential we will strive for complete acquisition of TOWER Australia Group (now known as TAL). policies in force) global socially responsible investment (SRI) sustained growth. Future Initiatives: We will carry out the growth strategy outlined in “Success 110!!,” our index. medium-term management plan, in order to bring about recovery and growth. (As of April 1, 2011)

1. Ratio of “Satisfied” and “Somewhat satisfied” responses 2. VOC: Voice of Customer 3. Number of complaints regarding our company received by the life insurance consultation center operated by the Life Insurance Association of Japan 4. Calculated based on the Japanese Act on the Rational Use of Energy (Energy Saving Act) (see P. 41) 5. Number of new contracts divided by average number of sales representatives (1 year)

13 14 Ties to Our Stakeholders We held dialog with experts in order to further heighten the esteem Dialog with Experts in which our stakeholders hold our DSR management. We consider our customers, society, shareholders and investors, and employees to be stakeholders with deep ties to the management of our company. We have defined our basic management policies as “Maximize Customer Satisfaction,” “Secure Social Trust,” “Create Sustainable Corporate Value,” and “Foster Employee Potential.” Through I have high hopes for Dai-ichi Life’s ability Dai-ichi Life should concentrate its our communications with these stakeholders, we look back on our business activities, implementing the PDCA cycle to lead the way, enabling consumers to efforts on creating a vision of the future to improve our management quality. proactively plan their lives which only it is capable of achieving

The issues concerning non-payment of insurance The fact that Dai-ichi Life has created DSR as its benefits from 2005 onwards have shaken the world, own unique interpretation of a CSR based upon an and I believe that in order to restore lost consumer ongoing PDCA cycle designed for the enhancement Maximize Customer Satisfaction Create Sustainable Corporate Value confidence, Dai-ichi Life has worked diligently to of its management capabilities in general is laudable. improve business operations, turning this crisis into However, Dai-ichi Life should not confine its activities We gather opinions and requests from our We endeavor to communicate with shareholders and an opportunity for growth. I think this represents a only to the internal logistics of management. I urge customers through a variety of contact points: our investors by holding results meetings and management major qualitative change in management, and has Dai-ichi Life to expand its initiatives to include a Total Life Plan Designers (sales representatives), our briefings, through meetings with institutional investors created a foundation for future DSR management stronger statement of its goals for the future and a call centers, contact desks in our head office and both inside Japan and out, promotion. I think that it is good to communicate message to society at large urging people, to join branches, and our websites. We use these to improve by participating in IR events, messages to stakeholders from that perspective, with Dai-ichi Life – either as customers, partners or our products and services. We regularly hold meetings and through Q&A sessions as well as conveying the fact that Dai-ichi Life will employees – as it strives to achieve these goals for the with our customers at our at general meetings of change with consumers. betterment of society through its unique strengths branches nationwide, directly shareholders. With regards to relationships with consumers, it as a business. Such an approach would give potential gathering feedback and General Meetings of Shareholders is clear that Dai-ichi Life is listening to their voices, business partners an opportunity to better understand requests from our customers. through staff members, call centers, and the like, Dai-ichi Life, for customers to understand its strengths, and using what they learn to institute improvements. and to give Dai-ichi Life’s employees even more reason Meeting with Customers Shareholders and However, just responding to consumer opinion is not to be proud of their work. Investors truly placing customers first, nor is it true customer Dai-ichi Life is not only a provider of life assurance, Customers satisfaction. I hope that Dai-ichi Life takes an active but it is also a major institutional investor. Dai-ichi approach to conveying to consumers how to look at Life’s potential to contribute to society as a responsible their products, as well as fundamental information investor is enormous. I urge Dai-ichi Life to issue a about life insurance, increasing awareness among clear statement regarding the policies and strategies consumers, and leading the way, so that they may by which it manages its investments and a vision of take a proactive approach to planning their own how these investments are designed to promote the lives. One possible method would be to enable long-term betterment of society. A clear understanding Dai-ichi general consumers to think about their own life of the strengths, goals and efforts of Dai-ichi Life as Life plans by providing easy-to-use one of Japan’s and the region’s systems such as a broad insurance major responsible investors would Employees simulation website. promote even greater loyalty among its customers and further enhance its reputation. Society Hisa Anan Secretary General Scott Davis National Liaison Committee of Professor Consumer Organizations College of Business, Rikkyo University

Reaction The dialog with these two experts perspectives that are easy to gave me valuable insights into our group’s overlook during the course of daily Secure Social Trust Foster Employee Potential gaining of even further support from business, such as the fact that We strive to communicate with members of the community In order to maintain bidirectional stakeholders. In particular, in addition by conveying a strong, future- to providing explanations of insurance oriented message, and bolstering through our employees’ volunteer activities, our teacher and communications between executives and products and making approaches to our held asset information high school student internships, and our offering of lectures employees, we operate an intranet-accessible consumers from the perspective of reporting, we can make people’s free of charge. We also continually hold consumer issue “Network President’s Office” and “Talks creating a structure for increasing and “partnerships” with our company more research groups for exchanging with Executives” spreading understanding of our insurance attractive. and our Total Life Plan program, there is opinions with experts regarding at branches and Shinichiro Masunaga corporate handling of consumers in departments still much our company can contribute. General Manager and how to implement customer- nationwide. These expert opinions pointed to Dai-ichi’s Social Responsibility Promotion Center oriented management.

Consumer Issue Research Group Talks with Executives

15 16 * We are also working to popularize life insurance overseas. Top: Australia Bottom: Vietnam

Thinking People First SPECIAL TOPIC Create Sustainable Acceleration of Business Development for Growth Value Corporate Sustainable Create insurance business, primarily in the Asia Pacific region. 1. Realizing domestic market growth Specifically, we are utilizing our own group know-how Corporate Value with our “New Total Life Plan” built up over many years as well as the management We have carried out initiatives based on the “Total Life know-how of the TOWER Australia Group (now known We are endeavoring to strengthen our earning capacity by accelerating business deployment in the Plan” concept since 1997. Based on the experience we as TAL), which became a fully owned subsidiary in May overseas life insurance market, as well as the Japanese market, while at the same time using business gained through the demutualization and listing process, 2011, and continuing to focus on the Asia Pacific region, model transformations to increase productivity and enhance our competitive power. we are striving to realize market growth in Japan, led by whose life insurance market is expected to experience

We are also dedicated to strengthening our financial foundation, carrying out disciplined capital policy, our “New Total Life Plan,” an expansion and evolution of growth. At the same time, we are considering moving Satisfaction Customer Maximize and improving our sustainable corporate value. our “Total Life Plan.” into the life insurance business in developed countries Specifically, we are working to achieve top line growth in which some degree of market expansion is expected, that surpasses market growth, through our launching in order to enjoy faster profit growth, and working to of highly competitive products in our third sector improve the degree to which our overseas life insurance insurance (medical, etc.) and individual savings markets, businesses contribute to group profits. which are expected to exhibit growth domestically, and We are also considering participation in the overseas our enhancement of our consulting services. Dai-ichi asset management business, which shares a high affinity Frontier Life, one of our group companies, is contributing with life insurance. The overseas asset management field to group top line growth by launching dynamic and is expected to exhibit a high level of growth, backed by competitive individual saving products to be sold over the rising populations and increased retirement funding. counter by institutions such as banks. 3. Promoting business transformations Trust Social Secure We are also leveraging resources such as our that support our growth strategy customer infrastructure, personnel, physical assets, and systems, organically strengthening our contacts We are engaged in initiatives for achieving the with our customers in order to expand the breadth of “five business reform projects” below in order to our consulting customer base and improve channel transform the business models of existing business fields productivity. through promoting fixed cost efficiency improvements, customer contact field reinforcement, and other group 2. Steady growth of overseas business competitiveness enhancements. We are advancing the roll-out of overseas life Potential Employee Foster

Five Business Reform Projects Supporting Our Growth Strategy

“Cost-mind Reform” Efforts by all group employees to ensure the group is “first in quality and project productivity” by supplying higher quality products and services at lower cost.

Simultaneous quest for transformation of clerical work procedures based on “Business Operation improving ease of understanding and convenience for customers, and utilization Reform” project of a manufacturing industry approach in our clerical work focused divisions.

“Business Formation Efficiency improvements in our head office and branch organizations and Reform” project personnel, including the shifting of human resources to customer contact points.

Construction of office and site system in alignment with a wide range of “Office Infrastructure customer needs, including business hours, locations, and services offered. Reform” project Improvement of operational efficiency and productivity through universal layout in head office.

“Work-style Reform” Transformation in mental approach and behavior of each and every group project employee in order to support and promote the transformations above.

17 18 SPECIAL TOPIC Vietnam Dai-ichi Life Insurance Company of Vietnam Expanding Life Insurance Business In January 2007, we became the first Japanese life Golden FDI” (Foreign Direct Investment Award) insurer to move into the Vietnamese market. With for foreign companies which have contributed to Overseas the life insurance market in Vietnam growing rapidly, Vietnam’s economy and society through investment, Value Corporate Sustainable Create premium income of Dai-ichi Life Insurance Company of and in December of the same year, was selected by Asian countries such as Vietnam and India are experiencing steady population growth and economic Vietnam stood at 4.18 billion yen in FY2010, about 2.7 the Vietnamese Ministry of Finance as a “Company development and show high potential for future life insurance market expansion. The societal role of life times the pre-acquisition level in FY2006. Its market Which Has Contributed to the Development of the insurance is expected to continue to grow in the future. We are leveraging our extensive life insurance share also expanded from 5.0% in FY2007 to 7.2% in Vietnamese Insurance Industry between 1999 and know-how built up over our 100+ year history as we roll out business operations to these Asian nations. FY2010. 2009.” We are contributing to the stability of peoples’ lives through our market development and popularization It is dedicating efforts not only to life insurance Through Dai- of life insurance, as well as contributing to the development of society itself by creating local career business deployment, but also to social contribution ichi Life Insurance Create Sustainable Corporate Value opportunities and through our social contribution activities. activities. Its high level of contribution to Vietnam’s Company of Vietnam, Maximize Customer Satisfaction Customer Maximize economy and society has been highly regarded, and we will continue it is a 3-year consecutive winner (2009–2011) of the to contribute to “Golden Dragon Award” for foreign-owned businesses Vietnam’s economy Japan which have contributed to economic development. and society. “Golden Dragon Award” In September, 2009, it also won the “First Vietnam Announcement Ceremony

India Maximize Customer Satisfaction Thailand Australia Vietnam TAL Limited Trust Social Secure In May 2011, TOWER Australia Group Limited, one a result of these efforts, TAL has shown a high level of our affiliates, became a wholly owned subsidiary of competitiveness, taking the second place in the India (its name was changed to TAL Limited, (hereinafter protection product market (as of December, 2010). referred to as “TAL”) in June of the same year). TAL is also dedicated to social contribution activities, Secure Social Trust Star Union Dai-ichi Life The Australian life insurance market is steadily donating historically valuable watercolor paintings, Insurance Company expanding, led by sound economic growth. Faced previously kept in the U.K., to the State Library of New We are the first Japanese life insurer to enter the Indian with Australia’s low per-capita insurance amounts, South Wales. These paintings show the flora, fauna, Foster Employee Potential Employee Foster market. We have teamed up our life insurance business TAL has worked to and natural scenery of Australia at the time of British management know-how with the sales network and promote customer settlement. TAL has also collaborated with local NPOs customer infrastructure of two major nationally owned awareness, and provide in donating food to the needy. Indian banks, who serve as joint partners in this company. insurance products that Through TAL, we will continue to contribute to the Australia In FY2010, premium income from new business grew by fit customer needs. As development of Australia’s economy and society. 46% versus the previous year. Our business deployment is TAL Subsidiary Acquisition Ceremony

Foster Employee Potential progressing steadily: as of the end of March, 2011, we were ranked 12th out of 22 private life insurance companies. VOICES Resonating with Dai-ichi Life’s Vision, and Working Hand-in-Hand We are very pleased to be part of the Dai-ichi What has especially delighted me has been Life group. the strong support of our customers and Thailand We at TAL are looking forward to playing an business partners since Dai-ichi Life first bought important role in the future success of Dai-ichi its investment in TOWER Australia in 2008. They Ocean Life Insurance Company Life. We are really closely aligned in a Values have also supported Dai-ichi Life moving to Ocean Life Insurance Company is a Dai-ichi Life affiliate that supplies the Thai life sense. We believe in the Dai-ichi Life saying 100% ownership. insurance market, with an individual agent sales network that spans the country. It is “Customer First” and we also believe that in the Looking to the future I am very positive way we manage we must always put our about our prospects and excited about collaborating with us in a wide range of fields, including individual insurance, group “People first”. Our companies have from 2008 making TAL and Dai-ichi Life even more insurance, and risk management system fortification, working together with us to increase been a close fit and will no doubt move forward successful in the future. its corporate value. In FY2010, its insurance premium revenue rose by 8% versus the together. TAL Managing Director Jim Minto previous year.

19 20 FY2010 Activity Results

SPECIAL TOPIC Corporate Governance Japanese Growth Market Initiatives Fundamental Approach to Corporate Governance Create Sustainable Corporate Value Corporate Sustainable Create Momentum is gathering behind the readjustment of which does not require notifications. We are led by our management and “Foster Employee Potential.” preparation and operation of internal philosophy of “Customer First,” and By increasing the satisfaction of our controls used as we embody our basic the Japanese social security system, against the backdrop Dai-ichi Frontier Life Initiatives of a falling birth rate and aging society. With this has consider our customers, society, stakeholders, we are working to management policies. By defining these come an increasing interest in ways to reduce life risks, Dai-ichi Life established the Dai-ichi Frontier Life shareholders and investors, and increase our corporate value. items, we strive to ensure that our such as preparing living expenses for one’s old age, or Insurance Company (hereafter referred to as “Dai-ichi employees to be our stakeholders. We We have established a Basic Internal business activities are appropriate, thus arranging for expenses resulting from illness. Presented Frontier Life”), which began operating in October 2007. have defined our basic management Control Policy, which sets out our contributing to our carrying out of our with this environment, Dai-ichi is endeavoring to further Dai-ichi Frontier Life specializes in supplying over-the- policies to be “Maximize Customer basic approach and policy concerning social responsibilities as a life insurance Satisfaction,” “Secure Social Trust,” internal control. This basic policy company.

