Sony Financial Group

Corporate Strategy Meetingfor Fiscal Year 2018

Sony Financial Holdings Inc.
May 31, 2018

AGENDASony Financial Group

Review of Financial Results
Market Overview and Medium-term Issues
Background/Theme/Points of New Medium-term Plan

Medium-term Plan of Each Group Company
Sony Life
Sony AssuranceSony Bank
Sony Lifecare

Sony Financial Group
Growth Strategy
Group GovernanceMedium-term Target for FY20
Shareholder Returns/Dividend Policy*Unless otherwise indicated, in these materials figures less than the indicated unit have been truncated, while ratios andpercentage changes have been rounded* “Lifeplanner” is a registered trademark of Sony Life

Review of Financial Results -Each of the Group’s Major KPI Each of the Groupʼs three core businesses expanded their operations as

we planned
Sony Life

Sony Assurance

Policy amount in force¥50 tn47.2

Mid-term target *1
Approx. ¥110 bn
99.0

FY17

107.0

FY18

FY16

FY17

Latestoutlook

Mid-term target *1 Latest
outlook¥4.2 tn¥110 bn

3.9

3.7

CAGR
Approx.
5%

CAGR
Approx.
5%

FY16

Retail balance*2

Direct premiums written

Mid-term target *1 Latest
Over ¥49 tn outlook
45.3

Sony Bank¥4.2 tn

CAGR
Approx.
6%

FY18

FY16

FY17

FY18

*1 Mid-term target announced on June 1, 2016（Retail balance of Sony Bank is adjusted in line with change in a part of definition)*2 Sum of yen deposits, foreign currency deposits, investment trusts, securities brokerage, mediate discretionary investment
contracts and personal loans
Copyright © Sony Financial Holdings Inc. All rights reserved.

3

Review of Financial Results -ConsolidatedFY18
Mid-term target*1

FY18
LatestOutlookOrdinary revenues¥1.65 tn

¥1.57 tn

Ordinary profit¥80 bn¥83 bnProfit attributable toowners of parent¥51 bn¥55 bnOperating income under
US-GAAP¥160 bn¥170 bn

Consolidated
adjusted ROE

4～5%*2

Approx. 6%

Reviewon outlook*1 Mid-term target announced on June 1, 2016
*2 The figure excludes the impact of a revision in the insurance risk measurement method and others for Sony Life
Copyright © Sony Financial Holdings Inc. All rights reserved.

4

Our Understanding of the Medium-term Business EnvironmentOver the medium to long term, we expect that overall market shrinkage, reduction in
profit margins and intensified competition will lead to a continuously challenging
environment

SocialEnvironment• Overall population decrease, decrease in working-age population• Aging society with fewer children, increase in longevity• Decrease in number of family households, increase in single-personhouseholds• Growing focus on health• Rising income disparity

Economic
Environment• Continued low interest rates• Shift toward the sharing economy and of consumption from tangible
goods to experiences/services

TechnologicalInnovation• Rapid innovations in Fintech, AI and RPA technology spreading• Unbundling and disruption in finance• Developments and lower costs in life science and healthcaretechnologies• Progress in safety support equipment and automated driving
technologies

Regulatory
Environment• Stronger response to fiduciary duty
• Revisions to the Standard Mortality Tables and standard yields• Revision to the reference loss cut rates
Copyright © Sony Financial Holdings Inc. All rights reserved.

5

Response to the Principles of Fiduciary Duty
 In March 2017, the Financial Services Agency announced its Principles of Fiduciary

Duty In accordance with these principles, in June 2017, each company of the SonyFinancial Group formulated and announced a “Customer-First Business Operation
Policy” and are promoting appropriate operational proceduresSony Financial Holdings’ “Customer-First Business
Operation Policy”

Become a truly customer-firstand preferred financial
services group

Monitoring
Sony Life

Sony AssuranceSony BankManagement
PolicyManagement
PolicyManagement
PolicyBusiness
operation

Business
operation

Business
operation

Pursue the best practices
based on continuous reviews

Principles of Fiduciary Duty
Contribute to stable asset building
Copyright © Sony Financial Holdings Inc. All rights reserved.

6

Behind the Formulation of the New Medium-term PlanThe business of each Group company and indicators based on economic value areprogressing favorably. We expect to achieve most of our FY16–18 medium-term targets.

The financial business environment continued to change after the formulation of the FY16–
18 medium-term plan
(1) As the population continued to decline and age, the Principles of Fiduciary Duty,
which aimed to respond to needs for stable asset building, were announced⇒ Leading to an era that demands further “Customer-First Business

Operation Policy”(2) Technological advancement including Fintech/digitalization proceeded at anaccelerated pace

⇒ Progress in the unbundling of finance; increasingly intense actions ofcompetitors and companies from other industries (disruptors)

The three core businesses are currently stable, and we expect the growth trend to continue for theforeseeable future.
However, fresh perspectives and preparation are needed to continue growing 10 to 20 years in the future.
Three years to prepare for the transformations that will take place from along-term perspective, 10 years or more from now (new medium-term plan)
Copyright © Sony Financial Holdings Inc. All rights reserved.

7

Formulating the New Medium-term Plan: Theme and Points《Theme》

Using taking on the challenge of new growth as ourtheme, with the FY18–20 new medium-term plan we will
make strategic moves from a long-term perspective tosecure further growth by taking full advantage of changes
that will occur 10 years or more from now and of organic
growth from existing business models.
《Points》
Customer-First

Further promote the customer-first business
operation

Respond to Changes

Establish a foundation that allows us to take fulladvantage of changes (technologicaladvancements, social or regulatory changes, etc.)
to secure further growth

Copyright © Sony Financial Holdings Inc. All rights reserved.

8

Sony Life

Review of Financial Results-Japanʼs Life Insurance Market and Sony Life's Position Steady growth of policy amount in force despite the challenging businessenvironment
 In FY2017, new policy amount reached record high. Further accelerate growthof new policies
Policy amount in force*1
Sony Life

New policy amount*1■ Lifeplanner channelLife insurance market■ Independent agency channel

Share

4.7%

4.7

5.1

4.9

5.2

Mid-term target¥6.0 tn￥45 tnCAGR 4～5%
FY00

FY05

FY10

*1: Individual insurance, Individual annuities

FY15

FY14 FY15 FY16 FY17 FY18 FY19 FY20
Copyright © Sony Financial Holdings Inc. All rights reserved.

