Lifenet Insurance Company · TSE:7157
Lifenet Insurance — FY2025 Earnings Presentation
30 slides from Lifenet Insurance's earnings presentation, May 13, 2026
Slide 1: Full Year Financial Results Briefing for the Fiscal Year Ended March 2026
LIFENET INSURANCE COMPANY Full Year Financial Results Briefing for the Fiscal Year Ended March 2026 May 13, 2026 [Speaker] Junpei Yokozawa President and Representative Director Takeshi Kawasaki Director, Executive Vice President, CFO
Slide 2: Presentation
Presentation Yokozawa：Thank you very much for taking time today to join us at LIFENET INSURANCE COMPANY's financial results briefing for FY2025. Today, the CFO and I will provide an overview of the financial results. Copyright© LIFENET INSURANCE COMPANY All rights reserved. 1
Slide 3: Executive summary of FY2025 results
Let us begin with the explanation. Please refer to page 1. First, here is an executive summary of today's briefing. Regarding results for FY2025, we achieved strong performance growth in individual life and announced a new alliance partner, making it a year of accelerating future growth. As stated i
Slide 4: Future initiatives in FY2026
As for future initiatives, in FY2026, the third year of our mid-term business plan, we intend to move up to another level of growth by promoting business strategies based on the spread of AI and other technologies and interest rate trends. Furthermore, the capital and business alliance with Japan Ai
Slide 5: Overview of FY2025 financial results
Kawasaki：Please refer to page 3. From here, I will first explain an overview of the financial results for FY2025. First, CE, the most important management indicator of corporate value, increased 5.4% from the end of the previous fiscal year to JPY176,149 million. Next, annualized premium of policies
Slide 6: Annualized premium of policies-in-force
Please refer to page 4. First, annualized premium of policies-in-force as of March 31, 2026 increased 8.0% from the end of the previous fiscal year to JPY37,290 million, continuing steady growth. Copyright© LIFENET INSURANCE COMPANY All rights reserved. 5
Slide 7: Quarterly changes in annualized premium of policies-in-force
Please refer to page 5. Page 5 shows the changes in annualized premium of policies-in-force on a quarterly basis. Individual life recovered strongly in FY2025, and Q4 saw a further acceleration of the re- growth. GCL is a business that represents one of our priority areas, “Embedded”, and has charac
Slide 8: Strong growth in individual life performance
Please refer to page 6. I will explain the strong growth in individual life performance. First, with respect to the net increase in annualized premium of policies-in-force, in FY2025, we have evolved our marketing strategy and focused on improving quality by reviewing our brand message and operating
Slide 9: Summary of IFRS-based P/L
Please refer to page 7. This is a summary of the IFRS-based P/L. Insurance service results correspond to the so-called operating profit of general business companies, and for a life insurance company like us which mainly focuses on protection- type products, insurance service results account for the
Slide 10: Movement of insurance service results
Page 8 shows the movement of insurance service results. Over the past five years, insurance service results have grown steadily, and in FY2025, it exceeded the business forecast of JPY11,200 million revised upward in February, resulting in JPY11,606 million, as explained earlier. The factors behind
Slide 11: Factors in changes in insurance service results
Please refer to page 9. Page 9 presents an analysis of the factors contributing to changes in insurance service results. The table on the left shows the components of insurance service results, and the graph on the right shows their increase or decrease. First, one of the reasons for the strong grow
Slide 12: Progress of the GCL business
Next is the progress of the GCL business. Please refer to page 10. The GCL offered to au Jibun Bank's mortgage loan borrowers makes a strong contribution to our key indicators, CE, annualized premium of policies-in-force, and insurance service results. The partnership with THE KYOTO SHINKIN BANK, an
Slide 13: Comprehensive Equity and CE per share
Please refer to page 11. CE at the end of March 2026 was JPY176,149 million, and management indicators have achieved high growth since IPO, with a CAGR of 17%. The line graph also shows the change in CE per share. As of March 31, CE per share was JPY2,193, and the growth rate of corporate value per
Slide 14: Factor analysis of changes in CE
Please refer to page 12. This is a factor analysis of changes in CE from the end of March 2025 to the end of March 2026. Among "Others" on the right side, "Other comprehensive income" was negative due to the impact of rising interest rates, which pushed down CE. However, we would like you to recogni
Slide 15: Changes in CSM and estimated CSM release
Please refer to page 13. We present the changes in pre-tax CSM and the estimated amount of CSM release to be recognized in profit. The expansion of business performance with favorable acquisition efficiency in individual life, coupled with improved operating expense efficiency, enabled us to signifi