Create Sustainable Corporate Value strengthen its consulting capabilities, led by the “New counter sale business oriented products, in order to fully “Create Sustainable Corporate Value,” defines basic items related to the

Total Life Plan” concept, in order to propose solutions establish the new business sector of assisting customers Satisfaction Customer Maximize optimized for each individual customer. At the same time, with personalized asset building. It does this through the in addition to death benefits, we are also offering high sale of products such as savings insurance by banks and quality products and services in the medical, nursing care, securities companies. Corporate Governance System (❶) and old age fields. Dai-ichi Frontier Life sells, in addition to guarantee of Specifically, in order to respond to the needs of annuity resources, products suited to customers’ varied of which consists of the chairman of by the Board of Directors and carry Execution of Operations the senior demographic, whose size is expected to needs, such as variable individual annuity insurance with the board, the president, and outside out duties assigned by the Board of continue to grow in the future, we are enhancing our guaranteed minimum payment step-up functions, and  Board of Directors members, as independent advisory Directors. Dai-ichi Life also has an medical care insurance product and individual saving fixed annuity insurance, whose term end annuity resource Our Board of Directors makes committees to the Board of Directors. Executive Management Board that Maximize Customer Satisfaction product lineups. In September 2010, we launched amounts are decided at the point of policy formation. In important management decisions and The Nomination Committee confirms meets twice a month, in principle, and new medical compensation riders such as “I no FY2010 they added foreign currency annuity insurance, supervises the execution of operations. the eligibility of candidate directors. The consists of the president and executive Ichiban (Medical Compensation Number One) NEO,” which allows customers to select the currency of the To further strengthen its decision Compensation Committee deliberates officers appointed by the president. The Secure Social Trust Social Secure which offers payments aligned with actual medical insurance, from US dollars, Euros, and Australian dollars, making functions, outside directors, on the compensation systems for Board considers important management conditions. In January 2011, we began sales of “Medical and variable amount whole life insurance, which provides whose positions are not related to directors and executive officers, and and executive issues. Yell,” a nonparticipating medical insurance product. for both asset management and inheritance needs. operation execution, are appointed. In other related matters. Auditing In August 2011, we began sales of “Grand Road,” a Through these additions to their product lineup, they principle, the Board of Directors meets  Execution of Operations nonparticipating single premium whole life insurance have created a product range even more perfectly suited Secure Social Trust each month, with additional meetings To separate and thereby strengthen  Auditing by Corporate Auditors to the diverse needs of customers. as necessary. our functions of decision making and Dai-ichi Life has a Board of VOICES The sum insured of policies in force of Dai-ichi Frontier To enhance management supervision on the one hand and Corporate Auditors. It performs auditing Working Hard to Create Relationships Life is growing steadily, reaching 1,436.1 billion yen as of transparency, Dai-ichi Life has operational execution on the other, we of the job performance of directors Foster Employee Potential Employee Foster of Trust with Customers and Agents the end of March 2011. As a member of the Dai-ichi Life established a Nomination Committee have introduced an executive officer and executive officers by attending Group, Dai-ichi Frontier Life will continue to maximally and a Compensation Committee, each system. Executive officers are elected meetings of the Board of Directors We offer support for the sale of Dai-ichi Frontier leverage the combined power of the group, providing and the Executive Management Life products by agents such as banks and products and services matched to customer needs in a ❶ Corporate Governance System (As of July 1, 2011) Board and conducting interviews securities companies. We strive to build timely fashion. with directors, executive officers, and relationships of trust by always thinking about General Meeting of Shareholders departments. It also performs auditing what customers truly need, offering related Appointment/Removal of the compliance of Dai-ichi Life and

Foster Employee Potential information follow-up to agents, and engaging in our subsidiaries, of overall operational consultation to solve the problems encountered by Chairman of Decision- Nomination Removal risk management, and operational customers and agents. We are still a new company, Internal the Board Dai-ichi Frontier Life Results Making/ Committee Appointment/ Control Supervision Board of and financial conditions. The Board founded only four years ago, and the allure of our Directors Sum insured of policies in force Committee company is our trial-and-error approach to (Billion yen) 11 Directors Compensation Board of Corporate of Corporate Auditors deliberates Number of insurance policies (Thousand) (1 of Which is an Outside Director) Committee Auditors in force 1,436.1 Operation Auditing/ Accounting Auditing innovation. While societal and economic 1,500 300 5 Corporate regarding important items related to Auditors 1,280.9 auditing. environmental changes may have an Execution of President (3 of Which are 258 Outside Corporate impact on us, we wish to pool the Operations Assistants to corporate auditors are 1,000 222 200 Auditors) Executive Management Board assigned to the “Corporate Auditors strengths of all of our employees, (Appointed by President from 24 Executive Officers) contributing to the growth of our Accounting Center,” ensuring independence from 452.6 500 100 Corporate company. Auditors directors through consultation with 73 Executive Executive Executive Executive Executive Executive Noriko Nakazawa 89.2 Officers Officers Officers Officers Officers Officers corporate auditors regarding personnel 12 Dai-ichi Frontier Life 0 Departments in Charge of Execution of Operations

Auditing issues and evaluations of those 2007 2008 2009 2010 (End of fiscal year) Accounting Accounting assistants.

21 22 FY2010 Activity Results

 Internal Auditing agents from the perspective of operations and insurance agents, in to identify risks in each business and Our CSA initiative methods are being nationwide each year as a regular part The Internal Audit Department has compliance and risk management. The order to ensure its checking functions develop and introduce countermeasures constantly improved and enriched, of company-wide efforts to promote been established to perform auditing Internal Audit Department is a separate and the effectiveness of its operation in order of priority in order to mitigate and CSA is carried out in all head operation improvements. of departments responsible for the organization, isolated from departments auditing. risks and improve operations (❷). office departments and all branches execution of operations and insurance responsible for the execution of

Regulatory Compliance Initiatives Value Corporate Sustainable Create Information Disclosure The company management—in Status of Compliance Promotion Information Property Protection the form of groups such as We consider the timely and transparency, and the ensuring of Information Disclosure Policy and and Management We understand that business the Compliance Committee appropriate disclosure of company accurate awareness and evaluation defined internal rules regarding the activities in compliance with and Executive Management In order to further enhance our information to customers, society, of our company to be important disclosure of information in the event of laws and regulations and social Board—checks progress conditions protection and management of and shareholders and investors, corporate governance strengthening inappropriate occurrences. standards are the foundation regularly, making Program revisions information property, in FY2010, we the increasing of management measures. We have established a Basic

Create Sustainable Corporate Value for carrying out our social as necessary. instituted stronger controls on Internet responsibility. Compliance has been In FY2010, in order to achieve e-mail usage, reduced external storage Maximize Customer Satisfaction Customer Maximize positioned as one of our most greater legal and regulatory compliance media usage, and enhanced our Internal Control important management issues, in conjunction with our demutualization systematic checks, in order to prevent and the entire company is working and listing, we carried out successive the leakage of important information. Internal Control Policy together to promote compliance. enhancements to our management of We also carried out supervision and Specifically, we establish a company information such as important inspection of contractors, including We have established a “Basic for driving the establishment and protection of information property, Compliance Program in accordance facts and shareholder information, and subcontractors, as well as regularly Internal Control Policy,” which sets operation of an internal control system; risk management, and the handling of with the issues identified for each our insurance solicitation management performing training and inspections out our basic approach and policy checking the appropriateness of antisocial forces as an organization. The fiscal year. Based on this Program, systems, as critical compliance company-wide in order to ensure the ❶

Maximize Customer Satisfaction concerning internal control ( ), and financial reports and the effectiveness Internal Control Committee consists our departments and branches initiatives. protection of information property by set up an Internal Control Committee of internal audits. And as an of representative directors and the work to promote compliance. officers and employees. as part of the establishment of our organization overseeing the Compliance executive officers in charge of the

internal control system. The Committee Committee, Risk Management departments responsible for internal Trust Social Secure is a special organization assisting the Committees, and Antisocial Forces control, and in principle holds a meeting Board of Directors and the Executive Handling Committee, it also checks every month. Relations with Shareholders and Investors Management Board and is responsible and discusses issues of compliance, the Communication with Shareholders and Investors, Secure Social Trust and Corporate Dividend Policy Risk Management first ordinary general meeting of Dialog with Shareholders and

Corporate Dividend Policy Potential Employee Foster operational risks, we also carry out methods, in all operations. CSA targets shareholders (attended by 1,655 Self-Assessment Investors internal control self-assessment (CSA), “operational risks,” such as “clerical shareholders, and lasting for 3 hours We aim to realize medium and long- To enhance the effectiveness a systematized and standardized set work risks” and “system risks” lurking We place importance on dialog and 6 minutes). term stable shareholder returns, striking of internal controls with regards to of risk assessment and evaluation in day-to-day operations. It is used with our shareholders and investors. In At this general meeting of a balance between financial soundness FY2010, in addition to 4 results briefings shareholders, we further visualized the improvements and policyholder 1 Basic Internal Control Policy 2 Risk Mitigation and Operation Improvement Cycle and 2 management briefings, executives content of our FY2010 business report dividends. Specifically, we target a 1 Identification of Risks 1. Conduct business activities in compliance attended over 350 meetings with and the explanation of our “FY2011 to dividend payout ratio equal to between

Foster Employee Potential with laws and regulations, the Articles of Take inventory of what operations are being carried out, Incorporation, social standards, and rules and identify individual latent risks, such as improper processing and information leakage. institutional investors (108 of which 2012 Medium-Term Management Plan,” 20% and 30% of consolidated adjusted in the market were overseas). They also proactively striving to create even clearer and easier net income*, deciding each period’s 2. Protect and manage information assets appropriately, including customer 5 Implementation Status Verification 2 Risk Evaluation participated in IR events and company to understand presentations. dividends after a comprehensive information, shareholder information, The status of countermeasure important facts, and other unique Evaluation of Severity (Impact) of Risks information sessions for individual We used color and styles creatively assessment that includes consolidated information implementation is verified, and the results are carried over into the risk Even risks which happen less than once a year may have investors, held by third parties, in order in our general meeting of shareholders and non-consolidated financial result 3. Manage risks effectively in accordance mitigation and operation improvement tremendous impacts when they do occur, so the severity with the characteristics of those risks cycle of the following year. (impact) of latent risks is identified. to deepen investor understanding of convocation notice for greater clarity, trends, the market environment, and 4. Block any relationships with antisocial forces to prevent any damage that might our company. Presentation materials are and sent these notices at an early stage. regulatory trends. occur 4 Countermeasure Implementation Evaluation of Measures posted on our website, and have been After the general meeting of * Consolidated adjusted net income is a unique 5. Ensure appropriate operations at Risk mitigation and operation for Prevention of Risk Manifestation Dai-ichi Life indicator that shows effective subsidiaries improvements are promoted through widely viewed by shareholders and probability, calculated by adding items such as the successive implementation of Operational systems, rules, and check systems are shareholders, we posted video of 6. Ensure the reliability of financial reports countermeasures. confirmed in order to evaluate risk prevention measures. provisions for contingency reserves in excess of the and disclose them appropriately on a investors. these presentations, an overview legal amount (after tax) to consolidated net timely basis of the meeting records, and voting income. 7. Check the appropriateness and 3 Establishment of Countermeasures General Meeting of Shareholders effectiveness of internal control through results, taking an active approach to operational audits The priority of operational improvements is clearly identified in accordance with individual risk severities, and effective and efficient improvement measures are established. On June 27, 2011, we held our information disclosure.

23 24 Thinking People First SPECIAL TOPIC Maximize New Total Life Plan Strategy Initiatives Since 1997, we have promoted the “Total Life Plan,” The objectives of the “New Total Life Plan” are the Create Sustainable Corporate Value Corporate Sustainable Create which offers “high quality products, services, and expansion of contact with customers, including not only proposals,” and worked to embody our management policyholders, but their families and friends, the evolution philosophy of “Customer First,” established when the of our contact with our customers by sales representatives, Customer Satisfaction company was founded. call center staff, financial planners, and other Dai-ichi Life However, the life insurance business environment is sales channels, as well as notifications and other printed expected to continue to change, with shifts in customers’ materials, and an increase in the frequency with which we We are utilizing all the resources at our disposal to strengthen our consulting capabilities. lifestyles and increased competition. contact our customers, throughout the contract lifecycle. By enhancing our use of the PDCA cycle for continuous operation improvements based on the voices of In order to remain the life insurance company of choice, As Lifelong Partners, every one of us will continue to our customers, we are working to further accelerate our initiatives for carrying out our “Declaration of we have created the “New Total Life Plan,” an expansion strive to be of service to all our customers at all points of Maximize Customer Satisfaction Customer Maximize Quality Assurance,” revised for greater relevance, and striving to maintain and improve our quality in and evolution of our “Total Life Plan.” contact. order to remain the insurance company of choice.

Overview of "New Total Life Plan"

Customers Our 40,000-plus sales representatives (Total Life Plan Designers) across the country offer face-to-face consultation. (Photo: Tomoyo Katsukura, Metropolitan Designated proxy applicants Referral of acquaintances Consulting Sales Center S Career Office)

Recipients Family members Secure Social Trust Social Secure

Policyholders Insured persons

New At the time Sales representatives Total Life a contract is made Financial planners Plan During a policy Renewal / completion Over-the-counter Call center Payment of payment of death and other benefits, etc.

Channel Websites Payment of Contract Agents maturity claim, Deposit of Cycle Potential Employee Foster etc. benefits, etc.