10

Key Messages

Customer-First

Furtherstrengthen ourbusinessfoundation

Response to
Changes

Provide newvalue

Steadily growcorporate value Pursue quality in the Lifeplanner channel
 Achieve steady recovery in the

independent agency channel

 Expand coverage (new medical insurance)
 Evolve customer-first service (Fintech) Realize growth in profit on the basis of

economic value

Copyright © Sony Financial Holdings Inc. All rights reserved.

11Increasing the Quality of Lifeplanner Sales Employees

Customer-First Further strengthen our hiring process to recruit high-caliber personnel

 Strengthen and expand education and training environments to improve

quality*1 and productivity*2
Number of Lifeplanner sales employees
8000
7000

■ Number as of the end of fiscal year

108

100

6000

4000

4,329

4,612

120



 Further improve interview processes Make hiring information and progress visible

through unified management

80

4,933


60

Improve quality through stringent recruiting
 Review targeting of candidates

Mid-term target
100
over 5,700

5,142

5000

■ Productivity

Strengthen and enforce education andtraining Further enhance training and education

3000

40

environments at all branch offices

 Strengthen unit manager training to improve

2000
20

1000
0

0

FY14

FY15

FY16

FY17

FY18

FY19

instructional capacity

 Conduct periodic monitoring and guidance

through our headquarters

FY20*1: The figures include the number of contracted Lifeplanner sales employees and those rehired on a fixed-term
contract basis after retirement*2: Productivity is indexed to FY14 = 100, calculated on the basis of average new policy amount per person

Copyright © Sony Financial Holdings Inc. All rights reserved.

12

Strengthen Consulting-Based Sales and Follow-Ups

Customer-First Expand and intensify consulting-based sales and follow-ups through practicaluse of the “Karte” customer database Provide further contact with customers through periodic meetings to review
coverageImprovement of Lifeplanning Strengthen consultations and proposals

through full use of LiPSS and the “Karte”
customer databaseNegotiation
historyRecommendation
reasons
Phone call
emailWritten
notification
Next meetingschedule Strive to provide coverage in line withcustomer demands

Life planDreams
ConcernsSound contact with customers
 Optimize coverage through meetings andlife-planning conducted once every threeyears Confirm reasons for payment or non-payment of insurance proceeds or changes
in status through yearly contact withcustomers

 Conduct follow-ups based on customers’desires and prior negotiations through use of
the “Karte” customer database
Copyright © Sony Financial Holdings Inc. All rights reserved.

13

Customer-First

Restore Independent Agency Channel

 Further improve relationships with independent agencies by providing

unique and customized support for those with close ties to local
communities and those that cover broad areas and/or corporate
New policy amount index *1■ Close ties to local communities

100■ Broad area/corporate108 Expand support for partners who share our

100

92

Strengthen sales foundation
philosophy and provide needed coverage tocustomers

 Further enhance selection process for77

prospective agencies and improve initialtrainingBoost quality of sales staff
 Provide individual support for managers toenhance training skills

 Conduct effective instruction by making skills

and knowledge more visible

FY14 FY15 FY16 FY17 FY18 FY19 FY20
*1: FY14 = 100
Copyright © Sony Financial Holdings Inc. All rights reserved.

14

Release of New Products (Medical Insurance)

Customer-First

Response to
Changes Steadily broaden coverage provided, centered on death protection

products
 Offer many customers medical protection with our first new medical
insurance in around 15 years
Death Protection
products

U.S. dollardenominatedproducts

Severe diseaseprotection
products

U.S. dollardenominatedproducts

Strengthen follow-ups with policyholders
 Review existing policyholders’ coverage

and respond to new needs with the new
medical insuranceExpand contact with customers
 Provide coverage suitable for both premium-focused and savings-minded customers

 Elicit new potential customer needs inconnection with providing new medical
insurance

Medicalbenefits

Six riders
Medical benefit
returns
Copyright © Sony Financial Holdings Inc. All rights reserved.

15

Customer-First

Evolve Customer-First Service (Fintech)

Response to
Changes

 Evolve customer-first service by promoting the use of Fintech in themedium-term initiatives
 Create new value to offer customers using our proprietary Lifeplanning
data and AI technology
Life plan

Dreams,desires“Karte”
customerdatabase

Policy,customer
information

Record ofcontact Leverage our extensive and high-quality

database to develop AI

AI Thoroughly record negotiations and contact

histories to further accumulate qualitative
data

Consulting support

Lifeplanner

Offer new value using AI
 Use AI to make objective proposals, andEstimates forrevision in protection
Information
regarding contact
periods

AI development using our proprietarydata

provide notice of opportunities to review
appropriate protection

Customer Further improve quality using objective AI

feedback given to Lifeplanners

Feedback, advice
Copyright © Sony Financial Holdings Inc. All rights reserved.

16

Realizing Profit Growth on an Economic Value Basis

Customer-First Realize steady profit growth on an economic value basis, while promoting

customer-first policy and reinforcing compliance system
MCEV

1.4

FY16

1.6 *1FY17Core ROEVOver 6%

Over *2¥1.8 tn

FY20*1: Reflected a revision in the insurance risk measurement method and others from FY17 onward*2: Based on the interest rate level at the end of March 2018

Copyright © Sony Financial Holdings Inc. All rights reserved.

17

FY20 Medium-term Targets

FY17
Actual

FY20
Mid-term target

Policy amount inforce¥47.2 tn

¥55 tnNumber of
Lifeplanners*1

5,142Over 5,700

MCEV *2¥1.6 tn

Over ¥1.8 tn

Core ROEV
Ordinary profit（Life insurance business）

*3

5.9%

Over 6%¥54.1 bn

¥62 bn*1: The figures include the number of contracted Lifeplanner sales employees and those rehired on a
fixed-term contract basis after retirement*2: Figures in “FY20 Mid-tem target” are based on interest rate levels at the end of March 2018
*3: The figure excludes the impact of a revision in the insurance risk measurement method and others

Copyright © Sony Financial Holdings Inc. All rights reserved.

18

Sony AssuranceKey Messages
Continue to grow, and

Increase peace of mind regarding direct insurance by enhancing
product capabilities and service quality and conducting effective
marketing; establish “strength as a trusted brand”



Enhance products, marketing and services using leading-edge
technology

Aim to establish a foundation for stable long-term earnings andpromote categorical expansion

Medical insurance field: strengthen and expand products, respondto diverse needsNew fire insurance field: use strength in direct business to expand
into new domains

Strengthen customer retention by improving the customer
experience and offering high-quality services
Increase ability to acquire new policies by improving product andservice specs to raise perceived quality

expand share of,automobile insurance
Customer-First

Expand business categories
outside automobile
insurance

Response to Changes

Maximize customer value

Reform operations
and improve operating
efficiency

Track medium- to long-term changes in operating environment andutilize leading-edge technology to raise operating efficiency andheighten cost competitiveness
Reform operations and aim to improve ability to respond to
customer needs through large-scale renovations to our corebusiness systems
Copyright © Sony Financial Holdings Inc. All rights reserved.

