A Bloomberg Professional Services Offering

Sumitomo Life Insurance Company

AIM

Using global collaboration
to take investment
operations to the next stage

Buy-Side

AIM Case Study: The "One Team" projectCase study

Contents

03

Sumitomo Life adopts Bloomberg's Buy-Side Solution AIM
for its global operations

04

Using an efficient system of operations to increase profitsand develop global talent

06

Achieving synergy in investment operations

07

Expanding investment in overseas assetsThe challenge of integrating different investment operation
systems in the US and Japan

10

Using AIM to promote digitalization and data linkage,thereby realizing ideal workflows

12

Using AIM as a common OMS to achieve group synergy

13

Finding solutions to industry-wide challenges

14

Bloomberg provides support for enhancing asset management
in line with client needs

AIM Case Study：The "One Team" project

Sumitomo Life adopts Bloomberg's Buy-Side Solution
AIM for its global operations
Successful consolidation and optimization of investment operations

The “One Team” project members at the Tokyo Head Office of Sumitomo Life Insurance Company

Using AIM to create a trading workflow between internal and external sites
By introducing and expanding their use of AIM, Bloomberg's major order management system,
Sumitomo Life successfully consolidated and optimized their complex workflows related tocross-border trading and forex position management.

Significantly improving efficiency on a global scale
The adoption of AIM enables the electronic transaction flow by Internet email, which was a conventional
challenge. What's more, by linking with the back-office system with standardized real-time data,
we were able to streamline our internal communication using Bloomberg Terminal. We were alsoable to improve security, resolve language and time difference issues associated with cross-border
trading, and significantly improve our efficiency on a global scale.

Achieving rapid consolidation with the "One Team" system
Working together as "One Team", Sumitomo Life, Sumitomo Life's US subsidiary Symetra
Investment Management, Deloitte Tohmatsu, and Bloomberg were able to flexibly address
various challenges associated with cross-border trading, and to implement solutions quickly.
We spoke with members of the project team and the management from each company about
the problems they faced, the solutions they implemented.

3Case study"One Team" - Executive Interview

Using an efficient system of operations toincrease profits and develop global talent
Iwao Matsumoto
Managing Executive Officer
Mr. Matsumoto was appointed Managing Executive Officer in July 2018.
Prior to this post, he served as head of the fund and bond investment division, before
becoming head of the Investment Planning Department. He was made an Executive
Officer and then a Senior Executive Officer while still heading up Investment Planning.

Anticipated gains in profits by accepting
a degree of credit risk
What is the "One Team" project?
Matsumoto: The "One Team" project consolidated thecorporate bond investment teams of Sumitomo Life andSymetra Investment Management Company (SIM), andentrusted the management of Sumitomo Life's overseas
corporate bond portfolios to SIM.
With the continued low interest rates in Japan, Sumitomo
Life has been expanding its investment in overseas
corporate bonds as "assets expected to improve profits in
exchange for a certain degree of credit risk", and in termsof their basic portfolio, they expect the balance to further
increase going forward. However, given this increasingbalance, the operational system they had been using inTokyo presented limitations, and the need to secure stableprofits and improve performance had become a key issue
for Sumitomo Life's investment operations. The "OneTeam" project is expected to significantly contribute to theresolution of this issue.
SIM is working to expand their market presence throughproviding its investment management capabilities beyond
that of Symetra. Managing the Sumitomo portfolios willallow SIM to develop greater efficiencies of scale that will
ultimately benefit both companies.
I believe the "One Team" project represents a significant
step in demonstrating synergy throughout the Sumitomo
Life Group and strengthening its investment operations.

A decision enabled by building a deep
relationship of trust
Please tell us about any difficulties you encountered or,conversely, any new discoveries you made.
Matsumoto: Since Sumitomo Life acquired Symetra
Financial Corporation (and subsidiaries, collectively“Symetra”) in 2016, we had been exploring the possibilityof synergies in our investment operations. First, we focusedon understanding one another from top to bottom, andheld many meetings with Symetra's CIO, Mark Hunt.

