SUSTAINABILITY REPORT

2022

Tokio Marine Group’s Purpose■ Tokio Marine Group Corporate Philosophy■ Tokio Marine Group Sustainability Charter

Protecting Customers and Society in Times of NeedWith customer trust as the foundation for all its
activities, Tokio Marine Group continually strives
to raise corporate value.

Tokio Marine Group is committed to fulfilling its Corporate
Social Responsibility (CSR) by implementing its Corporate
Philosophy to achieve sustainable growth together with thedevelopment of society in accordance with the following
principles:

Our basic approach to being a “Good Company” is to be“a company trusted by all people and society by supporting

Through the provision of the highest quality products and● customers and society in times of need.” Tokio Marine Grouphas provided “safety and security” to society and contributed

services, Tokio Marine Group aims to deliver safety andsecurity to all our customers.

experience accumulated over the years in the insurance industry.
raise the Group’s corporate value while contributing to a safe,
secure and sustainable future. By doing so, we aim to become aenvironment that is both safe and healthy and to promote training andmandate to shareholders.

education of our employees. We respect the right to privacy and strive to enforce

dynamic corporate culture that enables each and every

sound information management and control.
Protection of the Global Environment: Acknowledging that the protection of● 

employee to demonstrate his or her creative potential.

the global environment is an important responsibility for all corporate entities,

A cting as a good corporate citizen through fair and

we respect the harmonization with and the improvement of the global

responsible management, Tokio Marine Group will broadly
contribute to the development of society.

“Good Company” that is trusted by all people and society.

To Be aRespect for Human Rights and Dignity: We respect and actively promote thethroughout the world, Tokio Marine Group will fulfill its
Tokio Marine Group will continue to build an open and●meet its needs for safety and security.
● 

recognition of human rights. We strive to ensure an energetic working● 

We will continuously work to solve various social issues andProducts and Services: We aim to provide society with products and services to

By developing sound, profitable and growing businesses● 

to its development by making the most of our knowledge and●Good Company

environment in all of our activities.
Contribution to Local Communities and Societies: As a member of various● 

communities and societies, we respect the diversity of cultures and customs andwe aim to contribute actively to the needs of the current era.
Compliance: While striving to maintain high ethical standards at all times, we● will pursue strict compliance in all aspects of our business activities.
Communication: We intend to disclose information timely and appropriately● and to promote dialogue with all our stakeholders to ensure effective corporate
management.

2022 Sustainability Report2Present Status of Tokio Marine Group［ Number of Group Companies ］ ［ Performance Indicators ］［ Founding ］

1879 Japan’s first insurance company
143 years in business since the establishment

Tokio Marine Holdings
Subsidiaries

of Tokio Marine Insurance

1914 Launch of Japan’s first

Affiliates

268 companies
26 companies

auto insurance［ Number of Employees ］［ Main Business ］(as of March 31, 2021)

Approx.

43,000 persons

Domestic

Approx. 25,000

Overseas

Approx. 18,000● Financing and other businesses［ Financial Rating ］(Tokio Marine & Nichido as of June 1, 2022)

A.M. Best

A+
Aa3
A++

［ ESG Assessment (as of August 31, 2022) ］

13A-● Profit composition by region*

Health & Productivity Stock

Nadeshiko Brand
Semi-Nadeshiko Brand
DX Stock

Units installed:

62.0 billion yen

45 (total as of March 31, 2021)● Reduction in CO2 emissions

Reduction of

64,000 tons

in FY2021 (vs previous fiscal year)● Carbon neutral status*

9 consecutive years since FY2009(13 consecutive years for Tokio Marine & Nichido)
Overseas

46%● Insurance business overseas

JAPAN and 46 countries and regions

CDP* Adjusted net income and adjusted ROE are our original performanceindicators that exclude the effect of various reserves specific to theJapanese insurance business and the effect of goodwill.

Amount committed: Approx.

* Scopes 1 + 2 + 3 (four items)

Moody’sAA

4,884.1 billion yen
Adjusted net income: 578.3 billion yen
Adjusted ROE:14.4%

in Japan

S&P

MSCI

Top line (net premiums written + life insurance
premiums):● Life insurance business in Japan

Selected forconsecutive years● Renewable energy funds●N on-life insurance business［ International Network ］

DJSI

FY2022 Results● Key performance*［ Environmental Indicators ］

Selected for7consecutive years

2013, 2015, 2017 and 20182016, 2019 - 2021

Domestic

54%* Calculated based on profit by business segment［ Social Indicators ］● Employee participation rate in social

contribution activities

Accumulated total participation rate of more than

100% (Tokio Marine Holdings and main
subsidiaries)● Expenditure for social contribution activities

Approx.

37billion yen (Tokio Marine Holdings

and main subsidiaries)● Culture and value survey for employees

4.3 on a scale of five (Response rate: 83%)
Total of Tokio Marine Holdings and Group companies
in and outside Japan● Economic value generated by mangrove

planting
Total of118.5 billion yen (April 1999 – March 2019)［ Governance Indicators ］● Board of Directors:

Outside Directors comprise43％(6 of 14 Directors)● Audit & Supervisory Board: Outside Audit &Supervisory Board Members comprise60％(3 of 5 Members)● Nomination Committee:

6 of 8 members are Outside Officers● Compensation Committee:

6 of 7 members are Outside Officers

Selected

2022 Sustainability Report3

SUSTAINABILIT Y REPORT 2022

CONTENTS
1 Tokio Marine Group’s Sustainability
1.1 Top Message • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •6

1.2 Our Progress in Solving Social Issues andAchieving Sustainable Growth • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •9

1.3 CSUO Message • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 10
1.4 Organizational Structure for Promoting Sustainability••••••••••

11

1.5 Penetrating Our Sustainability Strategy • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 12
1.6

Our Progress for Eight Material Issues(Materiality) • • • • • • • • • • • • • • • • •14Special Feature: Our Sustainability Management—For Future Generations • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 24
1.7 Relationship between Our Eight Material Issues and
17 SDG Goals • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 26
Special Feature: Our Group Initiatives to Solve Social Issues

29

1.8 Stakeholder Engagement • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 30
1.9 External Evaluations and Participation in Initiatives • • • • • • • • • • • • • • • 34
Reference: Specifying Eight Material Issues (Materiality) • • • • • • • • 42

Link to external website

PDF file open

Link to anchor point on this Report2

Tokio Marine Group’s Policies
for Sustainability Initiatives

2-1

Tokio Marine Group’s Environmental Initiatives

3 Sustainability Library

2.1.1

Creating Environmental Value • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 46

2.1.2

Responding to Climate Change • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 51

2.1.3

Promoting Green Transformation • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 70

2.1.4

Responding to Natural Disasters • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 77

2.1.5

Protecting the Global Environment • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 84

2.1.6

Research on Climate Change and Natural Disaster Risks • • • • • • • 93

2-2

3.1

Overview of Group Sustainability Reporting 203

3.2

Sustainability Performance Data • • • • • • • • • • • • • • • • • • • 204

3.3

Third-Party Assurance • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 213

3.4

GRI Standards Content Index • • • • • • • • • • • • • • • • • • • • • • • • 214

3.5

Recognition about ISO 26000 • • • • • • • • • • • • • • • • • • • • • • • 222

3.6

Editorial Policy • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 224

Tokio Marine Group’s Social Initiatives

2.2.1

Creating Social Value • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 104

2.2.2

Respect for Human Rights • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 107

2.2.3

Promoting Diversity and Inclusion • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 117

2.2.4

Promoting the Development and Empowerment of
Human Resources • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 122

2.2.5

Promoting Health and Productivity Management • • • • • • • • • • • • • • • 129

2.2.6

Contributing to the Creation of a Safe and Secure Society

2.2.7

Improving Quality from the Customer’s Perspective • • • • • • • • • • • • 164

2.2.8

Measures and Response to COVID-19 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 178

2-3

142

Tokio Marine Group’s Governance Initiatives

2.3.1

Corporate Governance • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 180

2.3.2

Compliance

2.3.3Enterprise Risk Management (ERM) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 190

2.3.4

Responding to Disasters • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 192

2.3.5

Information Security • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 193

2.3.6

Cybersecurity • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 194

2.3.7

Sustainability in the Value Chain • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 195

2.3.8

Policy to Address Environmental and Social Risks • • • • • • • • • • • • • • • 201•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••

185

2022 Sustainability Report41

Tokio Marine Group’s Sustainability
We introduce our sustainability strategies, structure to promote sustainability, progress of sustainability
initiatives, stakeholder engagement, external evaluations and participation in initiatives.

1.1 Top Message • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 6

1.6 Our Progress for Eight Material Issues(Materiality) • • • • • • • • 14

Message from Satoru Komiya, Group CEO

This section describes our goals, achievement so far and future plans.

1.2 Our Progress in Solving Social Issues andAchieving Sustainable Growth • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 9

1.7 Relationship between Our Eight Material Issues
and 17 SDG Goals • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 26

Our history to address social issues since its founding

We introduce our Group initiatives to achieve the 17 SDGs.

1.3 CSUO Message • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 10

1.8 Stakeholder Engagement

Message from Kiyoshi Wada, Group CSUO

We introduce how we engage with various stakeholders, using examples.

1.4 Organizational Structure for
Promoting Sustainability • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 11

1.9 External Evaluations and Participation in Initiatives • • • • • • • • • • 34

We implement our sustainability strategy on a global scale under an
effective promotion structure.

1.5 Penetrating Our Sustainability Strategy • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 12
Initiatives to penetrate our sustainability approach and strategy••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••

30

We introduce external evaluations as well as our participation in initiatives.

