Worth reading
55In focus
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Improvement
Direction inferred from the company’s description.Scale
300
Hundreds of millions of yenWording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedROE+5.0pt
基準 2,026Target2,031%
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. For metrics expressed as percentages, differences are shown in percentage points (pt).
Key initiatives
01Basic Policy 1: Further strengthen the core business (achieve stable profit growth)
02Basic Policy 2: Achieve growth by creating new value (strategic growth investment)
03Basic Policy 3: Strengthen the Group (build a robust management foundation)
04Maintain and strengthen the earnings base of the life insurance business
05Strengthening the customer base
06Advance the external growth strategy
07Proactive business portfolio management
08DX Strategy
09Organization and Talent Strategy
10Asset management and ERM strategy
11Enhance the effectiveness of Group governance
12Establish and embed the Group brand
Plan assumptionsThe market is expected to contract over the long term due to megatrends including the declining birthrate, population aging and a shrinking working-age population, Securing talent will become more difficult due to declines in the domestic population and working-age population, It will be necessary to respond to discontinuous changes in the environment, meaning rapid and difficult-to-predict changes
Non-financial targetsIndicator name Customer satisfaction / Target value At least 4.0 points (on a five-point scale) / Timing Fiscal year ending March 2031, Indicator name Reduction in the Company’s GHG emissions (versus fiscal 2013) / Target value ▲75% / Timing Fiscal year ending March 2031, Indicator name Employee engagement score / Target value At least 4.0 points (on a five-point scale) / Timing Fiscal year ending March 2031, Indicator name Status of securing and developing talent with diverse experience and attributes / Target value 40% of all internal staff / Timing Fiscal year ending March 2031
Risks identified by the company
Declining birth rate and aging population
Declining working-age population
Long-term market contraction
Difficulty securing talent
Discontinuous changes in the environment (rapid and difficult-to-predict changes)
Reason for revision or withdrawal
Even as the market is expected to contract over the long term due to megatrends such as the declining birthrate, population aging and a shrinking working-age population, we considered it essential to leverage as one group the diverse forms of capital we have cultivated to date and achieve transformation toward sustainable growth.
| Item | Details |
|---|---|
| Plan name | Group Long-Term Vision “Try & Discover 2030: Beyond the Challenge” |
| Plan period | Fiscal years 2026–2030 |
| Progress against the plan | Formulated |
| ROE target | 10.9% (forecast for the fiscal year ending March 2026) → 15% (target for the fiscal year ending March 2031) |
| Non-financial targets | Indicator name Customer satisfaction / Target value At least 4.0 points (on a five-point scale) / Timing Fiscal year ending March 2031, Indicator name Reduction in the Company’s GHG emissions (versus fiscal 2013) / Target value ▲75% / Timing Fiscal year ending March 2031, Indicator name Employee engagement score / Target value At least 4.0 points (on a five-point scale) / Timing Fiscal year ending March 2031, Indicator name Status of securing and developing talent with diverse experience and attributes / Target value 40% of all internal staff / Timing Fiscal year ending March 2031 |
| Plan assumptions | The market is expected to contract over the long term due to megatrends including the declining birthrate, population aging and a shrinking working-age population, Securing talent will become more difficult due to declines in the domestic population and working-age population, It will be necessary to respond to discontinuous changes in the environment, meaning rapid and difficult-to-predict changes |
| Key initiatives | Basic Policy 1: Further strengthen the core business (achieve stable profit growth), Basic Policy 2: Achieve growth by creating new value (strategic growth investment), Basic Policy 3: Strengthen the Group (build a robust management foundation), Maintain and strengthen the earnings base of the life insurance business, Strengthening the customer base, Advance the external growth strategy, Proactive business portfolio management, DX Strategy, Organization and Talent Strategy, Asset management and ERM strategy, Enhance the effectiveness of Group governance, Establish and embed the Group brand |
| Reason for revision or withdrawal | Even as the market is expected to contract over the long term due to megatrends such as the declining birthrate, population aging and a shrinking working-age population, we considered it essential to leverage as one group the diverse forms of capital we have cultivated to date and achieve transformation toward sustainable growth. |
| Risks identified | Declining birth rate and aging population, Declining working-age population, Long-term market contraction, Difficulty securing talent, Discontinuous changes in the environment (rapid and difficult-to-predict changes) |
| Publication date | 3 April 2026 |
Items this document does not state (15)
Sales TargetOperating profit targetOperating profit margin targetNet income targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment targetResults under the previous planSize of the Target MarketDate 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.Even as the market is expected to contract over the long term due to the declining birthrate, population aging and a shrinking working-age population, the Group determined that it is essential to leverage as one group the diverse forms of capital it has cultivated to date and achieve transformation toward sustainable growth.
How to read this page
This is not the documentKomori reads the disclosure the company filed and writes this summary. Figures are as stated by the company and are not audited.
Weight is not a verdictIt measures how much this changes what the company had already told the market. It is not a view on the shares.
Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.