20

Domestic Automobile Insurance Industry
Auto insurance market and share of
direct insurers＜JPY tn＞

Direct premiums written by direct insures（Automobile insurance）
8.0％

4
4.0
3
3.0

Sony
Assurance＜JPY bn＞
Total auto insurance market(Total direct premiums written)

1,000
100

2
2.0
Market share of
direct insurers

1
1.0

900
90
800
80
700
70

0
0.0

600
60

Trend of net loss ratio for industry(Automobile insurance）

30
300

65%

50%
45%

B
C
D

20
200

60%
55%

500
50

40
400

70%

A

Continuous insurance
premium increases

price
reductions

Introduction of new
non-fleet grade rating
Spread of ASV
technologies

10
100
0 0

G

F

E
H

Copyright © Sony Financial Holdings Inc. All rights reserved.

21

FY17 Review of Financial Results Achieved robust top-line growth due to favorable automobile insurance sales

Profits grew substantially due to higher revenue and a decrease in the loss
ratio; profits at record high for the fifth consecutive year Exceeded previous medium-term plan profit target for FY18 in FY17, achieved

adjusted ordinary profit of ¥10.0 billion
Ordinary revenues

Sum of two ratio / Ordinary profit（JPY bn）＋7.6％
Ordinary
revenues

＋3.5％

89.8

＋4.2％

93.0

＋5.6％

96.9

93.8%

91.0%

110

102.3

90.6%

89.2％

8.1

7.6

7.1

78.4

81.3

85.1

89.7

FY13

FY14

FY15

FY16

97.8

FY17

4.2

4.2

4.6

3.0

FY13

Adjustedordinary profit

6.5

+32％

Net
premiums
written

10.0

＋22％

Net expense + E.I. loss ratios

OthersAutomobile90.4%（JPY bn）

4.9

ordinary
profit

FY14

FY15

FY16

FY17

Copyright © Sony Financial Holdings Inc. All rights reserved.

22

Continue to Grow, andExpand Share of, Automobile Insurance

Customer-First Aim to increase share in the automobile insurance market by further augmenting customer peace ofmind and trust toward direct insurance. Achieve these objectives by increasing product strength, raising
service quality and proactively developing effective marketing communications.
Eliminate unease when accidents occur,build trust in our response

Aim to eliminate difficulty during policy
procedures and unease Promote value of a personal response Eliminate unease at accident site and expand
roadside service

 Enhance mobile and PC website user
experience Improve non-telephone response systems suchas LINE, chat and short messaging services
 Heighten convenience through leading-edge
technologies like AI, voice recognition andimage analysis
 Collaborate between direct marketing andface-to-face sales channels
Reasonableness, progressiveness anduniqueness that only Sony Assurance can offer

Promote “Peace of mind,
more inexpensively”

 Proactively develop marketing
communications to create peace of mind
toward direct automobile insurance andestablish Sony Assurance’s “strength as atrusted brand”

 Develop new PHYD telematic products throughcollaboration between Yahoo! car navigation
systems and Sony R&D＋
Copyright © Sony Financial Holdings Inc. All rights reserved.

23

Expand Business Categories
Outside Automobile Insurance

Customer-First Aim to establish a foundation for stable long-term earnings and promote categoricalexpansion Medical insurance field: Respond to diverse customer needs by strengthening andexpanding products and applying reasonable prices

 New fire insurance field: Expand into new domains using advantages like uniqueness of

products and strength in the direct insurance business

Expand medical insurance

Increase offerings in the fire insurance field Expand in other categories, such as fire and Provide service for a wide variety of needs withpersonal accident insurance utilizing our directbusiness strengthvarious options and two product types: Whole
life/daily benefit, Term life/actual costs

Travel accident insurance

SURE Medical and Cancer Insurance(Whole life/daily benefit)Sales to begin insummer 2018

Sony Assurance’s
Overseas Travel Accident
InsuranceUnique and devoted cancer coverageOffer further protection options by expanding
product characteristics



Improve ability to acquire new policies throughmore reasonable prices

Offer reasonable premiums for internet-only risksegmented products

Aim for synergy by cross-marketing with ourexisting categories

ZiPPi Medical Insurance(Term life/actual cost for hospitalization)

Rational medical insurance that covers actual
costs with reasonable premiums

Expand add-on coverage to cover shortfalls in
daily benefit insurance

Other new categories

Aim to expand in new business fields such as fire
insurance and other fields, through productuniqueness, fullness of compensation and theconvenience and reasonable pricing of direct
insurance
Copyright © Sony Financial Holdings Inc. All rights reserved.

24Improve Operating Efficiency andCustomer Service through Operational Reforms

Customer-First
Response to
Changes Aim to reduce operating costs while tracking medium- to long-term environmental

changes and evolve services aimed at maximizing customer value by renovating corebusiness systems and utilizing leading-edge technologies, such as Fintech

Reduce operating costs


Renovate core business systems



Reform non-life insurance service processes– Division of labor in accident response– Move toward paperless operations
Customer center (contract management/callcenter)– Simplify and automate operations– Reduce calls by expanding non-voice
responses



Reduce system costs– Heighten developmental efficiency throughstreamlining

Evolve customer service
Provide seamless customer service by unifying
information regarding customer contact
throughout the Company

Conduct initiatives aiming for 24/7 year-roundsupport for accident report processing andaccident responseProvide service on various communication
channels (LINE, social media, etc.)Strengthen support for web procedures,strengthen functions to facilitate procedures
via smartphone apps

– Share economies of scale and expertise via
Group collaboration on system infrastructure

Utilize leading-edge

technology

Streamline office operations via RPA



Utilize deep learning technology– Improve efficiency of call center
management– Raise marketing efficiency

Undertake initiatives to improve user experience at
web customer contact points
・ Promote use of technologies such as AI chat bots,
image analysis and biometric authentication
 Discuss the implementation of AI support incustomer response

Copyright © Sony Financial Holdings Inc. All rights reserved.

25

FY20 Medium-term Targets
 Aim to maintain growth and high profitability by making a thorough effort toprovide high-quality products and services from a customer-first perspective andresponding to anticipated changes in the operating environment

FY17
Actual

FY20
Mid-term target

Direct premiums written¥107.0 bn¥120 bn

Sum of two ratios(E.I. loss ratio)(Net expense ratio)

89.2％(60.7％)(28.5％)

89％

Ordinary profit¥6.5 bn¥7 bn

Adjusted ordinary
profit *¥10.0 bn

¥11 bnAdjusted ROE

16.1%

Approx. 13%* Adjusted ordinary profit = Ordinary profit + Provision for catastrophe reserve
Copyright © Sony Financial Holdings Inc. All rights reserved.