VOICES Promoting the “New Total Life Plan” in Service of All Our Customers In addition to our approximately 8 million policyholders, we enriching our websites, call centers, over-the-counter services, also have many other policy related customers, such as our and notification materials, strengthening our contact points. insured persons, recipients, and their family members. In order In 2012, we will deploy our unique DL Pad mobile computer, to provide quality products and services to “all of our for use in easy-to-understand high quality proposals and customers” throughout their lives, we are developing products speedy, convenient procedures. with an eye towards future societal changes and medical At all points of contact—from the time a advances, while expanding our policy age range, launching contract is made, through the duration of a notification-free products, and enriching our provision of policy, and to the time of a payout—we will information. promote our New Total Life Plan, gaining “All of us” are also polishing our face-to-face, bidirectional the satisfaction and support of our consultation capabilities, to assist customers in selecting the customers. insurance that is best suited to them, and coordinating and Tomoyasu Asano Director, Managing Executive Officer

25 26 FY2010 Activity Results

Product and System Development after April 2010 Demutualization Declaration of Quality Assurance Name Period Junpu Life September 2010 In 2006, we clearly stated in the form of the “New Declaration of Quality Assurance” our position that our customers are of I no Ichiban NEO September 2010 primary importance, a philosophy we have held since our company was first founded. In April 2011, we revised it, in the form of Hospitalization Rider D for 8 Major Lifestyle Diseases September 2010 the easier to understand “Declaration of Quality Assurance,” to further reflect the perspectives of customers. Medical Yell (Term life-type or Whole life-type) January 2011

We will continue to carry out initiatives for realizing our “Declaration of Quality Assurance” in order to further improve customer Medical Switch January 2011 Value Corporate Sustainable Create satisfaction. Top Plan Success U+ (Plus) May 2011 Medical Yell Group Plan July 2011 First Declaration We will strive to strengthen our realization of our “Customer First” philosophy, carrying out thorough quality management of the Grand Road August 2011 products and services we offer. Second Declaration We will devote our full attention to the lives of each of our customers, providing consultation regarding optimal preparations for each of their life stages. a level of product explanations in Jinsei” and “Shuyaku Jinsei” were Continuous Product Third Declaration We will clearly explain anything customers wish to know, or which are important, regarding the contents of the products, services, and which customers may feel satisfied. discontinued in January 2011, resulting Discontinuation policies we offer. Furthermore, products undergo in an easy to understand product Create Sustainable Corporate Value Fourth Declaration During each insurance policy stage—from the time a contract is made, through the duration of a policy, and to the time of a payout— deliberation by committees made of We launched “Junpu Life” in system consolidated in “Junpu Life.”

we will carry out procedures and fair payments in a quick and accurate manner, putting ourselves in the position of our customers. Satisfaction Customer Maximize officer and department chief-level September 2010. “Junpu Life” carries At our deliberation meetings (which Fifth Declaration We will call for opinions from a wide range of people outside the company, and take customer feedback and opinions seriously, reflecting them in business process improvement and corporate management. executives to ensure and improve their on the functions and features of span department lines), we consider Sixth Declaration In order to carry out our mission of providing long term insurance, we will maintain and strengthen our financial base. quality. Products such as “Medical Yell” our “Dodo Jinsei” (Dignified Life) which products should be revised or are developed from these perspectives and “Shuyaku Jinsei” (Starring Life) discontinued, reducing the number of ( ), and existing products are products, and the allure of the “Junpu products and riders in order to create a continually evaluated and readjusted. Jinsei” product. Thus sales of “Dodo more streamlined product lineup. We will strive to strengthen our realization of our “Customer First” philosophy, carrying out thorough quality management of the Maximize Customer Satisfaction First Declaration products and services we offer. Services for Corporate Customers Secure Social Trust Social Secure

Product Development Supporting the New Total Life Plan We respond to the expectations comprehensive benefit management but outbound contact as well ( ). We of corporate customers in today’s system and “Success Net,” a members- are gradually expanding the range of policy stage: from the time a contract is while placing importance on the PDCA The 3 Product Development rapidly changing societal and economic only information provision system procedures which the desk handles made, through the duration of a policy, cycle. In addition to confirming quality Perspectives environment by supplying consultation operated in conjunction with Sompo directly, in order to improve speed and

Secure Social Trust at the time a contract is made, during and to the time of a payout ( ). for benefits programs and retirement Japan Insurance ( ). customer satisfaction. We engage in product development the duration of a policy, and at the benefit systems with accurate support, Product Development Process Group Insurance Clerical Services based on 3 perspectives in order to time of a payout, we also endeavor and a rich lineup of administrative Tax-Qualified Pension Plan grant our customers peace-of-mind and When developing products, we to improve the education of our staff, Migration

operation services. We have a dedicated contact desk Potential Employee Foster so that they may be able to provide gain their understanding during each remain aware of these 3 perspectives, exclusively staffed by group insurance The tax-qualified pension plan Comprehensive Benefit . administrative staff to carry out policy will be abolished at the end of March Management Systems and renewal, administrative procedures, 2012. In response, our dedicated staff Members-Only Information and payment of insurance claims and and corporate sales representative are The 3 Perspectives “Medical Yell” and “Medical Switch” Provision Services Used in Product Development Perspectives benefits promptly and accurately. We offering consulting in accordance with Development We offer Internet based services have established a service system which customer needs, migrating customers to 1 Ÿ Customers want medically-oriented coverage at reasonable rates. Foster Employee Potential Nonparticipating products with no refunds when surrendering such as the “System for Employee’s handles not only inbound contact, other retirement benefit systems ( ). Customer Needs contracts Products reflecting Life and Finance Solution (SELFS)” such as by post or toll-free number, “customer voices” and Ÿ Customers want medical care insurance for children. “employee voices” Ÿ Customers want to secure lifetime medical care insurance. Our Ideal Customer Products that can be purchased for insurees between age 0 and Needs Products 80 (term life for ages 0 to 49, whole-life for ages 50 to 80) Ÿ Customers want the latest medical care insurance, Examples of Internet-Based Corporate Services Support by Dedicated Staff Number of Entrusted Tax-Qualified but for health reasons readjustment is not possible. Pension Contracts 2 3 Number of (Contract type: Solely Dai-ichi Life or Clarity/Streamlining Reliable and Speedy System for switching current medical special contracts to Companies Contents Dai-ichi Life as administrative agent) “Medical Yell (whole-life)” without the need for health checkups Products whose contents are Procedures and Payment Using Service by medical practitioners or notifications of health status. clear, will not be Provides content supporting employee Products for which procedures End of misunderstood by customers— can be reliably carried out Approx. 8,000 self-help efforts, defined contribution 10,194 from the time a contract is SELFS pension implementation and March 2002 during the duration of a policy Clarity/ companies operation, operation of benefit and made, through the duration and at the time of a payout, Streamlining annuity systems, etc. of a policy, and to the time of Ÿ Simple and Clear Coverage Contents Approximately 92% and for which claims and Provides a wide range of information End of a payout—and whose Products for which benefit claims and payments can be made have been migrated benefits can be paid in a Reliable Success Approx. 60,000 related to company management, to March 2011 822 procedures are easy for assist with resolution of business (vs. end of March 2002) speedy manner Benefit reliably Net companies customers to understand problems encountered by managers Payment and company executives 0 5,000 10,000(Contracts)

27 28 FY2010 Activity Results

We will devote our full attention to the lives of each of We will clearly explain anything customers wish to know, or our customers, providing consultation regarding optimal which are important, regarding the contents of the products, Second Declaration preparations for each of their life stages. Third Declaration services, and policies we offer.

Contacts with Customers ( ) Enriching the Information We Supply to Customers Value Corporate Sustainable Create

customers once each year, explaining Total Life Plan Designer Contact Desk ages for 10,000 yen per day in hospital Mobile Computer (DL Pad) the details of their policies and our Portable Personal Computer expense benefits ( ). Dai-ichi uses the name Total Life We have three types of contact business results. Improvements are “eNavit” “With Partner” Policyholder Service Plan Designers to describe sales desks: branches, unit offices, and Total made each year in response to customer Our eNavit personal portable feedback, and we are constantly representatives who provide Total Life Life Plan Parks. computers are outfitted with We offer our “With Partner” service working to enrich the information we Plans to individual customers as their Our “Total Life Plan Parks,” opened presentation functions for conveying to our policyholders* and their family

Create Sustainable Corporate Value provide, such as our listing in Total Life lifelong partners. in 2007, offer extended business information visually and clearly to members. They can use the With

Plan Reports from FY2010 onwards of Satisfaction Customer Maximize Over 40,000 Total Life Plan hours, and customers have responded customers, and data transmission Points they accumulate based on the customers’ insurance claim and benefit Designers are providing face-to-face favorably to the fact that they are functions for answering inquiries from insurance premiums they have paid, and payment histories for the preceding 10 consultation and other services to available for use at times that are customers promptly. the number of years they have been years. customers, using eNavit portable convenient for customers. In FY2010, The new DL Pad mobile computer insured, on health related services, prize Simulation Screen personal computers to bolster the our 8 Total Life Plan Parks across the ATMs will be deployed starting in August drawings and special offer services, and quality of their Total Life Plan proposals. country were used by roughly 30,000 2012, enhancing customer consulting services for celebrating the life events of people. Customers can withdraw Call Center and service provision ( ). family members. In April 2011, we opened a new Total policyholder loans, accumulated The Dai-ichi Life Call Center handles Life Plan Park in front of Yokohama dividend funds, and deferments, as Offering Insurance Premium “Total Life Plan My Page” Maximize Customer Satisfaction inquiries from customers around the Station. 10 of our 70 branch desks well as pay back policyholder loans, at Simulations via Our Website Dedicated Policyholder Internet Service country, as well as procedures such across the country offer extended affiliated ATMs located in convenience On our website, customers can as policy content changes, death hours, open until 5:00 p.m., instead stores and banks. As of January 2012, easily perform simulations to determine This website for policyholders allows Trust Social Secure we will have approximately 70,000 claims, and hospital expense benefits. of the 3:30 p.m. closing time of other insurance premiums for our new them to confirm their policy contents, In FY2010, the Call Center handled branch desks, as well as being open for affiliated ATMs nationwide, becoming “Medical Yell” product. carry out insurance procedures, and “Total Life Plan My Page” one of the top insurance companies in approximately 1.22 million calls. insurance consultation on a reservation In addition to being able to confirm use With Partner services over the Screen terms of number of ATMs and functions At our Communication Desk, we basis on the second and fourth Saturday its features and insurance contents, Internet, all from a single screen. The

Secure Social Trust offered. offer the latest information regarding of each month.* customers can select “Insurance Type” site is accessible from the “Total Life our products, services, and campaigns. Total Life Plan Report * Hours during which procedures can be carried out and “Hospital Expense Benefit Day Plan Support CD” that accompanies the In FY2010, the Communication Desk vary by contact point. Please check our website for details. Limitations Type” by sex and age, and “Contract Guide—Policy Conditions,” made approximately 1.2 million calls. Total Life Plan Reports are sent to confirm what the monthly insurance or from the official website ( ). Foster Employee Potential Employee Foster Contact Desks premiums would be for representative * This service cannot be used by corporate customers Contact with Customers Ÿ Branch desks and unit office desks 628 or policyholders with only financial insurance. (As of April 2011) Total Life Plan (Branch desks with expanded service hours: Sendai Designers Sogo, Saitama Sogo, Funabashi, Kashiwa Josho, Shinjuku Sogo, Shonan, Chukyo Sogo, Kobe, 43,527 Hiroshima Sogo, Kitakyushu Sogo) (As of end of March 2011) Ÿ Total Life Plan Parks 8 (As of April 2011)

Foster Employee Potential (Sapporo, Hibiya, Yokohama, Nagoya, Osaka, Fukuoka, Tokyo Otemachi, Kawaguchi) VOICES Total Life Plan Reports Always Looking at Things from the Customer’s Perspective, Number sent: Customers Call Center and Taking a Customer-First Approach Approx. Calls placed/received Recently, I visited a customer that I’ve worked the customer’s perspective, and gain a full 8.43 million Approximately with since I was new to the company, regarding understanding of the living environments of each (FY2010 edition) 2.44 million some hospital expense benefits procedures. I knew customer, as well as all of their insurance policies. (FY2010) all about the customer’s insurance status and I will continue to value the bonds I form with Agents conditions, so I was able to not only take care of customers through the course of my work, staying Website 2,590 the procedures, but to give the customer detailed healthy mentally and physically, so I can always Consultations via Internet or (As of end of March 2011) explanations regarding other procedures as well. serve my customers with a smile. toll-free number The customer was very pleased with the level Etsuko Tanba 39,634 (FY2010) of service. I always try to look at things from Fuse Branch, Shinishikiri Unit Office ATMs Approx. 57,200 (As of April 2011)

29 30 FY2010 Activity Results

During each insurance policy stage—from the time a contract is Initiatives for Accurate and Fair Payment made, through the duration of a policy, and to the time of a payout— we will carry out procedures and fair payments in a quick and Fourth Declaration requirements themselves. accurate manner, putting ourselves in the position of our customers. Enriching the Explanations and Clear Claim Recommendations ¢ Clear Explanations Regarding Information We Supply to Customers Payment Contents ¢ Establishment of Claims Payment

Preventative and Improvement Measures Regarding Missed ¢ Accurate, Clear Claim Reception Customers can directly contact the Quality Improvement Promotion Value Corporate Sustainable Create Insurance Benefit Payments Guidance dedicated toll free benefits number to Center Since July 2010, dedicated benefit confirm benefit payment contents or, in In April 2010, we inaugurated the We are striving to establish systems for notifying customers of all payable insurance claims and benefits, without fail. We are call center staff have directly handled the event that for some reason benefits Payment Operation Improvement also making continuous revisions to our systems in accordance with the results of customer questionnaires, and the opinions of inquiries regarding benefit claims cannot be paid, the reason for non- Project, carrying out detailed auditing experts ( ). received by the Dai-ichi Life Call Center payment. Dedicated staff offer clear, and claim filing guidance for issues Systems, from Policy Conclusion to Payment and Beyond in order to provide clear, accurate easy to understand explanations. requiring clearer guidance from a guidance. (This is planned to be ¢ Regular Information Provision customer protection perspective. In When Concluding Policy/ Claim Reception — Claim Document Guidance During Payment Screening and

