09169　　4,000　　2009.10　　（新）　62

三井住友海上グループホールディングスはチーム・マイナス6％に参加しています。

Mitsui Sumitomo Insurance Group Holdings participatesin the ‘Team Minus 6%’ project, a national campaign

led by the Japanese government to prevent global warming.

CSR Report 2009Progress toward enhancement of corporate quality

Editorial policies This booklet consists of reports on CSR activities at MSIG in fiscal 2008, on each of several themes. Our perspectives on each theme are presented in the section “Major Tasks” on page 4, while the initiatives, state of implementation, and issues/targets for each theme are presented on the first page of each sub-section.

The names of the Group and group companies are indicated in this booklet as follows:

•MitsuiSumitomoInsuranceGroup MSIG •MitsuiSumitomoInsuranceGroupHoldings,Inc. MSIG Holdings •MitsuiSumitomoInsuranceCompany,Limited. (includingoverseasanddomesticsubsidiaries) MSI •MitsuiSumitomoKiramekiLifeInsuranceCompany,Limited. Kirameki Life •MitsuiSumitomoMetLifeInsuranceCo.,Ltd. MSI MetLife •MitsuiDirectGeneralInsuranceCo.,Ltd. Mitsui Direct

The principals of specific activities are indicated by the icons on the first page of each sub-section, as follows:

Any relevant information not included in this booklet can be found on our website and in various other reports.

MSIGwebsite The MSIG website presents information on our approaches to

protection of the global environment, support for sports*, and various examples of social contribution. Please visit our website.

* Japanese only

MSIG Holdings website, CSR section http://www.msig.com/en/csr/index.html

Variousotherreports Corporate brochure*, disclosure reports*, and annual reports (also available for viewing on our website)

* Japanese only

Beginning with data for fiscal 2008, we discontinued CSR accounting, by which we had presented the cost and effect of CSR activities in monetary terms for prior years, starting in fiscal 2003. CSR accounting at MSIG calculated the cost and effect of specified activities, but CSR pervades our entire business. Realizing that it would be difficult to paint a complete portrait of our CSR-oriented management with CSR accounting, we consequently decided to switch to a more appropriate indicator. We are going to make studies with a view to adopting key performance indicators (KPIs) based on requirements in society.

Report scopePeriod Fiscal 2008 (April 1, 2008 to March 31, 2009) * The report also presents some information on activities after April 2009.

Scope of the entity Mitsui Sumitomo Insurance Group MitsuiSumitomoInsuranceGroupHoldings,Inc. MitsuiSumitomoInsuranceCompany,Limited. MitsuiSumitomoKiramekiLifeInsuranceCompany,Limited. MitsuiSumitomoMetLifeInsuranceCo.,Ltd. MitsuiDirectGeneralInsuranceCo.,Ltd.

Publication October 2009Previous publication November 2008Next publication October 2010 (planned)

MSI KiramekiLife MSIMetLife MitsuiDirect

Contents

Contents/Editorial policies 1

MessagefromthePresident 2

CSR at MSIG 3

Profile of MSIG 5

Task QualitativeImprovementofProductsandServices

Three pillars supporting qualitative improvement 6

Qualitative improvement reflecting the views of stakeholders 7

Qualitative improvement of employees and agents 9

Task StaffHatz-ratz

Staff Hatz-ratz 12

DialoguewiththeChairman 15

Helping to resolve issues as a member of society

Task ProtectionoftheGlobalEnvironment

Contribution to protection of the global environment through insurance and

financial products and services 17

Reduction of environmental burden from business activities 19

Harmonization with society through awareness-enhancing activities 21

Task ContributiontoLocalandInternationalCommunities

Support of activities of social contribution by our employees 23

Third-party opinion/MSIG comment 24

CSR Section, Corporate Planning DepartmentMitsui Sumitomo Insurance Group Holdings, Inc.

27-2, Shinkawa 2-chome, Chuo-ku, Tokyo 104-8252, JapanTel: +81 3 3297 4632Fax: +81 3 3297 6888Mail: aaa703_csr@ms-ins.net

Inquiries

1. Toward CSR-oriented management MSIGhasbeensteadilypracticingCSR-orientedmanagement,

yearafteryear.Thecleardefinitionoftargets,thestateofimplementation,andthefutureissuesandtargetsmaketheprogressofapproachesintheGroupmorevisibleandopenupprospectsforfurtheradvancement.

AsIseeit,thebestfeaturesarethevariousschemesbuiltforbusinessprocessreformtoimprovecorporatequalitybasedonthecustomers’viewpoint,andsolidimplementationoftheseschemesgroundedinperformanceofthePDCAcycle.Ihopethattheseapproacheswillnotrecedebutinsteadgofurtherfollowingthebusinesscombinationinfiscal2010.

2. Reflection of stakeholder views Theapproachestoqualitativeimprovementreflecting

stakeholderviewsappeartobedisunitedasviewedfromtheperspectiveoftheentireGroup.IwouldliketoseetheapproachesunifiedatahighlevelwithintheGroupintheinterestofbothriskmanagementandsynergisticeffects.

Intheactualoperationandadjustmentoftheschemesforqualitativeimprovementineachworkplace,IthinktheholdingofWorkplaceMeetingsiseffective,asyoualreadyregarditasafutureissue.ButIalsothinkquality-firstvaluescouldtakedeeperrootbywideningthemtoembracemattersotherthancomplaintresponseinthefieldsofproducts,services,andevenmanagement.

Third-party opinion

MSIG commentWewillreflectMs.Furuya’sadviceinfutureCSR-orientedmanagement.

Inconnectionwiththetaskofstrengtheningcoordinationamong

theGroupmembersinapproachestoqualitativeimprovement,we

intendtopursuestudiesaimedatidentifyingkeyperformanceindicators

toserveasbenchmarksforGroupactivities.

Inourendeavorsforbusinessprocessimprovementthrough

WorkplaceMeetingsandrecommendations,the“customers’viewpoint”

campaigncurrentlyunderwayatMSI,forexample,isbynomeans

confinedtothehandlingofcomplaints;theviewsofstakeholders

inawiderangeofareasaresharedandconsideredinmanagement

decisions.Wewillbroadensuchapproachesinthefuture.

Wecontinuetoperceivethequalitativeimprovementofagentsas

Ms.FuruyawascertifiedasanadvisoryspecialistforconsumeraffairsbytheMinisterofInternationalTradeandIndustry(thecurrentMinisterofEconomy,TradeandIndustry)in1988andasaseniorriskconsultantbytheRiskManagersandConsultantsAssociationofJapanin1998.Shehasbeeninhercurrentpositionsince2004.ShehasconcurrentlyservedasthechairpersonoftheConsumer-orientedManagementSystem(COMS)SpecialCommitteesince2003andthechairpersonoftheSpecialCommitteeforPersonalInformationProtectionsince2006.Since2004,shehasbeenamemberoftheJapaneseISOcommitteeonsocialresponsibility(SR).Shehasanextensivebackgroundinconsulting,lectures,andpublicationsintheareasofCSR,CSmanagement,andcompliance-orientedmanagement.

BoardMember,ChairpersonoftheConsumer-orientedManagementSystemSpecialCommitteeNipponAssociationofConsumerSpecialists

Ms.YukikoFuruya

3. Qualitative improvement of agents and employees TheintroductionofMSCollegeholdsprospectsforcentralized

managementofqualitativeimprovementofagents,buttheprogramseemstobevoluntary,andIwonderifthereissufficientsupportforagentswhodecidenottoparticipateinit.Similarly,althoughagentsareofferedtrainingreflectingcustomerviews,theremustbesomeapprehensionsaboutassuringqualitativeimprovementamongthemifparticipationinthetrainingisalsovoluntary.

Amongtheeffortsforqualitativeimprovementofemployees,IwouldgivehighmarkstothepreparationoftheTozen(Desirable)QualityGuidebookandCSImprovementGuidebook,andemployeeentryinrelatedcontestsinsideandoutsidethecompany.Theseactivitiesarelinkedtoanimprovementofcorporatequalityfromthecustomers’viewpoint.

4. Approaches to social issues Toprotecttheglobalenvironment,MSIGistakingenergetic

actiononagendasuchashelpingtobuildthelow-carbonsociety,preservingbiodiversity,andsupportingemployeeactivitiesofsocialcontribution.

Ialsohaveaveryhighopinionofitsapproachtoeducateconsumersaboutenvironmentalproblems,anditsstanceofattemptingtoresolveissuesfacedbyconsumersandcommunitiestogetherwiththem.Itmightbenoted,however,thattheissuesconfrontingconsumersarequitevaried,includingproblemsofproductsafetyandsecurity.IhopeMSIGwilldiscoverandtacklemoreconsumerissuesthroughitsmainbusinessforfurthercontributiontothecreationofasustainablesociety.

akeytask.InordertohavemanyagentsmakeuseofMSCollegeand

otherschemes,whichwillleadtofurtherheightenedservicequality,we

willdoallwecan.

Itisimperativeforustosensitivelyabsorbtheexpectationsand

needsinsocietyandreflecttheminqualitativeimprovementofGroup

servicesandtheworkofeachemployee.Weareconvincedthatthis

processwillbecomeincreasinglyvitalasthefoundationofMSIG

growth,andaregoingtoredoubleoureffortsonthisfront.

ShigeyukiGotoAssociateDirector,GeneralManagerofCorporatePlanningDepartment

MitsuiSumitomoInsuranceGroupHoldings,Inc.

1 24

An upward spiral of quality, trust, and growth to solidify the MSIG brand

New Challenge 10, our medium-term management plan, posts the fundamental strategy of increasing corporate quality from the customer’s viewpoint, achieving growth based on the trust received from our customers in return, and putting the business resources expanded by this growth back into activities for further enhancement of quality, all for the practice of CSR-oriented management.

