The demonstration of creativity by each employee is considered very important to improve the quality provided to stakeholders,and the Group carries out a wide range of initiatives to build up comfortable workplaces where diversity is respected.
Promoting the Creativity of Each and Every Employee
- Iwao Kimura
-
General Manager,
Personnel Planning Dept.,
Tokio Marine Holdings
The Tokio Marine Group considers its employees to be the most valuable assets as the Group works toward achieving sustainable growth as a corporate group selected by customers for its quality. With this point in view, the Group has been making every effort to become a corporate group genuinely trusted and supported by customers, by creating "a corporate culture that encourages self-cultivation and development of human resources." This is being accomplished by thorough training centered on on-the-job training and ongoing support for self-development. All Group member companies continue to nurture and support employees by creating skill development programs and personnel systems appropriate for the characteristics of their respective offices.
Tokio Marine & Nichido has undertaken measures to develop its human resources by cultivating a culture in which every employee "continuously takes up the challenge of innovation from a customer perspective" and "identifies and solves
problems through flexible thinking and a broad vision as an insurance professional.“ More specifically, interviews between supervisors and their staff are held four times a year to develop each employee’s competency (in behavior and thinking). At the interviews, employees share their career visions and personal strengths and weaknesses with supervisors. This is undertaken in combination with on-the-job training, off-the-job training and self-development efforts.
In addition to a wide range of correspondence-based training activities, including Rank-Specific Training, Optional Training, Specialization Training and e-Learning services, Tokio Marine & Nichido offers an External Qualification Support System by providing financial assistance to employees who wish to earn such qualifications. The Company also actively sends employees to train at business schools, law schools, and other institutions both in Japan and around the world, to develop personnel who possess a broad range perspective, international sensibilities and high degrees of specialized knowledge. Tokio Marine & Nichido also works to enhance the career development of employees of Group member companies overseas through efforts including group training in their own countries and in Japan.
- Providing High Quality Claims Services
-
Masakazu Hamazume
Manager,
Tokyo Communication Center,Tokio Marine & Nichido ANSHIN 110 Co., Ltd.
(Assistant Manager, Tokai Claims Service Dept.Tokio Marine & Nichido at that time)
I have acquired the qualification of a certified social insurance and labor assistant because positions that involve making insurance payments to customers and other parties injured in motor vehicle accidents require specialized knowledge of social insurance and industrial injury insurance. Now I am able to give more detailed and to-the-point advice to customers and agents.
Job Request System
Tokio Marine & Nichido has implemented the “Job Request System” as a key system for maintaining and expanding the energies of its employees. Through this system, it works to enable employees to transfer into positions they desire, to the degree possible. This system includes internal recruiting, in which employees apply for positions indicated in advance, and area selection*, intended to increase opportunities for female employees to be active in the company. Each of these leads to increased motivation and improved work skills by enabling employees to take the initiative in choosing their own positions. Nisshin Fire and Tokio Marine & Nichido Financial Life have developed similar internal recruiting systems as well.
* This consists of "U-turn" transfers (in which regional employees not subject to relocation can be relocated temporarily to take on the challenge of employing their own aptitudes in jobs not available in their own localities, on condition that they should return to their original localities after the temporary relocation) and "I-turn“ transfers (in which regional employees not subject to relocation can continue working after changing localities due to reasons such as marriage or a spouse's relocation).
| Fiscal year | Applicants | Approval |
|---|---|---|
| FY2008 | 212 | 79 |
| FY2009 | 243 | 113 |
Note: Each number of applicants and approvals contains both data of “U-turn” and “I-turn” transfers.

