Reference: Specifying Eight Material Issues (Materiality) • • • • • 42
We introduce our reasons why we specified eight material issues as wellas risks and opportunities for each material issue.

among employees

2022 Sustainability Report
2022 Sustainability Report55Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

1.1 Top Message

Protecting Customers and Local Communities inTimes of Need and Building a Sustainable Society
through Solving Social Issues
Aiming to Be a “Good Company” That Is Truly Needed andContributing to build a Sustainable Society
Tokio Marine Group was founded in 1879 as the first insurance company in Japan. Ever
since, Tokio Marine Group’s purpose (raison d’etre) has been to protect customers andlocal communities in times of need. Based on this commitment, we have achieved
growth by identifying social issues as they emerge in step with the times and helping

Purpose of
Tokio Marine Groupto solve them through our mainstay insurance business.
Meanwhile, the social landscape has changed significantly from when Tokio Marine
Group was founded 143 years ago. In Japan, typhoons, flooding and earthquakes havebecome more frequent and intense. It is hard to predict when the spread of COVID-19
will go away. Meanwhile, overseas, geopolitical risks are ever increasing, including
rising tensions in parts of East Asia, the growing conflict between the United States andChina and Russia’s invasion of Ukraine. By working on solutions to these increasingly
expanding and complex social issues, we aim to become a “Good Company” that istrusted and truly needed by customers and local communities even a century fromnow.
As a insurance group, we would like to support people's challenge and contribute to
the society through our challenges to solve various social issues. Our business itself
represents a solution to social issues. The more we grow our business, the more wecan solve social issues and contribute to the society. With this mind and a sense of
responsibility, we can contribute to build a sustainable society in which people can live

Satoru Komiya

with safety and peach of mind while also taking on bold challenges.

President and Group CEO
Tokio Marine Holdings, Inc.
2022 Sustainability Report6Tokio Marine Group’s
Sustainability

Environmental
Initiatives

Tackling Four Priority Issues to Pass On a Sustainable Society
to Future Generations
With our strong belief that “it is our responsibility to pass on a bright future to future
generations,” Tokio Marine Group has positioned future generations as its stakeholders
in addition to customers, society, employees, shareholders and investors.
Initiatives for
Future Generations

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

standards formulated by NZIA are required to function in any country as a mechanism
to appropriately incentivize the efforts of insurance companies supporting a fairtransition to decarbonization in society. Tokio Marine Group will continue to engage
in discussions aimed at the creation of such international frameworks, ensuring thatJapan has a voice at the table.

Tokio Marine Group has specified eight material issues that the Group should address
as its purpose. Among these, we have identified four priority issues for which we
Our Progress for
Eight MaterialIssues(Materiality)

should commit ourselves to tackle. These key issues are: (1) take climate action, (2)improve disaster resilience, (3) support people’s healthy and enriching lives and (4)promote and support diversity and inclusion (D&I).
For initiatives aimed at future generations, we established cross-group task force toselect initiatives to be rolled out group-wide.

Continuing to Adapt to New Social Issues While Listening to
the Feedback from Stakeholders
Take Climate Action
The greatest priority now for all of humankind's future is to address climate change
and we already have worked for this issue for a long time. We have achieved carbon
neutrality throughout the Group for nine consecutive years by offsetting ouroperational CO2 emissions with the carbon absorption and fixation effects of mangrove
planting. Moreover, as an institutional investor, in December 2021 we announced our
KPI to achieve net zero GHG emissions including investment and financing by 2050.
In addition, toward achieving net-zero GHG emissions by 2050 laid out as a globallycommon goal in the Paris Agreement, we have been providing strong support for thetransition to net-zero society, including proposals for our customers to address various
issues through engagement and dialogue. Regarding the transition to decarbonization
in insurance underwriting, we became the first Japanese insurance company toparticipate in the Net-Zero Insurance Alliance (NZIA), an international initiative. The

2022 Sustainability Report7

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

Improve Disaster Resilience

Promote and Support Diversity and Inclusion

In connection with climate change, in recent years natural disasters have increased in

We support and respect the Universal Declaration of Human Rights, OECD Guidelines

frequency and intensity. These disasters are a direct threat to the safety and securityfor Multinational Enterprises, ILO Core Labour Standards, United Nations Guidingof customers and local communities. Therefore the enhancement of disaster resilience

Principles on Business and Human Rights, ISO 26000 and other such frameworks.

is one of the important issues for us. Paying insurance claims to customers as soon

We also care about people. These values form the basis for the sustainable growth ofas possible after a natural disaster has struck is an important mission of an insurance

Tokio Marine Group. The insurance business has been called a “people’s business,” andcompany, and we continue to find out new approach to achieve this, including using

one of the key success factors of the Group lies in its utilization of and investment in

cutting edge digital technologies. Customers can feel considerably reassured tohuman capital. In these efforts, we place an emphasis on diversity and inclusion (D&I).

rebuild their lives and have their hope about the future if they can receive insurance

To create a robust and agile company, it is essential that we maximize the abilities

claims soon after the damage. We also provide an advance damage risk consultingof our motivated, talented employees who possess diverse values, regardless ofservice and engage in activities to prevent or mitigate disaster damage. These efforts

their gender, age, nationality or disability. In October 2021, the Tokio Marine Group

represent our purpose to build a resilient society.

D&I Vision was formulated based on four important elements consisting of Attract,
Empower, Develop/Promote and Retain. We have accelerated our diversity initiatives

Support People’s Healthy and Enriching Livesby disseminating, both internally and externally, the vision for Tokio Marine Group’s

In Japan, the oldest population in the world, we see opportunities to address longevity

commitment regarding D&I.

risk and asset formation. Globally, people’s health concerns and awareness have beenheightened by the COVID-19 pandemic. With our integrated business model for life

Through these efforts, we have made steady gains in the percentage of female

and non-life, supporting people’s healthy and enriching lives is an area where we canmanagers and directors. Going forward, we aim to realize the philosophy advocated bydemonstrate proven competence in protecting our customers throughout their lives

the 30% Club by 2030.

and thereafter. In August 2022, Tokio Marine Holdings established a joint research unit
with Hirosaki University and other entities to tackle the theme of extending healthy

Tokio Marine Group also strives to nurture a corporate culture where each employee

life expectancy. The unit began research into providing individualized preventive

works to solve social issues as their “own personal matter” and ensure this leads to ourmeasures to those at high risk of disease and developing insurance products andcorporate growth. As such commitment and action spread throughout organizations

services that have the added function of encouraging behaviors that extend people’s

and the entire Group, we believe that it will create a virtuous cycle of addressing issues

healthy life expectancy.

facing local communities and society, which in turn will contribute to the attainment
Our Progress for
Eight MaterialIssues(Materiality)of the SDGs.
We are committed to mobilizing the combined strengths of the Group, working
to tackle social issues and creating value for various stakeholders, including
future generations. As a consequence of such efforts, we endeavor to achieve thegrowth expected of a world-leading insurance company. By staying on this path ofsustainability management, we strive to be a “Good Company” that is trusted and truly
needed by customers and local communities even a century from now.

2022 Sustainability Report8Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

1.2 Our Progress in Solving Social Issues andGovernanceInitiatives

Sustainability
Library

growth by solving various social issues in each era through our business activities.

Achieving Sustainable Growth

As described, the Group has been solving social issues throughout our long history. As far as

Aim to Achieve Sustainable Growth through Solving Social
Issues — Engine of our Medium & Long­-Term Growthsocial issues are changed in accordance with the times, our sustainability initiatives will never end.
For Tokio Marine Group, sustainability strategies are about promoting solutions for these issues
through business activities while contributing to the sustainability of society. This approach has
been at the core of its corporate culture since it was founded. We can say our sustainability strategy

Tokio Marine Group’s purpose is to protect customers and society in their times of need.

to contribute building sustainable society by solving social issues through business activities has
always been a part of our DNA.

The Group founded in 1879 started business to provide marine insurance to protect trade cargo
and has supported Japan’s modernization since then. After that, the Group took the important

The Group will provide social value and economic value (in the form of profit growth) at the samerole in the post war motorization in Japan by providing auto insurance. More recently, with thetime through our business activities to contribute to society, make people happy and protect theacquisition of GCube, a leading insurance underwriter in the renewable energy sector, the Group

global environment in order to build sustainable society. Through these efforts, the Group will aim

has been supporting the shift to renewable energy with insurance. The Group achieved sustainable

to be a "Good Company" over the next century by delivering value to all stakeholders.

History of the Group’s Growth and Solutions for Social Issues
Direct Net Premiums Written*1 (Bar Graph) and Total Dividends Paid (Line Graph)
Domestic non-life insurance*2

International insurance*3

Total dividends*4*1: Excludes deposit premiums from policyholders*2: Shows premiums from Tokio Marine from ﬁscal 2001 and prior, and combined premiums
from Tokio Marine & Nichido and Nisshin Fire, etc., from ﬁscal 2002 onward*3: Shows premiums from 2002 onward when Tokio Marine Holdings was established*4: Does not include one-time dividends provided as capital level adjustment

1996
1959
1914

1879

2017

Japan/Europe: Support the spread ofrenewable energy¥4.48 tn

Premiums Dividends(Trillions ofyen)

Dividends¥173.9 bn

non-life insurance product called Super
Insurance

2001

100

3.0

Tokio Marine Holdings
establishedIndia: Microinsurance(Billions of
yen)

4.0

Japan: Japan’s first Insurance cover for victimsof accidents involving self-driving cars

2002 Japan: Offered Japan’s first integrated life and1999
Founded as the ﬁrst
insurance company
in Japan

2020

Premiums

Europe (Kiln): Cyber insurance

2.0
50Japan: Entered life insurance business

1.0

Japan: First product liability insurance in Japan

Japan: First auto insurance in Japan

1960

1965

1970

1975

1980

1985

1990

1995

2000

2005

2010

2015

2021

(FY)

2022 Sustainability Report9Tokio Marine Group’s
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1.3 CSUO Message

Contributing to Building a Better Society
through Offering Solutions to Ever-Changing Global Issues
as Only Tokio Marine Can
As Group CSUO, my mission is to make sure we continue

In addition to accelerating our efforts, it is important to set key performance indicators (KPIs) thatto carry forth the spirit of sustainability of solving social

cycle through our plan-do-check-act (PDCA) milestones. As a clear external and internal commitment,

problems and directly connect that to growth for society

we announced in December 2021 our pledge to “aim to achieve net-zero greenhouse gas emissions,and our Company. That is, “to contribute building a

including our investment and lending partners, by fiscal 2050.” Through engagement with both internalsustainable society by balancing our corporate activities

and external stakeholders through dialogue and coordination, we are proactively promoting theand the resolution of social issues” while ensuring that

establishment and disclosure of various goals.

our deeply rooted “sustainability strategy” permeates themindset and activities of our 40,000+ employees worldwide.