Create Sustainable Corporate Value Throughout Duration of Policy After Payment extended nationwide during the course In addition to listing payment May of the same year, the project

of FY2011.) conditions for primary products and was elevated to division level as the Satisfaction Customer Maximize Sufficient Notification of Accurate Understanding of Request Contents Accurate Payment Screening Some diseases covered by policies individual riders on “Total Life Plan Claims Payment Quality Improvement Policy Contents · Improvements to level of claim reception process · Utilization of medical certificate are also listed on the reports (Treatment Reports” sent annually to policyholders, Promotion Center, handling issues · Providing of “Insurance Design · Providing of fliers with easy-to-understand explanations of information in payment screening via Document (Policy Overview),” etc. payment reasons for disability insurance benefits, etc. text data conversion Self-Reports) that can be used in place from FY2010 our documentation has which those within and outside of · Mounting of benefit related claim navigation system in · Introduced “Entry Verify” system, in · Posting of Contract Guide—Policy of medical certificates when certain been improved, listing benefit payment the company indicated required level Conditions” on website portable computers carried by Total Life Plan Designers which multiple different staff enter · Unification of “Contract Guide” · Nationwide rollout of insurance benefit help desks for medical certificate information, and the conditions are met. Furthermore, a histories. Customers have reported that improvements. and “Payment of Insurance responding to inquiries from Total Life Plan Designers results are compared by the system, Benefits, etc.” booklet (new name: · Initiation of reception of claims by dedicated benefit call checking that there are no entry list of other documents which must the Total Life Plan Report has spurred mistakes “Procedures for Benefit and Other center be submitted is also provided so that them to file claims. Claims, and Payment Examples”) · Listing of names of some diseases covered by individual · Enhancement of system support for · Providing of CD-ROM containing riders in “Treatment Self-Report” payment screening customers may check documentation

Maximize Customer Satisfaction policy conditions · Improvement of level of group insurance · Inclusion of “To Ensure Thorough Reliable Claim Guidance to Customers payment system Claiming of Insurance Benefits” with · Automatic collation of accounts when creating claim forms insurance certificate Post-checking of Payment Contents · Increased clarity of policy conditions · Mandatory confirmation of disease name when creating Secure Social Trust Social Secure claim forms · Missed payment prevention through Enrichment of Explanations for Situations in Which Regular Providing of Information · Providing of “Benefit Request Confirmation Form” inspection of payment contents containing claim filing contents conveyed to us by customer immediately after payment Benefits Cannot Be Paid and Cautions to Customers during claim request process · Providing of “Documents to Be Submitted Together with · Listing of payment conditions for Treatment Self-Report,” clearly indicating what documents Reliable and Clear Claim each primary policy and rider on are necessary when filing claims Recommendation Payment Department staff experts Desk ( ) (Payment Department). If internal department separate from our “Total Life Plan Report”

Secure Social Trust · “Total Life Plan Report” website · Claim recommendation after payment offer customers explanations when unsatisfied with the explanation offered Payment Department), External Lawyer Stronger Claim Recommendations to Customers reference service utilizing Integrated Payment Information benefits cannot be paid. When by the Claims Payment Reference Desk, Consultation Service ( ), or Claims · Listing of insurance claim and benefit System. · Addition of check-sheet function which customers can use payment history in “Total Life Plan · Issuing of hospital visit benefit claim to confirm their own claimable benefits in “Benefit Request customers have questions, they can customers can make use of our Claims Payment Examination Board ( ) (third Report” recommendation notifications after Confirmation Form” · Display of claim recommendation hospital expense benefits payment consult our Claims Payment Reference Payment Verification Desk ( ) (an party organizations) ( ).

· Guidance via “Hospital Visit Benefit Claim Recommendation Potential Employee Foster statements in various notifications · Display of cautionary messages, etc. on Flier” payment detail forms asking customers · Establishment of Claims Payment Quality Improvement Creation of a System in which It Is to check that there are no missed claims Promotion Center Explanation and Consultation Process When Payment of Benefits Easy for Customers to File Claims Payment Is Not Possible (FY2010) Internal Education and Training to Enrichment of Explanations to · Compensation by Dai-ichi Life for the (Individual Insurance) cost of procuring medical certificates Ensure Thorough Guidance Customers of Payment Contents (a flat 5,000 yen payment) in cases Customers Dai-ichi Life Third Party · Establishment of Educational Support Group in Claims · Establishment of dedicated benefit call where payments cannot be issued Organizations Department center Death/Disability/ Hospitalization/ · Readjustment and streamlining of Total · Establishment of Administration and Underwriting Academy · Listing of claim form receipt, etc. dates Specified Disease Surgery product lineup as system for cultivation of personnel well-versed in payment on “Term End Benefit Payment Details” Consultation Insurance Insurance Foster Employee Potential operations and other administrative duties and “Benefit Payment Details” with External Benefits Benefits

If desired Lawyer If desired Claims paid 937,051 76,530 860,521

Claims not paid 33,880 3,008 30,872

VOICES Masayo Shimizu Claims Inquiry/Statement No basis for payment 32,598 2,557 30,041 Claims Department Payment Striving to Take a Customer-Centered Perspective If customer is dissatisfied Claims Payment Reference Desk Claims Payment Verification Desk Examination If desired Dissolution due to In the insurance benefit call center, we receive claim explanations tailored to customers’ individual Board breach of notification 772 146 626 duty applications for benefits and offer various reference situations, and to increase my knowledge of topics Usage of Individual Systems Cause for exemption 509 304 205 functions. We receive calls from a wide spectrum of pertaining to payments, such as medical knowledge. I Claims Payment Claims Payment External Lawyer Verification Examination customers, including those who have lost loved ones to always take a customer-centered perspective, so that Consultation Desk Board Other 1 1 0 the earthquake, or who are battling serious illness. I try customers receive all the benefits coming to them and FY2009 114 5 5 to always provide accurate, polite, easy to understand think “I’m glad I went with Dai-ichi Life.” * Maturity proceeds, existence benefits, etc. not included. FY2010 203 10 3

31 32 FY2010 Activity Results

We will call for opinions from a wide range of people outside the Voice of Customers Number of VOC and company, and take customer feedback and opinions seriously, VOC Breakdown reflecting them in business process improvement and corporate Fifth Declaration We gather complaints and messages sales and telephone contact channels, FY2010 management. of thanks from our customers far and in order to further improve customer Complaints 79,547 wide ( ). satisfaction levels.

Echo System Operation All of our divisions recognize Value Corporate Sustainable Create Customer Round Table Words of complaint handling as a top priority, Gratitude 5,864 In 1992, Dai-ichi Life established a analyzes the feedback from customers countermeasures. When considering and are dedicated to sincere and speedy We regularly hold meetings with our system called “Echo System” ( ) to at the monthly meeting of the Voice of improvement measures, we use a complaint response. The complaints customers at our branches nationwide, reflect the opinions of customers heard Customer (VOC) Committee, identifies “Consumer Monitor System” and we collect are used as the basis for directly gathering feedback and VOC Breakdown (FY2010) daily from around the country directly and organizes problem areas, and similar measures to collect consumer improvements to products and services requests from our customers to use in in our management. The Echo System creates and implements improvement perspective opinions and advice in order ( ). product and service improvements. We Words of Gratitude collects and analyzes customer opinions, measures. These initiatives are reported to further respond to customers’ wants We also proactively share words of heard feedback and requests regarding 6.9%

Create Sustainable Corporate Value appreciation from customers, regarding sales representative activities, product using them to improve management to the Executive Management Board, and needs. Policy content

and operational processes. Dai-ichi Life which carries out any necessary our support, administrative procedures, development, and advertising and PR maintenance Satisfaction Customer Maximize procedures Other and the like, gathered through our activities at the FY2010 round table ( ). 30.6% 33.0% Assessing Customer Satisfaction

Each year, we assess our customers’ customers (policyholders) and corporate as well as the customer satisfaction Voice of Consumers satisfaction levels as an index of how customers ( ). improvement initiatives led by the members are reflected in operation well we have achieved one of our We use the total customer Quality Assurance Promotion Special Advisory Committee for Business New policies 6.4% Payment of improvements. benefits and basic management policies, “Maximize satisfaction levels assessed via the Committee. We are striving to make Maximize Customer Satisfaction Quality Insurance premium claims, etc. 16.2% Customer Satisfaction.” We carry out survey as one of our target values further improvement in our information Consumer Monitor System payment procedures We established the Advisory 6.9% the Nationwide Customer Survey, in our medium-term management provision and service field, which has Committee for Business Quality in 2006 We began operation of our a questionnaire administered by an plan, reflecting them in the initiatives suffered from relatively low satisfaction Primary Contents Trust Social Secure to gather opinions from a consumer “Consumer Monitor System” in 1984. · Policy content maintenance external organization to individual taken by each company department, levels in recent years. procedures: Dissatisfaction with perspective. Specifically, the committee Consumer issue experts, consultation surrender procedure, etc. advises regarding the issues considered staff from consumer affairs centers, · Payment of benefits and claims, etc.: Dissatisfaction with benefit Echo System Nationwide Customer Survey Results by the Quality Assurance Promotion consumer affairs advisors, and the payment procedures, etc. Number of customers whose overall satisfaction levels were · Insurance premium payment “satisfied” or “somewhat satisfied” Special Committee, and the opinions Secure Social Trust Customers like participate as consumer monitors, procedures: Dissatisfaction with Individual Customers Corporate Customers offered by individual committee offering their opinions and advice on payment method change procedures and insurance premium 100 100 our products and services. payment, etc. Head Office / (%) (%) Sales · New policies: Dissatisfaction with Representatives Call Center Branches/ Website 84.6% 84.6% 85.6% 85.6% Unit Offices 82.6% new policy explanations, etc. 78.9% Potential Employee Foster 80 80 Improvement Examples Customer Round Table Central Management of VOC 60 60 VOC Improvement Measure VOC Database Launch of Medical Yell We launched “Medical Yell (Term life type),” a nonparticipating term medical care insurance product, and “Medical Yell (Whole life type),” a 40 40 nonparticipating whole medical insurance product—our first Head Office Branches Customers want to prepare for nonparticipating products since demutualization—which makes it hospitalization and surgery with low-cost possible for customers to receive rich medical coverage with low VOC Analysis, Improvement Measure Proposal VOC Analysis, insurance premiums. insurance premiums. (January 2011) Foster Employee Potential and Implementation Improvement 20 20 The time a Customers want to switch from existing Measure Proposal contract Dai-ichi Life policy to latest medical care Medical Switch VOC Project Teams, etc. Committee and insurance, but readjustment is not As a new insurance readjustment policy, we developed “Medical Implementation is made Switch,” a medical care insurance modification system which makes it (Individual) possible due to health condition. Quality Assurance Promotion Customers want a system for readjusting possible to switch from a policyholder’s current medical compensation Special Committee Branch DSR 0 0 rider to “Medical Yell (Whole life type)” without the need for a health Committee coverage without need for health 2008 2009 2010 2008 2009 2010 checkups or notifications. checkup or health status notification. This has made it possible for Consultation Opinion (VOC) (FY) (FY) medical insurance periods to be extended to cover policyholders’ entire lives, while also readjusting their insurance contents. We also began Advisory Committee for handling rider modifications which make it possible to readjust Business Quality insurance contents without medical selections, in the same way as Report Number of Nationwide Customer Surveys Sent, and “Medical Switch.” (January 2011) Participation by In order to increase customer convenience, we began offering* the Representatives Number of Responses The duration Customers want to be able to carry out “Defined Benefit (DB) Plan Online Service,” a system which can be used defined benefit (DB) plan maintenance Executive Management Consumer Monitor System, of a policy to carry out defined benefit corporate pension maintenance Board etc. Number of (Corporate) procedures over the Internet. Number Sent Responses procedures and the like. (June 2010) Committee for DSR Nationwide Customer When insurance benefit claimants are Promotion* Survey hospitalized, it is difficult for them to carry Individual out insurance claim procedures in the 35,897 11,303 We changed our system such that, in principle, those filing claims for * Provided by the Corporate-pension Business Customers The time of a presence of sales representatives. benefits due to injury or illness could carry out filing procedures Service Company, a Dai-ichi Life Customers want it to be possible for payout without needing to sign in the presence of a sales representative. subcontractor to customers whose Corporate procedures to be carried out by claimants 2,426 companies 1,106 companies (Individual) (March 2011) insurance is underwritten solely by Dai-ichi Product and Service Improvement Customers themselves signing claims paperwork, Life or by a plurality of companies with without the need to meet with sales Dai-ichi Life as administrative agent. * Officially, the “Committee for Dai-ichi’s Social Responsibility Promotion” representatives

33 34 FY2010 Activity Results

In order to carry out our mission of providing long term insurance, Sixth Declaration we will maintain and strengthen our financial foundation. Payment of Insurance Claims and Benefits Report on Business Improvement Plan Implementation Status After being issued a business improvement administrative is fulfilled when insurance claims and benefits are paid, and Create Sustainable Corporate Value Corporate Sustainable Create Further Financial Soundness Improvements order by the Japanese Financial Services Agency with regards strive to take a customer-based viewpoint in establishing to additional insurance claims, etc. payment, we submitted a improvement measures and increasing their effectiveness. In In order for us to remain a company internal reserves in net assets. At the secure sufficient capital versus risk, business improvement plan in August 1, 2008, and have issued order to become a company offering even greater peace-of- in which customers vest their trust, we same time, we complement our core in accordance with regulatory trends. six implementation status reports as of August 2011. mind in the future, we will continue to work to make even believe it is important that we establish capital through subordinated debt, Specifically, we will work to reduce Taking the administrative order with utmost seriousness, greater and speedier improvements, implementing business a strong financial base. To do so, we which is supplementary capital that risk, primarily through accumulation of all of the directors, officers and employees of the Company improvement measures with a customer focus. have striven to ensure periodic profits, is allowed to be incorporated into an internal reserves, further Asset Liability share the recognition that the role of an insurance company accumulating contingency reserves, insurance company’s capital. Management (ALM) promotion, and

Create Sustainable Corporate Value reserves for price fluctuations, and We will continue to endeavor to control of risk asset exposure ( ).