4

Symetra previously outsourced their investment
department. In 2015, Mark and a small team from that
outsourced investment adviser joined Symetra as theinvestment department. As Mark worked to strengthen theteam, we kept in close contact. In 2019, Symetra’s
investment department converted into a new affiliate-SIM.
Shortly thereafter, Sumitomo began entrusting SIM with the
management of Sumitomo Life assets.
Through this arrangement we were able to confirm that theinvestment philosophy of Mark Hunt's team was consistentand strongly aligned with our own investment policy. In
particular, we were pleased with SIM’s ability to manage
downside market risk and see it as one of their strengths;that they not only built and managed their portfolios inaccordance with their investment philosophy, but also
thoroughly monitored them post-investment.
This showed that our investment approaches were evenmore compatible than we had initially anticipated, which
was a pleasant surprise. And I think the most important
thing was that we were able to build a deep relationship oftrust with Mark Hunt.
We committed the significant sum of 3 trillion yen out of
our total capital of 30 trillion yen to the outsourcing ofthese operations, which was a first for us. We thought itwould be a difficult project, but that deep relationship oftrust enabled us to make the decision.
"One Team" became a major project in which we were able
not only to implement a number of workflows including
business process and system response streams, but also todispatch our overseas corporate bond team to the US tojoin the SIM team, fulfilling our mission of global talentdevelopment. Thanks to the unified "One Team" efforts ofboth companies and all relevant stakeholders we were able
to implement the solution in less than three years from theinitial decision to launch the project.

AIM Case Study：The "One Team" project

Global talent:
Developing true investment professionals
Matsumoto: Going forward, we seek to improve theprofitability of our overseas corporate bond investments
by building an efficient system through the "One Team"
project. However, I believe that the true success or failureof this project is yet to be determined. First, we aim to
improve our investment performance in stages, anddevelop global talent over the medium to long term.
Regarding talent development, we plan to establish themechanisms and a PDCA (Plan-Do-Check-Act) cycle toturn out true investment professionals. After undergoing
their initial development at Sumitomo Life, exceptional
young talent can then build up experience as investment
professionals at SIM. Previously, Sumitomo Life developed
their talent by dispatching them to external financial
institutions for short-term training. However, that training
covered only the basics. The opportunity to take on andexecute various responsibilities at SIM will provide
invaluable in-depth experience.
The Sumitomo Life Group currently has no group-wide
cycle for developing exceptional global talent, so we also
aim to contribute to the company's talent development byworking to instill a system of generating such talent inother divisions, as well.

Partnership
An efficient operational system enables
greater progressThis project represents a step towards
strengthening our overseas operations, building
an efficient groupwide operational system, taking
our investment divisions to the next level.
Competition is fierce within the Japanese
insurance business, and the market’s maturity
means diminishing returns are inevitable in themedium to long term. Despite this, investment
divisions are faced with demands to increase
profits from stakeholders and management. The"One Team" project has enabled us to realize ameans towards fulfilling those demands.
Going forward, we plan to strengthen investment
management capabilities within the group and,through "One Team", consider profit-making
measures that make full use of the group-wide
integration scheme.
Iwao Matsumoto, Managing Executive Officer,
Sumitomo Life Insurance Company

Striving for better investment performance
Matsumoto: When it comes to improving investment
performance, the establishment of a corporate bondinvestment system where bonds can be evaluated andselected locally presents a significant advantage. We areworking to build a strong functioning team that includes
talent from Sumitomo Life.
As the current unfavorable investment conditions in Japanare expected to continue, we will continue to explore
diversification of investment methods overseas. SIM is
expected to serve as the investment adviser and base for
the Sumitomo Life Group's overseas investment operations.
The system established by the "One Team" project, making
use of SIM, can be expanded to include other investment
strategies to develop talent and create greater expertise
within Sumitomo Life. We plan to consider such expansion
going forward.

At Bloomberg NY Head Office; (from left) Iwao Matsumoto(Managing Executive Officer, Sumitomo Life, Michael
Bloomberg, and Toshio Fujimura (Executive Officer,
Sumitomo Life)

Going forward, through "One Team",
we plan to consider profit contribution
measures that make full use of agroup-wide integration scheme.
— Iwao Matsumoto, Managing Executive Director

5Case study"One Team" - Executive Interview

Achieving synergy ininvestment operations
Mark Hunt,
CEO/CIO, Symetra Investment
Management Company (SIM)

Please explain your company's business, its relationshipwith Sumitomo Life Insurance, and its future.
Mark Hunt: Symetra Investment Management (SIM) is a
SEC registered investment adviser primarily managing
fixed income, derivative and alternative investments for
Symetra Life, Sumitomo Life and other affiliates. SIM plans
to offer investment management services to third-party
institutional investors in the future. We also havesubsidiaries that syndicate and manage commercial realestate loans.