For fiscal 2022, we are fully leveraging established frameworks, thus further accelerating our businessAs a company that is necessary for our customers andactivities to address social issues in each country. It will be a year in which we test the effectivenesssociety, this is the way to achieve sustainable growth.

of our strategy. This commitment is also reflected by our integration of “Sustainability StrategyRelated Indicators” into our executive performance-based compensation structure. In this way, we willIn this age of volatility, uncertainty, complexity andpromote the PDCA cycle under the strong leadership of each business head. We aim to be a company

ambiguity (VUCA), the social issues that our Company faces

Kiyoshi Wada

where sustainability strategies and business activities are developed together as an indivisible unit.

are increasingly complex and diverse. We must continue toManaging Director
Group Chief Sustainability Officer(CSUO)

Furthermore, we aspire to spontaneously develop ideas globally in response to social issues, bouncing

step up our efforts and capability to solve them. To this end,
we must employ our expertise globally and mobilize as “onethem between groups of employees with diverse experiences, testing them through hypothesis andexperimentation, and then implementing viable ideas into our Company’s businesses. To achieve thisteam” to address these challenges. In other words, I believe it is imperative that every Group company

reality, we strive to ensure that our sustainability strategies and policies are ingrained in our moreunite individual contributions to carry out our collective activities with a greater sense of urgency.

than 40,000 employees worldwide and thoroughly incorporated into their daily activities. We will also
further promote diversity & inclusion as an organization to ensure that the individual strengths of every

To accomplish this, in fiscal 2021 we convened the Sustainability Committee, which includes overseas

employee are transformed to added value to our stakeholders. We will continue to devote our time andmembers of the executive teams of our Group companies, to actively engage in discussion regarding

attention to these efforts.

our global strategy. We also enacted the Group Sustainability Policy applicable to all Group companies.
We have further strengthened our Group structure to coordinate and promote these efforts. We have

We will always carry with us confidence in being a front-runner in addressing social issues. In doing so,

also revised our organizational framework to explicitly include “future generations” as a new stakeholder

we will simultaneously increase both social value and economic value (profit growth).

worthy of consideration.
We would like to express our gratitude to and ask all our stakeholders for their continued understanding
and support.

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1.4 Organizational Structure for Promoting Sustainability
Given its importance, the Sustainability Committee consists of top management members, including

we explore measures to address various issues by gathering the wisdom of the entire Group. The

the CEO and other chief officers. In addition, depending on the theme of discussion, members fromcommittee’s deliberations are promptly reported to the Management Meeting and the Board ofGroup companies around the world also participate in committee meetings. In this and other ways,

Directors, and the feedback obtained is used in subsequent discussions and considerations.

Organizational Structure for Promoting Sustainability(1) Role of the Sustainability Committee
Deliberates
on Tokio Marine Group’s sustainability strategies
グループ
Oversees the overall management and execution of sustainability strategies● Reports to and submits matters for discussions to the Board of Directors 取締役会
and in
● 

Group

● 

Board of Directors

Two-hour meetings held
four times annually

relevant management meetings

CEOManagement Meeting
Sustainability Committee(comprised of the CEO and C-suite)<Matters discussed by the Sustainability Committee>
CSUO

1Secretarial Oﬃce
3Working Group
Products andservices(insurance andinvestments andﬁnancing)

May 2021

サステナビリティ委員会
Formulation of sustainability strategies, systems for executing
the strategies
原則年４回
and key issues in important areas, etc.
（CEOとチーフオフィサー等で構成）

Jul. 2021

Implications of external trends for the Group and annual plans fororganizations
that will carry out initiatives and top priority policies, etc.
1Aug. 2021

2

Operations(including
diversity andinclusion (D&I))

Socialcontributions

Dec. 2021

Task Force

Communications

Businessstrategies

TCFD

Diversity
Council*

経営会議

Mar. 2022

Positioning of the sustainability report, Initiatives for climate change and TCFD
サステナビリティ委員会
disclosure,etc.
事務局
Reconfiguration of sustainability report, Formulating plans for the next fiscal
2
year, etc.
部会
Review of annual plans, Formulating plans for the next fiscal year, etc.
商品・サービス

オペレーション

社会貢献

コミュニケーション

事業戦略(2) Roles of other organizations
Departments in charge of corporate planning, international
business development and ﬁnancial planning

1 Secretarial OfficeGroup Companies
Group companies in thedomestic non-life
insurance business

事業部（経営企画、海外事業企画、財務企画）

	Handles administration for the committee (as well as the subcommittees and task
force) and promotes the sustainability strategies.
Working事業会社
Groups	Formulate and execute annual plans for respective issues, with input from relevant
departments of Tokio Marine Holdings and members of Group companies.
国内グループ会社
国内グループ会社
国内グループ会社
actions regarding
measures to address material	Formulate plans and coordinate
2Group companies
in the domestic
life insurance businessGroup companies in thedomestic ﬁnancial andother businesses

Group companies
in the international
insurance business* A body aimed at building consensus among Group companies regarding important D&I themes (e.g., fostering female executive
candidates, making companies more inclusive)

issues.

（損保事業）（生保事業）（金融･その他事業）

3 Task force	Organizes members of projects tasked with strengthening short-term initiatives.
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1.5 Penetrating Our Sustainability Strategy
Tokio Marine Group facilitates an understanding of its sustainability strategy and policies among Group

Penetrating our Sustainability Strategy among Employees

employees and pursues a number of initiatives to further address social issues through its businessTo facilitate an understanding of the Basic Policy on Environment and the Basic Policy on Human Rights

activities.

that were announced in December 2021, we prepared an abridged edition summarizing the purposeand outline behind policy formulation and distributed it among Group employees. We also released a

Enhancing Sustainability Communication

video clip for internal and external audiences to help understand our Group’s sustainability strategy and

Tokio Marine Holdings has a division dedicated to the promotion of the Group’s sustainability

initiatives.

(Sustainability Division, Corporate Planning Department), which identifies major challenges related tosustainability, and formulates and implements related group-wide strategies. The division also supports

Introduction
Our Vision

the sustainability activities of Group companies through dialogue and collaboration with Sustainability
Key Persons (SKP) appointed by each Group company to promote sustainability initiatives.

RESPONSIBILITY           

PURPOSE           

ECONOMIC AND
SOCIAL VALUE

From fiscal 2015, we commenced the Sustainability Key Person Seminar for SKPs at Group companies and          


ENVIRONMENT



HUMAN RIGHTS

on the most current sustainability trends as well as the Group sustainability strategies. In fiscal 2021, we
deepen our understanding.

       



branch offices of Tokio Marine & Nichido. The seminar aims to share information and exchange opinions
invited external speakers to give a lecture on the themes of addressing social issues and para-sports to
COMMITMENT



FUTURE
GENERATIONS            



2

Abridged edition of the Basic Policy on Environment
and Basic Policy on Human Rights

3

Sustainability video

To help resolve social issues and perpetually raise the Group’s corporate value, we will continuously holdCommunication with Overseas Group Companies

these meetings and seminars in the future in order to improve the sustainability mindsets and skill levels

We prepared English-language versions of the abridged edition of the Basic Policy on Environment andof employees.

the Basic Policy on Human Rights as well as the sustainability video and distributed them to overseas
Group companies. Through these efforts, we strive to disseminate sustainability-related information
globally. In addition, in considering initiatives that will contribute to future generations, we have launcheda global study team that spans the Group to incorporate a diverse range of approaches. We will continue
to enhance sustainability-related communication with overseas Group companies in an effort to further
penetrate our sustainability strategy and policies among all Group employees.
Sustainability Training
Tokio Marine & Nichido conducts sustainability training through e-learning for all employees once a
year to promote understanding and sharing of the philosophy and policies. In addition to sustainability
strategies and policies, the training includes topics such as confirmation of environmental footprint
reduction targets and the environmental management system and confirmation of the company’s
community and social contribution initiatives. Key persons in each workplace promote participation in the
training.
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Sustainability Award
To promote the fostering of a corporate culture in which each employee engages in sustainability with

Overview of Support Systems/Programs and Fiscal 2021 Results (Tokio Marine & Nichido)

a strong sense of ownership, we have been operating the Sustainability Award throughout Tokio Marine
Group in and outside Japan since fiscal 2015.

Matching giftsystem

A system in which the company makes a donation matching the amount voluntarily
donated by employees (11 cases totaling 412,031 yen)

Volunteer leave /leave ofabsence system

A system to support employees for their volunteer time (used by 74 employees)• Volunteer leaveA system in which employees are permitted to take leave limited to 10 days per year toparticipate in volunteer activities that include relief efforts in a disaster and support forsocial welfare institutions or groups relating to persons with disabilities, the elderly andchildren’s welfare facilities, etc.
• Volunteer leave of absenceA system in which employees are permitted to take leave for a period of over six months
and up to two years, in principle, to participate in a volunteer program recognized by thecompany, particularly actions with a high degree of social contribution in a social welfare
institute, etc.

Share
Happiness ClubA donation program operated by employee volunteers
In fiscal 2021, a total of 2,355,960 yen donated by 1,249 employees was distributed to thefollowing organizations:• Watari Greenbelt Project• Childline Support Center Japan• Japan Deafblind Association• WaterAid Japan• Medecins Sans Frontieres Japan Association• D-SHiPS32• Usunova• Japan Environmental Action Network

Sustainability
MonthsMonths for strengthening initiatives for proactively carrying out local community and social
contribution activities across the entire Tokio Marine Group (October-November)

In fiscal 2021, a new award system was established to create examples of initiatives that generate apositive cycle of solutions to social issues and growth as well as to better advance the Group sustainability
strategy. From roughly 100 entries, 18 initiatives were selected for commendation.
In addition to recognizing existing initiatives, we solicit new ideas conducive to solving social issues. By
assisting the selected ideas as a company, including the use of outside resources, and supporting thecommercialization of the ideas, the initiative is accelerating the development of solutions to social issues
through our business activities on a group-wide basis.
Social Contribution Activities with the Participation of All Employees
Tokio Marine Group is implementing different social contribution activities around the world thatemphasize voluntary participation by employees and tie-ups and collaboration with NPOs and othergroups.
Each Group company strives to support the proactive involvement of employees in ongoing social
contribution activities in a number of ways, such as introducing social contribution activities in which
employees can participate and setting up leave systems for volunteer activities.
In fiscal 2021, the total social contribution activity participation rate among domestic and overseas
Group employees (total number of participants in social contribution activities in relation to the numberof employees) was 110.6%, indicating that on average each employee took part in one or more social
contribution activities.

