Have you made any changes in your business following the corporate scandals that emerged in 2002?

We have always emphasized effective corporate governance and extensive disclosure, so adapting to a new regulatory environment has not been difficult for us. For example, our compensation and audit committees have always included only independent directors. But early on, we also adopted many changes that the New York Stock Exchange recommended. For instance, this past August we created a board corporate governance committee, and we also appointed a lead director. And even though investors think highly of our disclosure, we are continually working to make it even better. We established disclosure committees to formalize our process of promptly bringing issues that are relevant to investors to executive management's attention. Our objective is to make sure we run our organization in a way that is very transparent to our owners and potential owners. I have always encouraged a corporate culture of open communications. I want people to tell me if they find problems in our system because I'm in it for the long run. I'm a second-generation leader of AFLAC. I'm not a hired gun. My interest is first to protect the company, and second, to grow it.

What do you see as the primary driver for enhancing shareholder value?

I believe the primary driver for enhancing shareholder value at AFLAC is to grow operating earnings per diluted share at a strong and consistent rate, while minimizing risk. We established that formula many years ago, and our track record of growing earnings and seeing the value of our shares improve over the long run speaks for itself. At the same time, we have produced among the best returns on equity in our industry. But we must always remember that enhancing shareholder value through earnings growth is a direct result of providing consumers with the affordable products they need.

The AFLAC duck has become a very visible symbol of the AFLAC brand. How important is branding to an insurance company like AFLAC?

The branding of our company has become so important that I now consider protecting our brand to be one of my most important jobs. With high name recognition comes an enormous responsibility. In the past, if we made a mistake, people probably wouldn't remember it because they didn't know our name. If we make a mistake today, our brand recognition of about 87% means that people won't forget it. In other words, a strong brand magnifies the bad as well as the good aspects of a company. This puts a lot of pressure on us, but I'm confident we can meet the challenge.

How do you view AFLAC's role in the communities in which it operates?

I strongly believe we have a responsibility to give back to the community. Over the years, we have made significant financial contributions in the health care area in both of our markets. Our sales associates and employees have also contributed money and countless hours to our philanthropic efforts. Obviously, it's impossible to operate in a vacuum. Our businesses in the United States and Japan are closely tied to their surrounding communities. So, from a practical standpoint, it makes sense to give back to the community. But it's also the right thing to do. The AFLAC duck is now becoming a symbol of our corporate philanthropy through our work at the AFLAC Cancer Center and Blood Disorders Service at Children's Healthcare of Atlanta. Other well-known companies, like Federated Department Stores, have helped us by selling toy AFLAC ducks to raise money for the cancer center. Actually, I think the AFLAC duck symbolizes the kind of company that AFLAC is – we're a fun company that can laugh, even if it's at ourselves, and we're a caring company. And I think that's a great combination.