Expertise
About Symetra Investment Management
Company (SIM)
Symetra Investment Management Company isin charge of asset management for Symetra,
the Group’s U.S. life insurance company. SIM has
a strong track record in investment management,
particularly reducing downside risk during market
downturns. SIM is managed under the leadershipof Mark E. Hunt, and its team consists of memberswith a wealth of investment experience.

Relationship enhancement and investmentrelated synergies
What is the significance of the “One Team” projectfor Symetra?
Hunt: The “One Team” project significantly expanded theinvestment related synergies and relationship between SIM
and Sumitomo Life. SIM’s assets under management also
increased substantially thanks to the One Team project,resulting in enhanced volumes and relationships with manyof our counterparties.

How has the Bloomberg solution helped you?
How do you plan to use this platform in the future?
Hunt: SIM has been a Bloomberg user since its inception,
so Bloomberg was a key component in the implementationof this project. Bloomberg is used extensively by SIM’s
investment management, trading, operations, complianceand reporting areas.

Team members at SIM office in the U.S.

About Symetra: Symetra is a medium-sized US life insurance group that has been in business since 1957.
With their three lines of business (employee benefits, annuities and life insurance), they provide stableprofitability through a balanced business portfolio; high growth potential through the leadership of managers
with a wealth of experience in the industry; and sound resilience based on conservative investment policies.
Sumitomo Life takes an active role in Symetra's management by dispatching its directors and other executives
to check the status of business execution in each department and holding regular discussions on importantmanagement agendas.

6

AIM Case Study：The "One Team" project"One Team" - Project Core Member Interview

Expanding investment in overseas assets The challenge of integrating different investment
operation systems in the US and Japan
Hiroyasu Nakano
Manager, Investment Planning
Section, Investment Planning
Department, Sumitomo Life
Insurance Company

Shoichi Tsubokura
Investment Planning Department,
Sumitomo Life Insurance Company

Nate Zaientz
Sr. Manager, Investment
Operations Symetra Investment
Management Company

Why did you want to contract these operations overseas?
Nakano: As interest rates in Japan have remained low fora long time, Japanese life insurance companies have toinvest not only in Japan, but also in overseas assets inorder to generate profits beyond the interest rate they
promise their customers. To achieve that, we had longthought to establish a system where overseas investment
operations could actually be conducted overseas.

The numerous challenges associatedwith cross-border trading
What issues did you face in implementing the project?
Nakano: First, we had to consider how to integrate ourinvestment management systems, which were based indifferent countries and time zones, using different
languages and workflows, while addressing Japanese
regulatory concerns, and seamlessly connecting businessprocess flows and systems among three companies
in Japan and the US (Sumitomo Life, SIM, and SAM).

The need to expand investment inoverseas assets
We spoke with Mr. Hiroyasu Nakano, Manager of theInvestment Planning Section, Investment Planning
Department, who was overall project manager of the
project from the planning stage onwards. Mr. Nakano, canyou give us a brief overview of the "One Team" project?
Nakano: The "One Team" project is charged withoutsourcing our overseas corporate bond investment
operations to SIM, an investment management company
and US subsidiary of Sumitomo Life. We beganconceptualizing the project in the second half of fiscal
2020 and launched it as an official project in the firstquarter of 2021. We started with a small group of people
and eventually expanded to a team that was around 50-60
strong, including members of the relevant divisions of
Sumitomo Life, SIM, Deloitte Tohmatsu, and Bloomberg.

Mr. Hiroyasu Nakano

7Case study

Working as "One Team" from the start

Developing global investment professionals

Could you explain each issue in a bit more detail?
Nakano: The first issue was integrating our investment
management systems in different countries and different
languages as "One Team".

Currently, secondees from Japan are working together ona daily basis with the local US staff under the "One Team"system. Although they face many difficulties, I believe thatthese help them hone their skills, and develop into global
investment professionals more quickly.

We initially envisioned dispatching a Japanese
investment team to SIM, which would have been moreof a "Two Team" system in practice. However, as the resultof discussions in both the US and Japan, we agreed thathaving our people from Japan and the US work together
as "One Team" from the beginning, although morechallenging, would lead to greater performance in themedium to long term, and launched the project withthe aim of achieving an efficient and practical"One Team" system.

So, you could say that you used the "One Team" systemfrom the start because of the challenges, rather than inspite of them.
Nakano: The project name, "One Team", came fromsomething that SIM's Head of Corporate Fixed Income,Evan Moskovit, said during a discussion on establishinga local investment operation system.

