Japan Post Insurance Co., Ltd. (7181) Earnings Call Transcript

I am Senda Tetsuya, President of Japan Post Insurance. Thank you very much for attending our financial results and corporate strategy meeting today. Today's briefing is composed of 3 parts. First, I will review the FY '22 and future management strategies, followed by Mr. Tachibana, Senior Managing Executive Officer on Asset Management. And finally, Mr. Onishi, Managing Executive Officer on financial results and shareholder returns. Afterwards, I would like to answer any questions you may have. Please look at Page 2. These are 3 points that I would like to convey in today's briefing. The first is recovery of sales. The recovery of new policies remained slow in FY '22. However, entering FY '23, new policies increased by 93.3% on a year-on-year based on monthly premiums, proving that our efforts to date are definitely showing. We continue to work towards further recovery of sales by quickly implementing the PDCA cycle, which involves identifying issues for each operation base and consultant and working on improvement measures. The second is future management strategy. In FY '23, in addition to recovery of sales, we aim to achieve further growth by strengthening sales capability through training and evaluation by visualizing the abilities and growth of each consultant and allocation of human resources according to the market. At the same time, we will continue to reduce operating expenses as well as transform the service center, we choose to focus on administrative work to the organization to improve CX. We actively invest in human capital to support these strategies. The third is asset management and shareholder returns. In regards to asset management, we will respond flexibly to suit the actual circumstances, while maintaining a basic cautious approach of taking into account the latest market environment. Also, we established appropriate ESR standards. Going forward, with the aim of securing appropriate standards with good stability, we will continue to provide returns to shareholders according to the shareholder return policies during the period of the Medium-Term Management Plan. Please look at Page 4. I would like to explain the summary of financial results. Although insurance claims payments for COVID-19 increased, the capital gains and losses deteriorated due to an increase in losses on sales of securities in FY March '23. Those losses were neutralized by the contingency reserves and reserve for price fluctuations. As a result, net income was JPY 97.6 billion. EV decreased by 4.3% from the end of the previous fiscal year to JPY 3,463.8 billion mainly due to a decrease in unrealized gains of foreign bonds resulting from an increase in foreign interest rates, et cetera. The dividend per share is JPY 92 as we planned. We will explain later our financial results forecast for fiscal year ending in March 2024. Please look at Page 5. I would like to explain the progress of major targets in our Medium-Term Management Plan from FY '21 to FY '25, which was announced in May '21. Although the progress of consolidated net income and dividend per share has been solid, the recovery of new policies was just unexpected. As a result, the number of policies in force and the EV growth are in tough situation. We recognize it is important to continue improving and working towards sales recovery. Although overall satisfaction in Japan Post Insurance and NPS ratings have improved compared to the previous year. Please look at Page 6. I would like to explain FY '22 review and evaluation. In FY '22, we smoothly shifted to the new Japan Post Insurance sales system and engaged in efforts for the early establishment of the system in order to recover sales. In addition, we have steadily enhanced our insurance services by revising our medical writer in April '22, introducing a policy renewal system in October and then revising our educational endowment insurance in April 2023. The recovery of new policies remained slow in FY '22. However, new policies in April '23 resulted in a year-on-year increase of 93.3% based on monthly premiums. This proves that the effects of initiatives to date became apparent. And we feel that the moral of our frontline operations is notably different to FY '22. We will explain later status of sales activities and other initiatives such as CX improvement measures aimed at reforming our business model and consideration of new services aimed at resolving social issue have been progressing steadily. Please look at Page 7. From here, I would like to explain our management strategy for FY '23. In FY '23, we set recovery of sales, sales capability strengthening and business model reforms as our management strategies. Then we will establish a foundation to enhance our corporate value by actively investing in human capital to support these strategies. I would like to explain the specifics of our strategies on the following pages and beyond. Please look at Page 8. First, I would like to explain the initiatives to recover sales. Entering FY '23, the numbers related to the status of sales activities has been consistently