Information Meeting May 29, 2008 Table of Contents Shift to a - PDF document

Fiscal 2008 First Information Meeting May 29, 2008

Table of Contents Shift to a Holding Company Structure Shift to a Holding Company Structure ・ Summary of the Holding Company Structure 3 ・ Purpose of the Shift to a Holding Company Structure 4 ・ Overview of Group Strategies 5 Mitsui Sumitomo Insurance Co., Ltd. Outline of the Financial Results for FY2007 Mitsui Sumitomo Insurance Co., Ltd. Outline of the Financial Results for FY2007 Mitsui Sumitomo Insurance Group Holdings, Inc. Mitsui Sumitomo Insurance Group Holdings, Inc. Result Forecast for FY2008 Result Forecast for FY2008 ■ Outline of the Financial Results for FY2007 Outline of the Financial Results for FY2007 7 ・ FY2007 : Consolidated Net Premiums Written and Net Income 8 ・ Outline of FY2007 (Non-consolidated) 9 ・ FY2007: Growth Rate, Loss Ratio and Expense Ratio (Non-consolidated) 10 ・ FY2007: Outline of Investment Management (Non-consolidated) 11 ・ FY2007: Outline of Non-Life Insurance Subsidiaries 12 ・ FY2007: Outline of Life Insurance Subsidiaries ■ Result Forecast for FY2008 Result Forecast for FY2008 ・ Result Forecast for FY2008: MSIG (Consolidated) 15 ・ Result Forecast for FY2008: MSI (Non-consolidated) 16 ・ Result Forecast for FY2008: Premiums Written and Loss Ratio by Product Line 17 ・ Result Forecast for FY2008: Company Expenses and Operating Expense Ratio 18 1 Medium- Medium -term Management Plan term Management Plan New Challenge 10 New Challenge 10 21 ～ 22 ■ Overseas Business 34 ～ 36 ■ Medium-term Management Plan ・ Progress in “New Challenge 10”: FY2007 and FY2008 ・ Achievement of Business Plan under a 3 21 ・ Measures for Meeting Group Core Profit Targets in FY2010 22 Regional Holding Company Framework 34 ■ Domestic Non-life Insurance Business 23 ～ 30 ・ Business Strategies for Overseas Operations 35 ・ Measures to Expand Core Profit ・ Strategies for Asian Region 36 23 ■ Investment Management 37 ～ 38 ・ Measures to Balance Revenues and Expenses Better ・ Investment Strategy (Basic Policy) 37 in Auto Line 24 ・ Investment Strategy for FY2008 ・ Measures for Quality Improvement ： 38 ■ Financial Services 39 ～ 40 Business Process Innovation 25 ・ Product Innovation ・ Credit Derivatives 39 26 ・ Sales Innovation (1) ： Sales Network Reform ・ Reinsurance Ceded from US Monolines 40 27 ・ Sales Innovation (2) ： Restructuring of Contract Procedure ■ Capitalization Policy 41 ～ 42 28 ・ Mitsui Direct General Insurance ･ Net Asset Value and Capital Deployment 41 29 ･ Distribution Policy and Track Record ・ Sales over Bank Counters and 42 ■ Ref. Concept of “ROE Based on Group Core Profit” 43 through the Japan Post Channel 30 ■ Introduction of the Company’s Website: ■ Life Insurance Business 31 ～ 33 ・ Increase in Policy Amount/Core Profit “Investor Relations” 44 31 ■ MSI (Consol.) Major Financial Indicators ・ Mitsui Sumitomo Kirameki Life Insurance 45 32 ・ Mitsui Sumitomo MetLife Insurance 33 1

To make Full Use of the Group’s Combined Strengths Shift to a Holding Company Structure 2