As a part of this strategy, we have been pursuing a fundamental reform of our business process, including the creation of products that are readily understandable and comprehensible to customers, education of agents as our precious points of contact with customers for rigorous fulfillment of explanatory responsibilities, and construction of systems to prevent the failure to pay claims due. These activities have taken effect; there is no doubt in my mind that a value outlook placing highest priority on quality has taken solid root today.

Protection of the global environment is another major task we must tackle for the achievement of CSR-oriented management. We want to provide products and services that help to alleviate environmental burden. We are also going to promote reduction of CO2 emissions, purchase of Green Power, and continuing tree-planting activities.

It has been two years since the start of the medium-term management plan. Please tell us about the progress of the plan and remaining issues.

One of the key objectives contained in New Challenge 10 is environmental conditioning to facilitate work with an energetic Hatz-ratz spirit and sense of fulfillment by our employees as the principals of qualitative improvement.

We want to prepare workplaces that accept diverse work styles by providing full opportunities for education and training, and make proper provisions for leave for childbirth, childcare, and nursing. We intend to take positive action to promote female employees to management positions on the departmental and section levels.

Our Tsukuru Kawaru (Create and Change) activities also have a vital role to play in preparations to facilitate work. These activities are aimed at improving the Workplace Meetings to deepen discussion among employees and Management Meetings as forums for exchange of opinion between employees and management, and linking the work-related proposals made by all employees to business process improvement. Now that three years have passed since the start of these activities, I feel that they have bred a culture prizing two-way communication in the whole company.

Please tell us about approaches related to employees as precious human resources to effect the enhancement of corporate quality.

New Challenge 10 will terminate in March 2011. By this time, we hope that the MSIG brand will stand as the very symbol of trustworthiness.

In April 2010, we plan to combine our business with those of Aioi Insurance Co., Ltd. and Nissay Dowa General Insurance Co., Ltd. This step will make us one of the biggest insurance and financial groups in the whole world. It will also heighten society’s expectations of us and widen the obligations we must fulfill. Naturally, we also perceive a need for more vigorous approaches to resolution of environmental problems and other issues confronting the world.

A world-class corporate group in terms of not only size but also quality—that is our post-business combination vision. To make it a reality, we shall continue to place CSR-oriented management at the very foundation of our business activities.

Fiscal 2010 will see the goals of the medium-term management plan and the three-company business combination. Please comment on your vision for MSIG’s future.

Message from the President

(Interview conducted on May 8, 2009 by Ayako Sonoda, President of Cre-en Inc.)

Toshiaki EgashiraPresident and CEO

�

Mission Statement

Charter on Professional Conduct

New Challenge 10

Further QualityImprovement

Growth

Trust

QualityStarting Point

At the core of all MSIG business activities are MSIG Mission Statement, which

clearly sets forth our mission, and MSIG Charter on Professional Conduct, the code of

behavior for all Group employees in action toward this mission.

Aimed at achieving our Mission Statement, New Challenge 10, our medium-term

management plan, portrays the targeted shape of the Group as of 2010, strategy for

attaining it, and the values to be cherished by all Group employees. By executing New

Challenge 10 and practicing CSR-oriented management, we hope to evolve as one of

the world’s top insurance and financial group taking corporate quality as the source of

its competitiveness and constantly advancing.

Through our insurance and financial services businesses, we commit ourselves to the following:

• Bringing security and safety to people and businesses around the world and making a lasting contribution to the enrichment of society

• Providing the finest products and services and realizing customer satisfaction

• Continuously improving our business, thereby meeting our shareholders’ expectations and earning their trust

Mission Statement

Our strategy takes improvement of quality from the customers’ viewpoint as the starting point of all our business activities. We aspire to CSR-oriented management by setting in motion an positive growth cycle whereby the trust we instill in customers leads in turn to the growth of our business, and the expanded resources resulting from this growth are invested for a further improvement of quality.

Basic group strategyWe aspire to the goal encapsulated in the watchwords “A step of quality improvement, a step for professionalism”. We consider the following three items as vital requisites for improved quality in all processes.

(1) Reflect comments collected widely from stakeholders(2) Develop employees and foster agents(3) Improve business process and infrastructure

Quality improvement strategy

We are creating ideal working conditions for our employees, who are the key players in improving corporate quality, so that they can work to the best of their ability.

Staff Hatz-ratz (encouraging staff)

CSR at MSIG

Medium-term Management Plan “New Challenge 10”

CSR at MSIG

MSIG is developing business in the five core fields of domestic non-life insurance, life insurance, overseas business, financial services, and risk-related business. In each of these fields, we are making approaches to improvement of quality and promotion of business (by heightening growth and profitability), and mobilizing our Group-wide synergy in our efforts to provide the maximum value to our customers.

Group business strategy

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Our Charter on Professional Conduct defines our responsibilities to each of our stakeholders and stipulates the proper aspirations for

each and every employee under a section entitled “Our Conduct”.

Full text of our Charter on Professional Conduct is presented on our website. (http://www.msig.com/en/csr/concept/charter/details/)

Charter on Professional Conduct

Responsibilities to stakeholders

• Responsibility to customers : We provide top-quality risk solutions services with customer satisfaction as the basis for all of our actions.

• Responsibility to shareholders : We live up to our shareholders’ expectations by expanding its enterprise value and providing appropriate profit sharing.

• Responsibility to agents : We work to achieve mutual prosperity through collaboration with our agents, who are crucial business partners.

• Responsibility to business partners (contractors, suppliers and others)

: We maintain healthy relations with our business partners, and, together, we fulfill our responsibilities to society.

• Responsibility to employees : We provide a stimulating and amenable workplace for the invaluable employees that uphold our organization.

• Responsibility to local communities and the international community

: We maintain good relations with local and international communities and work for mutual progress as a member of these communities.

• Responsibility to the environment : We work to protect and improve the global environment for the sake of future generations.

CSR at MSIG

MSIG’s Mission Statement contains the agenda of bringing security and safety to its customers and making a lasting

contribution to the enrichment of society, through its insurance and financial services business.

Going back to our mission that forms the reason for our existence, we have adopted the following four items as major tasks

in consideration of the expectations of our customers and other stakeholders as well as the connection with our business.

Improvement of the quality of insurance business as MSIG’s main line forms the very foundation of CSR-oriented management. We are putting particular emphasis on work schemes and systemic reform to better earn the trust of customers on the occasions of sales of insurance products and payment of claims, which are the most important points of contact with our customers.

The detailed approaches are presented on pages 7-11.

Qualitative improvement of products and services1

What supports improvement of quality in points of contact with customers is the growth of each and every employee. We bolster the provision of employee training programs and support for challenge, and create a climate that facilitates work with the Hatz-ratz spirit by employees feeling fulfilled with their job.

The detailed approaches are presented on pages 12-14.

Staff Hatz-ratz2

Protection of the global environment is an urgent priority for all countries in common. As a supplier of insurance and financial services, we furnish society with solutions to hedge the risks of loss due to natural disasters and other causes. But we also are going to play a role in preventing a worsening of environmental problems through our products and services.

The detailed approaches are presented on pages 17-22.

Protection of the global environment3

Each of our employees is expected to play a vital role in serving local community as a good citizen. We believe that this will not only help them develop themselves, but also help us understand what kind of problems our society has and what we are expected to do for such society, in which our business activities are well involved.

The detailed approaches are presented on page 23.

Contribution to local and international communities4

Major Tasks

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Profile of MSIG

Businesses of MSIG

Structure and profile of MSIG (as of July 1, 2009)

Financial highlights (consolidated)

Mitsui Sumitomo Insurance Group Holdings, Inc.

Head Office 27-2, Shinkawa 2-chome, Chuo-ku, Tokyo 104-8252, Japan Paid-in capital ¥100 billion

Established April 1, 2008 Number of employees 48 *1

Mitsui Sumitomo Insurance Company, Limited.

Mitsui Sumitomo Kirameki Life Insurance Company, Limited.

Mitsui Sumitomo MetLife Insurance Co., Ltd.

Mitsui Direct General Insurance Co., Ltd.

Head Office 27-2, Shinkawa 2-chome, Chuo-ku, Tokyo 104-8252, Japan

11-1, Kanda Nishiki-cho 3-chome, Chiyoda-ku, Tokyo 101-8458, Japan

3-7, Yaesu 1-chome, Chuo-ku, Tokyo 103-0028, Japan

5-3, Koraku 1-chome, Bunkyo-ku, Tokyo 112-0004, Japan

Established October 21, 1918 August 8, 1996 September 7, 2001 June 3, 1999 *3

Paid-in capital ¥139.6 billion ¥35.5 billion ¥41.1 billion ¥30 billion

Number of employees *2 15,105 907 500 461

Net premiums written(Yen in billions)

300

600

900

1,200

1,500

By lines of insurance (fiscal 2008)

20062004

1,407.3

2005

1,464.1 1,492.8

2007

1,541.0

2008

1,445.6

(FY)0

Personalaccident¥135.9 billion9.4%

Voluntaryautomobile¥608.6 billion42.1%

Fire¥220.0 billion15.2%

Compulsoryautomobile liability¥148.5 billion10.3%

Marine¥93.6 billion6.5%

Other¥238.8 billion16.5%

Total¥1,445.6billion

Because Mitsui Sumitomo Insurance Group Holdings, Inc. was established on April 1, 2008, the figures up to fiscal 2007 presented below are actually from the consolidated financial statement for MSI, currently its consolidated subsidiary.Details are presented on our website. (http://www.msig.com/en/ir/).

Net premiums written declined 6.2% year-on-year to ¥1,445.6 billion. This was because net premiums written for MSI (non-consolidated) decreased due to the impact of lowered compulsory automobile liability insurance premium rates as well as a drop in domestic auto sales, and net premiums written in yen value for overseas insurance subsidiaries also decreased due to the strong yen.

(Note 1) As of March 31, 2009 (Note 2) As of March 31, 2009 (Note 3) Established as Bussan Insurance Planning Company, Limited.