SUMITOMO LIFE

Overseas businessbonds Portfolio

The third issue was seamlessly connecting the business
workflows and systems of the three companies in the
US and Japan (Sumitomo Life, SIM, and SAM). For details
on how we did that, I'll hand it over to Mr. Tsubokura.

Symetra Investment
Management (SIM)(On secondment)

operation
consignment

Outsourcing scheme for overseas business operations

8

The second issue was establishing a new investment
management subsidiary in Japan. Investment managementbusinesses are regulated, and a review by the Kanto Local
Finance Bureau of the Financial Services Agency is requiredin order to register and establish a new company in Japan.
In the end, we were able to establish Sumisei AssetManagement Company (SAM) as an investment
management subsidiary in July. The company is currently
operating with a staff of seven.

Sumisei AssetManagement(SAM)

Subsubcontracting

Symetra + Sumisei
Overseas businessbonds centralized
management of
portfolio

AIM Case Study：The "One Team" project

System linkage:
Challenges for the parent company
Now we'd like to ask Mr. Tsubokura, an engineer fromJapan, and Mr. Zaientz, senior manager of investment
operations from SIM: What were the specific issues you
faced with the system?
Tsubokura: When we started, none of us had experience
with post- merger integration. We needed to solve many
challenges associated with cross-border trading, from thetransfer of front- and back-office operations to themigration of settlement cycles and forex hedging, withina fixed timeframe. And we also needed to implement theparent company's compliance rules.
We started by transferring both front-office functions andback- office operations to SIM. At first, SIM was used forfunctions such as securities settlements as well asreporting, while Sumitomo Life's back-office teams
continued to oversee bookkeeping entries.

Communication of our trades to Sumitomo Life’s custodian
required a change from our existing workflow. Theircustodian required SWIFT connectivity, which SIM previously
had not used.
Another challenge was to modify our trading workflow so
we could take advantage of the Bloomberg module in ourdaily workflow.

Challenges
1. Complex workflows associated with crossborder trading and forex position management
2. Language and time difference issues associatedwith cross-border trading: Difficulties inachieving smooth internal communication

Next, we migrated from the T+3 corporate bond settlement
cycle used by Sumitomo Life to a T+2 cycle, which is the
US standard.

3. Time-consuming integration caused bydifferences in workflows

Third was implementing forex hedging for some of thecorporate bond portfolios to be migrated. In the end, we
decided to conduct this forex trading in Japan.

5. Need to improve security

4. Need to digitalize trading flows using email

6. Need to improve efficiency on a global scale

And then there was the implementation of Sumitomo Life's
unique compliance rules, which were quite complex. This
was necessary for managing risks, as well as for regulatory
and accounting reasons.

System linkage: Challenges for
the US subsidiary
Zaientz: For Symetra, we needed to develop a cash
management / FX trading mechanism, to ensure that cashin the appropriate currency would be available on or prior
to settlement date for any asset purchases.
Timing of activity across time zones presented anotherchallenge as it was important to the project to understandthe activities of the various parties in the United States andJapan and develop workflows that made sense from atiming perspective.
Another challenge pertained to user-defined data.
Sumitomo Life requires certain data points that do notcoincide with those provided to other clients. This required
special workflows to be put into place.

9Case study

Using AIM to promote digitalization and data
linkage, thereby realizing ideal workflows
What role did Bloomberg's AIM (Asset Investment
Management System) play for this project?

Using AIM to link trading data between
the US and JapanHow did you use data linkage for position andtrade management?
Tsubokura: Both SIM and Sumitomo Life had been using
AIM for many years, and Sumitomo Life began using AIM
for its production environment in 2020. When we consulted
with Bloomberg, they suggested a communication
technology that could be used for sending and receiving
data among multiple AIM databases would be appropriate
for the "One Team" project.
Therefore, we thought that AIM could be used as the hub forthe linkage of trading data between SIM and Sumitomo Life.

So, you said that because the data points differed
between the two companies, you needed to establish
special workflows?
Tsubokura: SIM and Sumitomo Life both had data points
that they were using internally, but we also needed to unify
those data points between the two companies.
Before this project, Sumitomo Life had been using thesedata points for internal risk management, but by using theBloomberg communication technology, we confirmed that
we were able to mutually share and link the respective data
points between SIM's and Sumitomo Life's AIM databases.
Zaientz: Using Bloomberg AIM’s client data management
functions, SIM was able to meet both its own and
Sumitomo Life's requirements for user defined data,
not only capturing it within AIM, but also passing it on
to downstream systems as needed.

