Financial Highlights

Group Core Profit / Group Adjusted Profit *1

This is the profit that serves as a resource for shareholder returns and is thus included as one of the numerical management targets in the medium-term management plan. In anticipation of transitioning to International Financial Reporting Standards from FY2022, the definition was revised to “Group Adjusted Profit” in “Vision 2021” (starting in FY2018).

Group ROE/Group Adjusted ROE *1

This is one of the numerical management targets in the medium-term management plan and indicates the ratio of Group Core Profit/Group Adjusted Profit, as shown to the left, in respect to consolidated net assets/adjusted net assets.

Consolidated net premiums written *2 and premium growth rate (non-life insurance business)

Consolidated net premiums written is one of the numerical management targets in the medium-term management plan. The premium growth rate indicates growth potential in premium income for the domestic non-life insurance business and international non-life insurance business.

Combined ratio *3 (domestic non-life insurance business)

The combined ratio is a key indicator of profitability for under writingin the non-life insurance business. Profitability is negative when this indicator exceeds 100% and positive when this indicator falls below 100%.

Net investment income *4 (domestic non-life insurance business)

Net investment income is a major source of earnings, next to underwriting profit, for non-life insurance companies, consisting of such components as interest and dividend income and gains/losses on the sale of securities.

Policies in force *5 (domestic life insurance business)

This is one of the basic performance indicators for life insurance companies. This indicator expresses the total amount guaranteed to policyholders of valid insurance policies at the end of the fiscal year.

*1. This calculation method was revised in FY2018.
*2. Excludes the Good Results Return premiums of “ModoRich” voluntary auto insurance products
*3. Total for MSI and ADI in FY2018
*4. Simple sum of non-consolidated figures for MSI and ADI
*5. Total amount of policies in force for individual insurance and individual annuity insurance at MSI Aioi Life and MSI Primary Life. MSI Aioi Life was formed from the merger of MSI Kirameki Life and Aioi Life on October 1, 2011, so FY2010 and FY2011 show a simple sum for the two companies.

Non-Financial Highlights

A checkmar (✔) indicates that FY2018 figures have been assured by KPMG AZSA Sustainability Co., Ltd.

Customer satisfaction *6

Our growth potential depends on improving customer satisfaction. Along with these indicators, customer opinions are helpful in improving quality.

Outside Director ratio and the Board of Directors attendance rate

More than one-third of the full Board of Directors consists of independent Outside Directors to ensure highly transparent management. Monitoring and oversight functions are thus enhanced by incorporating perspectives that are independent from management.

Amount of paper usage

Paperless meetings, PDF-format pamphlets, proper printed matter ordering and inventory management, and portable device and tablet use are being actively incorporated to help reduce paper use.

✔Number and ratio of global employees

We believe diversity in the manager position and above leads to greater customer satisfaction and growth potential by enabling strategies, product development and organizational management from diverse viewpoints and sense of value. We began tallying such data on a Group consolidated basis, including overseas, in FY2016.

✔CO 2 emissions and total energy consumption *8

Reducing CO2 emissions helps mitigate climate change, a risk for non-life insurance business. It also reduces energy-related business expenses.

✔Number and ratio of global employees

Increasing the number of employees from different cultures and with a diverse sense of values, and deepening mutual understanding among employees, leads to a stronger organizational capacity for the Group and is a driving force in international business development in particular.

*6. Customer survey choices were streamlined from five options to four in FY2015 and unified within the Group. This figure indicates the ratio of customers who chose the top two options.
*7. Results as of April 1 of the subsequent fiscal year.
*8. Total energy consumption is calculated based on the energy conversion coefficient from the Law Concerning the Promotion of Measures to Cope with Global Warming. Electric power energy use, however, is 3.6 GJ/MWh. Also, from FY2017, the energy for the parts of Group buildings leased to tenants is excluded.