Developing and Utilizing Diverse Human Resources

The Tokio Marine Group’s philosophy on human resources has been positioned as “Tokio Marine Group – Our People.” Based on this philosophy, we are working on the strategic development of diverse human resources, both in Japan and overseas, toward the realization of a global insurance group. The Group’s overall human resources development and utilization are managed by the Group Chief Human Resources Officer (CHRO), while the Board of Directors and Management Meeting of each Group company monitor the individual implementation status.

Tokio Marine Group - Our People

Our people are the most important asset of our Group and a key driver of our Good Company vision.

We aim to attract and retain the talent necessary in every aspect of our business to ensure we deliver safety and security to our customers and their communities

Our people bring passion and a challenging spirit to their endeavors and we provide them opportunities for career development and ongoing personal growth.

Our people embody diversity and we value inclusion as a truly global company. We work hard to create a business environment where we can achieve our full potential as we continue our endless journey to be a Good Company.

Fair Personnel System and Management

Tokio Marine Group aims to enhance employee satisfaction and motivation through a fair personnel system and management. The Group also endeavors to realize a corporate culture in which all employees respect human rights through various initiatives such as human rights training.

Stably Securing Management Personnel Possessing Global Management Capability

Tokio Marine Group works to realize employees’ diverse work styles and enhance their job satisfaction mainly through a fair personnel system. Moreover, we respond to changes in the environment and ensure appropriate management of personnel and labor risks. Through these initiatives, we strive to increase productivity and corporate value.

The environment surrounding Tokio Marine Group, in particular, has been undergoing rapid changes, including technological advancements, globalization and demographic shifts. Consequently, it has become increasingly important to accurately capture these highly uncertain changes in the external environment and reflect them in corporate management. As a system to stably develop management personnel with high levels of expertise and management capability to respond to such significant changes on a global scale and drive the Group’s management, Tokio Marine Holdings introduced a new personnel system in April 2019.

Raising Employee Satisfaction Levels

Tokio Marine Group has created a group-wide platform for the implementation of a Group employee attitude survey once each year. In fiscal 2020, the survey was given to 5,990 employees in 15 companies with individual companies such as Tokio Marine & Nichido and Tokio Marine & Nichido Life conducting a similar initiative independently.

In place of its previous employee attitude survey, in fiscal 2020 Tokio Marine & Nichido started using the Motivation Cloud service provided by Link and Motivation Inc. The service is designed to accurately capture employees’ job satisfaction and motivation, in other words the status of employee engagement, and support the timely implementation of effective measures. It also has a feature to identify the status through a comparison with other companies. In the Best Motivation Company Award 2021 hosted by Link and Motivation, Tokio Marine & Nichido was ranked second in the Large Companies category.

Although employee satisfaction levels are high on the whole throughout the Group, we are aiming to further boost employee satisfaction by reflecting opinions of employees regularly gathered by each company in overall management and personnel measures and by providing feedback related to organizational management.

Sound Labor-Management Relations

In Tokio Marine Group, Tokio Marine & Nichido and other Group companies conduct good-faith negotiations and discussions with labor unions on a wide range of topics, from payroll, personnel systems and occupational health and safety to management policies, to achieve sound corporate growth and maintain and improve various working conditions of union members.

Development of Human Resources

The power of our people is the driving force for protecting customers and local communities in times of need as a “Good Company.” The Tokio Marine Group Spirit has been built up by overcoming numerous adversities and constantly taking on challenges since our earliest days that focus on the five areas of taking on challenges, openness and dynamism, customer orientation, social contribution (contribute to society and people) and a global perspective. This spirit has been passed down over the generations and even now is the starting point for individual ideas and the source of human resources with a high sense of purpose who boldly take on challenges. In addition, based on the Tokio Marine Group Spirit, we have fostered over many years a nurturing culture in which both the person doing the guiding and the person being guided grow and develop. We are working to spread and pass down this nurturing culture to the entire Group with the aim of having our Group companies around the world work together on the development of human resources.

Aiming to be a Company Where All Employees Continue to Grow

For Tokio Marine Group, people and the trust built up by those people are the source of all our competitiveness, and thus human resources development is an extremely important theme. Each Tokio Marine Group company is building skill development programs and personnel systems appropriate for the characteristics of their respective businesses based on the Tokio Marine Group Spirit.