Financialservicesbusiness

Life insurancebusiness

Domesticnon-life

insurancebusiness

Risk-relatedbusiness

Overseasbusiness

ConsolidatedGroup

management

Domestic non-life insurance business

Mitsui Sumitomo Insurance Company, Limited.

Net premiums written ¥1,234.0 billion

Mitsui Direct General Insurance Co., Ltd.

Net premiums written ¥29.6 billion

Risk-related business

MITSUI SUMITOMO INSURANCE Care Network Company, Limited.

InterRisk Research Institute & Consulting, Inc.

American Appraisal Japan Co., Ltd. etc.

Financial services business

Sumitomo Mitsui Asset Management Company, Limited.

MITSUI SUMITOMO INSURANCE Venture Capital Company, Limited. etc.

Life insurance business

Mitsui Sumitomo Kirameki Life Insurance Company, Limited.

Total amount of insurance in force ¥9,030.8 billion

Mitsui Sumitomo MetLife Insurance Co., Ltd.

Total amount of insurance in force ¥2,478.7 billion

Overseas business

Overseas network (Countries) 41

Overseas offices 318

(As of April 1, 2009)

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Pages 7-8 Pages 9-11

Three pillars supporting qualitative improvement

The above theme and theme are presented in this report.

To remain a corporate group that is needed by society, it

is imperative for us to know what our customers expect

of and want from us, and to apply this information in our

development of products, services, and management

strategy. We reflect stakeholder views not only in all work

processes but also in discussions on the management level.

Qualitative Improvement of Products and Services

Task

As our strategy for qualitative improvement to achieve CSR-oriented management, we are mounting a Group-wide campaign around the following three themes:

Qualitative improvement reflecting the views of stakeholders

Qualitative improvement of the business process and infrastructure

Qualitative improvement of employees and agents

1

2

3

The products and services provided by suppliers of

insurance and financial services do not meet the eye. The

chief determinant of quality is the services furnished to

customers by our employees and agents. Grooming each

and every employee and agent into a purveyor of quality

services is the most important strategy to this end.

To heighten the quality of services delivered to customers, we are instating new institutions and systems in addition to improving

the scheme and infrastructure for product and service provision.

Conceptual diagram of strategy for qualitative improvement

Customer trust

Customer satisfaction

Provision of the right products and services

Qualitative improvement of the business process and infrastructure

Qua

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impr

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the

view

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stak

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ders

Qua

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impr

ovem

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of

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and

agen

ts

Paymentof claims

Productdevelopment

Sales

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Initiatives

We treasure the opinions and criticisms we receive from customers

and make ongoing efforts to reflect them in improvement of

our work, day in and day out. Each member of MSIG conducts

customer surveys and interviews with consumers, and has also

made other arrangements for absorbing the views of customers

and experts, for reflection in improvement of products and services.

MSI and Kirameki Life are deploying Customers’ Viewpoint

Initiatives in which each employee looks back on his or her own

routine work and action, discusses points for improvement in

meetings held in the workplace, and takes action for solution on

his or her own.

Approaches to reflection of stakeholder views in business process improvement

Approaches on this page:

Qualitative Improvement of Products and ServicesTask

State of implementation Issues/targets

For issues that cannot be resolved in the workplace,

employees propose measures for improvement on the

corporate level on the intranet bulletin board. Their proposals

are examined by the concerned department, which feeds the

examination results back to the employees.

Since fiscal 2006, MSI executive officers in charge of head

office divisions have been visiting offices across Japan for

Management Meetings that are forums for dialogue with employees

assigned to sales and claims support. In fiscal 2008 alone, such

meetings numbered 92. Of the 141 proposals made by employees

at the meetings, about 70% were woven into actual initiatives.

Qualitative improvement reflecting the views of stakeholdersTo remain a corporate group that is needed by society, it is imperative for us to know what our customers expect of and want from us, and to apply this information in our development of products, services, and management strategy. We reflect the stakeholder views not only in all work processes but also in discussion on the management level.

MSI Kirameki Life MSI MetLife Mitsui Direct

Reflection of stakeholder views in business process improvement

[MSIG] Execution of customer surveys and other approaches

[MSI & Kirameki Life] Determination of tasks and measures for improvement in the workplace through the Customers’ Viewpoint Initiatives

[MSI] Instatement of new schemes and systems

Full application of survey findings by each company

Holding of Workplace Meetings on response to complaints and rooting of the PDCA cycle in complaint handling

Effective use of new schemes and systems to reduce the number of complaints

Strengthening of the complaint response system

[MSIG] Determination of guidelines by each company in line with the MSIG Basic Policy on Complaint Response

Submission of quarterly reports on the amount of complaints to the Board of Directors

[MSI & Kirameki Life] Response to complaints in line with ISO 10002

Formulation and execution of a Corporate Action Plan for the Complaint Response Management System

Reflection of stakeholder views in management

[MSI] Recommendations from the Council on Promotion of Customers’ Viewpoint to the management team

Studies by ad-hoc units and reporting to the Audit Committee

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Reflection of stakeholder views in management

The Council on Promotion of Customers’ Viewpoint

Studies by ad-hoc unitsAs part of approaches for reflection of stakeholder views

in efforts to improve work, the Corporate Quality Control

Department conducts examinations while heeding the opinions

of external experts, and regularly makes reports on the findings

to the Audit Committee, an internal committee of the Board of

Directors.

At meetings of the Council, which are held once every two

months, external experts exchange views with members of the

management team. Three experts versed in consumer problems

make recommendations for various improvements to safeguard

the customer’s interest and heighten convenience.

For sure in-house feedback of stakeholder views, MSI has established an ad-hoc unit that holds meetings for dialogue between external

experts and its management team, and makes recommendations to the Board of Directors.

MSIG is putting schemes into place not only for proper response

to each and every complaint received from customers but also

to prevent any recurrence.

MSIG is implementing its Basic Policy on Complaint Response.

In accordance with this policy, MSI, Kirameki Life, MSI MetLife,

and Mitsui Direct have drafted their own policies and are

making studies of actual response to complaints and measures

for improvement. Their units assigned to complaint response

management regularly hold meetings and make reports on the

situation as regards emergence of complaints to the Board of

Directors on a quarterly basis.

MSIG Basic Policy on Complaint Response

From fiscal 2007 into fiscal 2008, the number of complaints

received from customers at MSI underwent a remarkable

1.64-fold increase to 40,713. Besides keener concern about

insurance among customers, this increase was driven mainly by

the numerous phone calls received after customers were sent a

document asking them to confirm the contents of their policies

in connection with our Shikkari Kakunin (thorough confirmation)

initiatives.

The views expressed by these customers were analyzed

by a unit assigned especially to this task and then fed back to

the concerned departments. MSI instated a new scheme and

system to deal with problems in the aspect of insurance product

sales and payment of claims.

Reflecting customer views in improvement

In July 2007, MSI and Kirameki Life built a complaint response

management system which meets ISO 10002 (Quality

management—Customer satisfaction—Guidelines for

complaints handling in organizations). They have since kept it in

proper operation based on the PDCA cycle.

In May 2009, the two companies each prepared a Corporate

Action Plan for the Complaint Response Management System,

toward the goal of smooth handling of complaints in each

workplace by following the PDCA cycle. As a further goal,

Response in conformance with ISO 10002 and checking

they are also making arrangements to reduce errors due to

carelessness, inadvertent neglect to contact people, and other

causes for complaint that can be eliminated with attentiveness,

in the context of the Customers’ Viewpoint Initiatives ( see page 7). They also plan to have each department and branch

office set its own targets in this area.

Furthermore, they intend to have all employees make their

own checks of the company’s complaint response system and

status of approach implementation.

Strengthening of the complaint response system

� �� �

Initiatives

Agents are in contact with customers on various occasions,

such as proposal of insurance products, performance of

contracting procedures, and advice in the event of accidents.

Customer satisfaction requires a heightening of the quality of

all such work by agents.

Employees also have many opportunities for direct contact

with customers through claims support and call centers, for

example. We are also making arrangements for education to

enable each employee to provide quality services that reassure

customers.

Basic perspectives

Qualitative Improvement of Products and ServicesTask

State of implementation Issues/targets

As the framework for agent education, MSI provides the Agent

Career Up Program. Through it, agents acquire knowledge

Support for qualitative improvement of agents

in areas such as compliance, products, administrative work,

and systems required for insurance sales. For this purpose, it

offers group training, e-learning, and other platforms to allow

canvassers* to learn in correspondence with their degree of

experience.

There is also a program to give agents newly involved in

sales of insurance products the requisite basic knowledge,

along with routine instruction and group training.

In fiscal 2008, the company began operating MS College,

a system for centralized management of data for each

canvasser on items such as insurance sales qualifications, and

participation in group training and e-learning courses. Effective

use of this system enables it to support the skill-raising efforts

of each canvasser in correspondence with his or her individual

level. By the end of fiscal 2008, some 20,000 agents were

making use of the system. MSI is promoting its spread to more

agents in fiscal 2009.

* Canvassers: Persons who are qualified to sell insurance and have made notification of insurance sales to the Financial Services Agency

Approaches on this page:

Qualitative improvement of employees and agentsThe products and services provided by suppliers of insurance and financial services do not meet the eye. The chief determinant of quality is the services furnished to customers by our employees and agents. Grooming each and every employee and agent into a purveyor of quality services is the most important strategy to this end.

MSI Kirameki Life MSI MetLife Mitsui Direct

Qualitative improvement of agents

[MSI] Fuller education for agents through MS College, etc.

Reflection of customer views in agent training

Instatement of a system to certify agent quality and certification of about 850 agents under it

Increase in the number of agents using MS College

Regular analysis of complaints about agents and repeated implementation of training and routine instructions

Increase in the number of quality-certified agents

Qualitative improvement of employees

[MSI & Mitsui Direct] Rigorous basic action in line with the Tozen (Desirable) Quality Guidebook and CS Improvement Guidebook (claims support section)

[MSIG] Launch of campaign for qualitative improvement in call handling at all call centers in the Group

Holding of a Group-wide call-handling contest

Continued holding of study groups, self-checks, and mutual checks to heighten handling quality

Holding of regular meetings for exchange of information among call centers to heighten handling quality

� 10� 10

ACTION

CHECK

DO

We are striving to heighten quality in direct contact with

customers through claims support, call centers, etc.

