Worth reading
51Recurring
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Neutral
Direction inferred from the company’s description.Scale
—
Displayed only when the document provides numerical figures.Wording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
Annual updateNet Sales+66.5%
基準 96,100Target160,000million
Net income for the current fiscal year+222.6%
基準 1,240Target4,000million
Each line is the climb from the baseline the document states to the target it sets. The slope is scaled against the largest climb in this document. The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
Statements about the use of capital
Payout ratio / DOE policyTarget payout ratio of approximately 40%, increased from approximately 30% effective from the fiscal year ending March 2026The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Deepening group synergies
02Expanding customer touchpoints
03Improving brand awareness
04Promoting group-wide initiatives
05Proactive use of new technologies
06Introducing AI and redeveloping processes
07Promoting the use of AI and big data
08Using blockchain
09Demonstrating distinctiveness and developing new fields
10Developing innovative products
11Pursuing a niche strategy to develop new fields
12Pursuing pricing power to achieve the highest price satisfaction
13Expanding the top line through product development, including products for corporate customers, and product revisions
14Strengthening the corporate organization through investment in human resources and IT systems
15Advancing low-cost operations by promoting process automation
16Pursuing the qualities unique to SBI損保 through DX and CX and giving concrete form to the essence of “customer-centricity”
17Developing new products by effectively leveraging open alliances between the SBI Group and regional financial institutions
18Exploring a phased transition to a business portfolio not dependent on auto insurance
19Expanding group credit life insurance sales to group and regional financial institutions and improving the acceptance rate
20Expanding sales of the 3 core products—term life insurance, income protection insurance and new medical insurance—and improving their policy issuance rates
21Promoting DX, including the use of AI in customer and policy management
22Fundamentally reviewing insurance claims payment workflows and systems
23Enhancing business continuity planning and achieving multilayered operations
24Creating a rewarding workplace where employees can enjoy challenge and growth
25Advancing asset management and strengthening asset management governance, while promoting ESG investment
26Further advancing ERM-based management and upgrading risk management
27Pursuing innovative approaches to further expand existing products, based on customer needs and technology
28Developing new markets through the launch of new products, leveraging the agility of small-amount and short-term insurance and qualities unique to SBI
29Efficiently expanding the customer base by pursuing synergies
30Establishing governance appropriate for a small-amount and short-term insurance group
31Improving EX through integrated talent utilization across the small-amount and short-term insurance group and greater flexibility in personnel transfers
Segment targetSegment Non-life insurance business / Ordinary revenue ¥53 billion / Segment profit ¥2.3 billion, Segment Life insurance business / Ordinary revenue ¥62.0 billion / Segment profit ¥1.3 billion, Segment Small-Amount and Short-Term Insurance Business / Ordinary revenue ¥45 billion / Segment profit ¥1.1 billion
Size of the Target MarketMarket Property and casualty insurance market / Scale ¥11.1286 trillion / Source Company research based on disclosure materials from the General Insurance Association of Japan and the Foreign Non-Life Insurance Association of Japan, Market Life insurance market / Scale ¥36.8037 trillion / Source Based on disclosure materials from the Life Insurance Association of Japan, Market Small-Amount, Short-Term Insurance Market / Scale ¥153.6 billion / Source Based on disclosure materials from the Japan Small Amount & Short-Term Insurance Association, Market Direct auto insurance / Growth rate 22.6% growth over 5 years / Scale ¥453.1 billion in the fiscal year ending March 2025 / Source Based on disclosure materials from the General Insurance Association of Japan and the Foreign Non-Life Insurance Association of Japan, Market Group credit life insurance / Growth rate 16.8% increase over 5 years / Scale ¥228.2162 trillion in the fiscal year ending March 2025 / Source Based on disclosure materials from the Life Insurance Association of Japan
Risks identified by the company
Insurance underwriting risk
Asset management risk (interest rate risk)
Asset management risk (equity risk)
Asset management risk (foreign exchange risk)
Asset management risk (credit risk)
Liquidity Risk
Business operating risk (operational risk)
Business operating risk (human resources and labor risk)
Business operating risk (systems risk)
Business operating risk (business interruption risk)
| Item | Details |
|---|---|
| Plan name | Five-year medium-term management plan |
| Plan period | Starting fiscal year Fiscal year ending March 2024 / Final year Fiscal year ending March 2028 |
| Progress against the plan | Annual update |
| Sales Target | ¥96,100 million → ¥160,000 million（+66.5%） |
