Sustainable Value Creation through D-Ambitious and DSR Management
First written in FY2017-Q1. 12 of 20 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026ReframedAnnual report
「In April 2026, we renewed the Group brand as "Daiichi Life" to embed inside and outside the Group our evolution into an "insurance services business" that provides value beyond the scope of life insurance and our growth as a company that contributes more fully to people's lives and livelihoods around the world, in pursuit of the Group Purpose.」
While maintaining the corporate philosophy framework centered on Purpose and Values, the April 2026 renewal of the Group brand reflected externally the evolution into an "insurance services business" extending beyond life insurance. - 2026-05-16ReframedGeneral Meetings of Shareholders
「In April 2026, the company changed its name to “Daiichi Life Group,Inc.” and changed the Group brand name to “Daiichi Life.”」
The existing framework based on the corporate philosophy and Purpose was supplemented by the new company name, new Group brand and the brand concept “Expanding the ways people live.” - FY2025RestatedAnnual report
「By embedding the new Purpose and Values throughout the Group, we will foster a sense of unity among Group employees and raise employee engagement. Through active efforts to take on challenges and drive transformation, we will enhance corporate innovation and continue to pursue solutions to social issues and improvements in corporate value.」
The Purpose, Values and Brand Message renewed in the fiscal year ended March 2024 remain at the core of the corporate philosophy, with their links to embedding, employee engagement, and challenge and transformation explicitly stated. - FY2024ReframedAnnual report
「As society undergoes increasingly rapid change, we renewed the Group's corporate philosophy in order to put into practice the transformation needed to create the new future the Group seeks. Specifically, we formulated the Purpose, the Group's reason for being in society, and the Values, the principles we hold dear, through which the Purpose is to be realized.」
The former corporate philosophy and vision framework was renewed as a new Group corporate philosophy centered on Purpose, Values and Brand Message. - FY2024-Q1RestatedAnnual report
「There have been no material changes during the three months ended the first quarter to the management policies, management strategies or other matters of our group, or to the objective indicators and other measures used to assess progress toward management targets.」
The bank reconfirmed that there were no material changes to the indicators used to assess its management policies, management strategies and achievement of targets. - FY2022ReframedAnnual report
「By sharing the Group's corporate philosophy framework of Mission, Vision, Values and Brand Message, Group companies will contribute in their respective regions and countries to secure and prosperous lives for people and to the development of local communities, primarily through the provision of life insurance. By sharing the Group strategy, the companies will align their efforts and seek to maximize Group value and achieve sustainable growth.」
The operating framework was reorganized from the former D-Ambitious and DSR Management framework around the sharing of the corporate philosophy framework, new vision and Group strategy. DSR was positioned as the Values in the DSR Charter. - FY2022-Q3RestatedAnnual report
「There have been no material changes during the nine months ended the third quarter to the management policies, management strategies or other matters of our group, or to the objective indicators and other measures used to assess progress toward management targets.」
The bank reconfirmed that there were no material changes to the indicators used to assess its management policies, management strategies and achievement of targets. - FY2022-Q2ReframedAnnual report
「In the 2021–23 mid-term management plan "Re-connect 2023," the Group has set out "expanding profit contributions and achieving further growth in countries where we already operate" as a priority for its overseas insurance business.」
The mid-term management plan changed from CONNECT 2020 to "Re-connect 2023," with expanding profit contributions and growth in existing overseas markets identified as new priorities. - FY2020RestatedAnnual report
「As the Group enters the final year of the mid-term management plan, it will continue to use its "CONNECT" with customers, local communities and society, diverse business partners, and Group companies, meaning connection, solidarity and collaboration, as the driving force for strengthening its three growth engines, and will address various issues.」
In the final year of CONNECT 2020, the basic framework of using CONNECT as the driving force for strengthening the three growth engines continued. - FY2020-Q3RestatedAnnual report
「There have been no material changes during the nine months ended the third quarter to the management policies, management strategies or other matters of our group, or to the objective indicators and other measures used to assess progress toward management targets.」
The bank reconfirmed that there were no material changes to the indicators used to assess its management policies, management strategies and achievement of targets. - FY2020-Q2RestatedAnnual report