Qualitative improvement of employees

For qualitative improvement in customer dealings, MSI has

mounted the Good Job Campaign. The claims support section

compiled its thinking on the substance of work in the entire

process from receipt of reports on accidents to payment

of claims in the Tozen (Desirable) Quality Guidebook, for

confirmation of basic action.

MSI’s Good Job Campaign

Good Job logo Tozen Quality Guidebook

The Tozen Quality Guidebook also sets forth dos and don’ts

when meeting customers, business rules in aspects such as

deportment when calling on customers, and basic conduct in

claims payment work. Employees check their own actions with

reference to these rules at Workplace Meetings and on other

occasions. Each office examines complaints received from

customers, reviews handling, and makes repeated studies to

prepare initiatives for improvement.

In the awards presented every other year by the

Singapore Insurance Brokers’ Association, MSIG

Insurance (Singapore) was selected “Best Insurance

Company of the Year (International Category)” (winner)

and “Best Claim Service Insurance Company of the

Year” (first runner-up prize) in 2008. The company

won the awards by virtue of prompt problem-solving

action and supply of easy-to-understand accident

information by its claims support section.

Claim support at MSIG Insurance (Singapore)

Scene at the award ceremony

PLAN

Qualitative improvement of call handling

Qualitative improvement of customer dealings

Besides checking each other’s skills in the company, employees

participate in a call-handling contest held outside the company.

In the contest, employees vie with each other in answering

inquiries from customers without advance knowledge of them,

and their performance is objectively rated by a panel of outside

experts. Through the contest, the employees ascertain their

own level of handling quality and are motivated to further

improve it.

Study groups to enhance understanding of the Guidebook

The Tozen Quality Guidebook is used at Workplace Meetings and study groups for reading to reaffirm its contents.

Execution of measures (self- and mutual checking)

Employees record their own phone conversations with customers to check their own skills, and also take part in mutual checks in pairs, each checking the other’s recorded conversations.

Quality check

The customer ratings of services are checked on the basis of the results of customer surveys and other means.

Identification of areas needing more work for further qualitative improvement

Unit heads and workplace colleagues feed information on areas with room for improvement back to each employee.

� 10� 10

Employee CommentsCOLUMN

Mitsui Direct is also taking approaches to improve abilities in

customer handling and heighten quality in customer services at

the claims support section. It prepared a new CS Improvement

Guidebook incorporating the findings of customer surveys.

Copies were distributed to employees for use in meetings at

each workplace and self-check activities.

In the call-handling skill check, all concerned employees

also record their conversations with customers to check their

handling skill.

Mitsui Direct—approaches by claim support

MSIG operates a toll-free telephone service to receive inquiries

and reports of accidents from customers. To raise the level of

skills in handling calls in the Group as a whole, the call centers

regularly exchange information and share know-how. In addition,

MSIG holds a contest in which entrants from each call center

match their call-handling skills against each other. Winning this

contest motivates each call center to raise skill levels.

Approaches to qualitative improvement at call centers

Contest entrants

When they make calls to insurance companies, customers are generally

quite upset and apprehensive due to the accident that has occurred. I always

strive to understand their feelings, absorb their views, and provide them with

sound advice. Because the parties in a telephone conversation cannot see the

expressions on each other’s face, I try to keep conversations from being one-

way and to use simple language. I am referring to the Tozen (Desirable) Quality

Guidebook to polish my skills, and am committed to continued efforts so that I can

deliver peace of mind and satisfaction to all customers visited by accidents.

Winner of the First Prize (Service Category) in the 12th Corporate Call-handling Contest Sponsored by the Japan Telecom Users Association

Participation in an external call-handling contest

Yuki IshinoService Center 1st,Nagoya Claims Department, MSI

Besides responding to inquiries from agents, I also make

calls to offices in our territory. I attempt to quickly get a

good grasp of the caller’s situation, and to be flexible about

modifying things such as my talking speed and method of

explanation. To my mind, the most important factor is to

always respond in good faith and to the best of my ability.

I am determined to acquire more knowledge and skills in

various aspects and do all I can so that our agents can sell

insurance with complete confidence.

Winner of the 2nd MSIG Call-handling Contest

Participation in the call center contestRie MiyataSales Support GroupJP Sales Marketing Department, MSI MetLife

Task Qualitative improvement of employees and agents

11 1211 12

Initiatives State of implementation Issues/targets

Employees form the points of contact with our customers and

society, and work that helps them feel their own growth and

gives them a sense of fulfillment leads to improvement of

corporate quality at MSIG.

Each year, MSI conducts a Survey of Staff Hatz-ratz Spirit

to probe employee perceptions of their work and the workplace

environment, and ascertain how New Challenge 10 is being

conveyed to the front lines.

Basic perspectives

Staff Hatz-ratzTask

Staff Hatz-ratz What supports improvement of quality in points of contact with customers is the growth of each and every employee. We bolster the provision of employee training programs and support for challenge, and create a climate that facilitates work with the Hatz-ratz spirit by employees feeling fulfilled with their job.

Human resources development

Support for challenge and higher motivation

[MSI] Switch to a personnel assessment system with more emphasis on human resources development

Enhanced training (in management skills, value sharing for national staff, etc.)

[MSIG] Group Trainee System (with 21 participants)

[MSI] Expansion of the In-house Trainee System (606 participants) Global Trainee System (16 participants)

Rooting of the new personnel assessment system

Check of training results and improvement

Program penetration and increase in enrollment

Conditioning of the work environment to allow various work styles keyed by diversity

[MSI] Number of users of personnel systems

Childcare leave: male 1, female 130 Nursing leave: male 0, female 4 Short-hour service: 49

Team WITH providing support for workplace assimilation by the physically challenged

(Number of physically challenged employees: 204, physically challenged employee rate: 1.88%)

Improvement of the reemployment system (46 users in fiscal 2008)

Rooting of the systems and increase in the number of users

The fiscal 2008 survey found that visions for future career

development and good communication in the workplace were

key elements for heightening employee motivation.

In light of the findings, MSIG is bolstering initiatives aimed

mainly at employee education and development, provision of

challenging opportunities, and enhanced communication in the

workplace.

Note: Actual figures for fiscal 2008

Approaches on this page: MSI Kirameki Life MSI MetLife Mitsui Direct

11 1211 12

Training Participant CommentsCOLUMN

In the interest of more careful grooming of subordinates and

successors, MSI made a switch to a personnel assessment

system that places greater emphasis on the role of human

resources development. Similarly, superiors appoint certain

employees to serve as “brother/sister” colleagues and coach

newly hired employees for their smooth familiarization with the

workplace and acquisition of the requisite knowledge and skills.

We consider communication important even in routine

management duties performed by unit heads. To hone the

communication skills of managers, we began conducting

management training for them in fiscal 2007. In fiscal 2008,

all department managers confirmed the importance of

communication required for leadership.

Development and training of management personnel

Human resources development

MSI has an In-house Trainee System that enables employees

to experience work in which they have not engaged so far and

workplaces not heavily involved in their ordinary work, to assist

Trainee systems

Employees will feel more motivation if they get a firm grasp

of how their work is linked to customers and society, and

share the values cherished by MSIG in common. In fiscal 2007,

MSI began training for the sharing of MSIG values inside and

outside Japan. The activities in fiscal 2008 included a case

study concerning qualitative improvement and visits to places

associated with the Mitsui and Sumitomo families.

Value training

their career development. One participant said that firsthand

experience of each other’s work deepened mutual understanding

of positions and his appreciation of the importance of his own

work. Another commented that the training enabled him to

learn the perspectives and thinking typifying other departments

but not found in his own. Fiscal 2008 saw the start of a Trainee

System for training of the employees of one MSIG company

at another and a Global Trainee System under which “national

staff” (personnel hired in the host country) at certain overseas

offices can intern at others.

Paul ChongAssistant Business Development ManagerMSIG Insurance (Hong Kong) Limited(Participation in the training program at Automobile Business Promotion Department at MSI)The program enabled me to get vital information in areas such as know-

how for sales to car dealers. I was particularly impressed by the fact that

innovation is one of MSIG’s major assets and the driving force for its future

advancement. It was also a precious experience for me to discuss the different

approaches to work in various countries. I am convinced that such schemes for

mutual absorption of know-how across national borders are a key element for

the achievement of New Challenge 10 and further innovation.

Participation in the global trainee program

Participation in value training

In the training, we visited the birthplaces of the Mitsui and Sumitomo concerns.

It was moving for me to learn about their innovative thought and action on behalf

of their customers, and the way in which they fulfilled their obligations to society

and took good care of their employees. I realized that this spirit and culture was at

the heart of MSIG values.

The sharing of the company’s history, spirit, and culture by employees from

other countries is bound to promote understanding and practice of MSIG values

around the world. I am convinced that this value-sharing inside and outside Japan

will generate new energy.

Emman ChenManager, Reinsurance Management DepartmentMSIG Mingtai Insurance Co., Ltd.

13 1413 14

Task Staff Hatz-ratz

MSI established a unit called the “Team WITH” to assist the

acceptance and assimilation of physically challenged employees

in the workplace.

The members of Team WITH engage in dialogue with

superiors and the physically challenged themselves in the

workplace, and take action exemplified by the preparation of a

manual for workplace assimilation. Once a year, they conduct

training for employees with visual or aural impairments. In

fiscal 2008, they provided training on the themes of knowledge

(operations related to claims support and sales), skills (business

mail documents), and mind (group work), through a procedure

called PC interpretation, in which typed information input is

projected on a screen.

Workplace assimilation by the physically challenged

Employees who have a lot of contact with the community and

broaden their perspective through it, and a company which

accepts diverse value outlooks among its employees, who

consequently go about their work energetically and with a sense

of fulfillment, are the things we regard as playing a crucial role

in our efforts to get a grasp of the diverse needs in society.