As an example, Tokio Marine & Nichido aims to be a company where all employees continue to grow and has accordingly been making efforts to develop human resources. The goal is to become a company which provides customers with a sense of security, is selected by customers and constantly grows, as stated in its mid-term business plan.

Specifically, Tokio Marine & Nichido meticulously aligns the career visions of individual employees, what they want to become and their strengths and weaknesses. This is done based on the human resources development cycle that uses regular interviews throughout the year between supervisors and their subordinates as milestones. While assigning challenging roles that lead to the growth of respective subordinate, the company provides continuous support for their growth and follows up on their progress.

Tokio Marine & Nichido also creates and provides an extensive range of programs related to human resources development, including broad training opportunities that respond to employees’ diverse needs and career visions as well as e-learning and other learning tools. From the viewpoint of offering diverse growth opportunities, the company mainly sends young employees to short-term overseas training programs and to business schools in Japan and abroad, universities in non-English-speaking countries and other institutions on an ongoing basis.

  • *1 Human Resources Development Cycle (Tokio Marine & Nichido): Aiming for a Positive Cycle of Human Resources Development
Framework for Year-Round Human Resources Development : OJT Off-JT・Self-development / March-April Human resources development meeting / April-May Share organizational vision First interview of fiscal year/ June Self-assessments / August-December Human resources development meeting / October Evaluation of competencies / October-November Interim interviews / As required Revision of goals subsequent to interim interviews / December-January Feedback on results of multifaceted observations / February- April Promotion Appointment of leader class / February- April Review interviews / March-April Evaluation of competencies and results / June Competencies and results Feedback
  • *2 Domestic and Overseas Trainee System (MBA/LLM Course)

This is a trainee system that solicits participants from among employees and provides those willing to take up the challenge of the opportunity to do so. The system sends employees to a Master of Business (MBA) or Master of Laws (LLM) program offered by Japanese or overseas graduate schools, enabling them to gain specialized knowledge in the management, financial affairs and legal fields and form a network with people outside the company, which will be useful for business in the future.

Example Case of Human Resources Development Program: “Cafeteria for Learning”

Recently, along with changes in the working environment and working styles, knowledge and skills that employees should gain have become more diversified. Given such circumstances, Tokio Marine & Nichido has adjusted its approach toward human resources development. With the aim of realizing further personal growth of employees under their individual initiative, the company revamped its human resources development system, which had mainly consisted of uniform training programs based on years of service or position. The new system allows employees themselves to choose what they need to learn from among various themes.

More specifically, in April 2021 Tokio Marine & Nichido introduced “Cafeteria for Learning,” a new training system for all its employees, comprising about 40 programs. Through the system, the company has enhanced a lineup of voluntary participation programs for employees to choose from based on their career visions and strengths. In this way, the system is designed as a scheme to encourage their personal, self-motivated growth.

In response to the promotion of working from home and telecommuting practices, the system offers more online programs to eliminate location and time constraints and ensure greater ease of learning for employees. In keeping with changes in the business environment, the company has organized the system mainly with programs on digital transformation (DX), diversity & inclusion (D&I), management and other elements that will be of particular importance for employees in coming years, and seeks the growth of employees together with the company. With the system serving as a venue for diverse employees across Japan to connect to and learn from each other, Tokio Marine & Nichido also intends to further foster an open and free-spirited culture where they mutually support the pursuit of a challenge and growth.