higher than the previous fiscal year. We are starting to see positive signs for the future. Yet, while operation base is capable of proactively making proposals to customers are increasing. They are also operational basis for employee mindset is below the desired standard, and that gap is significant. We will strive for early recovery of sales through effective communication between our frontline and headquarters, implement the PDCA cycle quickly for improvement by identifying issues for each operation base and consultant and further raising the sales capability of each operation base, primarily with mid-tier sales performance. Please look at Page 9. I would like to explain the initial test results capability is strengthening. In FY '23, we will introduce a great system as a common standard in human resource development for consultants and restructure of sales organization. We will utilize great system for human resource development and incentives, et cetera, by visualizing ability of consultants to build trusting relationships with customers and individual growth. Furthermore, parallel to rearranging our organization to strengthen the function of headquarter sales divisions, we will shift our sales system suited through our direct management model, enabling more effective communication between the front line and headquarters. Through these initiatives, we increased the number of consultants with mature sales performance and allocate human resources according to the market by visualizing the sales capability at each operation base. Please look at Page 10. Next, I would like to explain the strategy for connecting generations and the active use of on-site sales at companies. In April of this year, we began sales of educational insurance with a revised return rate of over 100%. In FY '23, we will expand into the young and middle-aged customer market through continuous activities that firmly recognize the importance of connecting generations utilizing educational insurance and the renewal system as well as through active use of on-site sales of companies, for example, by building relationships with companies involved with the Japan Post Group. We also aim to expand our customer base by developing insurance products that meet the protection needs of customers of all generations, such as products that provide protection for asset successions, nursing care, disability to work and products that contribute to extend healthy life. Please look at Page 11. From here, I would like to explain business model reforms. We are progressively shifting to a business model that prioritizes CX while promoting services and business transformation and cost reduction through DX. NPS score, a measure of customer loyalty had recovered to close the level prior to the solicitation quality issues at start of FY '22. Going forward, we aim not only to achieve an increase in NPS scores but also to expand our customer base and improve profitability through further promotion of various initiatives aimed at improving CX. Please look at Page 12. Next, I would like to explain transformation of service center operations. Conventionally, service centers were primarily responsible for standard administrative processes such as new policy underwriting and assessment of insurance payment. However, moving forward, for promotion of DX, we will transform service centers into organizations capable of improving CX by reducing their workload by half and reassigning the service center workforce of around 1,200 employees to customer support tasks. This will allow those employees who previously had no interaction with customers to engage with them, which is expected to contribute to expanding opportunities to provide added value. Thus, improving CX and ultimately broadening our customer base. Furthermore, we improved efficiency in administrative work at branch offices, et cetera, to reduce workload. Please look at Page 13. In this section, I would like to explain providing new services. In addition to life insurance services, we will offer services that better support our customers' lifestyles and help to solve social issues prevalent in Japan's super aging society, such as inheritance and end-of-life issues. By providing new services, we will expand customers' trust and bring aback business growth. Please look at Page 14. I would like to explain human capital management. We promote the growth of people who are the source of corporate value through active investment in human capital. Through these initiatives, we will establish a foundation to improve corporate value by improving employee engagement. Before moving to the next part of explanation on asset management, I would like to say a few words. As announced, I will retire after the Ordinary General Meeting of Shareholders planned for June and Mr. Tanigaki will take my place as President. The management policy and measures I have just covered will remain the same under Mr. Tanigaki's leadership. Please continue to look forward to our revitalization and growth. And this concludes my explanation, and it will be followed by Mr. Tachibana, Senior Managing Executive Officer.