Conversion and electronic transmission of
trading operations

What's more, due to their integration with the SWIFT
network, SIM was able to send trades via SWIFT to thecustodian, meeting their requirement.

Tell us about the digitalization of trading data.
Zaientz: Bloomberg AIM and the Bloomberg team members
played an important role in making this project a success. AIM
made it possible to digitally transform our entire workflow.

Pursuing ideal workflows beyond
system integration

Trades and positions were sent to SIM’s accounting provider
and Sumitomo’s AIM instance via SFTP, with Bloomberg’s
middleware transforming the data into the proper format
to be input into those systems.

10

Unique data points can also be shared

Was it difficult to integrate the systems in environmentsthat used different workflows?
Tsubokura: SIM and Sumitomo Life used different frontoffice workflows, so we needed to consider what kind of
ideal workflows would cover AIM processes from front toback office, rather than simply copying Sumitomo Life's
existing workflows. Both front- and back-office teams from
SIM and Sumitomo Life participated in the project, holding
regular discussions to develop "One Team" workflows.

AIM Case Study：The "One Team" projectFlexibility and multilingual support
for implementation and testing

Investment guidelines and compliance rules

How was the implementation stage and testing?
Tsubokura: We were able to quickly implement and test
not only the compliance check functions, but also various
functions of AIM and the integration service. Because weneeded to begin production operations in July 2022,
time was limited. However, by leveraging the flexibility of
Bloomberg's services, we were able to carry out the projectas planned within that timeframe.
In addition to the software functions, the human support
that Bloomberg supplied played a big part in helping us
to realize the workflows and systems that we needed.
Bloomberg staff in both the US and Japan participated inall user acceptance testing (UAT) cycles, as well as in realworld tests that checked actual trades in the production
environment. The multilingual support provided byBloomberg staff was also very helpful in solving thechallenges that arose during the course of the project.

Order andexecution

This project involved investment strategies, guidelines,
risk management, as well as the integration of backoffice operations and the introduction of IT systems.
How did it go?
Tsubokura: We conducted parallel discussions on investment
guidelines and on matters such as back-office workflows
and AIM setup. We needed to be able to respond flexibly
and quickly when implementing compliance rules in AIM.
The flexibility of AIM's compliance check functions allowed
us to accelerate this process.
Zaientz: With the support of Bloomberg personnel, SIM
was able to effectively build compliance rules and adjust
our trading and settlement workflow to ensure trades arechecked against Sumitomo Life's investment guidelines
prior to trade execution.

SIM

SAM

BloombergAIM
Bond Trades

Bloomberg AIM/
foreign currency system
Forex trading

CMF

SUMITOMO LIFE

AIM-AIM Link

Back office

XNET(Back office system)
Book bond and FX trades

Accounting
providerBond settlement instructions
via SWIFT messaging

Settlement

Bond settlement

Forex and cash transfer

Custodian

FCY cash account11

Case study

Using AIM as a common OMS
to achieve group synergy
Synergies and benefits of using
the same OMS
What were the deciding factors in your final decision
to adopt Bloomberg's solution?
Nakano: Bloomberg has been a business partner of ours
for a long time. In 2016, with the aim of optimizing theoperations of our investment divisions, we introduced an
OMS (order management system) to provide support for all
aspects of our investment business. The implementation
proved more difficult than we initially expected and was
only fully completed in 2020. But Bloomberg supported us
patiently throughout the project.
When making the decision to implement AIM, we were
aware that our subsidiary, SIM, was already using it,
but we had not appreciated the synergies and benefitsof using the same OMS at both the parent company andthe subsidiary.
But four years later, when working on the “One Team”
project, the fact that both were using the same systemhelped the project go much more smoothly. If Sumitomo
Life and SIM had been using different OMSs, we would
also have had to find a way to connect those different
systems, and I think the project would have taken longer
than it did.

Using AIM to promote further integration
within the group
How do you plan to use this platform in the future?
Nakano: By working together as companies within thesame group to collaborate where we can in the area ofinvestment management, SIM, SAM, and Sumitomo Life
hope to enhance the unity of the group going forward.
But even if we talk about doing business together, SIM is
physically located far away from Sumitomo Life and SAM,
with a significant time difference. To overcome theseobstacles, we plan to make full use of the AIM platform,
to which all three companies are now connected,
to promote the further integration of the group.
Tsubokura: Even if SIM starts to manage other typesof assets owned by Sumitomo Life, we believe we canhandle that migration quickly by simply using the settingsof the current AIM platform and Consolidated Message
Feed (CMF).
Zaientz: SIM is also considering using the Bloomberg AIM
platform in the future for new client implementations.