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1.6 Our Progress for Eight Material Issues (Materiality)
Tokio Marine Group is steadily promoting various initiatives by continuing to implement an effective

including formulating and announcing the Basic Policy on Environment and the Basic Policy on Human

PDCA cycle, such as setting medium- to long-term sustainability goals (non-financial KPIs).

Rights.

The table below shows the progress of the PDCA cycle for each of the eight material issues.

In fiscal 2022, we will further accelerate group-wide initiatives with a main focus on the formulation of a

In fiscal 2021, we achieved carbon neutrality in our business activities and made progress as planned,

decarbonization plan for our insurance underwriting and investment and financing portfolios.

Material issues
1

Take climate action

Value creation

Value creation

What are the Group’s goals (qualitative or quantitative)?

Achievements so far and future plans

Reduce CO2 emissions from the Group’s
operations and meet RE100 criteria

Targets for fiscal 2030
1) Reduce the Group’s greenhouse gas emissions by 60%*1
compared with fiscal 2015
2) Have renewable energy account for 100% of electricity
consumption at main workplaces
3) Switch all company-owned (Tokio Marine & Nichido, Tokio Marine& Nichido Life) vehicles to electric vehicles*2

1) Fiscal 2021 results: 32% reduction (compared with fiscal 2015)
2) Adopt renewable energy at workplaces in Japan, the United States and the United
Kingdom (Tokio Marine & Nichido, Tokio Marine & Nichido Life, PHLY, TMK, etc.) and create
and publish a roadmap for the Group by the end of fiscal 2022
3) Tokio Marine & Nichido and Tokio Marine & Nichido Life are gradually switching toelectric vehicles

Realize carbon neutrality throughengagement with investors andinsurance underwriters

Target for fiscal 2050: Virtually zero greenhouse gas emissions(including at investment and financing recipients)

Promote engagement on climate change and the environment (Tokio Marine & Nichido,fiscal 2021 results: dialogue with approximately 150 companies; dialogue with 95
investment and financing recipients between July 2021 and June 2022)

How the Group can contribute

Create decarbonization plans for underwriting and investment/financing portfolios
Develop and offer products and services
that contribute to renewable energy
development

2

Improve disaster resilience

Increase revenue*3 from Tokio Marine & Nichido’s insurance foroffshore wind power plants by 5 billion yen by fiscal 2023

Offered Japan’s first insurance packages for offshore wind power plants
Acquired GCube, a leading player in insurance for the renewable energy business sector

Continue to facilitate green investing

Strengthened commitment to and involvement in renewable energy funds (62 billion yen
committed and 45 development projects as of the end of fiscal 2021)

Carry out mangrove planting to combat
global warming (through carbon
fixation) and mitigate damage fromenvironmental disasters

Continue to maintain carbon neutrality
Surpass 300 billion yen in cumulative economic value frommangrove planting by fiscal 2038

Achieved carbon neutrality in fiscal 2021 (ninth consecutive year since fiscal 2013)

Establish sustainable fire insurance
systems

Increase fire insurance revenue by more than 45 billion yen in fiscal
2023 (Tokio Marine & Nichido business unit profit)

Improvement in fire insurance earnings in fiscal 2021 (up 18.0 billion yen compared withfiscal 2020); cumulative total of 54.0 billion yen expected in fiscal 2022

Develop and provide products and services useful for disasterprevention/mitigation, early recovery, etc.

Launch of index insurance against earthquakes (first of its kind in Japan)
Launch of index insurance against hurricanes (first of its kind in the United States)
Implementation of measures to prevent the spread of fire in the event of wildfires in thewestern United States (Pure)
July 2021: Provision of “Fire Insurance × Red Feather (Akai Hane) Disaster Prevention and
Mitigation Program”

Continue providing support to BCP

Cumulative number of agreements with governments (as of the end of February 2022)• 38 prefectures• 10 major cities• 70 municipalities

Assist with business continuity planning(BCP) in partnership with government
bodies and businesses*1 Based on our business activities (Scope 1, 2 and 3 (Categories 1, 3, 5 and 6))*2 EVs, PHVs, HVs, etc.

*3 Net premiums written

2022 Sustainability Report14

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3

4

Environmental
Initiatives

GovernanceInitiatives

Sustainability
Library

Value creation

Value creation

What are the Group’s goals (qualitative or quantitative)?

Achievements so far and future plans

Address needs to manage assets and savingsin response to longevity risks (Develop andprovide new healthcare services)

Increase revenue by 20-30 billion yen*1 in the healthcare area in fiscal
2023 (Tokio Marine & Nichido)
Increase the CAGR of new policy premiums by about 5% in fiscal 2023
(Tokio Marine & Nichido Life)

Establishment of the Healthcare Business Development Department (April 2022)
Expansion of ancillary insurance services (e.g., services for early detection of cancer,
direct payment of benefits to affiliated hospitals from February 2022)
Development and provision of new solutions using predictive disease detection (e.g.,
PoC of early detection using an Apple Watch from October 2021)

Widely promote services for facilitating theirHealth and Productivity Management

Continued selection in the Health & Productivity Stock Selection
Continue health management support (Tokio Marine & Nichido)

Included in the Health & Productivity Stock Selection 2022 (for the seventh
consecutive year)
Provided health management support to approximately 2,300 companies (in fiscal
2021)

Promote diversity and foster an inclusive
corporate culture

Promote and support diversity and inclusion through the Diversity
Council, etc.

Created the Diversity Council and the Group Diversity and Inclusion Officer (CDIO)
position
Formulated the diversity and inclusion vision and distributed a relevant booklet to
all Group companies

Material issues

How the Group can contributeS upport people’s healthy
and enriching livesP romote and support
diversity and inclusion

SocialInitiatives

Continue to conduct culture and value surveys
Targets for fiscal 2030
1) Percentage of female directors and Audit & Supervisory Board
Members: Realization of the philosophy held up by the 30% Club
2) Percentage of women in managerial or higher positions at Tokio
Marine & Nichido: 30%
3) Percentage of women in sub-leaders at Tokio Marine & Nichido: 50%
or moreScored 4.3 out of 5 in a culture and value survey*2 (83% response rate)
Recent progress
1) Ratio of female directors and Audit & Supervisory Board Members: 15.8% (Tokio
Marine HD)
2) Percentage of women in managerial or higher positions at Tokio Marine & Nichido:
10.4% (32.3% achieved globally)
3) Percentage of women in associate leader or higher positions at Tokio Marine &Nichido: 57.0% or more
Ratio of overseas employees: 41.7%

5F acilitate and foster
innovation throughdigitalization

Share best practices group-wide and carryout improvement initiatives

Carry out human rights due diligence and improvement initiatives
based on the UN Guiding Principles on Business and Human Rights

Create and publish a human rights due diligence and improvement policy in linewith the UN Guiding Principles on Business and Human Rights, etc. (December 2021)
Further promote human rights due diligence among employees, our businesses(insurance underwriting, investment and financing) and the value chain

Apply advancements in digitalization anddata to increase security for customers inways besides insurance payouts

Accelerate data strategies through initiatives started by core datacompany Tokio Marine dR, in July 2021 (expand provision of pre- andpost-incident assurance)

Build a comprehensive solution business for disaster prevention and mitigation,using “CORE,” a disaster prevention consortium that was fully launched in April 2022
under the leadership of Tokio Marine, as the driving force

Increase revenue by around 5 billion yen through cyber risk insurance
by fiscal 2023 (Tokio Marine & Nichido)*1

Achieve double-digit growth in cyber-risk insurance each fiscal year (Tokio Marine &Nichido)Started offering incident response services (from April 2022, the first in the industry)

Address growing cyber risks amid the spreadof digitalization*1 Net premiums written

Make use of digitalization to support small
and medium-sized enterprises (SMEs)

Increase revenue by 15-25 billion yen through insurance for small andmedium-sized enterprises by fiscal 2023 (Tokio Marine & Nichido)*1

Establishment of BUDDY+, a dedicated solution site for SMEs (from November 2021)

Apply digitalization to raise the efficiency ofoperations

Enhance the efficiency of operations with a one-percentage-point
improvement in the combined ratio by fiscal 2023 (Tokio Marine &Nichido)Combined ratio of 90.6% (Tokio Marine & Nichido, a 1.9-percentage-point
improvement from fiscal 2020)*2 Totals for Tokio Marine Holdings and its Group companies worldwide

2022 Sustainability Report15

Tokio Marine Group’s
Sustainability

Material issues
6

7

8

Protect the naturalenvironment

Provide education tochildrenDisclose highly transparent
and timely information

Environmental
Initiatives

How the Group can contributeSocialInitiatives

GovernanceInitiatives

Sustainability
Library

Value creation

Value creation

What are the Group’s goals (qualitative or quantitative)?

Achievements so far and future plans

Carry out mangrove planting to preserve
biodiversity and wetlands

Maintain carbon neutrality

Implement the Green Gift Project and Planet
Genki program

Have 100% of employees participate in social contribution activities infiscal 2021

100% of employees participated in social contribution activities (fiscal 2021)

Provide Green Lessons

Continue providing Green Lessons

Green Lessons held approximately 890 times and attended by 58,000 people(cumulative total as of March 31, 2022)

Implement Disaster Prevention Lessons

Continue providing Disaster Prevention Lessons

Disaster Prevention Lessons held approximately 980 times and attended byapproximately 64,000 people (same as above)
Chinese version of Disaster Prevention Lessons held 22 times and attended byapproximately 1,700 people (same as above)

Offer Group Work on Managing Risks andOpportunities

Continue providing lessons on risk and the future

Risk and the future lessons held 54 times and attended by approximately 1,700
people (same as above)

Implement StreetWise Finance, a financial
literacy education program in South AfricaContinue implementing StreetWise Finance, a financial insurance
education program

Approximately 76,000 people participated in the StreetWise Finance financial
insurance education program in South Africa (cumulative total as of June 30, 2022)

Create pillars other than those above

Creation of new pillars to contribute to future generations

Disclose information based on the TCFD recommendations throughintegrated annual reports, sustainability reports, etc.