26

Sony Bank

Key Messages

Customer-First

Increase productstrength andimprove service

Improveproposal ability

Response to
Changes

Conduct
operational
reform andutilize Fintech

 Improve convenience of Sony Bank WALLET

and expand tie-ups
 Strengthen competitiveness of mortgage loans
 Offer convenience through banking apps
 Expand investment options through cloudbanking Strengthen digital marketing Implement digital consulting Expand consulting, both over the internet andface to face Begin using AI in provisional screening for

mortgage loans
 Promote alliances using open API
 Improve operational efficiency throughimplementation of RPA

Copyright © Sony Financial Holdings Inc. All rights reserved.

28

Foreign Currency Accumulation Effects ofSony Bank WALLET

Customer-First Increase in foreign currency balance due to Sony Bank WALLET (SBW) holders

Trend of SBW holders

Foreign currency deposits(JPY bn)（JPY thousand）

New SBW holders contributed to ¥11.4
billion* accumulation in foreign currency
First
issue
of
SBW

☆

335.5

860

530
404.6

430

348.0

510

Began
issuingSony BankWALLET

☆

370
240

90

FY15

FY16

FY17

FY18

FY20

Actual
実績
results

Actual
実績
results

Actual
実績
results

Forecast
見通し

Mid-term
target中期目標*Total accumulation over one year for customers
who opened accounts between January 2016 andFebruary 2017

FY15

FY16

FY17

FY18

FY20

Actual
実績
results

Actual
実績
results

Actual
実績
results

見通し
Forecast

中期目標
Mid-term
targetCopyright © Sony Financial Holdings Inc. All rights reserved.

29

Improve convenience ofSony Bank WALLET and expand tie-ups

Customer-First

October 2017 Began issuing Takashimaya Platinum Debit Card May 2018 Added new features to SBW app (usage restrictions, budget management, etc.)
 Aim to expand customer base through improved convenience and expand tie-ups
Improve convenience ofSony Bank WALLET

Customer baseSony Interactive
Entertainment

Sony Bank

Company X

Planning tie-ups withhighly compatible
companies（Distributors, travel
agencies, study abroad
agencies, etc.）

March 2017
Began issuing Sony Bank WALLET“PlayStation” design card

Takashimaya(Department
store)

October 2017
Began issuing Takashimaya
Platinum Debit Card
Copyright © Sony Financial Holdings Inc. All rights reserved.

30

Customer-First

Strengthen Competitiveness of Mortgage Loans Improve marketability (implementation of new group credit life insurance,

ensure competitiveness in fixed interest rates)
 Shorten screening times and increase cost efficiency through the use of
AI screening Expand alliances with real estate companies and banking agencies

Trend of mortgage loan balance

2.1(JPY tn)

1.5

1.4

Actualresults

Mortgageloans

Actualresults

1.6

Forecast

Investment apartment
loans

Mid-term target

Other personal loans
Copyright © Sony Financial Holdings Inc. All rights reserved.

31

Customer-First

Investment Cloud Funding

Response to
Changes Business overview
 A platform business (Sony Bank GATE) that links venture companies’ fund-raising needs and investors’ money management needs over the internet

Sony Bank GATE

Venture companies...Make it happen!

Inspection

Issuance

Reporting

Payment

Sony Bank
customers
Empathy, support,feeling of involvement

Funding details (project details,
funding amounts, returns, etc.)
Investment (financial contribution)

Projects

Dividends based on sales

Individuals

 Released in August 2017

 All funds reached their targets during the period

 Of all fund investors, 37% retained account balances of ¥5 million or more

Copyright © Sony Financial Holdings Inc. All rights reserved.

32

Customer-First

Digital Marketing

Marketing strategy’s four pillars(2) With optimal timing
Develop digitalmarketing(1) For each individual
customer
Establish One2One
marketing based on thecustomer segment(3) Best possible
products and services
Strengthen products andservices while improving
convenience

Strengthen
ability to
makeproposals(4) Using a hybrid of
in-person and digital
methods
Respond to diversificationof channels

Achieve top proposal quality
Copyright © Sony Financial Holdings Inc. All rights reserved.

33

Digital Consulting, Fusion of Net-Based andFace-to-Face Consulting

Customer-First Enhance proposal functionality through smartphones and through the Consulting

Plaza in Ginza
 In the future, use open API to increase proposal-making capabilities by linking SonyBank’s services with those provided by Group companies and alliance partners
Assetmanagement
adviceProposeinvestment
products, etc.

DigitalFace to face

Consulting
tools
API

Alliances

Sony Group (Life, Assurance, etc.)
API

API

API
collaboration

Copyright © Sony Financial Holdings Inc. All rights reserved.

34

Response to
ChangesCustomer-First

Utilization of Fintech
 AI in provisional screening for

mortgage loans

 Began automated mortgage loan

screening on May 10, 2018
 Aim for improved customer convenienceand productivity

 Open API

 Will make a reference-system API public by

the end of March 2019
Ordinary yen deposits, yen time deposits,
installment time deposits, ordinary foreign
currency deposits, foreign currency time
deposits, exchange rates, interest rates, etc.
 We also plan to publicly announce anupdate-based API

Customers
Provisional
screening
application

As little as 60
minutes(Now two days)

Offer convenience and good services tocustomers
Fintech companies
and companies from otherindustries￥

PFM, etc.

Roboadvisor

Sony Group

＄

API

API

Sony Bank
Notification ofprovisional
results

User
experience,
IoT

Life,
Assurance￥＄

Copyright © Sony Financial Holdings Inc. All rights reserved.

35

Response to
Changes

Improve Operational Efficiency

 Concentrate on resources to move toward high-value added operations

 Examine applying outsourcing and paperless processing to operations

 Complete trial run of RPA and spread it throughout the Company starting in

FY18
 Place personnel appropriately, carry out education and training
Target improvement inunit price of operation*

Trend of OHR*Cost per operation

Aim to decrease by approximately 25%
from FY17 to FY20 (40% from FY17 to
FY22)*OHR＝operating expenses÷gross operating profit

78%

Plan:74%

72%

FY17

FY20

Actual
実績
results

Mid-term
target中期目標

73%

Approx.