Overview of Business Improvement Plan Implementation Status Satisfaction Customer Maximize

Improvement and Reinforcement cases from a variety of perspectives, for has been determined that payments Highly Stable Asset Management of Governance Structure a finely detailed verification of payment cannot be issued, in order to widely operations. encourage the issuing of claims by financing, and how our funds will be yen, and selects, based on standards ¢ Establishment of the ¢ Strengthening of Control customers, and promote the issuing of Investment Approach from a CSR used, clearly establishing as part of incorporating a uniquely Dai-ichi Headquarters for Business Functions by Payment Screening claim notifications by the company. As Perspective Improvement Promotion and Office a result of this initiative, we have issued our asset management departments’ Life perspective, approximately 100 Reinforcement of Our Internal The payment screening office approximately 34,000 payments for the As a financial institution controlling code of conduct that funds not be Japanese companies with exceptional Systems for Monitoring Plan controls payment departments procurement of medical certificates as of

Maximize Customer Satisfaction approximately 30 trillion yen in capital, used for purposes counter to public environmental conservation and social Effectiveness through verification of payments and April 2011. we act as a financial intermediary, order or morality, and that they not contribution track records in which to Our business improvement promotion identification of missed payments. From ¢ Payment Operation Improvement directing insurance premiums encourage environmentally destructive invest. headquarters, established in order to FY2007 onwards, it has also carried Project

to Japanese national and local or speculative real estate transactions. This initiative selects investment promote company-wide initiatives, out compensation request procedure In order to prevent new non-payment Trust Social Secure uses regular reports from payment customer surveys to help improve its incidents from occurring, in accordance governments and the industry through We will continue in the future vehicles based not only on their departments, control departments claims payment operations. In the with our business improvement plan, we investment in stocks and bonds and the to recognize the public nature of financial evaluations, but also places involved in payment management, FY2010 survey, total compensation- have focused our efforts on bolstering financing of companies, contributing our life insurance business, and the importance on their CSR initiatives in internal auditing departments, and related customer satisfaction reached our payment management structure, to sound economic development. impact that our asset management order to contribute to overall societal committees that include external 95.3%, a rise of 1.3 points versus the while investigating and responding to Secure Social Trust Specifically, as a long-term financial activities have on the overall economy, CSR promotion and discover stable members, in monitoring the status previous year. contracts with past claims. and effectiveness of improvement We have also taken advantage organization, we invest in public taking an investment approach that growth companies capable of long-term Necessary Readjustment and measure implementation, and issuing of the progress we have made with bonds, helping fulfill the financing is not exclusively based on safety and sustainable growth. Improvement of Preventative and further improvement orders, in order various improvement measures and the

needs of Japanese national and local advantageousness, but also takes into In this way, through our asset Improvement Measures Regarding Potential Employee Foster to strengthen the PDCA cycle for opportunities presented by our efforts Missed Insurance Benefit Payments governments. We purchase corporate account its societal and public nature ( ). management as well, we maintain our continuous improvement. to enhance consumer protection to start bonds and provide additional capital, focus on responding to the expectations The Deliberation Committee for We are steadily implementing our up the Payment Operation Improvement Establishment of New SRI Fund helping fulfill the varied financing of customers, shareholders, and other Claims Payment acts as a consultative business improvement plan, working Project within the Claims Department needs of companies, and contributing In October 2010, we established an stakeholders, while promoting initiatives body for the business improvement to establish a responsible and proactive in April, 2010. The project’s aim is to promotion headquarters, monitoring and system of providing notifications of look back on our past efforts from a to the growth and development internal Socially Responsible Investment which widely contribute to society. assessing the effectiveness of the plan claims and benefits which can be paid customer perspective and offer payment of Japanese national government, (SRI*) fund for investment in our * Method of asset investment which gives from a third-party perspective. out when a claim is issued. We are also services whose quality exceeds those consideration not only to general financial Foster Employee Potential local governments, and individual corporate assets, a first for the Japanese information, but also compliance, information continuously revising and reexamining of the services we have offered in the Improvement and Reinforcement of companies. We carefully and prudently life insurance industry. disclosure, employee consideration, labor our business activities, taking into past, further improving the quality of our conditions at client sites, contributions to the Internal Audit Structure, etc. select which companies will receive This fund is valued at 1 billion community, the environment, etc. consideration the results from customer claim notification activities. ¢ Enhancement of Operation surveys, and the opinions of experts. ¢ Readjustment and Streamlining of Auditing by the Internal Audit Product Line Capital Breakdown Asset Conditions (General Accounting) Specific Examples of Preventative Department In January 2011, in order to improve (Billion yen) 2,112 billion Domestic Domestic and Improvement Measures 1,927.9 billion 1,963.8 billion Members, primarily those of the ease with which our product line can yen Bonds Stocks Loans yen yen 3,627.4 2,000 Foundation 13,434.9 2,538 operation auditing department members ¢ Creating a System in Which It Is be understood by customers, together Fund Subordinated well-versed in payment operations, Easy for Customers to File Claims with the launch of specialized medical Debt 1,500 Additional perform highly-specialized auditing For claims in or after April 2007, care insurance products, we also ceased Policy End of Other Reserve 10,133.4 in the form of regularly implemented Dai-ichi Life has issued compensation sales of 3 of our primary products, 2 of 1,000 March 2011 “theme-specific internal audits” of the for the cost of medical certificates (a our add-on riders for new policies, and 4 Internal 500 Reserves, etc. company’s claims payment systems. This flat 5,000 yen payment) in cases where, of our add-on riders for existing policies. Total 29,733.8 billion yen operation audit looks at many individual as a result of payment screening, it 0 End of March 2009 End of March 2010 End of March 2011 0 10,000 20,000 (Billion yen)

35 36 FY2010 Activity Results

Thinking People First Corporate Citizenship

Corporate Citizenship Basic Policy Create Sustainable Corporate Value Corporate Sustainable Create Secure Social Trust We have established a “Corporate engaging as a member of society in Living Environment,” “Education and Citizenship Basic Policy,” and we corporate citizenship activities in six Research,” “Local Community Support,” take a proactive stance towards areas: “Health and Welfare,” “The “Fine Art and Culture,” and “Sports.” In order to accomplish the objectives set out in our FY2011 and FY2012 Environmental Medium-Term Initiative Plan, established in FY2010, we are implementing company-wide environmental initiatives such as energy and resource conservation, while enhancing our environmental management Health and Welfare promotion system. award winners receive an audience results with the aim of contributing We are proactively engaging in social contribution activities as a good corporate citizen, contributing Public Health Award with the Emperor and Empress of to prevention, diagnosis, improved through our sound business activities to societal and economic growth in harmony with the This award was founded in 1950 Japan. The award is now bestowed treatment, as well as offering advanced,

environment. to honor and express gratitude to to those engaged in initiatives to leading edge specialized treatment in its Satisfaction Customer Maximize those involved in improving the tackle the increasingly diverse issues adjoining hospital. In February 2011, the health and hygiene of Japan. It is our of our modern age, such as overseas Institute and the hospital were moved longest-standing corporate citizenship medical activities and measures for the to a newly constructed facility, with the activity, carried out with the support prevention of lifestyle-related diseases. latest medical equipment for improved of organizations and groups such as treatment quality and service. It will The Cardiovascular Institute the Ministry of Health, Labour and continue to actively contribute to the Welfare. In 2011, the 63rd Public Health The Cardiovascular Institute carries development of clinical medicine for Award will be presented. Each fall, out medical research into cardiovascular cardiovascular diseases. an awards ceremony is held ( ), and diseases, and publicizes its research

The Living Environment Trust Social Secure

FY2009, the creation of green spaces 62nd Public Health Award Green Environmental Ceremony necessary for preserving the urban Design Award environment was added to the award’s This award was established in 1990 evaluation standards, and we have been to grant funding for urban green proactively supporting plans for urban design to winning plan submissions greening, effective in mitigating the from citizens’ groups and public heat island phenomenon and promoting organizations across Japan. From the conservation of biodiversity ( ). Potential Employee Foster

Komaoka Elementary School (Sapporo City), winner of the Education and Research Minister of Land, Infrastructure, Transport and Tourism Award

Financial Education Support via Educator/High School Student the “Lifecycle Game” Internships The “Lifecycle Game,” winner of We participate in the “Experiential the National Institute on Consumer Study Programs for Teachers” Education’s “4th Consumer Education sponsored by the Keizai Koho Center, Material Award—Experiment and as well as accept high school interns

Practice Category,” is being used in in order to help develop their career Student seminar by the Japan conjunction with groups such as the and work perspectives at an early age. Academy of Consumer Education Japan Academy of Consumer Education Through initiatives such as these, we in financial education. This game has provide support for the nurturing and been roundly praised as an educational educating of the children who will lead material that effectively teaches users the Japan of tomorrow. about contracts and financial products such as life insurance ( ).

This year marks the 10th anniversary of the establishment of the Dai-ichi Seimei Hall and the NPO Triton Arts Network (TAN), one of the groups we support. Photo: Counterclockwise from top left: Dai-ichi Seimei Hall, Dai-ichi Seimei Hall “Open House” (© Michiharu Okubo); former Dai-ichi Life Building, home to former Dai-ichi Seimei Hall; Awarding of 2009 “Mécénat Grand Prize” for TAN 37 support; exterior view of Dai-ichi Seimei Hall; a string quartet at Dai-ichi Seimei Hall 38 FY2010 Activity Results

Local Community Support Sports Left: Yoshimi Ozaki Right: Azusa Nojiri donating fixed amounts based on the have promoted bone marrow donor Marathon, and winning the 2010 Voluntary Activities by Women’s Track and Field number of participants. To date, 4,840 registration, to increase in any way we East Japan Industrial Track and Field Employees Nationwide Division employees have participated in this can opportunities for prospective bone Women’s Ekiden. As members of their communities, system. marrow recipients. In the first fiscal year Since the establishment of the The division is at the forefront of Create Sustainable Corporate Value Corporate Sustainable Create employees around the nation form Our employees have also been active of this initiative, over 200 employees Women’s Track and Field Division in Japanese track and field middle and groups to engage in cleaning activities, participants in the volunteer efforts to registered as donors. We also 1990, we have focused our efforts on long distance racing, with Yoshimi charity bazaars, donation collections, support the disaster areas of the Great established a “Donor Leave System” the cultivation of athletes. The division Ozaki and Azusa Nojiri being selected and other voluntary community East Japan Earthquake ( ). which enables employees to take special has had excellent showings in athletic as representatives at the World contribution activities ( ). In order to paid leave for the time it requires to events, with Yoshimi Ozaki taking Championships in Athletics — Women’s Promotion of Bone Marrow support and promote these activities, donate bone marrow or organs, further the silver medal in the 2009 World Marathon held in August 2011 ( ). Donor Registration in addition to our “Matching Gift reinforcing our donation initiatives. Championships in Athletics — Women’s System,”* we launched the “Action Gift As a life insurance company, led by

Create Sustainable Corporate Value * System in which we add a fixed amount to System,” in FY2010, which supports the “all for one, one for all” spirit of employee donations when collected donations, bazaar sales amounts, or the like are donated to International Corporate Citizenship Activities

environmental conservation groups by mutual assistance, since FY2010 we various organizations. Satisfaction Customer Maximize Japan and abroad are invited to hold Foundation for the selected as recipients of the Golden training sessions. As of the end of Advancement of Life Insurance Umbrella Award for our contributions Fine Art and Culture March 2011, a total of 3,260 people Around the World (FALIA) to the healthy development of the have participated in training sessions insurance market of the Republic of artists in this gallery, offering a place for again, in Harumi, Tokyo, and is being To contribute to the development in Japan and 152 seminars have been VOCA Exhibition/Dai-ichi Life Uzbekistan. them to show the fruits of their creative used for performances organized Gallery of the life insurance business, people held overseas, attended by over 5,000 activities after receiving awards, thereby independently by TAN. In addition to involved in the insurance industry in people. In November 2010, we were Maximize Customer Satisfaction We have been supporters of the offering them continued support. hall performances, TAN holds outreach “Vision of Contemporary Art” (VOCA) These activities have been well activities, bringing high quality music to exhibition since it was first held in 1994 received, culminating in our receiving of schools and welfare institutions, whose

in order to nurture and support young the “Mécénat Grand Prize”* in 2000. members cannot normally come to the Respect for Human Rights Trust Social Secure painters ( ). In recent years, it has hall. By supporting TAN, we hope to Triton Arts Network (TAN) been praised as a stepping-stone for produce artistic activity tied to the local Raising Human Rights Awareness young artists. In addition to offering The Dai-ichi Seimei Hall, which had community. support, we also house a collection We are dedicated to cultivating persistent and repeated training in been in active use for 37 years, was These activities have been widely Prevention of Sexual Secure Social Trust employees with a proper understanding deepening proper understanding and of superior works, regularly exhibiting closed in 1989, as part of the process praised, and in 2009, we were awarded Harassment and Abuse of and awareness of human rights awareness of human rights issues and them in our Hibiya head office lobby of preservation and renovation of our second “Mécénat Grand Prize.”* Authority issues, and whose activities are always tying these into daily activities. and our Dai-ichi Life Gallery. We also the Dai-ichi Life Building. In 2001, * Award presented in recognition of mécénat activities making significant contributions to the underscored by their concern for others. In FY2010, we held training, focused We hold sexual harassment and hold solo shows of award recipient the Dai-ichi Seimei Hall was opened promotion of arts and culture as part of the In 1986, the “Dai-ichi Life Human Potential Employee Foster Mécénat Awards, given out by the Association for on antidiscrimination, understanding of abuse of authority prevention training Corporate Support of the Arts, Japan. Rights Declaration” was formulated disabilities, and harassment prevention in the form of human rights training based on 3 pillars. Our Code of Conduct through a number of methods, such sessions for individual departments, Tree planting activities Earthquake disaster area for officers and employees also contains (Chukyo Sogo Branch Office) support volunteers as our training sessions for individual given to all employees, and other (Iwate Prefecture) Office Worker Senryu Contest human rights related items, and we departments (given to all employees). human rights training sessions. strive to cultivate greater awareness of As part of our human rights awareness Prevention initiatives and consultation Since 1987, Dai-ichi Life has been holding human rights among our employees. training for managers, Ryusen Kiyohara, contacts are listed in the “Vision & “Salasen,” an annual senryu (Japanese poems) deputy chief priest of the Saikoji Rules” files carried by all officers and Foster Employee Potential contest on the theme, “the Japanese office worker.” Human Rights Awareness Temple, gave a lecture on the theme, employees, as well as various manuals, Applicants submit senryu poems in 5-7-5 syllabic Promotion System “Antidiscrimination—Shining a Light on and we work to ensure thorough form, expressing the joy, anger, sorrow and pleasure We have established a Human Human Society” ( ). awareness. in the daily life of office workers, both at work and Rights Awareness Promotion at home. We select the top 100 works from around External Activities Human Rights Awareness Headquarters, composed of officers, the nation and our customers Training for Managers VOCA Exhibition 2011 VOCA Prize-winner, department chiefs, and managers, We are a member of the Industrial Ryusen Kiyohara, Deputy “A Certain Planet” (Reika Nakayama) then vote to decide the best Chief Priest of Saikoji Temple 10 poems. in our head office, as well as human Federation for Human Rights, Tokyo, Each year, these selected rights awareness committees in all and actively participate in training works are reported on in the departments and branches, promoting sessions held by governmental bodies media, holding a humorous awareness of human rights. and other organizations, using them to assist with our internal human rights mirror to the world we live Human Rights Awareness in, and becoming a topic of awareness promotion initiatives. Training conversation. We recognize the importance of