Themed presentation: “Tokio Marine Group’s Contribution and Growth Strategy in
the Renewable Energy Market (June 2021)” “Our Climate Strategy & the TCFD (January2021)” held

Properly disclose information bystrengthening compliance with the
Task Force on Climate-related Financial
Disclosures (TCFD) and other guidelines

Achieved carbon neutrality in fiscal 2021 (ninth consecutive year since fiscal 2013)

Surpass 300 billion yen in cumulative economic value from mangrove
planting by fiscal 2038

September 28, 2020: “Tokio Marine: Our Climate Strategy” published (available on
the Company’s website)
Enhance information disclosure based on the TCFD recommendations throughintegrated annual reports, sustainability reports and other means

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1

Environmental
Initiatives

Take Climate Action

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

Carbon Neutrality Achieved by Purchasing Green Power and
Planting Mangroves

same time, we regard it as a business opportunity for achieving growth as an insurance company. We

9provide insurance products that promote the widespread use of renewable energy and operate renewableof carbon neutrality
achieved

Climate change is a critical global issue that threatens the security and safety of customers and society. It
also affects the insurance industry directly. Therefore, Tokio Marine Group has been pushing forward witha range of initiatives by positioning climate change as the most important issue that should be addressedhead on as an insurance company operating businesses globally and as an institutional investor. At theenergy funds.

consecutive
years

Tokio Marine Group has been working to reduce CO 2 emissions generated
by its business activities and reduced emissions by 7% in fiscal 2021 from thefiscal 2020 level, mainly bypurchasing green power atmajor bases in each country. In
addition, we have continued topromote mangrove planting,Results to date

SDGs contributing to solutions

which has a CO2 fixation effect, in the Asia-Pacific region,
and achieved carbon neutrality, in which the amount[Products and services]of CO2 absorbed or fixed exceeds its emissions, for nine

Provided insurance products that contribute to the promotion ofrenewable energy (offshore wind power, mega-solar power, etc.)● Operationof renewable energy funds (Amount committed: Approx. 62
billion yen; Units installed: 45) (as of March 31, 2022)

consecutive years since fiscal 2013. We will continue to● push forward with initiatives to reduce our environmental
footprint and achieve carbon neutrality to contribute to
the global transition to a decarbonized society toward[Operations and social contributions]
Reduced CO₂ emissions by 7% compared with fiscal 2020

● Achieved
carbon neutrality of business activities through mangrove
planting and green power purchases for nine consecutive years (fiscal
2013–2021)

2050.

● 

Comprehensive Coverage for Offshore Wind and Solar Power
Generation Facilities Risks

Supporting Corporate Customers, Investee Companies andFinancing Recipients in Their Transition to Decarbonization
We support corporate customers, investee companies and financing recipients in their transition to

Tokio Marine Group has supported 57 offshore wind power generation projects in 10 countries anddecarbonization. We assist corporate customers in their transition to decarbonization by proposing

regions, including Japan. We offer aninsurance products, consulting services and other solutions to issues through engagement (constructive

insurance package for offshore wind power

dialogue). When engaging with investee companies, we also encourage them to strengthen and advancegeneration that seamlessly covers risks frominitiatives related to the transition to decarbonization, such as by adding ESG to their themes.

completion of construction to operation.
In addition, in December 2021 we became the first Japanese insurance company to participate in the
We also offer the Mega-Solar Package

Net-Zero Insurance Alliance (NZIA), an international initiative promoting the transformation of insurance

Program, a hybrid product of risk consulting

underwriting portfolios to carbon neutrality. We have been providing recommendations to realize aand insurance, for solar power generationsocially just (fair) transition globally. Tokio Marine Group will continue to lead the decarbonization of theoperators.

world to achieve the goals of the Paris Agreement.
2022 Sustainability Report17Tokio Marine Group’s
Sustainability

2

Environmental
Initiatives

Improve Disaster Resilience

Climate change has increased the severity of natural disasters, greatly affecting society and the economy.

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

Developing International Standards for Disaster Prevention and
Mitigation

For Tokio Marine Group, whose home market is Japan, one of the most disaster-prone countries in the

Tokio Marine Group has been working with IRIDeS of Tohoku University to develop an ISO standard

world, improving disaster resilience by resolving disaster issues and mitigating the damage from disasters

certifying disaster preparedness (TC268/SC1 WG6). The standard is related to infrastructure and systems

is a critical area where Tokio Marine Group’s raison d’etre is strongly called into question.

necessary for disaster prevention and mitigation in smart cities in line with the goals of the Sendai
Framework for Disaster Risk Reduction 2015-2030.

Tokio Marine Group aims to go beyond merely paying insurance claims in the event of an emergency
and transform into a company that supports its customers at all times. We will do this by providing peaceof mind before and after an emergency, such as preventing emergencies, reducing burdens when an
emergency occurs, supporting quick restoration and preventing the recurrence of emergencies.
Results to date

SDGs contributing to solutions

Developing and Providing Products and Services Useful for
Disaster Prevention and Mitigation
Tokio Marine & Nichido has been strengthening the development and provision of products and services
for protecting customers in times of need. They include insurance products covering disaster risks, support[Products and services]

for the early recovery of business activities and establishment of a claims payment structure that utilizes

Promoted industry-academia collaboration in disaster risk research● Products
and services that contribute to disaster prevention and mitigation:
Launched index insurance to prepare for earthquakes and hurricanes andhelped customers formulate business continuity plans (BCP)● Enhanced claims services using AI, etc.

satellites and AI.

● [Operations and social contributions]
Promoted initiatives to prepare for an ISO standard certifying disaster
preparedness
● Approximately
64,000 participants in Disaster Prevention Lessons (total
as of March 31, 2022)● 

The company also launched the industry’s first index-based earthquake insurance (EQuick Insurance for
Earthquake Preparation) in March 2021, which enables prompt payment of a fixed amount of insurance
claims according to the earthquake magnitude observed in the area where customers reside. Moreover,in collaboration with the Central Community Chest of Japan, the company has developed the “Total assist
fire insurance x Red Feather Disaster prevention/reduction program,” which aims to mitigate disasterdamage and provide support for early recovery, and started offering the product to customers in July
2021. The company is supporting disaster prevention and mitigation initiatives by making donations to
the Red Feather Community Chest corresponding to a predetermined percentage of the costs reduced

Promoting Industry-Academia Collaborative Research on Disaster
Risk as well as Disaster Prevention Education and AwarenessRaising Activities
Since 2006, Tokio Marine Group has been working with The University of Tokyo, Nagoya University
and Kyoto University to conduct joint research on climate change and disaster risk based on scientificknowledge. Moreover, following the Great East Japan Earthquake, we have been promoting research on
earthquake and tsunami risk, including research on the effects of disaster mitigation in the Tohoku coastal
forests and mangrove forests in collaboration with Tohoku University’s International Research Institute ofDisaster Science (IRIDeS). We have also been developing disaster prevention education and carrying out
awareness-raising activities.

when customers choose web-based insurance contracts (clauses).

Contributing to Local Communities by Providing Support for
the Formulation of Business Continuity Plans (BCP)

100
Cumulative
total of

More
than

As of February 28,2022

We have continued to provide support to formulate BCPs by working together
with local governments, companies and other entities to help build a disasterresilient society. As of February 28, 2022, we have concluded a total of morethan 100 BCP assistance agreements with local governments (38 prefectural
governments, 10 major cities and 70 municipalities).

2022 Sustainability Report18

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Establishment of CORE, a Disaster Prevention Consortium Aimed
at Building a Disaster-Resilient Society

Meeting a Variety of Health Needs

Tokio Marine & Nichido established CORE, a disaster prevention consortium, in November 2021, withas the elderly, healthcare and asset formation.

Sustainability
Library

Tokio Marine Group is working to develop and provide new healthcare services by focusing on areas suchthe goal of formulating specific measures, including measures to create and market new services
that accelerate and promote new initiatives for disaster prevention and mitigation in line with the

Tokio Marine & Nichido Life has proactively promoted businesses by providing various products. They

Fundamental Plan for National Resilience. By

include Anshin Nenkin Kaigo R, a product preparing customers for emergencies that provides refund

partnering with companies and organizations from

benefits for health to customers when they reach a certain age, and Anshin Cancer Treatment Insurance,

diverse industries via CORE, we will try to co-create

which provides coverage of up to 100 million yen for the potentially expensive latest cancer treatments.

disaster prevention and mitigation projects that

These products have garnered high praise by customers.

use technologies and data owned by individual
corporations and contribute to building a disaster-

We have also been engaging in an initiative called Life Insurance Revolution since 2012. Since November

resilient society by working together with national

2017, we have been engaged in Life Insurance Revolution Nextage, a new initiative that aims to provide

and local governments and other entities.

optimum safeguards by protecting customers in all domains. These safeguards encompass “new3

Support People’s Healthy and Enriching Lives

In Japan, the birthrate has been declining and the population aging at an accelerated pace. In step withthis trend, it has become increasingly important to solve health-related issues and address needs innursing care and healthcare of the elderly.

symptomatic health”.

Launch of Mirairo Cancer Insurance That Uses Digital Disability
Certificates
Tokio Marine & Nichido has developed and launched Mirairo Cancer Insurance, which is intended for

As an insurance company covering disease and illness through life and non-life insurance products, Tokio
Marine Group aims to leverage its extensive expertise to offer high value-added products and services.
With these initiatives, the Group will contribute to solving social issues, such as extending healthy life andasset life, as well as support a healthy and an enriching living.
Results to date

protection in anticipation of advances in medical technology,” “accumulation” and “prevention and pre-people with the Mirairo ID* digital disability certificate and their families. This product was developed
jointly with Mirairo Inc., which operates a business providing services related to universal design, andZenchikyosai Inc., a company specialized in insurance for people with disabilities.
The insurance features a simple health notification process and allows

SDGs contributing to solutions

families and other people to conduct the enrollment procedures and health[Products and services]conditions notification process by proxy, making it easier for people with

Launch of Anshin Nenkin Kaigo and Anshin Nenkin Kaigo R (August 2021)
Launch of Mirairo Cancer Insurance (January 2022)
● Launchof Anshin Cancer Treatment Insurance and revision of Cancer
Diagnosis Insurance R (February 2022)
● Launchof Market Link Protect (August 2022)
● Supported
customers’ health and productivity management

disabilities to enroll.