70%

FY16

FY17

FY18

FY20

Actual
実績

Actual
実績
results

見通し
Forecast

中期目標
Mid-term
targetresults

Copyright © Sony Financial Holdings Inc. All rights reserved.

36

Increase Revenue and Profit Aim to expand profit margins by increasing the weight of foreign currency

deposit balances and foreign currency working balances Strengthen fee business and approximately double fees and commissions
Interest spread (non-consolidated)
Yield on

資金運用利回りinvestment

1.13%

1.20%

Yield on

資金調達利回りfinancing

1.31%

Ordinary revenue (non-consolidated)
Fees and

役務取引等収益
commissions
その他業務収益
Other operating
income36.2

38.5

Investment
資金運用収益income(JPY bn)

43.2

0.94%
0.91%

0.91%

4.3

6.0

0.37%

3.2
FY17

FY18

FY20

Actual
実績
results

Forecast

Mid-term
中期目標
target

0.22%

0.28%

FY17

FY18

FY20

Actual
実績
results

Forecast
見通し

中期目標
targetMid-term

見通し

Copyright © Sony Financial Holdings Inc. All rights reserved.

37

Sony Payment Services
 Business overview

事業概要
 Credit card settlement agency
services supporting international
five leading card brands

Participating
merchants(EC site)
Affiliatedagencies

Sony
Payment
services

Card
companies

Credit card settlement
agencySpreadincome(A-B)%

1. Strengthen transaction business
2. Expand business fields
3. Reinforce system foundation to
support high growth

Vehicle dispatching service businessusing AI

Merchant
fee
B%

Taxi
company

Information
processors

Fees corresponding to
number of transactions
processed

Authorization
sales data relay
Dataprocessing
fee revenue

Fees corresponding to
number of transactions
processed

Joint
investｰmentNewcompany

MerchantfeeA% Medium-term growth strategy

Technology

Investment

Settlement
agencyThe new company will offer vehicle
dispatching service apps, settlement
service, etc.
Copyright © Sony Financial Holdings Inc. All rights reserved.

38

FY20 Medium-term Targets (Consolidated)
FY17
Actual

FY20
Mid-term target

Retail Balance*1¥3.9 tn¥5.0 tn

Gross Operating Profit¥24.6 bn

¥33.5 bn

Ordinary Profit¥7.1 bn¥9.7 bn

ROE

5.5%

6.8％

Consolidated sales¥3.6 bn¥5.1 bn

Ordinary profit¥0.6 bn¥1.2 bn(Non-consolidated)

Reference：Sony Payment Services*1 Sum of yen deposits, foreign currency deposits, investment trusts, securities brokerage, mediate discretionary investment
contracts and personal loans

Copyright © Sony Financial Holdings Inc. All rights reserved.

39

Sony LifecareMarket Expansion of Nursing Care Business Sony Lifecare predicts a medium- to long-term increase in the population in need ofnursing care in its main area of development, the Tokyo metropolitan area
 Due to increased need, establishment of nursing homes is proceeding steadily,regardless of price range
Long-term estimates of people in major
metro areas needing nursing care(Thousand people)
Tokyo metropolitan area
(Tokyo, Chiba, Saitama, Kanagawa)

2,500

2,399

Kansai region

1,078Monthly fee of lessthan ¥150,000

10,000622→ Forecast

Source: Study by Tamura Planning & Operating

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2040

2004

2035

2003

2030

2002

2025

2001

2020

0
2000

2015

Monthly fee of¥350,000 or more

20,000

～1999

0

1,035

Monthly fee of¥250,000 to¥350,000

30,000

2017

1,383

Tokai region

500

Monthly fee of¥150,000 to ¥250,000

40,000

1,453

1,000

(Rooms)
50,000

2,000

1,500

Accumulated number of rooms in nursing
care homes by price range

Note: Indicates rooms for people requiring long-term care in the Tokyo
metropolitan area. Amounts are average monthly fees for people
residing for 60 months
Copyright © Sony Financial Holdings Inc. All rights reserved.

41

Key Messages

Customer-First

Establish SONARE
brand

Undertake initiatives
to establish a businessfoundation in thevolume zone andachieve growthEstablish SONARE brand via management of two
existing homes and a third new home utilizing thetwo years of expertise

Develop homes with high earning capacity for theupper/middle zone while focusing on quality andcustomer satisfaction

Improve new subsidiary Proud Life Inc.’s homemanagement quality and stabilize our businessfoundation in the volume zone
 Expand scale of operations and improve profitability
through the Hanakotoba brand’s establishment of
new homes


Develop our service lineup with suitable service
levels for each price range in accordance with our
new customer-first value concept, “Life Focus,” andrespond to diverse needs of the market
 Create new “high-quality” value in the nursing carebusiness through collaboration with Sony Financial
Group and the Sony Group

Response to
Changes

Implement newcustomer-first service
value, “Life Focus”

Copyright © Sony Financial Holdings Inc. All rights reserved.

42

Medium-term Strategy -Lineup Development
Initiatives in Response to Market Needs-

Customer-First Propose solutions for diversifying market needs for nursing care homes by developing

lineup Plan to establish new homes in the Tokyo metropolitan area (Tokyo, Chiba, Saitama,

Kanagawa), where further market expansion is expected Improve management quality by effectively utilizing group management resources

Upper/middle zone

Volume Zone

Upper

Extend the management expertise
we accumulated through our prior
two homes to our third and otherfuture homes and aim to establish
the SONARE brand

Broaden our business foundation withthe establishment of new homes in
addition to 26 existing Hanakotoba
series homes

MiddleCreate synergy

VolumeSONARE Shakujii(Scheduled opening: November 2018)(Operating 144 rooms as of March 31, 2018)

Hanakotoba Machida Tsurukawa
Hanakotoba(Operating 1,320 rooms as of March 31, 2018)

Copyright © Sony Financial Holdings Inc. All rights reserved.

43

“Customer-First” Means Pursuing
Our New Value, “Life Focus”

Customer-First

Response to
Changes

 Actively utilize Sony Group’s diverse hardware and contents to stimulate

residents’ lives in pursuit of better quality of lifeIntroduction of new-model “aibo”
 Examples of effect from soon after introduction--

Provided support that will let our residents
feel as if they were still living in their own
homes like allowing former dog owners toenjoy lively contact with “aibo”
Provided an opportunity, via “aibo”, for residents that tend
to stay secluded in their rooms to communicate withother residentsetc.