Preparing an environment facilitating work

We are making provisions related to childbirth and childcare

in keeping with our aspiration to be a company whose female

employees can keep their jobs while having and raising children

with less burden and fully exercise their capabilities.

To make it easier for female employees who are going

to give birth to take leave, MSI and Kirameki Life have their

replacements work with them starting three months before

the leave so that the replacements get fully accustomed to

the duties. If they opt for shorter hours upon their return to the

workplace, the replacements continue to sub for them until the

end of the fiscal year in which the child turns three years old.

The provisions for shorter hours give employees a choice of five

patterns. MSI has taken steps enabling employees on leave

for childcare to access the intranet at home, in order to allay

their apprehensions about returning to the workplace, if only a

little. These full provisions related to childcare are behind the

steady increase in the

number of employees

taking advantage of

them at MSI.

In fiscal 2008,

the ceiling age for

eligibility for the

rehiring system,

Wider role for women

We think performance of expected roles and achievement of

results during limited hours heightens the employee’s sense

of fulfillment. MSI encourages its employees to go home early

in August, November, and February, which it has designated

as months for creation of margin, and treats Wednesdays and

Fridays throughout the year as no-overtime days.

Our intranet introduces cases that serve as models for more

efficient work to create more time. In workplaces, discussions

about approaches taken in other workplaces enhance

awareness of how to make more effective use of time.

Work-life balance

Section for supporting women’s role on the intranet

which allows administrative employees who have retired for

reasons of their own to come back to work at MSIG, was raised

from 40 to 45, and the number of applicants doubled as a result.

MSIG Malaysia recognizes that amongst the many things we can do for the employees,

is that we must ensure we have work-life balance policies that reflect the reality of

individual workplaces and the variety of options to meet their many diverse needs.

Every Wednesday is “Work-Life Balance Day”, encouraging employees to leave

their office after working hours or latest by 6.00 pm, which enables them to enjoy with

their family and other lifestyle commitments/pursuits.

In 2008, MSIG Malaysia produced a Work-Life Balance Booklet for all employees.

Work-life-balance efforts in Malaysia

13 1413 14

Helping to resolve issues as a member of society

managers can really demonstrate their management skills.Shin: One thing I can cite in so doing is our ranking in the insurance (property & casualty) category on the list of the 500 World’s Most Admired Companies published by the U.S. economic journal “Fortune”. MSI rose from 13th last year to 10th this year. We interpret this as evidence that our efforts on this front so far are appreciated in the international community. The task from now on is to link this to genuine management growth.Adachi: For companies, CSR is regarded as holding five major benefits: 1) reduction of costs due to energy and resource saving, 2) recruitment of first-rate talent, 3) higher sales due to the rise in reputation among clients and consumers, 4) innovation driven by the incorporation of new perspectives, and 5) risk management due to prompt response to social wants and needs. After the stage of enhancing quality in contact with customers

Shin: At MSIG, we have positioned preservation of the global environment and contribution to local and international communities alongside enhanced quality in our contact with customers as a strategy for heightening our corporate quality. Last year saw the onset of a worldwide economic crisis on a scale that reportedly occurs only once in a century. But even under the tough prevailing circumstances, there has been absolutely no change in our determination to pursue these objectives.Adachi: As you say, the idea of CSR that companies exercise restraint in their behavior while engaging in economic activities should still be at the foundation of corporate operations. To persuade people inside and outside the company of this is an area where corporate

These days, corporate enterprises play a vital role in society as a whole, and the nature of

social expectations for them are rapidly changing. What can MSIG do to help bequeath a

sustainable society to future generations? To probe this question, we invited Mr. Eiichiro

Adachi, Research Chief at the Japan Research Institute to engage in a dialogue on May 12,

2009 with Yoshiaki Shin, Chairman of Mitsui Sumitomo Insurance Group Holdings, Inc.

Dialogue with the Chairman

Photo taken in the garden on the roof of the Surugadai Building (Chiyoda Ward, Tokyo).

CSR-oriented management breeds corporate innovation

15 1615 16

presumably comes that of confronting issues facing them. A diverse involvement with society serves as an antenna for picking up issues among customers, and this may be expected to lead to the next round of innovation.

Shin: In the project for tropical reforestation in Indonesia, we are not only rehabilitating a forest preserve for wildlife but also hiring local residents and educating them about the forest. I have visited the project site myself, and it was really moving to be invited to a welcoming reception at a local grade school and see pictures of the forest drawn by the children. We promote an in-house sharing of this activity through our company newsletter and videos. I definitely want to arrange tours for our employees so that they can get a firsthand look.Adachi: Japanese businesspersons are apt to have a narrow vision and introverted perspective. The provision of opportunities for contact with the local community should make employees more sensitive to social issues and increase chances for linking the business to resolution of the same.Shin: I think it is also important for each and every employee to take part in activities of social contribution for that purpose. At MSI, we call upon each location nationwide to engage in at least one activity of environmental contribution per year. Our employees participate in traffic safety campaigns with agents, activities for natural preservation of waterside areas, and other doings attuned to community needs. Moreover, the rate of participation is high, and the circle of involvement is widening from employees to their families. If such grassroots activities spread to more and more companies, society will undoubtedly change for the better.

Shin: Non-life insurance is a product that provides compensation for damage caused by typhoons and other natural disasters. The business of non-life insurance companies is therefore greatly influenced by climate change. This is one reason why we are making efforts for preservation of the global environment.Adachi: Recently, there has been mounting concern about the impact on economic activities deriving not only from climate change but also the threat to biodiversity. The Siracusa Charter announced at the G8 Environment Ministers Meeting in May, for example, shows a keen awareness of the biological resources in developing countries and the North-South problem as it relates to the distribution of wealth. For this reason, with the approach of COP10*, which will be held in Nagoya in 2010, Japanese firms also must become conscious of the magnitude of economic loss that would result from the loss of biodiversity.

Shin: Like that of climate change, resolution of the problem related to biodiversity could by no means be accomplished by a single company working alone. This is why we established the Japan Business Initiative for Conservation and Sustainable Use of Biodiversity (JBIB) in April 2008 as a corporate network for approaches to preserving biodiversity and I serve as the JBIB chair. At present, we are taking steps to identify problems, such as preparing “ interrelationship diagram” enabling visualization of the interrelationship between preservation of biodiversity and corporate activities.Adachi: Spontaneous activities of this sort by companies are an encouraging new development. Formerly, it would be taken for granted that the government took the initiative on this front while companies pursued economic activities within the given framework. It’s my impression that this is changing.Shin: The U.N. Global Compact stands as the very symbol of this trend. In June 2004, we became the first Japanese financial institution to participate in it and announced our management stance of respecting human rights, labor, and the environment, among other things. It is a platform for mobilizing the energies of companies joining hand with national and local governments, the United Nations, and other public institutions toward solution of social issues.Adachi: Through the Global Compact, the signatories can stimulate each other’s efforts and thereby heighten the level of approaches. And by publicizing and sharing their results, they can raise this level even higher. It would be wonderful if, by setting such an upward spiral in motion, they could generate a huge current for resolution of social problems.* COP10: The 10th Conference of Parties to the Convention on Biological Diversity to be

held in Nagoya in 2010, which the United Nations has designated “International Year of Biodiversity”.

Yoshiaki ShinChairmanChairman of the CSR Committee

Mr. Eiichiro AdachiResearch Chief, Japan Research Institute, Limited

Mr. Adachi is in charge of ESG research related to the Eco-Fund, the SRI Fund, and other objects of social responsibility investment. His special competence lies in industrial studies and corporate assessments from the standpoints of environmental management and CSR.

Employee activities of social contribution heighten sensitivity to issues in society

Into the age of corporate collaboration for resolution of social issues

15 1615 16

Protection of the Global EnvironmentTask

Approaches on this page:

Contribution to protection of the global environment through insurance and financial products and servicesProtection of the global environment is an urgent priority for all countries in common. As a supplier of insurance and financial services, we furnish society with solutions to hedge the risks of loss due to natural disasters and other causes. But we also are going to play a role in areas such as encouraging environment-friendly action by our customers and business partners through our products and services, and thereby preventing a worsening of environmental problems.

MSI

If global warming continues to worsen at the current rate, there is

said to be a high possibility that we will see not only more frequent

torrential rains but also stronger typhoons and hurricanes. One of

the important tasks of insurance and financial service suppliers

is to relate the risks associated with climate change surely to

customers and offer products providing hedges against loss and

damage, such as fire insurance and physical damage coverage

for the risks posed by natural disasters, and weather derivatives

for those presented by abnormal and unfavorable weather.

It is not enough, however, merely to cushion damage; we

consider the discharge of responsibilities to halt the progress

of global warming, by however small a degree, one of the

most important agenda for contribution to the creation of a

sustainable society.

At MSI, approaches to the mitigation of global warming

even slightly through its main business are positioned as one

of the pillars of strategy for growth. To this end, the company is

conceiving and developing new products and services that are

not bound by conventional frameworks.

Protection of the global environment through our main business

In fiscal 2008, MSI held meetings for exchange of opinion

on the development of new products and services with the

participation of Mr. Takejiro Sueyoshi (Special Advisor to the

UNEP Finance Initiative), who acted as an external advisor.

One of the first fruits of the meetings in fiscal 2009 was

the introduction of a web version of policy conditions, an

arrangement allowing customers to view policy conditions

online. The purpose is to lower levels of paper use and increase

the convenience of customers.

In combination with other approaches through its main

business, the company is supporting the spread of Green

Power by making donations to the Green Power Fund* in

correspondence with the degree of goal attainment.

In April 2009, MSI donated a total of 2 million yen by giving

100 yen for each use of recycled parts in fiscal 2008.

The detailed approaches are presented on page 18.

* Green Power Fund: A fund operated by the Industrial Advancement Center in each region around the country.