39 40 FY2010 Activity Results

Environmental Conservation Activities Promotion of Employee Awareness Raising Activities the Hibiya Head Office, Oi Office, and As of the end of March 2011, we had Ecocap Recovery Campaign* several branches, from FY2005. collected a total of 20.6 million bottle Promotion of Environmental Management In order to contribute to the shift In FY2010, we expanded this to caps nationwide, donating vaccines for from a mass consumption and mass

encompass all business sites nationwide, approximately 26,000 people through Value Corporate Sustainable Create Environmental Medium-Term Initiative initiatives” and “4. environmental disposal society to a sustainable working to gain the cooperation not the Ecocap Movement. Establishment of “FY2011 Plan. management promotion system recycling-based society, we started only of our employees, but of members and FY2012 Environmental * The Ecocap Recovery Campaign recycles plastic This plan sets out specific numerical establishment.” ( ) “Ecocap Recovery Campaign” initiatives of the greater community with an bottle caps in order to contribute to a reduction in Medium-Term Initiative Plan” in individual business sites, including global warming, while using the revenue targets for future initiatives related Currently, we are advancing the Eco understanding of the movement’s generated to provide vaccines to children in In order to achieve our goal of to “1. global warming mitigation Diet Campaign in order to achieve the objectives. developing countries. being a global insurance group that response” and “2. recycling- objectives set forth in this plan, with contributes to medium and long-term based society creation,” as well as all members of the company engaged

Create Sustainable Corporate Value sustainable society creation, we have qualitative goals for “3. environmental in initiatives to tackle environmental established the FY2011 and FY2012 conservation oriented corporate problems. ( ) Environmental Initiatives Based on Asset Management Maximize Customer Satisfaction Customer Maximize planting vegetation on and around Environmentally Conscious Real SRI Fund Initiatives by Group buildings. When constructing major Environmental Medium-Term Initiative Plan FY2012 Objectives Estate Investment Companies new buildings, we strive to achieve 1. Global Warming Mitigation Response (Energy Saving) 3. Environmental Conservation Oriented Dai-ichi Life proactively engages CASBEE* Rank A (indicating a superior DIAM Co., Ltd., one of our group Corporate Initiatives Office energy usage in environmentally conscious building evaluation) or Rank S (the highest companies, has established, and · 10% reduction in CO2 emissions (t-CO2) vs. FY2007 reductions Environmentally · Promotion of environmentally construction through the use of possible evaluation). operates, SRI funds targeted at solving conscious conscious activities through activities in our energy saving design and roof and wall Completion of Toyosu Cubic environmental and other issues

Maximize Customer Satisfaction Distribution energy · 10% reduction in distribution energy (t-km) vs. FY2009 asset management usage reductions business field greening. We are also advancing energy Garden confronting society ( ). savings initiatives in existing buildings, Toyosu Cubic Garden ( ), completed * CASBEE: Comprehensive Assessment System for · Funding and support for Biodiversity Built Environment Efficiency. Method for assessing environmental conservation through operational improvements to in January 2011, employs a number of 2. Recycling-based Society Creation (Resource Saving) preservation and ranking the environmental performance of activities air conditioning equipment, and facility environmental measures and features buildings; developed in 2001 by a committee Trust Social Secure established within the Institute for Building · 20% reduction in total paper usage (t) vs. FY2009 upgrading, especially in large buildings. ( ). It has achieved a reduction in Environment and Energy Conservation, under the Paper usage · 15% reduction in office equipment paper usage (t) vs. guidance of the Japanese Ministry of Land, reduction FY2009 4. Environmental Management Promotion System We also engage in renovation work for energy consumption of approximately Infrastructure, Transport and Tourism. This system · 20% reduction in types of paper forms vs. FY2009 Establishment performs comprehensive assessment of building reusing underutilized property. 35% versus standard model office environmental performance, including not only Environmentally Conscious New buildings as defined by the city of environmental impact reduction aspects such as Paper recycling · Maintain 100% recycling rate for paper resources · Entrenchment of energy and resource conservation and recycling Secure Social Trust environmental initiative PDCA performance, but also environmental quality and and recycled paper · Maintain 100% recycling rate for general waste Environmental Building Construction Tokyo, and a reduction in CO2 emissions cycle performance improvements, such as room comfort usage promotion produced by primary business sites management · Improved awareness of We use energy-efficient air of 30%. The building has been certified and consideration of building effects on the promotion environmental initiatives by surrounding scenery. system Green procurement officers and employees conditioners and lighting to improve as CASBEE Rank S, the highest CASBEE · 80% green procurement ratio establishment promotion · Promotion of environmentally the environmental performance of rank ( ). Potential Employee Foster related information disclosure new buildings, while at the same time

Environmental Performance Data Toyosu Cubic Garden Examples of Toyosu Cubic Garden Environmental Measures

Increase/ Solar power generation equipment is installed on the roof to generate power used within the building. FY2009 FY2010 Reduction Reason for Increase/Reduction Our energy saving initiatives, in the form of company- Thermal impact is reduced through rooftop greening, the use of double-paned glass on external windows, 1 wide facility updating, operation improvements, and and electrically operated blinds which are controlled automatically based on sunlight conditions, CO2 emissions (t-CO2) 179,000 168,000 -6.1% Foster Employee Potential other company-wide energy conservation activities, decreasing the amount of energy used for air conditioning. showed some effectiveness in terms of CO2 emissions and power consumption reductions, but due to the Office lighting and air conditioning are controlled automatically using equipment that detects when extreme heat of July, August, and September, air people are present in the room. Power usage1 (1,000 kWh) 328,900 329,314 0.1% conditioning usage increased, for an annual power Energy saving consumption level that slightly exceeded that of the previous year. CASBEE Certification Status SRI Funds Created and Operated by DIAM Co., Ltd.* (As of end of March 2011) The use of CD-ROMs for policy conditions, reductions in computer lists, and office equipment paper utilization * There are some items of note Total paper usage (t) 12,775 9 , 9 5 4 -22.1% Building regarding these funds, such as the reductions as a result of company-wide activities Name Location Notes Fund Name Established produced a decrease in total paper usage. risk of loss of principal and various fees involved. Please see the DIAM Toyosu Cubic Koto-ku, DIAM High Grade Income Open SRI 2005 S Rank certified Co. Ltd. website for overviews of each Garden Tokyo As a result of reductions in total paper usage, recycling fund, their risks, fee schedules, and Environmental Conservation Fund 2006 other information. The information Total paper recycling volume2 (t) 4,420 3 , 4 4 6 -22.0% volume also decreased, but 100% of mass disposal Resource saving above has been presented as paper was recycled. Ashigara- Currently kami District, working DIAM Global Environment Business Fund 2007 examples of our group’s socially New Oi Office Kanagawa towards S Rank responsible investment (SRI). It has not been presented with the intent of 1. Calculated based on the Act on the Rational Use of Energy Article 7 Item 3. Numbers indicate total energy consumption by properties in which we have invested, Prefecture certification DIAM Japan Green Fund 2009 promoting fund investment. Dai-ichi properties which we operate, and public welfare properties. Life does not handle these funds. 2. Recycling volume also includes discarded documents collected before the current fiscal year.

41 42 Thinking People First SPECIAL TOPIC Foster Employee Efforts at Achieving Diversity & Inclusion In FY2010, Dai-ichi Life was awarded the 2011 J-Win We have instituted the Positive Action Program, which Create Sustainable Corporate Value Corporate Sustainable Create Diversity Award—Grand Prize, bestowed by the Japan provides support for those seeking high positions within Women’s Innovative Network (J-Win1). the company, and the Career Support Program, which Potential These awards are granted to companies which provides support for diverse career development, in order to take active, innovative approaches to the hiring, skill continuously produce women leaders. development, and promotion of women as a first step in As part of our work-life balance promotion, we have advancing corporate diversity and inclusion (accepting a enriched our “Family Friendly System,” as well as seeking Led by a conviction that human assets are the most important of all management resources, we are diverse range of personnel, and utilizing their strengths), out work style transformations in all of our employees to working to build a strong business system through our innovative approaches to sales representative producing business-propelling results. ensure a lively carrying out of duties. hiring and skill cultivation, adding value by transforming employee work-styles, and further promoting Based on the idea that “diversity and inclusion” and Initiatives such as these produce extensive results, such diversity. “management strategy” are one and the same, we have as helping each and every female employee to think and Satisfaction Customer Maximize established three pillars of diversity and inclusion: “mindset act independently, and increasing the number of female and behavior reform using both top-down and bottom- employees aiming at new positions. up approaches,” “continuous career appointment and This award is a recognition of our creation of an career development support for female employees,” engaging workplace culture through these initiatives. and “promotion of work-life balance, supporting career We were also awarded the Diversity Work-life Balance improvement.” Award at Toyo Keizai’s 4th “Diversity Management Specifically, in order to further the achievements of Awards,”2 and ranked fourth place in the Nikkei WOMAN our female employees, our top management has taken magazine “BEST 100 Companies for Women to Work In.”3 advantage of many opportunities to send out a clear The Dai-ichi Life Group will continue to take a proactive Secure Social Trust Social Secure message to its employees, and we have helped further approach to diversity and inclusion, with each and every enhance the effectiveness of efforts by our divisions, such employee exhibiting their individuality and working as through our appointment of managers in all divisions energetically, creating a company that enjoys continual as Diversity Promotion Leaders. In October 2010, we held growth as the number one company of choice by a Diversity Promotion Forum to dynamically deepen our customers. diversity measures. Foster Employee Potential Employee Foster

1. The J-Win organization is an NPO made up of corporate members, with the objective of supporting the advancement and thorough establishment of corporate diversity management. 2. The “Diversity Management Awards” are given to companies which have diversity management as part of their corporate philosophy, which is a new management method that utilizes employee diversity as an important management asset, and which are at the forefront of its implementation. Receiving the 2011 J-Win Diversity Award—Grand Prize 3. Listed in May 2011 issue of Nikkei WOMAN, published by Nikkei Business (Photo: Futoshi Nakamura) Publications, Inc. VOICES Each Year, Diversity Efforts Continue to Make Steady Progress

In 2011, Dai-ichi Life Insurance was awarded grand prize is a result of the positioning of diversity the J-Win Diversity Award—Grand Prize. Two and management strategy as one and the same, years ago, Dai-ichi Life was a finalist, last year it and the company-wide engagement in corporate received the Fighting Spirit Prize, and this year it reform. I can state with confidence that this prize will has claimed the grand prize. Each year, Dai-ichi Life contribute to Dai-ichi Life’s future business results. has maintained a steady approach in carrying out initiatives which promote diversity. Its claiming of the Yukako Uchinaga Each employee, whether man or woman, Board Chair, J-Win exhibits their own personality and abilities. (Japan Women’s Innovative Network) (Photo: Group Life Insurance Business Unit)

43 44 FY2010 Activity Results

Becoming a Vital and Appealing Company Personnel Skill Cultivation

Promotion Framework Total Life Plan Designer Cultivation Policy Create Sustainable Corporate Value Corporate Sustainable Create Led by a conviction that human by transforming employee work-styles, “Special Committee for ES and Diversity We believe that sales representatives customer trust is built, increasing our in order to serve our customers. To assets are the most important of all Dai- and further promoting diversity in order Promotion” which develops plans, who can sell life insurance in accordance competitiveness and productivity. We achieve this, we are striving to create ichi Life Group management resources, to strengthen the human assets of our implements measures, and manages with our “New Total Life Plan” are dedicated to cultivating the skills and richer training plans, organizational we are working to build a strong group who serve as the pillars of our the progress of group human asset approach are the foundations on which knowledge of Total Life Plan Designers systems, and instructional staff. business system through our innovative growth strategy. strengthening initiatives. approaches to sales representative To increase the effectiveness of these hiring and skill cultivation, adding value initiatives, we have established the Total Life Plan Designer Skill Cultivation Program

and “Practical Sales Education,” which activities. From the third year on, more Create Sustainable Corporate Value 2 Year Skill Cultivation Program Hiring and Personnel Affairs focuses on services and consulting specialized and finely-tuned training