 Future initiatives-

Plan to verify residents’ daily degrees of improvement in QOL and investment effects using
indicators, such as face scale* and vitality** indices* A type of visual analog scale (VAS) that measures subjective degrees of satisfaction** Indicator of motivation promoted by the Japan Geriatrics Society

Other examples of
initiatives

Xperia Hello!, acommunication robot that“connects with the family”

Robot programming study kit,
KOOVTM, to train the fingertips andbrain* aibo, Xperia Hello!, KOOV and BRAVIA are registered trademarks of Sony Corporation

Entertainment while in the bath
4K BRAVIA large bathing area

Copyright © Sony Financial Holdings Inc. All rights reserved.

44

Sony Financial GroupSony Financial Holdings’ Role

Group responsibility for consolidated
financial resultsGroup internal control responsibility
Secure the soundness of Group companies asfinancial institutions, and sustain suitable andsound management practices

 Contribute appropriately tobusiness management policy andGroup companies’ decision-making
processes
 Monitor Group companies’
management (including risk
management) Create internal control structures(including internal control offinancial reporting)

Maximize Group’s corporate value(sustainable growth＋capital efficiency)＋

 Formulate Group vision, policy andstrategy Formulate and conduct progress
management on business plans,evaluate results and allocate
operating resources Support and regulate Group
companies’ businesses andoperations
 Plan for new businesses

Copyright © Sony Financial Holdings Inc. All rights reserved.

46

Group’s Growth Strategy
Provide reliable services and utilize new technology effectively to support
the entirety of our customers’ financial activities, transcending the value
chain of existing businesses

Group’s future
corporate value

New initiatives

1

Utilize Fintech

2

Establish investment subsidiary3

Construct physical and digitalchannelsStrengthen collaboration within theGroup
Seek opportunities for M&A andalliances

aimed atfurther growthNew
initiatives

Organic growth from existing businesses

Group’scurrent
corporate
value

Organic growth Further enhance consulting-based sales and follow-ups
and raise customer satisfaction
 Sustainable growth in automobile insurance, diversify
portfolios for types of non-life insurance Strengthen foreign currency deposits and mortgageloans Ensure steady post-startup progress of the Nursing Care
Business
Copyright © Sony Financial Holdings Inc. All rights reserved.

47

1. Status of Initiatives Involving Fintech

Customer-First

Response to
Changes Promote Fintech initiatives with AI technology and collaboration within

and outside the Group as their core
Under review• AI
technology,
machinelearning,
cause andeffectanalysis, RPA• Collaboration
within theGroup• Collaboration
with outside
partiesetc.

-Remote consulting[Life]

Under
development

Already
implemented-Sophistication ofincoming call prediction
by utilizing machinelearning technology[Assurance]-PHYD-type
telematics
Next-period
products[Assurance]-AI mortgage loan
provisional
screening [Bank]-Utilizing image analysis -Open API [Bank]technology [Assurance]
Strengthen
proposals-LiPSS analysis using AI [Life]-Sophistication of digital marketing
utilizing customer behavior prediction
models [Bank]
Increase efficiency
of operations-Sophistication ofmarketing throughcause and effectanalysis andmachine learning[Assurance]

Increase efficiency of operations through introduction of RPA[Entire Group]

More convenient and low-cost service forcustomers

Improveconvenience

PoC

Introduction of customer service chat bots [Entire Group]
Copyright © Sony Financial Holdings Inc. All rights reserved.

48

Response to
Changes

2. Establish an Investment Subsidiary (VC)

(Background) Necessity to monitor the activities and trends of Fintech ventures andcompanies from other industries (disruptors), which offer services thatenhance financial functions and added value, under the recent advancements
in technology⇒

Schedule to Establish an Investment Subsidiary in July 2018


Through investing in venture companies, we aim to secure financial returns and enhanceexisting businesses while creating new ones through collaboration and cooperation
between our Group’s businesses and venture companies⇒ Exhibit the distinctiveness of our financial products and services and improve
convenience for customers

Wholly owned
subsidiarySony Financial
Ventures (planned)
Cooperation
andcollaboration

Fund
investment

Collaboration

Venture companies[Investment fields]
Fintech, healthcare, etc.
Copyright © Sony Financial Holdings Inc. All rights reserved.

49

3. Construction of Physical and Digital Channels

Customer-First

Response to
Changes

 Make use of physical and digital strengths through stronger collaboration

within the Group and M&A/alliances Provide financial services that match our customers’ needs by analyzing
consumption and behavioral data
Strengthen collaboration
within the Group,
M&A/alliances, etc.

Physical

DigitalSmartphones

PCs

Complementary
relationshipFace-to-faceconsulting

IoT devices

Copyright © Sony Financial Holdings Inc. All rights reserved.

50

Further Strengthen Group Governance Continue to respond in line with Japan’s Corporate Governance Code Expand stock compensation plan for Group’s management⇒

Introduce restricted stock compensation plan Evaluate the effectiveness of our directors through a third-party accreditationcompany Continuous executive training (upon assumption of office and after) Further strengthen Group governance (organization)

 Add one independent outside director
 Discuss establishing a committee that would act as an advisory body to our
Board of Directors concerning all matters of corporate governance Promote Group ERM

 We are building a PDCA cycle through formulating and implementing abusiness plan based on risk appetite and through monitoring We will continue to keep track of legal and regulatory developments while
discussing optimization
Copyright © Sony Financial Holdings Inc. All rights reserved.

51

FY20 Medium-term Target -Each of the Group’s Major KPI Stable business growth is expected to continue in core three businesses

Sony Life

Policy amount in force
LatestOutlook

47.2

Retail Balance*1

Direct premium written

Mid-term target

LatestOutlook¥55 tn50

Sony Bank

Sony Assurance

107

110

Mid-term target
Approx.
¥120 bn

LatestOutlook

3.9

CAGR
Approx.
5%

FY17

FY18

FY17

FY18

¥5.0 tn

4.2

CAGR
Approx.
4%

FY20

Mid-term target

CAGR
Approx.
8%

FY20

FY17

FY18

FY20

*1: Sum of yen deposits, foreign currency deposits, investment trusts, securities brokerage,
mediate discretionary investment contracts and personal loans
Copyright © Sony Financial Holdings Inc. All rights reserved.

52

FY20 Medium-term Target－ Consolidated－ While FY20 ordinary revenues are expected to increase due to the expansion of theoperations of Group’s three core businesses, FY20 ordinary profit is expected to decrease
compared with FY18 due to the acceleration of new policy acquisition in Sony Life We aim at approx. 7% of consolidated adjusted ROE for FY20 due to an expectation foreconomic value-based profit growth
Ordinary profit

Ordinary Revenues
Mid-term
target

1.38

1.50

1.57

83.0

¥1.76 tn
66.3

66.8

Consolidated adjusted ROE*1
Mid-term
targetMid-term target¥77 bn6.1%

approx. 7％
Approx.
6％

3.9%

FY16

FY17

FY18

FY20

FY16

FY17

FY18

FY20

FY16

FY17

FY18

FY20

*1: The figures for FY16 and FY17 exclude the impact of a revision in the insurance risk measurement method and others for Sony Life
Copyright © Sony Financial Holdings Inc. All rights reserved.