It furnishes public facilities that intend to install photovoltaic power, wind power, or other natural energy based generation systems with part of the installation cost.

Support for the spread of Green Power through our main business

Issues/targetsInitiatives State of implementation

Development of products and services to address climate change

[MSI] Holding of meetings for exchange of opinion for the development of new products and services, and decision to introduce a web version of policy conditions

Continued study of new products and services, and linkage of plural approaches to donation to the Green Power Fund

Encouragement of use of recycled parts for automobile repair

[MSI] Recycled parts use rate: 4.3%

Increase in the use rate

Diffusion of eco-maintenance and eco-inspection for automobiles, and support for certification under Eco Action 21

[MSI] Number of repair shops practicing eco-maintenance and eco-inspection nationwide: 430

Number of businesses certified under Eco Action 21: 166

Increase in the number of practicing repair shops to 500 by the end of fiscal 2009

Increase in the number of certified businesses to 300 by the end of fiscal 2009

Provision of solar loans

[MSI] Provision of solar loans Implementation of a model project for Green Power Certification

Increase in the amount of solar loans provided

17

Automobiles damaged in traffic accidents can sometimes be

repaired with recycled parts. In advance discussion of work

items with auto repair shops, MSI encourages the use of

recycled parts and repair of damaged parts if possible.

The company is striving to widen use of recycled parts

while deepening knowledge of the ELV Recycling Law and

working to gain the understanding of customers and repair

shops by clearly explaining the facts. In fiscal 2008, recycled

parts were used for 4.3 % of all auto repair costs covered by its

insurance.

Use of recycled automobile parts

An environment-friendly energy source free of CO2 emissions,

photovoltaic (PV) power generation is indispensable for building

the low-carbon society. Because they can also be installed in

ordinary homes, the systems meet the needs of consumers who

want to use Green Power.

MSI has developed loans especially to facilitate purchase

of PV systems by general consumers, and offers them through

credit sales companies.

In partnership with JACCS Co., Ltd. and Sharp Corporation,

it is also implementing a model project centered around

purchase of, and issuance of Green Power Certificates* for,

that portion of the value of power generated by residential PV

systems which helps the cause of environmental protection.

* Green Power Certification System: A scheme for certifying and trading generated Green Power. Under it, parties are

considered indirect users of Green Power even if they did not purchase it directly.

Solar loans

Scheme of the Green Power Certification model project

Through the Advance Club, an organization of service and repair

shop agents, MSI is promoting the spread of eco-maintenance

and eco-inspection. Eco-maintenance and eco-inspection consist

mainly of engine washing; the interiors of combustion chambers

in automobile engines are washed by a special procedure.

Besides curtailing emissions of toxic gas, the removal of residue

of carbon and other substances in the chambers also helps to

reduce CO2 emissions because it improves fuel efficiency and

thereby decreases fuel use. As of March 31, 2009, the number

of repair shops performing engine washing reached 430. The

company is targeting a further increase to 500 by March 31, 2010.

MSI also assists the members of the Advance Club engaged

in eco-maintenance to obtain certification under Eco Action 21,

an environmental management system recommended by the

Ministry of the Environment. In fiscal 2008, these members

were encouraged to take part in activities such as the

Concerned Company Greening Program, under which inspectors

hold seminars in each region and provide on-going support

for certification efforts. As of March 31, 2009, a total of 166

businesses had received the certification.

Eco-maintenance and eco-inspection

Carbon cleaning washer Washingliquid

Combustion chamber carbon cleaning

Removal of deposits of carbon

and other hazardous substances inside the

combustionchamber

Carbon

Varnish

Sludge

Hazardoussubstances

Cust

omer

Provision of solar loans

Green Power Certification

PV power generation systems

JACC

SSh

arp

The mechanism of eco-maintenance

In addition, MSI is promoting eco safe driving, which helps

to preserve the global environment and is linked to higher levels

of fuel efficiency and driving safety.

Logo; designated “engine washing” service

18

Initiatives State of implementation Issues/targets

Management based on ISO 14001[MSIG]

Acquisition of certification by MSIG Holdings

Acquisition of certification by MSI MetLife and Mitsui Direct

Approaches to CO2 emission reduction

[MSI] Purchase of Green Power Certificates worth 7.6 million kWh per year

Installation of solar panels on the Osaka Yodoyabashi Building

Announcement of a medium-term plan for CO2 emission reduction in fiscal 2010

Approaches through ISO 14001

To fill all the power needs of its Surugadai Building with Green

Power, MSI purchased Green Power Certificates totaling 7.6

million kWh a year, ranking itself as one of the biggest Green

Power purchasers among other financial institutions in Japan.

This would enable the company to reduce CO2 emissions by

some 3,000 tons per year.

Similarly, solar panels were installed on the roof of the

Osaka Yodoyabashi Building, which was completed in March

2008, for the start of use of PV power generation system. In

fiscal 2008, the system generated about 14,000 kWh, or enough

to meet all the power needs of about three average homes for

an entire year.

Protection of the Global EnvironmentTask

Promotion of Green Power use

Green Power mark

Solar panels on the Osaka Yodoyabashi Building

In our view, the following three items are the major components

of environmental burden accompanying our business.

Use of paper for application forms, pamphlets, and management of contracts for insurance products

Use of electricity for operation of computer networks and office lighting

Use of gasoline for company vehicle operation required for communication with customers and agents

To alleviate these components, MSI and Kirameki Life

have constructed environmental management systems in

conformance with ISO 14001 at all 334 of their domestic

locations, and continuously executed the cycle of “Plan”,

“Do (implementation)”, “Check (check and evaluation)”, and

“Act (action and improvement)”. To confirm that the systems

are effectively functioning, they have maintained and continued

third-party certification by an external institution since its

acquisition in 2002.

In November 2008, MSIG Holdings also obtained

certification, and began to operate the entire system and have

it take root throughout the Group. We plan to widen receipt of

third-party certification to all members of the Group in Japan.

Approaches on this page:

Reduction of environmental burden from business activitiesBusiness activities unavoidably exert an impact on the global environment in some form. We believe it is the obligation of all businesses to ascertain the burden of their activities and reduce it as far as possible, in order to bequeath a beautiful earth to succeeding generations.

MSI Kirameki Life MSI MetLife Mitsui Direct

19

Reduction of environmental burden

Actual data for FY2008

Actual data for CO2 emissions

Notes on the calculation of data

*1) Total number of Group employees25,964 (as of March 31, 2009), including temporary and part-time employees

*2) Scope MSIG: All group companies belonging to MSIG except MSI MetLife and Mitsui Direct (but limited to the domestic companies whose actual data are available)

Actual status of use at Head Office related buildings

*3) CO2 emissions reduction through the use of Green Power (October 2008-March 2009)

Causes Scope*2 Actual usage Actual usage at MSIG*4

CO2 emissions coefficient*5

CO2 emissions in actual usage (kg-CO2)*6

Per person (kg-CO2)

Total CO2 emissions at MSIG (t-CO2)

Electricity*7 MSIG 86,866,762 kWh 86,866,762 kWh 0.386 kg-CO2/kWh 33,530,570 1,291 32,141*3

Gasoline*8 MSIG 4,446,000 4,446,000 2.322 kg-CO2/ 10,323,612 398 10,324

Gas Head Office related buildings 579,950 m3 1,832,967 m3 2.36 kg-CO2/m3 1,368,682 167 4,326

Heat supply Head Office related buildings 35,526,000 MJ 112,282,053 MJ 0.067 kg-CO2/MJ 2,380,242 290 7,523

Wastewater Head Office related buildings 110,609 m3 349,586 m3 0.511 kg-CO2/m3 56,521 7 179

Heavy oil Head Office related buildings 8,838 27,933 2.71 kg-CO2/ 23,951 3 76

Water Head Office related buildings 71,050 m3 224,558 m3 0.19 kg-CO2/m3 13,500 2 42

General waste disposal*9 Head Office related buildings 108,168 kg 341,871 kg 23.5 kg-CO2/t 2,542 0 7

Total 2,157 54,618

*4) Actual usage at MSIGIn calculating actual usage volume at MSIG, usage volume per staff member was first calculated based on actual usage volume at MSIG for electricity and gasoline and actual usage volume at Head Office related buildings for other items, which was then multiplied by the total number of Group employees.

*5) CO2 emissions coefficientWe used the emissions coefficient specified by the fiscal 2005 Tokyo Global Warming Prevention Plan.

*6) CO2 emissions in actual usageCO2 emissions in actual usage were calculated based on actual usage volume at MSIG for electricity and gasoline and actual usage volume at Head Office related buildings for other items.

*7) Electricity usage volumeElectricity usage volume was calculated from actual usage volume at Head Office related buildings and electricity fees by using MSIG average electricity unit price of ¥19.4 per kWh at other buildings.

*8) Gasoline usage volumeGasoline usage volume was calculated based on monthly gasoline bills and the nationwide average retail price for each month. As to the company cars for which gasoline bills cannot be calculated, we used the average usage volume at Sales section.

*9) General wasteThe calculation does not include certain industrial waste.

Electricity 86,866,762 kWhGasoline 4,446,000Gas 1,832,967 m3

Heat supply 112,282,053 MJHeavy oil 27,933

Water 224,558 m3

Paper 8,614 t

MSI

G

Total CO2 emissions56,008 t

General wastedisposal volume

341,871 kg

Wastewater3 4 9,5 8 6 m3

Change in total CO2 emissions

2004 2005 2006 2007(FY)

50,000

(t-CO2)57,408

55,233

53,27354,453

MSIG’s CO2 emissions come mainly from use of electricity and

gasoline.

In fiscal 2008, we lowered levels of gasoline and gas use

by switching to high-fuel-efficiency vehicles and renovating

building facilities. In contrast, there was a big increase in the

use of electricity owing to factors such as the increase in the

2008

54,618

number of personnel for qualitative improvement and business

process reform to the same end, and the full-scale operation of

the Osaka Yodoyabashi Building and the Yaesu First Financial

Building. We nevertheless managed to hold the level of CO2

emissions to a par with that in fiscal 2007, considering the

purchase of Green Power at the Surugadai Building.