The two years following hiring activities. The educational curriculum themes and student selection are used, Satisfaction Customer Maximize administrative personnel are handled graduates from Japanese universities. Occupation System are positioned as a training period, uses review and reinforcement— resulting in a system in which sales by global employees, who can be In April 2011, we hired four foreign during which new hired are educated including comprehension checking— representatives gain a thorough mastery Our employees consist of sales transferred anywhere within Japan, and students, from China, Vietnam, and in accordance with the “2 Year Skill providing students with opportunities of the knowledge and skills they need. representatives and administrative area employees, whose work areas are Bangladesh, as global employees. Cultivation Program.” not only to acquire knowledge, but General Sales Capability personnel. Our sales representatives, limited to specific regions ( ). Through our hiring of foreign students, Their education is guided by an also to reflect on their own skill levels called “Total Life Plan Designers,” we are creating workplaces in which Development Hiring of Foreign Students educational curriculum covering the to thoroughly entrench what they have consult with individual customers personnel with varying cultures and knowledge and skills necessary for life learned. The highly positive evaluations Our “General Sales” system was Maximize Customer Satisfaction regarding Total Life Plans, which are As part of our efforts to promote value systems work together, boosting insurance agent registration. They also given to our sales representatives’ established to cultivate consulting made up of life insurance and various diversity and proactively globalize the international competitiveness of our learn the importance of life insurance activities during the Nationwide sales specialists and raise the quality services. The core functions of our human resources, we hire recent foreign group. and the roles of a life insurance agent. Customer Survey are a testament to the of “New Total Life Plans.” It offers

After registering as agents, they then effectiveness of our educational efforts. products and services optimized on Trust Social Secure undergo further education during After completing the Practical an individual basis primarily to those Occupation System Employee Breakdown their “Concentrated Initial Training Training Office education, the head employed by companies or governmental Sales Representative Breakdown Sales Representatives Administrative Personnel Period,” including study in the “Practical office, branches, and unit offices jointly organizations. (End of Training Office” (a dedicated training provide continuing education, further We strive to gradually improve the fiscal year)

Secure Social Trust General Managers Core Functions

Duties Men 1,470 Official organization), learning what they need raising the knowledge and skill levels of capabilities of our sales representatives 2008 42,708 Women 41,238 Global Area to engage in insurance sales befitting sales representatives. In particular, in unit in order to provide them with extensive Regional Managers Range Transfer Transfer Employees Employees the trust customers invest in them. The offices, in addition to on-the-job training knowledge and skills, as we work to Men 1,426 curriculum effectively combines group and daily direction given by sales office cultivate consulting sales specialists and

2009 44,233 Potential Employee Foster Leaders Managers General Managers Women 42,807 training and support education, such leaders, our unique team-based bottom- leaders. We are constantly engaged in Managers as e-learning, and is based around two up initiatives for “growing together educational and support activities that Office Trainers Deputy General Managers Men 1,384 CS Promotion General Managers 2010 43,527 pillars: “Basic Sales Education,” which through cooperation” further improve help each employee achieve their career Sales Promotion General Managers Women 42,143 focuses on customer (user) protection, the effectiveness of our educational vision. Position Sales Representatives Senior Assistant Managers 0 10,000 20,000 30,000 40,000 50,000 (known as, “Total Life Plan (Sales Representatives) Associates Designers”) (including Chief Associates) VOICES Foster Employee Potential Administrative Personnel Breakdown * In addition to core functions, other functions Using My Experience with Raising Children While Working include staff employees and temporary Masae Tomita (End of Other 1,009 in Human Resource Skill Cultivation Toyama Branch Motomachi Unit Office full-time employees. fiscal year) 10,364 General General Duties Men 4,368 Three years ago, I became an office trainer, and Number of Employees Hired, Average Age, 2008 Management systems and offering proposals requiring advanced 5,461 Average Number of Years Working, Average Salary (FY2010) 3,894 Women 5,996 I am now involved in the hiring and training of new knowledge. Average Core Functions (Global Employees) employees. Turning each and every new employee I felt a little unsure of myself when I began as a Number Average Salary Average Age Number of 13,570 Hired (Monthly) Years Working Core Functions Other Men 4,267 into a full-fledged Total Life Plan Designer, well- trainer, balancing work with child-raising, but Dai- 2009 3,897 (Area Employees) 46 years 10 years 4,298 Women 9,303 versed in the manners and knowledge necessary for Sales Representatives 9,791 263,000 yen 5,375 ichi Life has a thorough commitment to work-life and 7 months and 0 months 42 years and 12 years and Core Functions (Global Employees) their work, is both challenging and satisfying. balance, so I have been able to dedicate myself to Administrative Personnel 938 286,000 yen 13,381 11 months 7 months I also need to have a deep understanding of Core Functions Other Men 4,097 my work without worry. I hope to use my experience Core Functions 43 years and 19 years and 111 — 2010 3,784 (Area Employees) (Global Employees) 2 months 6 months 5,238 4,359 Women 9,284 social changes and financial conditions, so I always in the future, growing and developing so that I can Core Functions 39 years and 15 years and remain attentive, gathering new information. I hope work in office management, operating a model 96 — (Area Employees) 9 months 5 months 0 5,000 10,000 15,000 to continue cultivating highly capable employees office in which females can work with peace of 46 years and 3 years and Other (Administrative Personnel) 731 6 months 2 months — who are capable of explaining complex life insurance mind. * “Other” includes staff employees, temporary full-time * “Other” includes staff employees, temporary full-time employees, etc. employees, etc.

45 46 FY2010 Activity Results

Company Internal and External Trainees VOICES Leader Capability Development Linking External Trainee Experience to Growth FY2009 FY2010 who are directly responsible for new and interpersonal skill improvement I applied for this training because that should be set for me, but something Office Trainer Development Number I wanted to broaden my perspectives to set on my own, using the PDCA cycle to hire training. We are also continually training, and after their training periods of internal trainee 819 1,448 on work and grow as a person through achieve them. I also learned the importance We offer regular opportunities for engaged in the training of the new are responsible for the management of applicants experiences that I wouldn’t be able to of creating problem resolution hypotheses skill improvement and benchmarking, leaders that will provide guidance for individual sales sites as office chiefs. obtain through my regular business duties. myself, taking the initiative in discovering Number of Value Corporate Sustainable Create such as Skill Improvement Training the next generation. In order to cultivate highly capable external — 67名 At my training site, I accompanied solutions. In the future I want to engage trainees Sessions, to improve the capabilities office chiefs, able to provide wide- sales visits to corporate in business activities that create even more Unit Office Managerial of our leaders (office chiefs and office ranging sales direction to Total Life Plan customers, and conducted added value, always taking a positive Candidate Development cold canvassing. Through these approach and challenging myself to do trainers), who are directly responsible Designers, we have established a 5 year experiences, I learned that better today than I did yesterday, and better for cultivating the skills of Total Life In FY2007, we started our “Unit long curriculum, and promote continual objectives aren’t something tomorrow than today. Plan Designer personnel. In particular, Office Managerial Candidate” system. capability development as part of site Mariko Misawa in FY2011, we will hold group training Unit Office Managerial Candidates management professional education. Tokorozawa Branch Office (External Training Site: Toppan Forms, Co., Ltd.) in our head office for all office trainers, primarily receive management capability Create Sustainable Corporate Value (CDP), established as an Off-JT measure, and perspectives, and to design their OJT Measures

consists of a variety of systems which own careers. Satisfaction Customer Maximize (Work Style Transformation Administrative Personnel Capability Development provide support for autonomous In FY2011, we enriched the contents Program) capability development by employees. of trainee systems for operations competitiveness. Led by this belief, we skill cultivation policy “Personnel Skill From FY2010, in order to produce a Individual employees utilize the CDP, involving direct contact with customers, Personnel Skill Cultivation have defined our personnel ideal as Cultivation 110!!,” organically linking higher level of employee operation, we challenging themselves and proactively such as financial planning operations through a Fusion of On and “problem-solving personnel,” and work both on and off-the-job training initiated the “Work Style Transformation improving their own human resource and call center operations, improving Off-the-Job Training to cultivate each employee, enhancing measures to improve the human asset Program” as an initiative for greatly values, further supporting the growth understanding of the customer’s Our most valuable management our “human strength.” value of each employee ( ). enhancing our OJT system. of the Dai-ichi Life Group. perspective. In addition, our trainee Maximize Customer Satisfaction resources are our personnel; they With this as our objective, we The Work Style Transformation system extends outside the company Global Personnel Skill are the unrivaled wellspring of our have entitled our FY2011 personnel Program gathers together the work as well, cultivating multifaceted Cultivation styles (behaviors) of high performers, perspectives and business sensibilities

both inside and outside the company, Looking towards business ( ). Trust Social Secure Ideal Human Resources—Associates Ideal Human Resources—Management in behavioral case studies. Individual development in the overseas market, (Senior Assistant Management and Above) e-Learning System Advanced Continuous employees use these for reference a growth field, we have mandated Understanding of Precise situation decision-making transformation basic operations evaluation Accurate expression in establishing their own “activity annual TOEIC testing, and recommend In order to support the self-learning objectives” at the start of the term, e-learning based language courses in of business skills by employees, we have Tackling of problems Secure Social Trust and then reflect on their performance order to strengthen language skills, implemented an e-learning system in

Self-improvement Customer-oriented mid-term and at the end of the term. especially among younger employees. which employees can study at home. In Presentation of vision stance Accomplishment of Implementation Carrying out Initiative and drive Teamwork and direction Self- objectives The program also utilizes “Work Style We also dispatch personnel to various FY2010, 2,647 core function employees of improvements of duties for improvement improvement Check Sheets,” for confirming work programs on an ongoing basis, such as (approximately 25%) utilized the Foster Employee Potential Employee Foster Vibrant personal Bring out individual expression qualities and lead others styles from a third party perspective, our overseas study and overseas trainee e-learning system. and “Human Resource Meetings” program (with open recruitment), short- In FY2011, we are continuing to offer Operation fields Personnel skill cultivation Teamwork within divisions to consider personnel term overseas language study program courses for strengthening skills in a wide Administrative skill cultivation measures for individual (by designated appointment), and variety of fields, such as business skill Consulting Administrative instruction planning and Specialized field development · Stay ahead of global market changes, setting forth new visions and employees, thus applying the PDCA overseas management training, creating basics, management ability, problem Understanding Overall Understanding of of products and Deep knowledge understanding of internal operation directions and creating new value. cycle to personnel skill cultivation. many opportunities for growth overseas resolution ability, sales ability, marketing services and wisdom operations processes · Ceaselessly improve oneself in order to become a financial business key With this system, we have made and cultivating personnel capable of knowledge, and language skills. We Implementation person that can respond to the desires of customers, continually growing Foster Employee Potential Operations based of training and Implementation of Actual situation on customer- PDCA cycle based response and accomplishing one’s objectives and plans. it possible not only for individual operating on the global market. are also offering courses which support perspectives education plans · Use a multifaceted perspective in resolving contradictions facing diverse employees to become aware of the acquisition of various certifications, Thorough parties and situations, constantly innovating while contributing to the Contribution to notification of Dedication to Quality Company Internal and External organization results instruction contents project realization improvement growth of the Dai-ichi Life Group. improvements in their own work styles such as 3rd-grade Bookkeeping and · Through one’s own will, and continuous behavioral transformation, bring through the course of their day-to-day Trainee System 2nd grade Certified Skilled Worker Fields to be promptly addressed by problem-solving personnel together and lead members with a diverse range of personalities, creating an even more dynamic organization in which individuals can flourish. duties, but we have also increased We have established an internal of Financial Planning certifications, Wide understanding High level of judgment Responsibility for own of operations judgments and actions managers’ awareness regarding operation trainee system which makes bolstering our employees’ skills and Personnel Skill Cultivation 110!! the training of junior staff, thereby it possible for employees to experience knowledge as financial organization —Professional & Teamwork Strengthening improving the activity level of individual the operations of other departments personnel. · Make repeated improvements to posts, leading to improved operation productivity and adding value. OJT Off-JT employees. and positions within the company in a Creation of a continually Work Style Strengthening of group personnel that · Take responsibility for engaging in initiatives to resolve difficult problems developing organization Transformation support our growth strategy short amount of time without having through autonomous use (Behavioral and lead those around you. Career Development Program (CDP) Off-JT Measures (Career of PDCA Advances) to transfer their position. This system · Create own career vision, autonomously build up skills, and proactively Development Program) take on the challenges of new operation fields. · Firm establishment of · Increased added value through makes it possible for employees to · Recognize each other’s identities, help each other through the course of work style transformation problem-solving thought process carrying out duties, build relationships of trust, and create an atmosphere program · Cultivation of true global leaders The Career Development Program expand their operational knowledge · Firm establishment of · Strengthening of customer consulting of mutual growth. “ACTION! Diversity” abilities

47 48 FY2010 Activity Results

Creating a Workplace in Which a Diverse Creating Workplaces Conducive to Work Group, implementing group-wide way communication. Assessing Employee health promotion activities. These Satisfaction Knowledge Sharing Range of Personnel can Flourish activities consist not only of enhancing Since FY2003, we have carried out employee health, but also offering Teamwork Activities Create Sustainable Corporate Value Corporate Sustainable Create Diversity Promotion Employee Satisfaction (ES) Surveys medical and health information to Our sales representatives, stationed in order to assess ES conditions and customers and contributing to customer in sites throughout Japan, belong to The Dai-ichi Life Group respects motivation and ambition of our female people with disabilities. As of June problems and consider solutions. health. Our Health Enhancement teams. Each team engages in sales the value systems and perspectives employees and make it possible for 1, 2011, we employ 863 people with We reflect the thoughts and Special Committee deliberates and know-how sharing and the cultivation of people from a wide range of them to forge their own career visions, disabilities nationwide (2.02% of our opinions of employees from every decides on measures, which are then of new personnel. backgrounds, including differing we are promoting the cultivation of work force). level of the company in our ES jointly implemented by our Health In order to provide backup for the genders, nationalities, cultures, ages, female leaders who can support the Our special subsidiary, Dai-ichi improvement measures. Examples of Enhancement Office, Health Insurance activities of these groups, we have academic backgrounds, careers, and Dai-ichi Life Group’s growth strategy. Life Challenged Co., Ltd., is partly these include our improvements to Union, the Health Enhancement implemented teamwork activities since