Specific Examples of the “Cafeteria for Learning” Programs

Name Target Overview
The New Ship All employees A seminar-style program by an external expert serving as a lecturer for the development of DX personnel. Designed to operate in conjunction with a separate platform implemented internally, which uses an app to promote learning and communication, it nurtures human resources who can drive DX within Tokio Marine & Nichido.
Co-Creation Program All employees A program to work jointly with external members to solve issues facing NPOs. It cultivates employees' leadership through contribution to local communities and society while also encouraging them to practice our Corporate Philosophy in an environment that differs from their day-to-day operations.
Tokio Marine 2100 Young employees of overseas Group companies across the world A program in which young employees working for Group companies across the world get connected online, beyond national borders, to talk about the Group's vision and other topics. It aims to further advance D&I throughout the Group on a global scale.
Overall Picture of “Cafeteria for Learning” Cafeteria for Learning, Design own learning, learn together and take up a challenge first “Basic: Competencies each wants to demonstrate” | Packages of programs aimed to increase the repeatability of employees' thinking and behavior at a higher level |  Supports on-the-job training (OJT) while utilizing all types of learning tools, including micro learning | Divided into groups according to the degree of impact on the organization of related processes, allowing employees to select a desired program based on an interview with a supervisor regardless of their positions | “Independence × cooperation” package | “Drive organization” package | “Manage organization” package | “Expert: Fields for which each wants to gain deeper knowledge and skills” | Programs on six strategic themes essential in achieving employees' and the company's growth | Allows employees to explore their own strengths and expertise and participate in a program they want to learn in more detail | Lineup and content to be updated as necessary according to changes of the times and in the surrounding environment
 | Basic business skills (ability to think, language proficiency, etc.) | Cross-border interaction and creativity (DX, D&l, etc.) | Independence in terms of career (career plan, etc.) | Management (empowerment, etc.) | Human resources development (coaching skills, etc.) | Organizational development (team dialogue, etc.) |

Project Request System

Tokio Marine & Nichido has introduced the Project Request System that allows willing employees across the country to take part in a project of the corporate departments at the head office as part of their job, while continuing to work for their own department. There are about 40 such projects in the first half of fiscal 2021. By introducing and expanding the use of this system, the company aims to achieve human resources development and other objectives shown below.

  • Realize the challenging aspirations of employees on their own initiatives
  • Accelerate the speed of growth of employees and provide broader options for their future career visions
  • Help employees to form a network of people and improve their expertise and skills through the promotion of a project
  • Spur innovation and improve the quality of output by encouraging employees with diverse capabilities to take part in a project

Job Request System

Tokio Marine & Nichido provides employees with opportunities to choose their jobs to realize their own career vision. The company has introduced the Job Request System to support employees in building their careers and to help strengthen the independence of employees based on choice and self-responsibility. It is a key personnel system for maintaining and expanding the energy of employees by allowing them to apply for jobs they want to try. In particular, locally based employees in jobs not subject to relocation can take on the challenge of a new job in a different location, or continue working after changing localities due to reasons such as marriage or a spouse’s relocation, by applying through the Job Request System (U-turn and I-turn transfers*).

Additionally, when soliciting applicants for fiscal 2021 (for a transfer in April 2022) under the system, the company added the Remote Job Request option for employees who had not been able to apply to the Job Request System because relocation was not possible for family reasons. The option provides those employees an opportunity to take on the challenge of a new job by fully utilizing the system of remote working without relocation.

In addition to the Job Request System, the company offers employees the opportunity to declare their wishes regarding job transfers and future career visions from the perspective of putting the right people in the right jobs based on their career visions and transfer wishes.

*U-turn and I-turn

U-turn transfers An application type transfer in which employees in jobs not subject to relocation can take on the challenge of new jobs outside the traditional framework with a temporary relocation on the condition that they must return to their original localities.
I-turn transfers An application type transfer in which employees in jobs not subject to relocation can continue working after changing localities due to reasons such as marriage or a parent’s or spouse’s relocation.
  • *Not all employee relocation requests are approved.

Global Human Resources

Promotion of Global Human Resources Strategy

Amid the increasing importance of overseas business, Tokio Marine Group considers it essential to build a human resources base that supports development into a global insurance group through the hiring and developing of diverse human resources at Group companies around the world. To achieve this goal, we formulated a global human resources strategy and have been promoting various measures on an ongoing basis since 2012.

Pillars of Tokio Marine Group Global Human Resources Strategy

  • 1.Develop Global Leaders
  • 2.Develop highly professional human resources for each function in line with expertise
  • 3.Expand the base of the global talent pool
  • 4.Establish systems and infrastructure to spread the Company’s Corporate Philosophy

For “Develop Global Leaders,” we are implementing a number of measures aimed at development that include training for Global Leader candidates selected from Group companies worldwide. In addition, Tokio Marine Group started the Global Job Rotation Program in fiscal 2011 from the perspective of actively utilizing motivated and capable overseas local talent. These and other initiatives are being undertaken to develop and utilize highly professional human resources for each function in line with expertise.