[Operations and social contributions]safely, comfortably and with a sense of security and express themselves in a diverse way.

● 
● 

Selected as a “Health & Productivity Stock” for seven consecutive years● Implemented a program to enhance health literacy● 

By offering products like this, Tokio Marine & Nichido strives to resolve
social issues and contribute to improving the quality of life of people withdisabilities and others. In this way, the company aims to build a symbiotic society where anyone can live
*A digital disability certificate released by Mirairo with the goal of creating a new future where people with disabilities willfind it easy to go out and business operators will be able to respond to them smoothly. 3,800 companies have introduced thesystem and the number of companies utilizing it is increasing. (As of August 2023).

2022 Sustainability Report19Tokio Marine Group’s
Sustainability

Environmental
Initiatives

Promoting Health and Productivity Management throughout theGroup and Supporting Health and Productivity Management ofCorporate Customers

7

consecutive
years

selected as a “Health& Productivity
Stock”

Managing the health of employees and creating a comfortable workplace
have always been an important issue in corporate management. Tokio Marine
Group was selected as a “Health & Productivity Stock” for seven consecutive
years for its promotion of health and productivity management. Moreover, we
provide support for health and productivity management of our corporate
customers by leveraging the know-how cultivated through our own health andproductivity management.

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

Promotion of D&I as a Growth Driver
Tokio Marine Group established the Diversity Council and the position of the Group Chief Diversity
and Inclusion Officer (CDIO) in April 2021 to create an environment that enables all Group employees
to leverage their diverse backgrounds and fully exercise their capabilities. In October 2021, the Groupestablished the Tokio Marine Group D&I Vision. Guided by this vision, we are accelerating initiatives tobe a truly inclusive global insurance group committed to promoting efforts in four key issues (attract,
empower, develop/promote and retain).

Proactively Accelerating Investment in People

Enhancing the Health Literacy of Employees and AgentsThe source of our competitiveness as an insurance business operator has been and always will be our

Tokio Marine Group supports employees and agents in enhancing their health literacy in its capacity as apeople. To continue growing amid significant changes in the surrounding environment, acquiring superior

special partner of the Japan Healthcare Master Certification, which aims to improve the knowledge andskills necessary to lead a healthy life.

4

Promote and Support Diversity and Inclusion

human resources and expertise and putting them in the right places is not enough. In addition, it will
be increasingly important to continue improving the individual capabilities of our 40,000 employees
worldwide with unique attributes and create an inclusive organization where their capabilities are
combined to create new value. In 2019, we introduced a new personnel system to stably develop global
management personnel who will drive the integrated management of the Group in the next generation.

Amid increasingly complex social issues and diversifying risks, we are committed to improving the quality

We will leverage this system to drive talent management across the entire Group and accelerateof the products and services we provide to our customers around the world. To do this, it is essential thatinvestment in employees by continuously providing a range of training opportunities beyond national

our motivated, talented employees who possess diverse values fully exercise their abilities regardless ofboundaries. Further, we are promoting initiatives to enhance expertise as a source of new added value

their gender, age, nationality or disability. Tokio Marine Group has enhanced its initiatives by positioning

in a group-wide manner. They include the mid-career recruitment of human resources with a high level

the promotion of diversity and inclusion (D&I) as a key success factor for further growth in an uncertainof expertise and the internal development of data scientists, as well as the global utilization of humanenvironment and market.

resources who have joined us as a result of M&As.
Results to date

[D&I promotion] Current situation
Ratio of female directors and Audit & Supervisory Board Members: 15.8%(Tokio Marine Holdings)
● Ratioof women in management and higher-level positions at Tokio
Marine & Nichido: 10.4% (32.3% achieved globally)● Ratio of female sub-leaders at Tokio Marine & Nichido: 57.0%● Ratio of non-Japanese employees: 41.7%● [Operations and social contributions]
Conducted Group culture and value survey (response rate 83%): scored
4.3 out of 5 (Group Attachment)● Supported the elderly and people with disabilities● 

SDGs contributing to solutions

Through continuous and forward-looking investments in human capital, we aim for sustainable growth
while maximizing our capabilities both as individuals and an organization.

Realizing a Symbiotic Society by Supporting the Elderly andPersons with Disabilities
Tokio Marine Group supports the elderly and people with disabilities in cooperation with NGOs with theaim of realizing a symbiotic society where people can play an active role regardless of age or gender. In
addition to encouraging the participation of Group employees in Courses to Foster Support for Dementia

2022 Sustainability Report20Tokio Marine Group’s
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Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

Using Digital Technologies and Data Possession as Sources ofCompetitiveness

Care, we are working with the Japan Deafblind
Association (JDBA), the Japanese Para-Sports
Association (JPSA) and the Japan Inclusive
Football Federation (JIFF) to support persons withIn the field of digital technology that continues to advance dramatically, we have invested tens of billions

disabilities and promote understanding of sportsof yen mainly in the formation of alliances with diverse partners. In addition, we established Tokio Marine

for persons with disabilities.

dR in July 2021 as the Group’s core operating company in this field. We have continuously expanded ourrange of new products and services, which will be our mainstay products and services in the future, byleveraging the Group’s sophisticated digital capabilities held collectively within Tokyo Marine dR. SuchGroup employees at para-sports event

efforts include the development of data-driven products that create new insurance markets independentof traditional statistical data as well as a range of risk solutions that enable the visualization of risks andthe prevention of accidents.

5F acilitate and Foster Innovation throughDigitalization

Acquiring and Developing Data and Technology Experts
Along with hiring around 100 specialized engineers, designers and other human resources in the field

Going beyond merely paying insurance claims in the event of an emergency, we are proactively utilizingof digital technology, our internal training program, Data Science Hill Climb, produces dozens of data

digital technologies to provide customers with products and services that lead to the prevention ofscientists every year. We have also prepared training programs that strengthen the digital skills of

emergencies, the minimization of damage, the speedy recovery and the prevention of the recurrence of an

employees based on their rank in a group-wide effort in the development of digital human resources.

emergency. Further, we have positioned the data we accumulate daily and our digital technologies as thesource of our competitive advantage to produce results globally. We will also enhance countermeasuresagainst the risks arising from cyberattacks that are becoming increasingly sophisticated and elaborate instep with the progress of digital innovation.

Responding to Increasingly Sophisticated and Elaborate Cyber Risks
In step with the advance of digital innovation, new risks are emerging,such as increasingly sophisticated and elaborate cyberattacks targeting

Results to date

SDGs contributing to solutions

companies and other organizations. Tokio Marine & Nichido has been

[Products and services]

providing Cyber Risk Insurance since 2015. In 2020, we opened Tokio Cyber

Continued to provide Cyber Risk Insurance● Data-driven
products
● Developed
Drive Agent Personal with dual-camera driving recorder(launched in April 2021)
● Insurance
procedures using smartphones

Port, an online information lounge on cybersecurity countermeasures,● raising awareness among companies and other customers aboutcybersecurity and encouraging them to strengthen countermeasures.
We are also taking measures to ensure the cybersecurity of society as awhole by providing a variety of products and services. They include the

Tokio Cyber Port website[Operations and social contributions]

Emergency Hotline Service, a free consultation service to be used in the event of a trouble related to cyber

Selected as a Digital Transformation Stock 2022

● Developmentof human resources specialized in digital technologies

risks, and the Cyber Global Risk Quantitative Evaluation Service, which analyzes and quantifies risk based● 

on external published information related to cyber risks faced by companies.

2022 Sustainability Report21Tokio Marine Group’s
Sustainability

Environmental
Initiatives

Best Mix of People and Digital Technologies: Winning a Good
Design Award

SocialInitiatives

6

GovernanceInitiatives

Sustainability
LibraryP rotect the Natural Environment

The secure, comfortable accident resolution process based on the best mix of people’s capabilities anddigital technologies, which forms the DX effort of our claims services, received a Good Design Award 2021.
The award was granted in recognition of the seamless services covering the entire accident resolution

Since our lives are supported by a diverse supply of food and water, the preservation of the ecosystems,

process, which were designed by placing the value of using various digital tools for handling accidents forbiodiversity and the natural environment that produce them is a global priority.

auto insurance and fire insurance in the elimination of anxiety and stress from the customer’s perspective,
instead of the improvement of the efficiency of internal operations.

Tokio Marine Group started planting mangroves in 1999 as a project to commemorate the 120th
anniversary of Tokio Marine & Nichido. Since then, we have been engaging in the project for more than

Tokio Marine Group aims to realize an amazing level of claims services with the best mix of digital

20 years as an “insurance for the future of the earth” to pass down a safe and secure environment to futuretechnologies and people.

generations (total of 11,935 ha as of March 31, 2022). We announced the Mangrove Planting 100-Year
Declaration in 2007 and the Mangrove-Based Value Co-creation 100-Year Declaration in 2019, which aims
to create value through the blessings of nature brought by mangroves in collaboration with forestry NGOs
and other organizations. We also participate in the United Nations Communities of Ocean Actions toAchieve Goal 14 of the SDGs and are working to preserve biodiversity and wetlands through international
cooperation.
Moreover, we promote nature conservation activities that are aligned with local needs in various countries
and regions around the world. For example, in the United States, where forest wildfires are a serious

Accelerating Digital Strategy

concern, Philadelphia Insurance Companies (PHLY) has implemented the PHLY 80K Trees Campaign,

Tokio Marine Holdings was selected as a Digital Transformation Stock 2022. We willthrough tree thinning in partnership with Aki City in Kochi Prefecture.

while in Japan, where forest maintenance is a challenge, we are promoting forest conservation activities

continue to proactively promote investments in business and human resources,
extend the insurance underwriting domain and boldly expand our business into thedomain of providing peace of mind before and after an accident, in our efforts toenable sustainable growth for the future.