53

Shareholder Returns・Dividend Policy
 Medium-term dividend policy is unchanged
We aim for steady increases in dividends in line with earnings growth over the medium to long term,
while securing sufficient internal reserves to ensure the financial soundness of Group companies and toinvest in growth fields. Management will examine earnings growth over the medium to long term byplacing more importance on economic value-based profit indicators that are more suitable for valuing
the growth of the life insurance business, in addition to statutory profit. Furthermore, management will
determine specific dividend amounts for each year by taking into accounts a comprehensive range offactors surrounding the Sony Financial Group.


For FY18, considering the business environment, growth of our group and the level of economic
value-based profit growth, we forecast dividends of ¥62.5 per share, an increase of ¥2.5 from theplanned dividends of ¥60 per share for FY17

Dividend per share
(Yen)

15*

FY09

20*

20

FY10

FY11

25

FY12

30

FY13

55

55

FY15

FY16

60

62.5

40

FY14

FY17

FY18

（plan）(forecast)*Although a stock split was conducted during FY11, the dividend per share figures for FY09 and FY10 are calculated
assuming that the stock split was conducted at the beginning of FY09
Copyright © Sony Financial Holdings Inc. All rights reserved.

54

Appendix

Review for FY17 Operating ResultsSony Life

Sony
AssuranceSony BankSony
Lifecare

Ordinary revenues grew year-on-year due to higher income from insurance
premiums, owing to a steady rise in the policy amount in force
Ordinary profit decreased year on year due to a higher provision of policy reserve
relating to the acquisition of new policies reflecting a revision in the standard yields
used for calculating policy reserves and lower gains on sale of securities in thegeneral account. On the other hand, gains/losses related to market fluctuations forvariable life insurance*1 improved year on year, which partially offset the negative
impact of the above-mentioned decreases in ordinary profit.
Ordinary revenues expanded year on year, owing to an increase in net premiums
written for mainstay automobile insurance
Ordinary profit increased year on year due to a decline in the loss ratio, driven
mainly by a lower car accident ratio
Ordinary revenues rose year on year due to increases in interest income on loans inline with a favorably growing balance of mortgage loans and on investment
securities
Ordinary profit grew year on year, due to a decrease in operating expenses,
especially in advertising expenses for the card loan business
Lifecare Design Inc., a wholly owned subsidiary, opened its second “SONARE” brandnursing care home in May 2017
In July 2017, Proud Life Inc. was converted to a wholly owned subsidiary＊1: Total of (a) the provision of policy reserves for minimum guarantees for variable life insurance according to market
fluctuations and (b) net gains/losses on derivative transactions to hedge market risks for the products
Copyright © Sony Financial Holdings Inc. All rights reserved.

56

Forecast of Consolidated Financial Results for FY18
Ordinary revenues, ordinary profit and profit attributable to owners of the parent
are expected to increase(JPY bn)
Ordinary revenues

FY17（Actual）

FY18（Forecast）

Changes

1,503.6

1,578.0+4.9%

1,351.2

1,416.1+4.8%

Non-life insurance business

110.0

112.3

+2.0%

Banking business

39.9

42.8

+7.2%

66.8

83.0

+24.2%

Life insurance business

54.1

70.9

+30.9%

Non-life insurance business

6.5

6.5

(1.1%)

Banking business

7.1

7.0

(2.0%)

51.8

55.0

+6.0%

Life insurance business

Ordinary profit

Profit attributable to owners of the parent

For FY18, stable business growth is expected to continue in all the businesses<Segment information for ordinary revenues and ordinary profit>■Life insurance businessWe forecast ordinary revenues to increase from FY17, owing to robust income from insurance premiums.
We also anticipate a year-on-year rise in ordinary profit, stemming from an increase in profit on higher policies in force, a rise in gains onsale of securities, and an improvement in net gains/losses on derivative transactions to hedge market risks for available-for-sale securities.
■Non-life insurance businessWe expect ordinary revenues to increase from FY17, in line with growth in net premiums written, primarily for automobile insurance.
Despite the higher revenues, we believe ordinary profit will be flat year on year, with the loss ratio rising slightly from FY17, when theratio was lower than we had anticipated.
■Banking businessWe expect ordinary revenues to rise year on year due to stable business growth stemming from the ongoing steady accumulation ofmortgage loans and strengthening of foreign currency business. Although we anticipate a rise in gross operating profit in line with revenue
growth, we expect ordinary profit to be flat year on year, as operating expenses rise.
Copyright © Sony Financial Holdings Inc. All rights reserved.

57

FY20 Medium-term Target－ Consolidated－
FY17
Actual

FY20
Mid-term target

Ordinary Revenues¥1.50 tn

¥1.76 tn

Ordinary Profit¥66.8 bn

¥77 bnProfit attributable toowner of the parent¥51.8 bn

¥50 bnUS-GAAPOperating Income*1¥178.9 bn¥180 bn

6.1%*2

Approx. 7%

Consolidated
Adjusted ROE*1: The figure for FY17 is rounded to the nearest ¥100 millions.
The figure for FY20 includes expected changes in actuarial assumptions which is not affected by financial markets, and notincluded expected gains/losses on sale of securities according to the change of available-for-sale securities recognition,
which are reported at fair value in the US GAAP from FY18 onward.
*2: The figure for FY17 excludes the impact of a revision in the insurance risk measurement method and others for Sony Life
Copyright © Sony Financial Holdings Inc. All rights reserved.

58

Detail of Consolidated Adjusted ROE

FY17
Actual

FY20
Mid-term
target6.1％

Approx. 7%（Sony Life）Core ROEV*1

5.9％

Over 6％(Sony Assurance）Adjusted ROE

16.1％

Approx. 13％（Sony Bank）ROE

5.5％

6.8%

Consolidated Adjusted ROE*1: The figure for FY17 excludes the impact of a revision in the insurance risk measurement method and others for Sony Life

Copyright © Sony Financial Holdings Inc. All rights reserved.