I am Tachibana, Senior Managing Executive Officer. From here, I will explain about asset management. Please look at Page 16. The left chart shows amounts of return-seeking assets and the ratio of them to total assets. We are expanding investments in return-seeking assets within the scope of risk buffer under risk appetite policy, principally based on ALM. At the end of March 2023, the amount of return-seeking assets, such as stocks and foreign bonds was JPY 9.8 trillion, accounting for 15.7% of total assets. As a result, we achieved 1.85% investment return on core profit and secured a JPY 94 billion positive spread. Although JPY 58.6 billion in hedging costs related to foreign exchange and JPY 63.8 billion in capital losses were incurred. The impact on net income has been neutralized by the reversal of price fluctuation reserves. Please look at Page 17. The left chart shows Fed Fund rates and annual core inflation rate in the United States and Europe. Monetary tightening in line with increased inflation in the U.S. and Europe has led to a sharp rise in foreign interest rates and hedging costs. In light of rising foreign interest rates and hedging costs, we have reduced the hedged foreign currency-denominated bond balanced by JPY 1.4 trillion from the end of the previous fiscal year. Please look at Page 18. In terms of alternative investment, we will continue the policy of accumulating balances gradually according to risk appetite policy and investment opportunities as we diversify our investment portfolio and develop our investment organization. The remaining alternative investment targets stipulated in the Midterm Management Plan are expected to be achieved ahead of schedule. We also formed the business and capital alliance with MITSUI & CO. in June 2022. In October, we invested in a new company established with the aim of corporation between the 2 companies. We will use this business and capital alliance as an opportunity to cooperate actively with MITSUI & CO. on other partnership strategies as well, endeavoring to create new investment opportunities. Please look at Page 19. The following information is provided regarding the present status of asset management in the management policy for fiscal year ending in March '24. As I mentioned earlier, we are considering investing in yen-denominated interest-bearing assets in situations where they are relatively attractive while reducing the balance of our hedged foreign bonds. We will also reduce the balance of unhedged foreign bonds and make fresh investments in alternative assets as they control our overall foreign exchange exposure. While maintaining a cautious stance on stock for the time being, our policy is to respond flexibly by adding to our balance when stock prices decline, focusing on domestic stocks that are relatively attractive for investment. Please look at Page 20. We will promote ESG investments and financing under the priority themes of increase in well-being, development of communities and society and contribution to environmental conservation. We will continue to strive for greater depth and sophistication of ESG integration, including response to not only climate change, but also sustainability issues such as human rights, human capital and natural capital promote initiatives for impact oriented investment, et cetera, with the aim of realizing high-quality, responsible investment activities. This concludes my explanation. Please look at Page 21.

I am Onishi, Managing Executive Officer. I will now explain our financial results and shareholder returns. Please look at Page 22. I would like to explain the actual results and forecast of net income. In the fiscal year ended March '23, the impact of the losses related to COVID-19 were partially neutralized by the reduction in excess provision for contingency reserves, while insurance claims payments for COVID-19 increased. Furthermore, the investment income increased due to a favorable investment environment and operating expenses decreased due to a slower recovery of new policy than expected. As a result, net income in fiscal year ended March '23 increased by JPY 26.6 billion from initial forecast to JPY 97.6 billion. Although we expect less impact from COVID-19-related losses in the fiscal year ended in March '24, we predict a decrease in policies in force, et cetera. As such, we are forecasting a net income of JPY 72 billion, down JPY 25.6 billion from FY March '23. Please look at Page 23. Now I'd like to explain shareholder return. No change has been made to our previously announced shareholder return policy during the period of the Medium-Term Management Plan. For FY March '23, the dividend per share is JPY 92 as we planned. And an annual dividend for FY March '24 is scheduled to be JPY 94 per share. As the return on profit for fiscal year ended March '22, we implemented acquisition of treasury stock of approximately JPY 35 billion in FY March '23. Please look at Page 24. This graph shows the transition of ESR. The ESR as of March 31, 2023, increased from March 31, 2022, to 172% as a result of a decrease in both the capital amount and integrated risk amount due to an increase in domestic and foreign interest rates and decline in policies in force. Please look at Page 25. We established appropriate ESR standards and management behavior corresponding to the set standards. Bearing rating guidelines for capital standards in mind we set an appropriate standard of 150% to 220% in order to secure a capital standard of A rank higher and aim for a capital standard equivalent to AA rank for the medium to long term. As I indicated earlier, the ESR as of March 31, 2023, is 172%, which is within the appropriate standards. With the aim of securing appropriate standards with good stability, we will accelerate the recovery of new policies and consider raising capital through debt financing and cede reinsurance, adding to the implementation of interest rate swaps as measures to improve ESR. Please look at Page 26. Lastly, I would like to explain the company's return on capital and market evaluations. For the fiscal year ended March 31, 2023, ROE was 4.1%, and EV growth was only 3.1% compared to Medium-Term Management Plan target of 6% to 8%. We also recognize that the company's stock price is not fully evaluated by the market, resulting in a price-to-book ratio of 0.35x and a price to EV ratio of 0.24 for the fiscal year ended March 31, 2023. Moving forward, we aim to improve our market valuation by flipping value of new business and increasing ROEV. This concludes my explanation. Thank you. [Statements in English on this transcript were spoken by an interpreter present on the live call.]