Summary of the Holding Company Structure Shift to a holding company structure as part of reinforcement of the base of business administration to ensure implementation of the Group’s strategies Overall control (development of strategies, allocation of Holding Company managerial resources, supervision of group companies, etc) Group Companies Concentrate on conduct of business in each business domain To accelerate the growth of To accelerate the growth of each of 5 major businesses each of 5 major businesses Non-life Insurance Overseas Life Mitsui Sumitomo Mitsui Sumitomo Business Insurance Insurance Group Insurance Group Holdings Holdings Financial Services Risk-related Services 3 We have shifted to a holding company structure as of April 1, 2008, and the three group companies will be placed directly under the holding company in July. ＜ As of April 1, 2008 ＞ ＜ As of July 1, 2008 (planned) ＞ Mitsui Sumitomo Insurance Group Mitsui Sumitomo Insurance Group Mitsui Sumitomo Insurance Group Mitsui Sumitomo Insurance Group Holdings, inc. Holdings, inc. Holdings, inc. Holdings, inc. Mitsui Sumitomo Insurance Co., Ltd. Mitsui Sumitomo Insurance Co., Ltd. Mitsui Direct General Insurance Co., Ltd. Mitsui Sumitomo Kirameki Life Insurance Co., Ltd. Mitsui Sumitomo MetLife Insurance Co., Ltd. Mitsui Direct General Insurance Co., Ltd. Mitsui Direct General Insurance Co., Ltd. Mitsui Sumitomo Kirameki Life Insurance Co., Ltd. Mitsui Sumitomo MetLife Insurance Co., Ltd. Mitsui Direct General Insurance Co., Ltd. Mitsui Sumitomo Kirameki Life Insurance Co., Ltd. Mitsui Sumitomo MetLife Insurance Co., Ltd. Mitsui Direct General Insurance Co., Ltd. Mitsui Sumitomo Kirameki Life Insurance Co., Ltd. Mitsui Sumitomo MetLife Insurance Co., Ltd. Mitsui Direct General Insurance Co., Ltd. 3

Purpose of the Shift to a Holding Company Structure ・ To establish a group corporate governance structure wherein the holding company plays a central role Reinforcement of Business Reinforcement of Business Reinforcement of Business ・ From the perspective of optimization of the group as a whole, Administration Structure Administration Structure Administration Structure and and and to develop approaches across group companies and to Pursuit of Group Synergies Pursuit of Group Synergies Pursuit of Group Synergies redistribute managerial resources in a flexible manner ・ To clarify strategic roles and responsibilities and to delegate authority to group companies Flexible Response Flexible Response ・ Accurate understanding of changes in the business environment Flexible Response to Market Changes to Market Changes to Market Changes by group companies and realization of flexible responses to market changes through group companies ’ prompt decision-making Development of Development of ・ To introduce managerial and organizational structures and Development of Human Resources Human Resources Human Resources a personnel management system tailored to meet the needs through Diversified through Diversified through Diversified of a business domain of each of the group companies Business Structures and Business Structures and Business Structures and → To broaden the areas of activities of the officers and employees Personnel Management Personnel Management Personnel Management and bring their potential into full play Systems Systems Systems ・ To exchange human resources among the group companies 4 Corporate Governance To establish a management structure with transparency and checks-and-balances functions and to seek to enhance corporate value To incorporate perspectives of outside people who are independent of the management in order to reinforce monitoring/auditing functions � Appointing People from Outside the Group ・ 4 out of 13 directors ・ 2 out of 4 corporate auditors � For internal committees of the Board, majority of the members/Chairman are appointed from outside directors 4

Overview of Group Strategies Bringing the holding company’s functions into play ● Redistribution of managerial resources based on the environment ● Exertion of Group companies’ competitiveness ● Flexible response to markets Increase in corporate value of the group Traditional Markets Boosting productivity ・ Promotion of the business process innovations Increase in Proper returns profits to shareholders Boosting profitability ･ Product revisions ･ Rigorous underwriting Shift of managerial resources Marketing through new channels ・ Activities by the Group as a whole to New Markets expand sales over banks counters and through the Japan Post channel Expansion of Acceleration of Accelerating growth through strategic profit base strategy cycle investments ・ Strengthening growth businesses within the group ・ Accelerating entry into new businesses 5 5

Mitsui Sumitomo Insurance Co., Ltd. Outline of the Financial Results for FY2007 6