The Group also provides a variety of development opportunities with the aim of broadening the horizons of this group of global human resources. This includes short-term overseas training programs for Global Course third-year employees of Tokio Marine & Nichido, which started in fiscal 2012, and the dispatch of overseas trainees.

A specialized department to take charge of global human resources was established at Tokio Marine Holdings to steadily promote these measures. At the same time, the company regularly holds the Global Human Resources Conference by gathering the human resources department managers of major Group companies to discuss measures to strengthen cooperation among human resources departments, human resources development common to the Group, personnel strategies and other matters. Going forward, the company will continue to promote the global human resources strategy while actively incorporating the opinions and requests of Group companies around the world.

Securing Human Resources Who Will Lead the Future

Tokio Marine & Nichido provides internship for participants to experience its various businesses in the actual workplace.
The company creates an internship program for each workplace accepting students. Each program offers a menu of activities, such as participating in a meeting with outside parties, an online office tour, roundtable discussions with diverse employees of different backgrounds, web conferences with employees working overseas and case studies through group work. In fiscal 2020, the company offered, mainly online, a three-day premium internship in seven cities across Japan and a two-day internship at branch offices nationwide, and accepted a total of some 1,300 students. Tokio Marine & Nichido’s internship programs are highly appraised by students, job placement media and other parties as “internship that encourages the growth of participants,” as it requires high levels of input and output.
Tokio Marine & Nichido will continue to provide opportunities for participants to resolve issues and explore new solutions through workplace experiences and exchange with employees, and contribute to the development of future generations.

Utilizing Diverse Human Resources

Tokio Marine Group believes that for us to further improve the quality of our products and services worldwide, we must develop all of our motivated and talented employees to the maximum of their potential regardless of gender, age, nationality, disability or any other attributes. Specific initiatives pertaining to the group-wide promotion of diversity and inclusion (D&I) include eliminating the gender gap, creating a workplace in which older employees and persons with disabilities can take active roles as well as promoting employment regardless of nationality or race and facilitating mid-career recruitment and training of employees with diverse experience.

Diversity Policy

Tokio Marine Group believes the power of its people is the driving force for realizing its vision of becoming a “Good Company.” For the insurance business, which is said to be a “people’s business,” the people involved and the trust created by those people are the source of our competitive advantage. We will promote diversity on a global basis to maximize the potential and facilitate the active participation of some 40,000 employees worldwide regardless of gender, age, nationality or disability, and strengthen our competitive advantage.

D&I Promotion Structure

Tokio Marine Group established the position of the Group Chief Diversity and Inclusion Officer (CDIO) and Diversity Council in April 2021 to accelerate D&I-related initiatives and create an environment that enables all Group employees to leverage their diverse backgrounds and fully exercise their capabilities. The Diversity Council is an advisory body chaired by the Group CEO and placed under his direct control. Under the leadership of the CDIO, the council will contribute to the sustainable growth of the Group by discussing important D&I themes with members representing Group companies in and outside Japan and promoting D&I while forming a consensus across the Group.

Fostering a D&I Culture

Changing the awareness and behavior of each employee is essential in fostering a culture of D&I, and the entire Group has been undertaking various initiatives in this regard. Since 2017, for example, we have been holding the Tokio Marine Group Diversity and Inclusion Forum for general managers, which deals with such topics as diversity management.
Simultaneously, we have been providing training on unconscious bias and extended the scope of the training to all employees holding management-level positions in fiscal 2020. We also have a plan to extend the scope to all employees in the future.

Since fiscal 2020, Tokio Marine & Nichido has been implementing a series of measures called “Boost Diversity” under the slogan “Let’s change ourselves and let’s change others.” As a part of such efforts, the company has been holding not only lectures on the theme of working together with diverse people to learn about the promotion of the employment of persons with disabilities and LGBT issues but also a workshop for women in management-level positions to explore their own, unique leadership roles and a lecture on impostor syndrome for female employees. These measures have become an opportunity for individual employees to think about their own awareness and behavior.
Tokio Marine Group will continue to promote initiatives for fostering a culture of D&I. 