CO2 emissions reduction through

the use ofGreen Power

1,390 t

Building Location Use Floor space (m2) Number of staff

Shinkawa Building Chuo Ward, Tokyo Occupied mainly by the planning section 58,883 1,900

Surugadai Building Chiyoda Ward, Tokyo

Occupied mainly by the sales section 75,609 3,000

Chiba New Town Center Inzai City, Chiba Occupied by the office

system section 81,010 2,700

Hachioji Center Hachioji City, Tokyo

Occupied by the office system section 19,707 615

8,215

The total amount of CO2 emissions was calculated by

multiplying the level of emissions per employee by the total

number of Group employees*1.

We calculated the amount of CO2 emissions per employee

based on actual data for the subject scope*2, the level of

electricity and gasoline use based on the number of employees,

and other items based on the number of persons in buildings.

The calculation for the total CO2 emissions deriving from power

use took account of the extent of emission reduction due to use

of Green Power*3.

October 2008-March 2009

Ener

gy

Green Power used CO2 emissions reduced3,600,000 kWh 1,390 t

20

Initiatives State of implementation

Environmental problems cannot be resolved by the efforts of a

single business working alone. As a first step, we are providing

opportunities for giving a correct perception of the issues to

all of the various stakeholders, including our employees, their

Basic perspectives

families, agents, other firms, experts, and local communities.

We are also leading network-based activities with a view to

correcting the course of society, even if only slightly.

Protection of the Global EnvironmentTask

Issues/targets

Holding of an event honoring leaders working on environmental issues facing Asia —MSIG Holdings (Asia) Pte. Ltd.

In December 2008, MSIG Holdings (Asia) Pte. Ltd. held an event honoring leaders working

on environmental issues facing Asia. Staged in Hong Kong, the event showcased firms

and leaders in Asia taking positive-minded action to protect the global environment.

It attracted the attendance of about 200, including leaders of Hong Kong’s industrial,

governmental, and academic spheres as well as opinion leaders in the environmental

field. Two companies were singled out for special commendation: CLSA Equity Capital

Markets Limited, a Hong Kong firm engaged in securities and banking business; and JOHN

HARDY, an Indonesian firm which makes and sells jewelry. In conjunction with the event,

MSIG Holdings (Asia) published a “special issue featuring environment” in collaboration

with the Financial Times and distributed copies to Financial Times readers in Asia.

Mr. Chris J. BrooksCLSA Equity Capital Markets Limited

Mr. Damien Dernoncourt

JOHN HARDY

Approaches on this page:

Harmonization with society through awareness-enhancing activitiesEfforts to build a low-carbon society, preserve biodiversity, and take other action to protect the global environment are an urgent priority shared by the whole world. To address this enormous task, we endeavor to share agenda and take action with people in the local and international communities.

MSI Kirameki Life MSI MetLife Mitsui Direct

Education of employees, families, and agents

[MSIG] Start of “MSIG Eco smile” and MSIG summer holiday family environment classes (with participants numbering 8,453 and 68, respectively)

Development of appealing programs to increase the number of participants

Support for overseas approaches

[MSI] Holding of an event honoring leaders working on environmental issues facing Asia

Wider sharing of information inside and outside Japan

Preservation of biodiversity

[MSI] Environmental education in a project for tropical reforestation

Leadership, in capacity as the chair company, of approaches to preservation of biodiversity by Japanese firms through JBIB

21

Project for tropical reforestationSince 2005, MSI has been working for the rehabilitation and regeneration of the Paliyan Wildlife Sanctuary (Java, Indonesia). In collaboration with Indonesia’s Gadjah Mada University, it is pursuing ongoing studies of the status of revival from the perspective of bird and insect habitats as well as the life of residents. These studies have confirmed that the work is going smoothly. In February 2009, the company held four classes that gave about 100 local grade-schoolers an idea of how the blessings of forests enrich life. The project is to continue until March 2011.

Signature of the Leadership DeclarationAt the 9th Conference of the Parties to the Convention on Biological Diversity (COP9) held in Germany in May 2008, MSI signed the Leadership Declaration, under which corporate enterprises pledge to commit to seven actions. The commitment requires companies, for example, (1) to analyze corporate activities with regard to their impacts on biological diversity and (2) to include the protection of biological diversity within their environmental management system, and develop biodiversity indicators.

We have been conducting a campaign of environmental

education for all MSIG employees under the banner “MSIG Eco

smile”. In it, employees check and score their own activities

with reference to a list of 12 items including “eco life” practices

and volunteer work. The scores of all participating employees

are added up and converted to a monetary amount that we

donate to groups working for environmental protection in the

following fiscal year. In fiscal 2008, the campaign garnered the

participation of 8,453 employees, and we expect to make a

donation of about 1.6 million yen.

To bring environmental problems in their midst to the attention

of our employees and their families, we hold MSIG summer holiday

family environment classes at locations across the country.

MSI is conducting a nationwide campaign for protection of

waterside nature entitled “The Story of Water and Wildlife”.

Education of employees, families, and agents Approaches to preservation of biodiversity

MSI awakened to the importance of preserving biodiversity

when it began making studies to discharge its responsibilities

as a company consuming paper in large quantities. As a first

step, it launched a project for tropical reforestation. Through

this project, it recognized the necessity of raising awareness

of the need for biodiversity preservation, and also set about

constructing a corporate network for promotion of educational

activities in this area.

Basic perspectives and policy

Approaches in fiscal 2008

Status in September 2008(three years after planting)

2008/11/26 生物多様性の関係性マップ

A 原材料の調達

石炭

ウラン鉱石

B 建設

Ｃ 使用

原油（原料）

鉄鉱石

銅鉱石

クロム鉱石

石灰石

木材水

CO2

NOx

dust

・生息地の喪失・汚染・気候変動

水域へ物質排出

土壌への物質排出

不特定固形廃棄物

・生息地の喪失・汚染・気候変動・外来種の移入

・生息地の喪失/改変

土砂砕石

ボーキサイト

原油（原料）

SOx

石灰

土地利用

BODCOD

ＳＳ

大気への物質排出

土地の改変植栽

騒音震動

企業と生物多様性の関係性マップ・イメージ★建設の例（ダム）

ダム

エネルギー資源

伐採堰止め

土地改変／堰止め

大気への物質排出

CO2NOxdust

SOx

鉱物資源

汚泥

観光

本イメージは未検証の部分を含んでいます

April 2008 saw the establishment of the Japan Business Initiative for

Conservation and Sustainable Use of Biodiversity (JBIB), which serves as a

network for joint research by firms that are keenly concerned about preserving

and making sustainable use of biodiversity. The JBIB’s mission lies in

discussion of key issues as well as requisite tools and perspectives in corporate

approaches to biodiversity preservation, and indication of specific advisable

measures in order to raise the level of corporate action. Its actual activities

may be exemplified by the interrelationship diagram prepared to facilitate

understanding of the connection between corporate activities and biodiversity.

In fiscal 2009, MSI plans to add a new program of research on in-house

management methods and communication tools.

Approaches through JBIB

Interrelationship diagram presented at “The Story of Biology Told by Corporations—Part 2”

MSIG exhibited at a four-day “5th Eco-Products International

Fair” held in the capital of the Philippines, Manila, which started

on March 19, 2009. The fair aimed at providing opportunities

for the government, companies and the public to exchange

information on protecting the global environment, such as eco-

friendly products and activities promoted by companies in Asia,

including Japan.

We exhibited panels to present our efforts in promoting eco

safe driving, solar loans and various other activities. The event

was a huge success, with thousands of visitors going around

the booths, including Philippine President Arroyo.

Educational activities toward the international community

22

By participating in various activities in local communities,

employees can build bonds of trust with them and also learn

what the communities expect of MSIG. We have instated

various provisions enabling each and every employee to take

part in activities of social contribution as he or she pleases, and

made arrangements for provision of information on activities

open to them.

Basic perspectives

Contribution to Local and International CommunitiesTask

State of implementationInitiatives Issues/targets

Taking the environment, safety/security, and children’s welfare

as its priority themes, MSI developed activities of environmental

and social contribution under the banner “One Activity a Year at

Each Office”. Departments and branches make their own plans

for activities, which include clean-up campaigns on seashores,

improvement of parks, holding of AED seminars, and support for

children’s homes. In fiscal 2008, such activities were undertaken

by 165 (88 %) of the domestic departments and branches and

Major activities in fiscal 2008

14 of the foreign ones.

At Kirameki Life, each workplace selected an activity theme

ranging from local clean-up campaigns and volunteer work at

old age homes to charity fund drives.

In fiscal 2008, the MSIG Smile Heart Club, an employee

group for social contribution, collected funds for disaster relief

and held gatherings for exhibition and sale of charity goods and

fair trade merchandise.

MSIG also started the “TABLE FOR TWO” program at all

of its employee cafeterias (two in Tokyo and one each in Chiba

and Osaka, for a total of four). Under this program, for each

meal on a special “healthy menu” bought by employees at

the cafeterias, 10 yen is donated, to which MSI adds another

10 yen. The proceeds are donated to school lunch programs

in Africa. In fiscal 2008, the donations totaled 634,000 yen,

enough for 31,700 meals.

The details on the activities at each location are presented on the MSIG website.http://www.msig.com/en/csr/social/member/index.html

Stimulation of activities of social contribution at each site

[MSI] Adoption of the environment, safety/security, and children’s welfare as the priority themes, and implementation at 165 departments/branches in Japan and 14 locations in other countries

[Kirameki Life] Implementation on themes selected at each workplace

Promotion of information-sharing on activities among locations inside and outside Japan

Support for employee activities through the Smile Heart Club

[MSIG] Assistance for children in areas affected by strife and disasters through charity Christmas cards, etc.; membership of 4,333

Widening of activities to MSI MetLife and Mitsui Direct

New approaches[MSIG]

Start of the “TABLE FOR TWO” program; donation of 31,700 meals worth 634,000 yen in fiscal 2008

Approaches on this page:

Support of activities of social contribution by our employeesEach of our employees is expected to play a vital role in serving local community as a good citizen. We believe that this will not only help them develop themselves, but also help us understand what kind of problems our society has and what we are expected to do for such society, in which our business activities are well involved.