12AIM Case Study：The "One Team" project"One Team" - Project Manager Interview

Finding solutions toindustry-wide challenges
Kenichi Murakoshi(Project consultant),
Deloitte Tohmatsu Consulting LLC(At the time of the project)

As this project involved many parties, what factors
were particularly important for the overall project
management and the provision of support forworkstream implementation?
Murakoshi: I'd have to say communication. To manage
this project, we needed to align the vectors of all parties
involved to efficiently create high-quality deliverables
within a limited amount of time.
This was an extremely difficult project, and we needed toovercome several overlapping hurdles — we were mostly
working remotely because of COVID-19, for example,
and communicating in English with SIM, the short deadline,
and the large number of participants were all challenges.
Everyone recognized the importance of active
communication, and we conducted frequent discussions
via video conference.

All participants came together to combine
their strengths
What are your biggest takeaways from the project?
Murakoshi: When a problem occurred, everyone involved
had a sense of ownership, and worked together to find asolution. As the name of the project, "One Team", implies,
we were able to achieve our goals by coming together anddisplaying teamwork.
At the same time, when developing business and ITrelated workstreams, we considered the differences in
the front-to-back operations of both companies andthe different ways each company used AIM and otherinvestment operation and management systems andthought carefully about how we could make these new
business processes efficient and desirable.

Improving business efficiency by accelerating
operational outsourcing and consolidating
managed assets
What do you think was the significance of this project?
Murakoshi: For investment divisions of insurancecompanies, improving the efficiency of investments is
becoming more and more important, as the declining
birthrate and aging population has resulted in slower
growth in income from insurance fees than in the past.
While continuing to diversify our investments internationallyand to adequately manage risks, we also need to expand
our investment in risk assets. From the perspective of
business efficiency, as well, we also plan to accelerate theoutsourcing of operations and the consolidation ofmanaged assets through M&A activities between
investment companies.
I believe this project will also be useful as a solution to common
challenges facing the industry, such as the need to expand
investment in credit risk assets and outsource operations.

I believe this project will also be usefulas a solution to common challenges
facing the industry, such as the need to
expand investment in credit risk assets
and the outsourcing of operations.
— Mr. Kenichi Murakoshi

I believe that we were able to combine the strengths ofboth companies, for example by adopting SIM’s locallystandardized processes for portfolio management andtrading, and Sumitomo Life's templates that make full use
of AIM's compliance functions for trade compliance.

13

Case study

Bloomberg provides support for enhancing
asset management in line with client needs
Norman L. Tweeboom
Japan Regional Head, Bloomberg

I am very pleased to have been able to support theestablishment of a new industry standard by leveraging ourstrengths in digitizing global financial market transactions
and achieving greater execution management andefficiency in accordance with Sumitomo Life's importantmilestone of establishing a new asset managementcompany. I would also like to express my sincere
appreciation to everyone at Sumitomo Life for working with
us to overcome various challenges and coming together
with a spirit of cooperation to take on new ventures.
The capability to respond in a timely manner is essential
to win in the ever-changing financial services market.
Bloomberg is committed to supporting buy-side
institutional investors so that they can respond promptly
to changes in the market. Throughout the entire workflow,from alpha acquisitions and reduction of portfolio
management costs to risk and compliance management
and optimal execution of trades, we provide businesssolutions to flexibly meet our customers' diverse needs.
Bloomberg was established forty years ago with a vision
to aid our customers' decision-making by enhancing thetransparency of global capital markets. As a visionary
pioneer in providing high-value-added data, we provided
bond data as quickly as possible during an era when it was
still difficult to access.
Today, we provide our services through high quality dataand innovative technology that enables more than 325,000
financial professionals to use our devices and solutions tomake better investment decisions.
Amidst the dramatic changes occurring in the Japanese
economy and throughout the world, Bloomberg, as a
strategic partner in shaping the future of the Japanesefinancial services market, hopes to continue to work closelywith our customers and business partners to provide newvalue and grow together.

14

At Sumitomo Life Insurance Company's Tokyo Head Office: (From left
to right) Mr. Iwao Matsumoto (Managing Executive Officer, Sumitomo
Life), Norman L. Tweeboom (Japan Regional Head, Bloomberg)

AIM Case Study：The "One Team" project15

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