Create Sustainable Corporate Value lifestyles. We engage in diversity In FY2010 we implemented a female responsible for the sending of working conditions and environments Supervisors from each business site, 1993. These teamwork activities are promotion in order to bring out the department chief promotion program, documents necessary for insurance by promoting the taking of public and the Labor Union. Six key initiatives rooted in the concepts of “all team Maximize Customer Satisfaction Customer Maximize individuality of our employees. resulting in the appointment of two procedures to customers calling the holidays, and the enrichment of our were adopted for FY2011, focusing members participating and proactively female department chiefs in April 2011 Dai-ichi Life Call Center. Dai-ichi Life career consultation system. Survey Promotion of Active on lifestyle improvements. We are innovating and creating,” and ( ). Challenged and Dai-ichi Life employees result feedback is offered to individual Participation by Female participating in Ministry of Economy, “mutual growth through cooperation, work together in the same workplace, divisions for use in their own ES Trade and Industry projects, and are encouragement, and learning together.” Employees Promotion of Hiring of cultivating a working environment with improvement initiatives. promoting health activities in order to ( ) Employees with Disabilities By enriching our education system a diverse range of human resources. gain recognition by outside groups and This fiscal year, as we approach the Career Support Desk to continually support the career We are actively engaged in hiring organizations ( ). 110th anniversary of our company’s

Maximize Customer Satisfaction The Career Support Desk was founding, we are carrying out activities Vitalization of Internal established in October 2009, with as the core of our 60,000 strong Communications Promotion of Work-Life Balance the objectives of offering many kinds Dai-ichi Life team, led by the motto of consultation regarding career Network President’s Office “Recovery and Growth through As part of our career improvement the Act for Measures to Support the work time reduction initiatives, we Trust Social Secure development in order to increase the We have opened a Network Superior Teamwork and Strong support initiatives, we have instituted Development of the Next Generation promote the setting of work end times, human resource value of employees, President’s Office, utilizing our intranet, Bonds!!” an extensive Family Friendly System, every 2 years ( ). We also strive and early work completion ( ). and to help encourage independent in order to directly link employees with Kaizen Plus Activities and actively promote its use. In order to implement employee work style This fiscal year, we are also actively problem resolution by those coming the company president. It is being used We are carrying out Kaizen to make it more effective, we submit transformations in order to produce promoting the taking of paid leave ( ) in for consultation. Our expert career to share our management vision, with (Improvement) Plus Activities Secure Social Trust and implement action plans based on work-life balance. As part of our total and paternal leave ( ). advisors offer appropriate advice, words from executives and lectures throughout the company, as a system in Continuous Appointment of Female Executives (As of April 1, 2011) proactively supporting employee career from the president on occasions such which administrative personnel, based development. Number of Female as the anniversary of our company’s on the PDCA cycle, produce their own Percent of Total VOICES Executives founding, communicated throughout innovations and ideas, contributing to Potential Employee Foster Healthy Minds and Bodies Administrative Positions Time to Spend with My Child the company in the form of messages the resolution of management issues in (General Managers) 7 1.3% Management Positions To further improve the level of and official speeches. Employees can individual divisions. 170 6.8% When my eldest son was born, I decided (Regional Managers, Managers, etc.) our company-wide health promotion to take paternal leave, as encouraged by my also convey concerns and comments All employees in all divisions dedicate Unit Office Managers, Office Trainers 2,668 76.3% department. activities launched in FY2010, we regarding day-to-day operations to the themselves to the bottom-up resolution My initial plan was to spend the time issued the “Iki Iki Dai-ichi 110” health president, with the responses fed back of problems, producing steady results. Senior Assistant Managers, Chief Associates 1,523 54.5% performing normal parenting duties, but my declaration, for the entire Dai-ichi Life to the entire company, creating two-

Foster Employee Potential Next Generation Monthly Average Overtime son came down with pneumonia and was Development Support (for Employees Working in Offices) hospitalized. So my wife and I ended up taking Dai-ichi Life Group’s “Iki Iki Dai-ichi 110” Health Declaration Medical Healthcare Certification Logo 2009 Results 2010 Results turns staying with him at the hospital, taking —Dai-ichi Life, Supporting Healthcare, Medical Treatment, Treatment Dai-ichi Life, Supporting Nursing and Improved Lifestyles— Healthcare, Medical Treatment, 7.4 hours 5.1 hours care of our other children, and doing housework Nursing and Improved Lifestyles “Teamwork Activities” Awards Striving for Increased Employee Productivity and CS Improvement Nursing Improved * Financial/insurance industry average (companies with like cooking and laundry. I was able to reduce Lifestyles (During the Head Office Special 500 or more employees): 14.8 hours (From FY2010 the burden placed on my wife, and my children Awards ceremony) Ministry of Health, Labour and Welfare Monthly Employee Physical Care Employee Mental Care Health Support for Customers Labour Survey) were happy to have their father around on weekdays. Time with one’s Through establishment of health promotion Supply of health, medical, and care information Paid Leave Utilization Ratio mindset among employees in conjunction with sales activities children is valuable, especially FY2009 FY2010 · Life-style related disease · Self-care consciousness · Providing of health, medical, and care when they are very small, so initiatives improvement information to customers via sales 65.6% 63.6% · Quit smoking initiatives · Promotion of initiatives representatives I hope many other men take · Women’s health for providing of care for · Customer-directed awareness promotion Number of Employees Taking advantage of paternal leave. initiatives junior staff by superiors activities (seminars, etc.) · Enrichment of support by Paternal Leave occupational health staff FY2009 FY2010 Yoshihiro Kawamura Corporate Planning Department 4 58 DSR Management Promotion New Total Life Plan Promotion

49 50 Group Company DSR Initiatives Norio Souri Dai-ichi Life Information Systems Dai-ichi Frontier Life Expert Opinion Professor Emeritus, Osaka City University Chairman, Kansai Consumers Organization System Development and Administrative Social Contribution Activities and Representative Director, Action Network Osaka Service Quality Improvement Initiatives Tackling Environmental Problems for Sustainable Society Dai-ichi Life Information Systems is primarily responsible Dai-ichi Frontier Life participates in the Ecocap for Dai-ichi Life nationwide online operation, system Movement, which promotes the sorting and recycling of convey have been looked at in great depth in this CSR development, and administrative services. bottle caps, reducing CO2 emissions while at the same time Setting Forth Once Again, Led by a Strong Sense report in the form of a “Special Topic,” whose theme is In order to securely protect customer policies in using the money received from recycling to give vaccinations of Determination “Recovery and Growth.” It discusses the group’s response computer centers, it uses the latest power generation to children around the world. In FY2010, it collected Dai-ichi Life was one of the first in its industry to equipment and seismic isolation design to ensure stable approximately 28,000 bottle caps. Dai-ichi Frontier Life to the Great East Japan Earthquake. I felt a special put out a CSR report, with its first report in 2005. This system operation. constantly promotes energy conservation measures, and sense of closeness as I read articles such as the “Sales Its approximately 2,000 employees engage in participates as a corporate challenger in the “Challenge year marks its 7th year of CSR report publication. Early Representatives in Disaster Regions” report. However, management quality enhancement efforts by improving 25 Campaign,” an initiative to reduce greenhouse gas on, Dai-ichi Life issued its “New Declaration of Quality one of last year’s special features was the company’s productivity and quality through innovations of emissions in order to prevent global warming. Assurance” (September, 2006). This declaration was demutualization, and while that theme came up here and development and administrative processes. Together The life insurance field is one with a very social and later reinforced by the “Integrated Payment Information there within this report, I wish that progress on that front with Dai-ichi Life, it public nature, and Dai-ichi System” for ensuring accurate and fair payment of had been picked up as a special feature. maintains policies Frontier Life will continue insurance benefits (April 2007) and the “Echo System,” and provides services its corporate citizenship for reflecting customer opinions on operations in order to DSR to over 8 million activities to contribute to improve them (initiated in 1992, and continually revised Dai-ichi Life has used “DSR,” as opposed to “CSR,” customers. the development of society. and improved), becoming a model for the entire life to refer to its continual use of the PDCA cycle company- insurance industry. However, a wrench was thrown into wide to increase management quality while it carries out the works with the Financial Services Agency’s issuing of its social responsibilities to all of its stakeholders. But I Development the July 2008 business improvement administrative order believe it is somewhat difficult to convey the difference process workshop Bottle cap collection activities regarding insurance benefit payment. in level between “CSR” and “DSR.” As a supporter of Dai-ichi Life has taken this order seriously, and I the DSR pronouncement, it is my fervent hope that this Dai-ichi Life Research Institute Dai-ichi Life Insurance Company of Vietnam believe that its clear proclamation of its “Customer difference is conveyed more clearly in the future. Also, First” management philosophy, through its initiative ISO 26000 was issued last December, and I wish it were Carrying Out Life Consciousness Studies Social Contribution Activities results reporting in its CSR reports, is representative of explained more clearly how it is being used as a reference The Dai-ichi Life Research Institute is a think tank whose in the Health and Medical Fields Dai-ichi Life’s setting forth once again, led by a strong guideline. broad scope extends from the economy to daily life. In Dai-ichi Life Insurance Company of Vietnam engages in sense of determination. This management philosophy Enhanced Communication with Stakeholders addition to its surveying and research activities, it offers blood donations, offers support to children with disabilities, has guided the company since the time of its founder, “Well Life Seminars” by outside lecturers and affiliated and supplies relief supplies in the event of disasters. From Tsuneta Yano. In June, 2009, Dai-ichi Life’s group vision In recent years, “Create Sustainable Corporate health workers regarding healthcare, medical treatment FY2008, with the cooperation of the Dai-ichi Life head was encapsulated in the expression “Thinking People Value,” “Maximize Customer Satisfaction,” “Secure and nursing in order to provide support for improving office, it has also been continuously active in support First.” This year, in conjunction with the group’s efforts Social Trust,” and “Foster Employee Potential” have employee lifestyles. It also holds “Yoyo Jinsei no Susume” activities to provide free cataract surgery to those unable to to “Maximize Customer Satisfaction,” Dai-ichi Life has become established report items. If these are targeted, sessions, dispensing post-retirement life plan design advice pay for the surgery on their own. Cataracts are the primary embodied this in the form of its “Declaration of Quality respectively, at shareholders and investors, customers, to companies and organizations. In fiscal year 2010, it held cause of blindness in Vietnam. In addition, in FY2010, it Assurance” (April 2011). This year’s report marks the society, and employees, then I believe that creating and 151 “Well Life Seminars,” and 92 “Yoyo Jinsei no Susume” purchased and donated neonatal respirators and incubators shedding of its former “CSR Report” designation, and implementing processes resulting in increased levels of sessions. for children born with respiratory ailments, saving precious its new title of “DSR Report.” I am overjoyed that this satisfaction for each of these parties—given the potential In December 2010, it published the “2011 Life Design lives. It also offered support for Vietnamese medical report, published in order to further communications with for conflicts of interest between these stakeholders—is White Paper,” containing a timeline analysis of people’s practitioner education and stakeholders, has been developed into such an essential linked to DSR. The group must work wholeheartedly to lifestyle conditions and life consciousness, training. vehicle for the promotion of Dai-ichi Life’s evolution. win the trust of each of its stakeholders. based on its own questionnaire surveys. The Dai-ichi Life Its content is conveyed in an accessible Insurance Company of Special Topics and easy to understand manner, making Vietnam will continue to the white paper suitable for use in engage in initiatives such The items which Dai-ichi Life would most like to schools. The white paper has been as these, contributing to donated to public high schools within the improvements in the lives Tokyo area. of the people of Vietnam. Life Design White Paper A ceremony, held after cataract treatment Response to Expert Opinion

This report marks our second “Dai-ichi Life Earthquake of March 2011. DSR Report” since our demutualization. In this I am glad, once again, to receive valuable report, we have featured, front and center, feedback from Professor Souri. Our DSR DSR—our unflagging management quality initiatives are still works in progress, and we will Response to FY2010 Expert Opinion improvement initiatives—as well as the results continue to strive to make greater advances, In last year’s Expert Opinion, Norio Souri pointed out that “First in Growth Potential,” by explicitly indicating our results we have achieved through the use of the PDCA working wholeheartedly to win the trust of our we must more clearly define in what ways Dai-ichi Life is ”first.” and future initiatives. cycle by all company officers and employees stakeholders, as Professor Souri has advised, in Takashi Kawashima Executive Officer Our group vision is defined as “Thinking People First,” and With regards to our relationship with ISO 26000, from last over the course of the past year, including our order to further improve the esteem in which Dai-ichi Life Insurance we have striven to provide a deeper explanation of the four fiscal year, we have utilized it as a reference guideline, and from customer response after the Great East Japan they hold us. Company, Limited main elements of that vision, namely, “First in Quality,” “First this year, we have listed initiatives targeting 7 core ISO 26000 in Productivity,” “First in Vital and Energetic Employees,” and themes on our website.

51 52 Dai-ichi Life DSR Report 2011

Dai-ichi’s Social Responsibility Promotion Center

13-1, Yurakucho 1-chome, Chiyoda-ku, Tokyo 100-8411, Japan Tel: +81-50-3780-5307 Fax: +81-3-5221-3340 URL: http://www.dai-ichi-life.co.jp/english/index.html Please direct any comments or inquiries regarding this report to the contacts listed above.

Mobile site: http://www.dai-ichi-life.co.jp/mb/

VOCA Exhibition 2005 — VOCA Encouragement Prize winning piece ”N34.21.29 E135.52.13” (Artist: Junko Ishiro) * Dai-ichi Life is a supporter of the VOCA Exhibition.

Published December, 2011