MSI Kirameki Life MSI MetLife Mitsui Direct

2323

Editorial policies This booklet consists of reports on CSR activities at MSIG in fiscal 2008, on each of several themes. Our perspectives on each theme are presented in the section “Major Tasks” on page 4, while the initiatives, state of implementation, and issues/targets for each theme are presented on the first page of each sub-section.

The names of the Group and group companies are indicated in this booklet as follows:

•MitsuiSumitomoInsuranceGroup MSIG •MitsuiSumitomoInsuranceGroupHoldings,Inc. MSIG Holdings •MitsuiSumitomoInsuranceCompany,Limited. (includingoverseasanddomesticsubsidiaries) MSI •MitsuiSumitomoKiramekiLifeInsuranceCompany,Limited. Kirameki Life •MitsuiSumitomoMetLifeInsuranceCo.,Ltd. MSI MetLife •MitsuiDirectGeneralInsuranceCo.,Ltd. Mitsui Direct

The principals of specific activities are indicated by the icons on the first page of each sub-section, as follows:

Any relevant information not included in this booklet can be found on our website and in various other reports.

MSIGwebsite The MSIG website presents information on our approaches to

protection of the global environment, support for sports*, and various examples of social contribution. Please visit our website.

* Japanese only

MSIG Holdings website, CSR section http://www.msig.com/en/csr/index.html

Variousotherreports Corporate brochure*, disclosure reports*, and annual reports (also available for viewing on our website)

* Japanese only

Beginning with data for fiscal 2008, we discontinued CSR accounting, by which we had presented the cost and effect of CSR activities in monetary terms for prior years, starting in fiscal 2003. CSR accounting at MSIG calculated the cost and effect of specified activities, but CSR pervades our entire business. Realizing that it would be difficult to paint a complete portrait of our CSR-oriented management with CSR accounting, we consequently decided to switch to a more appropriate indicator. We are going to make studies with a view to adopting key performance indicators (KPIs) based on requirements in society.

Report scopePeriod Fiscal 2008 (April 1, 2008 to March 31, 2009) * The report also presents some information on activities after April 2009.

Scope of the entity Mitsui Sumitomo Insurance Group MitsuiSumitomoInsuranceGroupHoldings,Inc. MitsuiSumitomoInsuranceCompany,Limited. MitsuiSumitomoKiramekiLifeInsuranceCompany,Limited. MitsuiSumitomoMetLifeInsuranceCo.,Ltd. MitsuiDirectGeneralInsuranceCo.,Ltd.

Publication October 2009Previous publication November 2008Next publication October 2010 (planned)

MSI KiramekiLife MSIMetLife MitsuiDirect

Contents

Contents/Editorial policies 1

MessagefromthePresident 2

CSR at MSIG 3

Profile of MSIG 5

Task QualitativeImprovementofProductsandServices

Three pillars supporting qualitative improvement 6

Qualitative improvement reflecting the views of stakeholders 7

Qualitative improvement of employees and agents 9

Task StaffHatz-ratz

Staff Hatz-ratz 12

DialoguewiththeChairman 15

Helping to resolve issues as a member of society

Task ProtectionoftheGlobalEnvironment

Contribution to protection of the global environment through insurance and

financial products and services 17

Reduction of environmental burden from business activities 19

Harmonization with society through awareness-enhancing activities 21

Task ContributiontoLocalandInternationalCommunities

Support of activities of social contribution by our employees 23

Third-party opinion/MSIG comment 24

CSR Section, Corporate Planning DepartmentMitsui Sumitomo Insurance Group Holdings, Inc.

27-2, Shinkawa 2-chome, Chuo-ku, Tokyo 104-8252, JapanTel: +81 3 3297 4632Fax: +81 3 3297 6888Mail: aaa703_csr@ms-ins.net

Inquiries

1. Toward CSR-oriented management MSIGhasbeensteadilypracticingCSR-orientedmanagement,

yearafteryear.Thecleardefinitionoftargets,thestateofimplementation,andthefutureissuesandtargetsmaketheprogressofapproachesintheGroupmorevisibleandopenupprospectsforfurtheradvancement.

AsIseeit,thebestfeaturesarethevariousschemesbuiltforbusinessprocessreformtoimprovecorporatequalitybasedonthecustomers’viewpoint,andsolidimplementationoftheseschemesgroundedinperformanceofthePDCAcycle.Ihopethattheseapproacheswillnotrecedebutinsteadgofurtherfollowingthebusinesscombinationinfiscal2010.

2. Reflection of stakeholder views Theapproachestoqualitativeimprovementreflecting

stakeholderviewsappeartobedisunitedasviewedfromtheperspectiveoftheentireGroup.IwouldliketoseetheapproachesunifiedatahighlevelwithintheGroupintheinterestofbothriskmanagementandsynergisticeffects.

Intheactualoperationandadjustmentoftheschemesforqualitativeimprovementineachworkplace,IthinktheholdingofWorkplaceMeetingsiseffective,asyoualreadyregarditasafutureissue.ButIalsothinkquality-firstvaluescouldtakedeeperrootbywideningthemtoembracemattersotherthancomplaintresponseinthefieldsofproducts,services,andevenmanagement.

Third-party opinion

MSIG commentWewillreflectMs.Furuya’sadviceinfutureCSR-orientedmanagement.

Inconnectionwiththetaskofstrengtheningcoordinationamong

theGroupmembersinapproachestoqualitativeimprovement,we

intendtopursuestudiesaimedatidentifyingkeyperformanceindicators

toserveasbenchmarksforGroupactivities.

Inourendeavorsforbusinessprocessimprovementthrough

WorkplaceMeetingsandrecommendations,the“customers’viewpoint”

campaigncurrentlyunderwayatMSI,forexample,isbynomeans

confinedtothehandlingofcomplaints;theviewsofstakeholders

inawiderangeofareasaresharedandconsideredinmanagement

decisions.Wewillbroadensuchapproachesinthefuture.

Wecontinuetoperceivethequalitativeimprovementofagentsas

Ms.FuruyawascertifiedasanadvisoryspecialistforconsumeraffairsbytheMinisterofInternationalTradeandIndustry(thecurrentMinisterofEconomy,TradeandIndustry)in1988andasaseniorriskconsultantbytheRiskManagersandConsultantsAssociationofJapanin1998.Shehasbeeninhercurrentpositionsince2004.ShehasconcurrentlyservedasthechairpersonoftheConsumer-orientedManagementSystem(COMS)SpecialCommitteesince2003andthechairpersonoftheSpecialCommitteeforPersonalInformationProtectionsince2006.Since2004,shehasbeenamemberoftheJapaneseISOcommitteeonsocialresponsibility(SR).Shehasanextensivebackgroundinconsulting,lectures,andpublicationsintheareasofCSR,CSmanagement,andcompliance-orientedmanagement.

BoardMember,ChairpersonoftheConsumer-orientedManagementSystemSpecialCommitteeNipponAssociationofConsumerSpecialists

Ms.YukikoFuruya

3. Qualitative improvement of agents and employees TheintroductionofMSCollegeholdsprospectsforcentralized

managementofqualitativeimprovementofagents,buttheprogramseemstobevoluntary,andIwonderifthereissufficientsupportforagentswhodecidenottoparticipateinit.Similarly,althoughagentsareofferedtrainingreflectingcustomerviews,theremustbesomeapprehensionsaboutassuringqualitativeimprovementamongthemifparticipationinthetrainingisalsovoluntary.

Amongtheeffortsforqualitativeimprovementofemployees,IwouldgivehighmarkstothepreparationoftheTozen(Desirable)QualityGuidebookandCSImprovementGuidebook,andemployeeentryinrelatedcontestsinsideandoutsidethecompany.Theseactivitiesarelinkedtoanimprovementofcorporatequalityfromthecustomers’viewpoint.

4. Approaches to social issues Toprotecttheglobalenvironment,MSIGistakingenergetic

actiononagendasuchashelpingtobuildthelow-carbonsociety,preservingbiodiversity,andsupportingemployeeactivitiesofsocialcontribution.

Ialsohaveaveryhighopinionofitsapproachtoeducateconsumersaboutenvironmentalproblems,anditsstanceofattemptingtoresolveissuesfacedbyconsumersandcommunitiestogetherwiththem.Itmightbenoted,however,thattheissuesconfrontingconsumersarequitevaried,includingproblemsofproductsafetyandsecurity.IhopeMSIGwilldiscoverandtacklemoreconsumerissuesthroughitsmainbusinessforfurthercontributiontothecreationofasustainablesociety.

akeytask.InordertohavemanyagentsmakeuseofMSCollegeand

otherschemes,whichwillleadtofurtherheightenedservicequality,we

willdoallwecan.

Itisimperativeforustosensitivelyabsorbtheexpectationsand

needsinsocietyandreflecttheminqualitativeimprovementofGroup

servicesandtheworkofeachemployee.Weareconvincedthatthis

processwillbecomeincreasinglyvitalasthefoundationofMSIG

growth,andaregoingtoredoubleoureffortsonthisfront.

ShigeyukiGotoAssociateDirector,GeneralManagerofCorporatePlanningDepartment

MitsuiSumitomoInsuranceGroupHoldings,Inc.

1 24

09169　　4,000　　2009.10　　（新）　62

三井住友海上グループホールディングスはチーム・マイナス6％に参加しています。

Mitsui Sumitomo Insurance Group Holdings participatesin the ‘Team Minus 6%’ project, a national campaign

led by the Japanese government to prevent global warming.

CSR Report 2009Progress toward enhancement of corporate quality