「There have been no material changes during the six months ended the second quarter to the management policies, management strategies or other matters of our group, or to the objective indicators and other measures used to assess progress toward management targets.」
The bank reconfirmed that there were no material changes to the indicators used to assess its management policies, management strategies and achievement of targets. - FY2020-Q1RestatedAnnual report
「There have been no material changes during the three months ended the first quarter to the management policies, management strategies or other matters of our group, or to the objective indicators and other measures used to assess progress toward management targets.」
The bank reconfirmed that there were no material changes to the indicators used to assess its management policies, management strategies and achievement of targets. - FY2019ReframedAnnual report
「Against this backdrop, under the mid-term management plan "CONNECT 2020," the Group will use its "CONNECT" with customers, local communities and society, diverse business partners, and Group companies, meaning connection, solidarity and collaboration, as the driving force for strengthening its three growth engines, and will address various issues across the Group.」
The plan name and operating concept changed from D-Ambitious to the three-year mid-term management plan CONNECT 2020, with CONNECT positioned as the driving force for strengthening the three growth engines. - FY2019-Q3RestatedAnnual report
「There have been no material changes during the nine months ended the third quarter to the management policies, management strategies or other matters of our group, or to the objective indicators and other measures used to assess progress toward management targets.」
The bank reconfirmed that there were no material changes to the indicators used to assess its management policies, management strategies and achievement of targets. - FY2019-Q1RestatedAnnual report
「There have been no material changes during the three months ended the first quarter to the management policies, management strategies or other matters of our group, or to the objective indicators and other measures used to assess progress toward management targets.」
The bank reconfirmed that there were no material changes to the indicators used to assess its management policies, management strategies and achievement of targets. - FY2018-Q3RestatedAnnual report
「There have been no material changes during the nine months ended the third quarter to the management policies, management strategies or other matters of our group, or to the objective indicators and other measures used to assess progress toward management targets.」
Reconfirmed that there have been no material changes to the indicators used to assess progress toward the management policies, strategies and targets. - FY2017ReframedAnnual report
「However, in light of expectations that Japan's low-interest-rate environment will persist and the increasingly uncertain financial and economic environment, the Group changed the key management targets under "D-Ambitious," including ROEV (the growth rate of embedded value (EV)), the economic-value capital adequacy ratio and profit levels.」
The four pillars of D-Ambitious and DSR Management were maintained, while the positioning, figures and time frames for the key management targets were reviewed in light of the low-interest-rate environment and other factors. - FY2017-Q3RestatedAnnual report
「Under the mid-term management plan "D-Ambitious," the Group will further evolve its proprietary framework for creating corporate value, "DSR Management," and work to achieve sustained value creation that meets stakeholder expectations based on the plan's four basic strategic pillars: (1) achieving sustainable growth that meets stakeholder expectations (Dynamism); (2) securing an appropriate capital base and improving capital efficiency through disciplined capital allocation (Discipline); (3) further evolving Group management under the holding company structure (Dimension); and (4) establishing diversity and inclusion across the Group and globally (Diversity).」
Continues to pursue sustained value creation based on D-Ambitious, DSR Management and the four basic strategies. - FY2017-Q2RestatedAnnual report
「Under the mid-term management plan "D-Ambitious," the Group will further evolve its proprietary framework for creating corporate value, "DSR Management," and work to achieve sustained value creation that meets stakeholder expectations based on the plan's four basic strategic pillars: (1) achieving sustainable growth that meets stakeholder expectations (Dynamism); (2) securing an appropriate capital base and improving capital efficiency through disciplined capital allocation (Discipline); (3) further evolving Group management under the holding company structure (Dimension); and (4) establishing diversity and inclusion across the Group and globally (Diversity).」
Continued explicit reference to D-Ambitious, DSR Management, the four basic strategies and sustained value creation for stakeholders. - FY2017-Q1First statedAnnual report
「Under the mid-term management plan "D-Ambitious," the Group will further evolve its proprietary framework for creating corporate value, "DSR Management," based on the plan's four basic strategic pillars」
First recorded the policy of adopting DSR Management as the framework for the mid-term management plan and pursuing value creation through four basic strategies.