Eliminating the Gender Gap

Tokio Marine Group regards the promotion of D&I is synonymous with its growth strategy. As such, the Group CEO has been stressing the importance of such efforts at various meetings and seminars in the form of a top management message. Among matters related to D&I, we place particular emphasis on elimination of the gender gap and have been tackling this as a universal issue for the entire Group. We have been making proactive efforts over time to create an appropriate environment and promote human resources development so that every female employee at each Group company can autonomously build their careers and thrive in an even wider range of fields.

State We Envision through Elimination of the Gender Gap

Tokio Marine & Nichido has been striving to eliminate the gender gap in seeking to achieve a state in which women commonly participate in every decision-making process. The company aims to realize this state by encouraging each female employee to continue to grow while feeling motivated to work and strives to improve the quality of its decision-making by inviting employees possessing diverse senses of value to take part in the process. The company’s efforts in this area are twofold. One is to have women participate in every decision-making process, and the other is to increase the engagement of each and every female employee.
As for women’s participation in every decision-making process, Tokio Marine & Nichido has set a quantitative target of increasing the ratio of women in management- and higher-level positions to 30% in fiscal 2030. Accordingly, the company has been stepping up its efforts to create an environment where they can take up a new challenge based on their willingness and capabilities. These include role assignment and year-long on-the-job training (OJT) based on individual career visions, job transfers across departments and various training.
For increasing the engagement of female employees, the company has been implementing related initiatives, including the nurturing of an appropriate culture, in order to allow each person to continue to move forward while upholding her vision of what she wants to become.

Eliminating the Gender Gap: Initiatives and Results

Aside from initiatives undertaken individually by Group companies, Tokio Marine Group as a whole is providing a variety of opportunities for female employees. In fiscal 2019, we launched Tokio Marine Group Women’s Career College (TWCC), an internal program for female employees of Tokio Marine Group companies in Japan. It provides the opportunity for willing and aspiring participants to think about and increase awareness of their own careers as they motivate each other and get an insight into diverse values and philosophies.

As a result of these initiatives, more than 500 women are currently holding management-level positions and playing active roles at Group companies in Japan. Tokio Marine Holdings has two female directors and one Audit & Supervisory Board Member, while Tokio Marine & Nichido has two female Audit & Supervisory Board Members and five executive officers. Both companies are integrating diverse views into their corporate management.

In recognition of such group-wide efforts to eliminate the gender gap and performance in terms of results, Tokio Marine Holdings was selected four times as a “Nadeshiko Brand” in fiscal 2013, fiscal 2015, fiscal 2017 and fiscal 2018. Further, the Group CEO announced his advocacy of a declaration of action stating that a group of male leaders dedicated to empowering women would accelerate the active participation of women who shine as well as the vision of the 30% Club Japan established in May 2019.

Tokio Marine & Nichido has earned the Diversity Management Selection 100, an award sponsored by the Ministry of Economy, Trade and Industry (METI). For this award, METI selects and commends “companies that have raised corporate value through diversity-oriented management.” Tokio Marine & Nichido has earned this award based on high regard for its efforts such as enabling numerous women to continually take active roles by helping protect motherhood, enhancing systems for supporting child rearing and transforming the overall roles of employees, and for promoting the employment of persons with disabilities while raising consciousness of the principle of normalization.

Tokio Marine & Nichido Career Service and Tokio Marine dR were granted “Eruboshi” certification by the Minister of Health, Labour and Welfare in April 2016 and January 2017, respectively, as outstanding companies in terms of conditions related to promoting the active participation of women. The certification has three stages depending on the number of assessment items fulfilled and both companies received the top certification.

Promoting Active Roles for Older Employees

Tokio Marine Group considers actively promoting the continued employment of older members to be an important management issue in maintaining the sustainable growth of the Group as a whole. In addition to encouraging continuous self-advancement and changes in consciousness and behavior on the part of employees themselves, the Group intends to provide fields of activity in which employees can utilize their past experience and strengths to generate new added value while maintaining high levels of motivation.