| Net income target | ¥1,240 million → ¥4,000 million（+222.5%） |
| Payout ratio / DOE policy | Target payout ratio of approximately 40%, increased from approximately 30% effective from the fiscal year ending March 2026 |
| Segment target | Segment Non-life insurance business / Ordinary revenue ¥53 billion / Segment profit ¥2.3 billion, Segment Life insurance business / Ordinary revenue ¥62.0 billion / Segment profit ¥1.3 billion, Segment Small-Amount and Short-Term Insurance Business / Ordinary revenue ¥45 billion / Segment profit ¥1.1 billion |
| Key initiatives | Deepening group synergies, Expanding customer touchpoints, Improving brand awareness, Promoting group-wide initiatives, Proactive use of new technologies, Introducing AI and redeveloping processes, Promoting the use of AI and big data, Using blockchain, Demonstrating distinctiveness and developing new fields, Developing innovative products, Pursuing a niche strategy to develop new fields, Pursuing pricing power to achieve the highest price satisfaction, Expanding the top line through product development, including products for corporate customers, and product revisions, Strengthening the corporate organization through investment in human resources and IT systems, Advancing low-cost operations by promoting process automation, Pursuing the qualities unique to SBI損保 through DX and CX and giving concrete form to the essence of “customer-centricity”, Developing new products by effectively leveraging open alliances between the SBI Group and regional financial institutions, Exploring a phased transition to a business portfolio not dependent on auto insurance, Expanding group credit life insurance sales to group and regional financial institutions and improving the acceptance rate, Expanding sales of the 3 core products—term life insurance, income protection insurance and new medical insurance—and improving their policy issuance rates, Promoting DX, including the use of AI in customer and policy management, Fundamentally reviewing insurance claims payment workflows and systems, Enhancing business continuity planning and achieving multilayered operations, Creating a rewarding workplace where employees can enjoy challenge and growth, Advancing asset management and strengthening asset management governance, while promoting ESG investment, Further advancing ERM-based management and upgrading risk management, Pursuing innovative approaches to further expand existing products, based on customer needs and technology, Developing new markets through the launch of new products, leveraging the agility of small-amount and short-term insurance and qualities unique to SBI, Efficiently expanding the customer base by pursuing synergies, Establishing governance appropriate for a small-amount and short-term insurance group, Improving EX through integrated talent utilization across the small-amount and short-term insurance group and greater flexibility in personnel transfers |
| Size of the Target Market | Market Property and casualty insurance market / Scale ¥11.1286 trillion / Source Company research based on disclosure materials from the General Insurance Association of Japan and the Foreign Non-Life Insurance Association of Japan, Market Life insurance market / Scale ¥36.8037 trillion / Source Based on disclosure materials from the Life Insurance Association of Japan, Market Small-Amount, Short-Term Insurance Market / Scale ¥153.6 billion / Source Based on disclosure materials from the Japan Small Amount & Short-Term Insurance Association, Market Direct auto insurance / Growth rate 22.6% growth over 5 years / Scale ¥453.1 billion in the fiscal year ending March 2025 / Source Based on disclosure materials from the General Insurance Association of Japan and the Foreign Non-Life Insurance Association of Japan, Market Group credit life insurance / Growth rate 16.8% increase over 5 years / Scale ¥228.2162 trillion in the fiscal year ending March 2025 / Source Based on disclosure materials from the Life Insurance Association of Japan |
| Risks identified | Insurance underwriting risk, Asset management risk (interest rate risk), Asset management risk (equity risk), Asset management risk (foreign exchange risk), Asset management risk (credit risk), Liquidity Risk, Business operating risk (operational risk), Business operating risk (human resources and labor risk), Business operating risk (systems risk), Business operating risk (business interruption risk) |
| Publication date | 12 May 2026 |
Items this document does not state (14)
Operating profit targetOperating profit margin targetROE targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorNon-financial targetsPlan assumptionsResults under the previous planReason for revision or withdrawalDate of board resolution
These are items the company does not state in this document. We do not leave them blank, nor fill them in from other sources or by inference.
The reasons the company gives
The company's own explanation, not something inferred from the numbers.As the basic strategy of its medium-term management plan, the company aims to increase ordinary revenue through “expansion of scale” and net income attributable to owners of the parent through “pursuit of efficiency.” No reason for revising or withdrawing the plan is stated.
How to read this page
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