59

Definition Consolidated Adjusted ROE
Calculation of consolidated adjusted ROE

Since each company of Sony Financial Group differs by industry such as insurance and banking,each group company calculate its “Adjusted ROE” based on adjusted profit and adjusted capital
to realize its corporate value and capital efficiency
Sony Financial Group*Sony Life
Core ROEVSony Assurance
Adjusted ROE

Numerator（Adjusted
profit）

New business value＋
Expected existing business
contribution

Denominator（Adjusted
capital）

MCEV as of the beginning of
the fiscal year less dividends
paid plus MCEV as of the endof the fiscal year, divided by
two

＋
①

Sony bank
ROE

Net income (loss)＋Provision amount forcatastrophe amount forreserve for price fluctuations,in each care after taxes＋

Profit (loss) attributable toowners of the parent

③

②

＋

④

The average amount of net
assets plus the sum ofcatastrophe reserve and its
reserve for price fluctuations
during the fiscal year, in eachcase after taxes⑤＋

The average amount of net
assets during the fiscal year⑥

＊ Consolidated Adjusted ROE ＝ Consolidated Adjusted Profit divided by Consolidated Adjusted capital

Consolidated Adjusted Profit ＝ ①＋②＋③
Consolidated Adjusted Capital ＝ ④＋⑤＋⑥

Copyright © Sony Financial Holdings Inc. All rights reserved.

60

U.S. GAAP-based Operating Income
As for profit of an insurer with growing policies in force, the following two reasons
increase profit for U.S. GAAP-based operating income of the Sony Group’s financial
services segment compared with Japanese GAAP-based ordinary profit of the SonyFinancial Group: Different accounting treatment for policy reserves (future insurance policy
benefits)
 Accounting treatment of deferred insurance acquisition costs (recorded in U.S.
GAAP only)
SFH’s consolidated results are prepared in accordance with Japanese GAAP. As such, these figures differ in significant
respects from the financial information reported by Sony, SFH’s parent company, which prepares its financial statementsin accordance with U.S. GAAP.
Sony Financial Group’s scope of consolidation and that of Sony Group’s Financial Services segment are described below.
Consolidated subsidiaries: Sony Financial Holdings Inc., Sony Life Insurance Co. Ltd., Sony Assurance Inc., Sony Bank
Inc., Sony Payment Services Inc., and SmartLink Network Hong Kong Limited, Sony Lifecare Inc., Lifecare Design Inc.
and Proud Life Inc.*
Affiliated companies: AEGON Sony Life Insurance Co., Ltd. and SA Reinsurance Ltd.
* Proud Life Inc. is included in the scope of consolidation from the second quarter ended September 30, 2017

SFH announced [Reference Disclosure] Key Performance Figures Based on U.S. GAAP on Apr. 27, 2018. Please refer the announcement.
https://www.sonyfh.co.jp/en/financial_info/results/sfh_FY17_4q_02.pdf
Copyright © Sony Financial Holdings Inc. All rights reserved.

61

Trend on Risk-free Rate (Japanese yen/ Par rate)
2.00%

Convergence
period:20 year

Mar.
17
17.3末

1.50%

17.12末Dec. 17
18.3末Mar. 18

1.00%

0.50%

0.00%

Last liquid point: 40 year
△0.50%(0.50%)

1 1年
year

10
year
10年

2020年
year

30 30年
year

40
year
40年

50
year
50年

60
year
60年

70
year
70年

80
year
80年

Copyright © Sony Financial Holdings Inc. All rights reserved.

62

Initiative to Realize “Life Focus” = Rolling out SONARE

Pursuing “the real long life” in our “Life Focus” concept<Product aspects of the SONARE series>
High-quality soft services basedon a “life care plan”＋“Hard” design to provide an
ultimate dwelling from theperspective of residents andemployees

Life care assessment
Life careplanning forindividual
residents

Home life intune withindividual
residents’valuesLifestyleproposals
including ample
offerings ofrecreation,
events and foods

Lifestylerehabilitation tomaintain or
improve ADL

Open our third home, SONARE Shakujii, in fall of 2018 and further accumulate expertise
Establish the SONARE brand and move toward full-fledged new home establishment
phase in FY19
Copyright © Sony Financial Holdings Inc. All rights reserved.

63

Establishment of a Foundation andExpansion in the Volume Zone via Proud Life
With the Hanakotoba brand, develop locations centered in the Tokyo metropolitan area with apopular price range that caters to a broad customer baseIn spring 2015, Sony Lifecare invested in the company, converting it to a subsidiary in summer
2017
Significant progress in improving profitability, making full-fledged movement toward
redevelopment by establishing new homes
Yokohama/Yokosuka area
11 facilities(As of March 31, 2018)

Kanagawa/Tokyo area
6 facilities
Kitakanto/Shinetsu/Tohoku area
9 facilities

Hanakotoba Sagamihara

Hanakotoba Maebashi

Business
locations

1,320 rooms in 26 operating locations(of which, 18 nursing care homes and
8 residential-type and other homes)

Business area

Kanagawa (16), Tokyo (1), Niigata (5), Miyagi
and Yamagata (2), Gunma (2)Representative

Hiroshi Sonoda, President and Representative
Director, Proud Life Inc.

Established

April 2012

Consolidated
sales¥5.5 billion (forecast for the year ended March
31, 2018)

Employees

Approximately 800
Copyright © Sony Financial Holdings Inc. All rights reserved.

64

Disclaimers:
This presentation material contains statements concerning the current plans, expectations, strategies andbeliefs of the Sony Financial Group. Any statements contained herein that are not historical facts are forwardlooking statements or pro forma information. Forward-looking statements may include—but are not limited to—words such as “believe,” “anticipate,” “plan,” “strategy,” “expect,” “assume,” “forecast,” “predict,” “propose,”“intend” and “possibility” that describe future operating activities, business performance, events or conditions.
Forward-looking statements, whether spoken or written, may also be included in other materials released tothe public. These forward-looking statements and pro forma information are based on assumptions, decisions
and judgments made by the management of Sony Financial Group companies, and are based on informationthat is currently available to them. As such, they are subject to various risks and uncertainties, and actual
business results may vary substantially from the forecasts expressed or implied in forward-looking statements.
Consequently, investors are cautioned not to place undue reliance on forward-looking statements. SonyFinancial Group companies are under no obligation to revise forward-looking statements or pro forma
information in light of new information, future events or other findings. The information contained in thispresentation does not constitute or form part of any offer for sale or subscription of or solicitation or invitationof any offer to buy or subscribe to any securities, nor shall it or any part of it form the basis of or be relied on inconnection with any contract or commitment whatsoever in Japan or abroad.

For inquiries:
Investor Relations Dept.
Sony Financial Holdings Inc.
Telephone: +81-3-5290-6500
E-mail: press@sonyfh.co.jp