Promoting the Employment of Persons with Disabilities

Aiming to broadly accept persons with disabilities and to become a corporate group in which diverse personnel work enthusiastically, Tokio Marine Group is promoting the employment of persons with disabilities at Group companies and working to raise consciousness of normalization. Tokio Marine Business Support Co., Ltd., a special subsidiary based on the Disabled Persons Employment Promotion Law, is supporting Group development by providing services that include administrative support, printing and logistics.

Promoting the Employment of Persons with Disabilities through a Special Subsidiary

In January 2010, we established Tokio Marine Business Support with the aim of promoting the employment of persons with intellectual and developmental disabilities, and in March 2010, the company was the first in the non-life insurance industry to be approved as a special subsidiary under the Disabled Persons Employment Promotion Law (343 employees as of June 1, 2021).

A total of 206 employees with disabilities (as of June 1, 2021), mainly persons with intellectual and developmental disabilities who are considered to have fewer employment opportunities among persons with disabilities, are working at the Tokyo head office and at the Nagoya, Osaka and Kyushu branch offices. These employees are supporting Group companies by performing such operations as data input and processing, document enclosure and shipping and printing. In the collection and destruction of confidential documents, one of its operations, the company has introduced a wet-type shredder that dissolves paper with water rather than by cutting, and by doing so, is simultaneously assuring information security and protecting the environment.

Further, employees with disabilities started selling coffee as part of a welfare program to Tokio Marine & Nichido employees in 2017. Marking the second year of activity in 2018, the company has increased the number of cafés to broaden the field of activities for persons with intellectual and developmental disabilities. Based on its corporate philosophy to 1) be an organization that provides support instead of being a support recipient, 2) be a company in which employees can have their dreams and take pride in, and 3) expand opportunities for taking active roles, the company is focusing on creating an environment in which employees can work enthusiastically with a sense of satisfaction. It also intends to become a company in which everyone can grow through work while keeping a sense of gratitude and remaining considerate to others.

Promoting Normalization

Tokio Marine & Nichido Systems has actively been seeking to promote normalization for persons with disabilities by making areas barrier free, hiring physically challenged persons as IT engineers and having visually impaired persons provide in-house massage services.

From September 2009, the company has been running the internal café, Smile Café, and Smile Office Service, which provides general administrative services such as producing name cards, making printouts and digitalizing paper documents through members with disabilities. Smile Café is used by around 250 people every day and is a place where employees can relax. It also sells bread and sweets made at a nearby welfare facility. Smile Office Service is expanding the types of work it handles every year and has gained the trust of employees.

By having general employees and persons with disabilities work together, synergetic effects are being created in terms of cheering up each other and enhancing work satisfaction.

Reform of Working Styles

Tokio Marine Group has been striving to reform working styles with the aim of driving sustainable growth of the company and employees by having diverse human resources work with high productivity.

Initiatives in Pursuit of Highly Productive Working Styles

Tokio Marine Group is pushing ahead with various initiatives in pursuit of highly productive working styles in order to provide even higher added value to customers.

As examples, Tokio Marine & Nichido and Tokio Marine & Nichido Life initiated Go Go Challenge Day (employees finish work at 5:30 p.m. once per week) and Season Challenge (all lights off and employees finish work at 8:00 p.m. for one month four times a year) so as to establish the custom of each employee controlling his or her own work hours independently. In doing so, the company aims for all employees to carry out these working practices.

In addition, we allow the use of a dedicated app that enables the confirmation, sending and receiving of company email from the individual’s mobile handset when on the move or with a client. From an infrastructure perspective, we provide company mobile handsets, and from a system perspective, home and mobile working are given as options to all employees. We aim to ensure that diverse personnel can work at high productivity levels by establishing an environment in which people are free to choose work location and work times.

By encouraging each employee to effectively utilize the extra time created through these initiatives for personal growth (higher motivation to work, better health and enriched life) and linking their personal growth to higher added value we provide to customers, we aim to achieve sustainable growth of both the Group and employees.

Personnel Systems Enabling Diverse Employees to Work with Independence

To support the realization of diverse working styles for each employee, Tokio Marine Group companies have established a range of systems including the introduction of a system enabling employees to flexibly change daily working hours (working hours free choice system) as well as childcare and nursing care leave, volunteer work leave and special consecutive paid holidays. In particular, Tokio Marine & Nichido aims for 100% of employees to take special consecutive paid holidays, which allows them to take five consecutive days off for any reasons. In addition, the working hours free choice system is being utilized by at least 10% of all of our employees on a single month basis.