2022 Sustainability Report22Tokio Marine Group’s
Sustainability

7

Environmental
InitiativesP rovide Education to Children

One of our major responsibilities is providing education to children, who will lead the future. As various
social issues become increasingly complex and diverse, our responsibility for future generations is likewise
increasing.
Tokio Marine Group hosts programs to consider solutions to environmental and social issues with children
and provides other opportunities for education in order to pass down a better natural environmentand society to future generations. In Japan, we support economically disadvantaged students with
opportunities for learning and advancing to higher education by engaging in initiatives throughfoundations such as providing them with scholarships and administering assistance programs for children
orphaned by traffic accidents.
In addition, Tokio Marine Group has been working to raise children’s environmental awareness throughSocialInitiatives

8

GovernanceInitiatives

Sustainability
LibraryD isclose Highly Transparent andTimely Information

In recent years, there has been an increase in ESG investment that utilizes non-financial information suchas environmental, social and governance (ESG) factors in addition to corporate financial information
for investment decisions. Tokio Marine Group has been working to further enhance its contributions tosolving social issues through its core business while enhancing the trust of shareholders and investors
through the disclosure of highly transparent and timely ESG information.
We began disclosing sustainability information in the 2000s, and since fiscal 2017 we have been working
on climate-related information disclosures in line with the recommendations of the Task Force on
Climate-related Financial Disclosures (TCFD) through the publication of integrated annual reports andsustainability reports.

Green Lessons and disaster prevention awareness through Disaster Prevention Lessons. We have also
provided the career education program Group Work on Managing Risks and Opportunities. More than
130,000 students have participated in these programs as of March 31, 2022. Overseas, Tokio Marine &Nichido Fire Insurance Company (China) Limited and Tokio Marine Indonesia have been carrying out adisaster awareness-raising program while Hollard Group in South Africa has been providing the StreetWise
Finance financial literacy education program.
These programs are carried out mainly by employee volunteers. Tokio Marine Group promotes initiatives
to solve social issues with the participation of all employees by setting the target of a 100% participation
rate (total) in social contribution activities. In fiscal 2021, Group companies in and outside Japan achieved
a 100% participation rate.

Green Lessons

2022 Sustainability Report23

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

Special Feature: Our Sustainability Management— For Future Generations
It is our responsibility to sustainably pass on the environment to future generations, implementing climate

Looking at the future of its stakeholders, Tokio Marine Group has positioned “future generations” as one ofchange countermeasures and preserving biodiversity while supporting these generations in taking on

our key stakeholders. In order to hand down a sustainable environment and society to future generations,challenges through children’s education.

we will promote measures to take climate action, work to protect the abundance of nature and provide
education to children through business activities and social contributions.

In fiscal 2022, we formed a global study team that spans the Group, discussed initiatives to contributeto future generations and identified three themes to focus our efforts on and five priority initiatives.
Themes of focus

Overview of major initiatives
Tree-planting activities(Mangrove planting, afforestation and restoration of eelgrass beds)

Restoring natural capital/
Responding to climate change

Investing in natural capital(Expanding impact investment, general business investment and investment products targeting
natural capital)

Educational assistance for children and students and industry-academia partnerships(Educate the next generation through partnerships between educational institutions and our industry)

Developing human resources
as future leaders

Offering youth real -life exposure to the business world(Providing high school students with opportunities to work as interns and young employees with
opportunities to participate in management)

Assisting in the transition toa circular economy

Promoting waste reduction and recycling through insurance(Promoting the recycling and reuse of damaged goods through property insurance)

2022 Sustainability Report24Tokio Marine Group’s
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The following are part of the initiatives that have been taken
globally by Tokio Marine Group for future generations.

(Tokio Marine & Nichido) Activities to Protect the Sea
Since October 2022, Tokio Marine & Nichido has been engaged in full-scale activities to protect the sea. These activities include the protection
and restoration of eelgrass beds, initiatives to reduce plastic waste and the protection of the marine environment through its core business. The
protection and restoration of eelgrass beds has attracted attention in recent years as a means of solving various issues surrounding the marine
environment (rising seawater temperatures, ocean acidification, the plastic waste problem, the decrease in oxygen levels and the reduction ofmarine resources). It is expected to generate positive effects such as the purification of water, the protection of biodiversity and the absorption
and fixation of CO2 from the atmosphere.

(PURE) Supporting Students through Collaboration with a University
The U.S.-based PURE Group of insurance companies appropriates 1% of its investment portfolio to impact investment as an initiative to invest in
future generations. Recently, PURE formed a partnership with a university whose mission is to provide high-quality education to students withfinancial difficulties. The plan is to use the invested money, a total of USD 2.3 million, to renovate an abandoned hospital building to establish
a facility for new graduate school programs, a gun violence victim memorial and other facilities. This initiative will bring tuition and tourist
income to the university. At the same time, it will also lead to the provision of important services commemorating the university’s contribution
to African-Americans throughout the history of South Carolina.

(Hollard) Job Creation through the Fire Hydrant Initiative
The South Africa-based Hollard has launched the Tshwane-Hollard Fire Hydrants Initiative in a public-private partnership with the city
government of Tshwane and the National Disaster Management Centre (NDMC). Under this initiative, 15 unemployed young people received
training for the inspection of the approximately 3,500 fire hydrants in the entire city of Tshwane. This initiative not only ensures that the fire
hydrants in the city work normally but also contributes to the creation of jobs and opportunities to develop skills. According to Statistics South
Africa, fires are the fourth most frequent cause of accidental death in the country and are estimated to cause insurance losses of about 3 billion
rand (roughly 24.6 billion yen) every year (excluding deaths of the uninsured and unreported losses).

2022 Sustainability Report25Tokio Marine Group’s
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1.7 Relationship between Our Eight Material Issues and 17 SDG Goals
Tokio Marine Group provides various products and services and is undertaking initiatives to realize a sustainable society.
The eight material issues the Group has defined are closely aligned with the 17 SDG goals. We will strive to contribute to the attainment of the SDGs by resolving these material issues.
Perspectives

Eight material
issues

17 SDG goals

Tokio Marine Group’s initiatives

SDGs
targets

Providing value through products and services
Package insurance for offshore wind power generation● Impairment Liability Coverage for Geothermal Power Generation Operators● Insurance products for renewable energy (solar, wind, biomass, geothermal,
hydraulic power) operators● Renewable Energy Fund, green bond investments● Decarbonization Supply Chain Disruption Response Insurance● Wholesale Electric Power Price Fluctuation Insurance●

7. Affordable and clean energy(Ensure access to affordable, reliable, sustainable andmodern energy for all)Take
climateaction7.1,2,3,a

13.1,3

Green Gift Project, Mangrove Planting Project●Insurance products for renewable energy (solar, wind, biomass, geothermal,
hydraulic power) operators● Package insurance for offshore wind power generation● Renewable Energy Fund, green bond investments● Web-based insurance policies and contracts, My Page of the Tokio Marine &Nichido website, Raku Raku Tetsuzuki (Quick and Easy Online Procedures)● Promoting the use of recycled automobile parts● Insurance for environmental liabilities and soil purification

13.1

Green Lessons, Disaster Prevention Lessons
Natural disaster risk seminar

●
●

●

13. Climate action(Take urgent action to combat climate change and its
impacts)

Providing value through other means
Auto insurance eco mark certification● Promoting the use of recycled automobile
parts
●

Achieving carbon neutral status
Reduction in CO2 emissions
Purchase of green power

●
●
●

● Promoting initiatives to prepare for an ISO
Supporting the formulation of business continuity plans (BCP)
Accident response services during large-scale disasters using digital technologies standard certifying disaster preparedness● Disaster Prevention Consortium (CORE)(AI to analyze images taken by satellites; WebRTC; and reservation of on-site● Disaster Prevention Lessons
investigations via smartphones)● BELFOR’s Early Disaster Recovery Support Service● Research on climate change and natural● EQuick Insurance to prepare for earthquakes
disaster risk through industry-academia● Total assist fire insurance x Red Feather Disaster prevention/reduction program
collaborative research● Disaster Experience AR app● Local information network during a● Early disaster recovery support service
disaster● 3D Virtual City Flooding Simulation Model● Natural disaster risk consulting● Situation Room●●For theEnvironment

Improvedisasterresilience

11.5,b
11. Sustainable cities and communities(Make cities and human settlements inclusive, safe, resilientand sustainable)

Obtaining ISO 14001 environmental
management system● Reduction in CO2 emissions● Purchase of green power
●

11.6

Protect
the naturalenvironment

6. Clean water and sanitation(Ensure availability and sustainable management of waterand sanitation for all)

6.6,b

14. Life below water(Conserve and sustainably use the oceans, seas and marine
resources for sustainable development)

14.1,2

15. Life on land(Protect, restore and promote sustainable use of terrestrial
ecosystems, sustainably manage forests, combat
desertification, and halt and reverse land degradation andhalt biodiversity loss)

Green Gift Planet GENKI Program, Mangrove Planting Project
Insurance for environmental liabilities and soil purification●Green Gift Project●

Mangrove Planting Project
Planet GENKI Program●●Green Gift Project
Insurance for environmental liabilities and soil purification

15.1,2

Green Lessons●●Mangrove Planting Project
Planet GENKI Program● Ten-Year Restoration Project of the Coastal
Forests of Tohoku Region affected by theGreat East Japan Earthquake● Green Lessons (delivery classes)● PHLY 80K Trees

●

●

●

●

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Perspectives

Eight material
issuesEnvironmental
Initiatives

17 SDG goals

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

Tokio Marine Group’s initiatives

SDGs
targets

Providing value through products and services

Providing value through other means
Group Work on Managing Risks andOpportunities● Room to Read’s educational support program indeveloping countries●

8. Decent work and economic growth(Promote sustained, inclusive and sustainable economic
growth, full and productive employment and decent work
for all)

Facilitate
and foster
innovation
through
digitalization

8.6

8.5,8

Promoting health and productivity management
Safety First Grant Program●

Digital strategy

●

9.5,a
9. Industry, innovation and infrastructure(Build resilient infrastructure, promote inclusive andsustainable industrialization and foster innovation)

Research on climate change and natural disasterrisk through industry-academia collaborative
research, research on natural disaster risk

●Cyber Risk Insurance
Tokio Cyber Port
Response to the Act for Facilitating New Business Activities of Small andMedium-sized Enterprises (formulation of BCP), awareness-raising activity forrisk financing, providing insurance)

●
●

9.3

●

Development of weather insurance and microinsurance jointly with IFFCOTOKIO● Efforts to increase prevalence of medical insurance for low-income earners●