Slide 16: Relationship between CE and P/L
Please refer to page 14. In our discussions with investors, we are often asked about the relationship between CE and P/L, so we would like to take this opportunity to explain it again. The expansion of CSM in individual life is realized as profit through CSM release, as shown in the middle, and ulti
Slide 17: Initiatives under the mid-term business plan
Please refer to page 15. In FY2025, under the new management structure, we steadily implemented initiatives based on the priority areas of the mid-term business plan. As a foundation for future business growth, listing on the TSE Prime Market and achieving profitability for the first time under Japa
Slide 18: Progress toward mid-term business plan goals
Please refer to page 16. Page 16 shows the progress toward the goals of our mid-term business plan ending in FY2028. FY2025 was a year in which we made steady progress toward our financial and non- financial targets through the initiatives I have described and others. Toward FY2028, we will further
Slide 19: Business forecasts for FY2026
Please refer to page 17. This is the business forecasts for FY2026. First, as a growth indicator, we expect annualized premium of policies-in-force as of March 31, 2027 to be JPY41,300 million. Then, as a profitability indicator, we project insurance service results of JPY11,200 million for FY2026.
Slide 20: Three priority areas of the mid-term business plan
Yokozawa： In the second half of the presentation, I will explain the direction of our strategy for FY2026 and beyond. Please refer to page 19. Regarding the mid-term business plan ending in FY2028, we are focusing on the three priority areas. Copyright© LIFENET INSURANCE COMPANY All rights reserved.
Slide 21: Business environment
Please refer to page 20. Page 20 describes the business environment that we currently recognize as we promote our mid-term business plan. First, we feel that online finance is becoming more familiar to all ages, not just the younger generation, and that there is a growing need to improve its conveni
Slide 22: Initiatives by priority area
Please refer to page 21. Based on this recognition of the business environment, we intend to promote initiatives based on each of these priority areas. I will explain each item in turn. Copyright© LIFENET INSURANCE COMPANY All rights reserved. 21
Slide 23: Online products and services for all generations
Please refer to page 22. The first is online products and services for all generations. The willingness to purchase online life insurance has increased over the years, and one of the most distinctive features of this trend is the age spread. Online finance is becoming more prevalent and familiar to
Slide 24: New insurance experience and operational transformation with AI
Next, please refer to page 23. This is the creation of a new insurance experience and operational transformation utilizing AI. We recognize that the use of AI in our company will improve the environment for our employees and lead to improved operational efficiency, which in turn will lead to the dev
Slide 25: Partner development with point and mileage ecosystems
Please refer to page 24. Page 24 shows the development of partner businesses by leveraging point and mileage- based ecosystems. On April 30, we announced the signing of a capital and business alliance agreement with Japan Airlines Co., Ltd. ("JAL"). This new alliance represents the integration into
Slide 26: Strategic goals of the alliance with JAL
Please refer to page 25. I will explain the strategic goals and main initiatives of the alliance with JAL. In the "JAL Group Management Vision 2035" announced in March this year, the JAL Group aims to expand into non-aeronautical areas. We believe that the potential for maximizing synergies through
Slide 27: Product strategy for rising interest rates and inflation
Please refer to page 26. Page 26 shows our product strategy to respond to rising interest rates and inflation. First, in individual life, we believe that needs for long-term asset building, premium savings, increased coverage, and preparation for sudden major expenses are becoming more apparent with
Slide 28: Indicators related to market valuation
Please refer to page 27. These are the movement of various indicators related to our market valuation. The graph on the left side shows changes in CE and CE per share, which represent corporate value. The graph on the right side shows the P/CE ratio, which is the ratio of the stock price divided by
Slide 29: Efforts to improve the P/CE ratio
Please refer to page 28. Page 28 shows our efforts to improve the P/CE ratio. We recognize that improving the P/CE multiple requires addressing both efforts to increase CE, which represents corporate value, and efforts to improve market evaluation. Regarding the enhancement of corporate value, on th
Slide 30: Closing remarks
Please refer to page 29. We will continue to focus on the initiatives in our priority areas to achieve Comprehensive Equity of JPY200 billion to JPY240 billion set forth in our mid-term business plan. We hope that all our shareholders and investors will look forward to our new challenges and continu
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