Through these systems, each employee has the ability to choose the best working style to fit the circumstances he or she has been placed in. This has enabled us to create an environment in which employees with diverse values and a variety of experiences, including childcare and nursing care, can continue to make a meaningful contribution. In addition, we give consideration to flexible working arrangements through I-turn transfers*, Tokio Marine & Nichido’s job request system.

  • *I-turn transfers: An application type transfer in which employees in jobs not subject to relocation can continue working after changing localities due to reasons such as marriage or a parent’s or spouse’s relocation.

Support for Balancing Work and Childcare

Tokio Marine Group supports the balance between work and childcare at each Group company. In recognition of proactive initiatives for employees’ childcare support, Tokio Marine & Nichido, Tokio Marine & Nichido Life, Tokio Marine Millea SAST, Tokio Marine dR, Tokio Marine & Nichido Systems and Tokio Marine & Nichido Medical Service, Tokio Marine & Nichido ANSHIN 110 and Tokio Marine Asset Management were granted the Next Generation Certification (Kurumin) subsequent to accomplishing the General Business Owner Action Plan based on the Next Generation Nurturing Support Measures Promotion Law by the Minister of Health, Labour and Welfare. Of these companies, Tokio Marine & Nichido and Tokio Marine & Nichido Systems have been accredited with the Platinum Kurumin for introducing and utilizing systems that support both work and childcare and maintaining these efforts at a high standard.

Tokio Marine & Nichido has established the “mama & papa career advancement support system” as a system backing the growth of employees wanting to work and advance their careers while raising children. Specifically, we have set up systems that go above and beyond what is mandated by law and support measures realizing a smooth return to work as well as a good balance between work and childcare. The number of people using these systems is increasing every year.

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Tokio Marine & Nichido

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Tokio Marine & Nichido
Tokio Marine & Nichido Systems

  • A special paid leave system up to 2 weeks before maternity leave in excess of legally required minimum
  • A childcare leave system up until the child turns one year and two months, as a general rule, that may be extended up to two years depending on circumstances
  • A shortened work hours system that can be used from pregnancy to the end of the fiscal year when the child is in the third year of elementary school
  • A paid parental leave for 5 days from the start of parental leave in excess of legally required minimum
  • A paid paternal leave up to 7 days before the spouse gives birth in excess of legally required minimum
  • Introducing a system allowing the viewing of company information from home during childcare leave
  • Implementing a telecommuting system for all employees
  • Holding seminars and opinion exchange meetings for system users and their superiors and partners

In recognition of these systems and the company’s other proactive initiatives for employees’ childcare support, Tokio Marine & Nichido has received the following awards thus far.

Date Sponsor Category Award
July 2015 Gunma Prefecture System of certifying dynamic “G Companies” in Gunma Prefecture in fiscal 2015 Gold certification
October 2015 Kobe City System of commending enterprises encouraging active engagement of both male and female employees in fiscal 2015 Selected by Kobe City as an enterprise encouraging active engagement of both male and female employees
April 2016 Osaka City System certifying leading companies in empowering females in Osaka City Selected as a 2-star Ikumen certified company
January 2017 Aichi Prefecture System certifying companies empowering females in Aichi Certified by Aichi Prefecture as a company empowering females
July 2017 Nagoya City System certifying companies promoting a good work/life balance in Nagoya Certified by Nagoya City as a company promoting a good work/life balance
February 2018 Gunma Prefecture System of certifying dynamic “G Companies” Gold certification in Gunma Prefecture Outstanding award for being an excellent workplace for fiscal 2017
April 2018 Iwate Prefecture System certifying companies empowering females in Iwate Certified by Iwate Prefecture as a company empowering females
February 2019 Toyohashi City System certifying and awarding companies supporting childcare in Toyohashi City Certified by Toyohashi City as a company supporting childcare
February 2020 Gifu Prefecture System certifying excellent companies promoting a good work/life balance in Gifu Certified as an excellent company
March 2020 Shiga Prefecture System certifying companies promoting a good work/life balance in Shiga Certified as an excellent company