For Society

Work style reform●●

1. No poverty(End poverty in all its forms everywhere)

1.5

2. Zero hunger(End hunger, achieve food security and improved nutritionand promote sustainable agriculture)

2.3

Research on climate change and natural disasterrisk through industry-academia collaborative
research, research on natural disaster risk
● Initiative to support low incomes in the UnitedStates●Development of weather insurance and microinsurance jointly with IFFCOTOKIO
Efforts to increase prevalence of medical insurance for low-income earners●●

My Page of the Tokio Marine & Nichido website
Drive Agent Personal (DAP)● Drive Agent for Corporate Policyholders● One Day Auto Insurance●

3.6

Supportpeople’shealthy andenriching
lives

●

Promoting health and productivity management
Initiatives for living benefits
Anshin Nenkin Kaigo, Anshin Nenkin Kaigo R● Anshin Cancer Treatment Insurance, Cancer Diagnosis Insurance R● Medical Kit Yell
● Market Link Protect● Medical Assist consultation service● “Medical Note for Tokio Marine Group” online service● Calomama health guidance app● “NouKNOW™” digital tool for checking brain health● “Train Your Brain” program to enhance brain functionality● Services for receiving tests for detecting cancer risk at preferential prices● Service of supporting the creation of family trusts● Support for balancing work with caregiving
●
●
●

3. Good health and well-being(Ensure healthy lives and promote well-being for all at all ages)

3.8,d10. Reduced inequalities(Reduce inequality within and among countries)

10.2

Products corresponding to LGBT
Insurance for supporting initiatives for reducing human rights risk inbuilding supply chains● Universal Consulting Service

Supporting the Center for iPS Cell Research andApplication (CiRA), Kyoto University
Supporting the provision of Japanese-language
medical services (U.S.)● Industry-academia collaborative research withThe University of Tokyo and Tohoku University● AED & Basic Life-Saving Workshops●●

Support for dementia care
Seminar on caregiving skills● Activities associated with an elderly watch
support network project● Support for sports by persons with disabilities
and Special Olympics● Support for Japan Deafblind Association

●

●

●

●

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Tokio Marine Group’s
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Perspectives

Eight material
issuesEnvironmental
Initiatives

17 SDG goals

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

Tokio Marine Group’s initiatives

SDGs
targets

Providing value through products and services

Providing value through other means

Web-based insurance policies and contracts (clauses), My Page of the Tokio
Marine & Nichido website, Raku Raku Tetsuzuki● Promoting the use of recycled automobile parts● Drive Agent Personal (DAP)●

12.2,5,8
Supportpeople’shealthy andenrichinglives

12. Responsible consumption and production(Ensure sustainable consumption and production patterns)●

12.2,4,8

16. Peace, justice and strong institutions(Promote peaceful and inclusive societies for sustainable
development, provide access to justice for all and build
effective, accountable and inclusive institutions at all levels)

Home Choice Assist
Home Cyber Risk Rider● Designated Equipment Water Disaster Rider (no conditions for flooding)● Cyber Risk Insurance● Recall Insurance●

Legal expenses cover●

Policy for response to customer feedback
Managing prevention of transactions involving
conflicts of interest

●
●

16.5

For Society

Eliminating gender gap (Tokio Marine Group
Women’s Career College (TWCC), etc.)
Promoting active roles for older employees● Promoting global human resources strategy● Promoting the employment of persons withdisabilities● Realizing an age-inclusive workforce●Promoteand support
diversity andinclusion

5. Gender equality(Achieve gender equality and empower all women andgirls)●

5.1,5Green Gift ProjectRoom to Read’s educational support program in developing countries● Streaming “Let’s Learn about SDGs” series of videos● ●Provideeducation
to children

4. Quality education(Ensure inclusive and equitable quality education andpromote lifelong learning opportunities for all)

4.1,3,6

Group Work on Managing Risks andOpportunities● Tokio Marine Kagami Memorial Foundation,
Educational Development Fund, Sports
Foundation● N Program to support young physicians to gain
clinical experience● StreetWise Finance● 

Appropriately disclosing information
by strengthening intelligence related to
information disclosure, including the Task Forceon Climate-related Financial Disclosures (TCFD)●

Providing products and services for resolving social issues in collaboration
with agents●For
Governance

Disclosehighlytransparent
and timely
information

17. Partnerships for the goals(Strengthen the means of implementation and revitalize theglobal partnership for sustainable development)

17.17

United Nations Global Compact
Principles for Responsible Investment● United Nations Environment Programme
Finance Initiative (UNEP FI)● TCFD pilot group of Principles for Sustainable
Insurance (PSI) advocated by UNEP FI● The Geneva Association’s Climate Change
and Emerging Environmental Topics (CC+EET)
working group● Private Sector Alliance for Disaster Resilient
Societies (ARISE) of United Nations Office forDisaster Risk Reduction (UNDRR)● Principles for Financial Action for the 21stCentury● Eco-First Program by the Ministry of theEnvironment● Disaster Prevention Consortium (CORE)●●2022 Sustainability Report28

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Special Feature: Our Group Initiatives to Solve Social Issues
To help address social issues through its business activities, Tokio Marine Group bestows awards upon
outstanding initiatives that contribute to achieving SDGs on a group-wide basis. Here are some of theinitiatives that received the Sustainability Award in fiscal 2021.

E. design Insurance[Release of Co-Creation Auto Insurance for the Digital Age]E. design Insurance has released the new auto insurance &e (pronounced “Andy”), providing new

Sustainability Award

experiences to customers with the use of latest technology. To closely reflect the needs of each customer
and decrease the number of customers involved in accidents as much as possible, the company provides

Tokio Marine & Nichido

a safe driving service that integrates IoT sensors with smartphones. In accordance with the mission of[Development of Insurance Options and Solutions“providing not just peace of mind when an accident occurs,

to Establish a Sustainable Aquaculture Society]but also creating a world free of accidents together with

Tokio Marine Group has entered a business alliance with UMITRON K.K., which utilizes IoT devices andcustomers,” E. design Insurance is advancing projects tosatellite sensing to deliver services including feeding optimization, fish school behavioral analysis andmake improvements to &e services; solve traffic-related social

oceanic data provision. Through this alliance, the Group is promoting various efforts, such as advancing

issues through collaboration between industry, government,

the development of new insurance underwriting methods related to “marine aquaculture” risks andacademia and customers; and utilize the data obtained fromdeveloping risk solutions using satellite data. In addition, the Group has also developed Japan’s first&e services.

insurance option specifically for the risks involved in closed-cycle land-based aquaculture systems that

Hollard Insurance Group

have fallen outside the coverage of existing mutual aid systems.
This is just one example where Tokio Marine & Nichido has taken the lead as a Group company incollaborating with Tokio Marine dR, the Group’s core data company, and external partners to drive
innovation. Along with contributing to solutions for managing food supply crises, maintaining marine
sustainability and handling other social issues, this initiative creates new insurance markets in a way thatconnects to sustainable growth for Tokio Marine Group.

[Contributing to Future Generations through Early Childhood Development Programs]
The Hollard Foundation Trust has launched an early childhood development (ECD) program anddeveloped the SmartStart curriculum based on play toprovide children with educational opportunities and highquality nutrition. To address the issue where only 40% ofchildren in South Africa have access to early education,
the initiative has enabled universal access to early learning

Initiative Concept (Solve social issues through support for the aquaculture business)

Social Issue
Solution

Support the growth andindustrialization of the aquaculturebusiness from the perspective of risk
management, maintain thesustainability of oceans, and address
food-supply crises coinciding withpopulation growth

Customer (GX)

Tokio Marine (DX)

Facilitate green
transformation throughsupport for companies
entering the aquaculturebusiness

Develop new products andservices that use digitaltechnologies in collaboration
with smart aquaculture
solutions providers

programs to roughly 160,000 children.

Tokio Marine Life Insurance Singapore[Developing a Smart City by Providing Insurance Products and Services]As part of a smart city project to be constructed in Singapore’s Tengah area, Tokio Marine Life Insurance
Singapore is collaborating with the Singapore Power Group to engage in eco-friendly activities in which
residents and companies have flexible access to insurance. By incorporating home contents protection
with Singapore’s first central cooling system program, the company has made proposals for value creationand enhanced protection functions to adapt to the diverse needs of households and businesses.

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1.8 Stakeholder Engagement — Promoting Initiatives Together with Various Stakeholders
For implementing high-quality management practices, Tokio Marine Group believes that building mutual

We also create a virtuous cycle of further contributing to building a sustainable society by integrating

trusts through dialogues with all stakeholders including customers is crucial. We work to identify issues

opinions and expectations obtained through these dialogues into our business and sustainabilityof Group companies and promote a deeper understanding of Tokio Marine Group’s thinking, values andstrategies.

various types of initiatives based on customer opinions (customer compliments, complaints and other
opinions and suggestions) received by Group companies, and through engagement with shareholders
and investors, dialogue with agents, communications with employees and ESG rating agencies andStakeholders
Category

opinion exchange with external experts (Sustainability Dialogue).
Stakeholders
Category

Subcategory

Engagement
PolicyWe continually provide customers and society
with “safety and security.” We will continue
to promptly and appropriately provide
even higher quality products, services andPolicyholders
processes that meet the expectations of ourcustomers.
Customers

Business
partners

Shareholders
and investors

We aim for healthy mutual growth anddevelopment with our business partners.
To assure transparent and fair management, wework for timely and appropriate information
disclosure, while implementing a variety ofmeasures to realize constructive dialogue
with domestic and overseas shareholders andinvestors.

Contents
Basicknowledge of
insurance

Tokio
MarineGroup
employees

Insurance
agentsWe emphasize mutual trust with our agents andcombine our strengths to meet the needs ofcustomers while cooperating to promote mutuallysound growth and development.

Employees

Naruhodo Insurance Guide (LifeEvents) (in Japanese)

Business
partners

Sustainability in the Value Chain

Research
institutions

Society
Dialogue withshareholders
and investors

Disclosure
policyWe respect each and every employee as
individuals and recognize their dignity andvalue, and pay careful attention to ensurethat they can fulfill their responsibilities totheir families. We aim to be a professionalgroup with very distinctive characteristics
while cooperating to ensure all colleagues
maximize their performance with integrity andcompassion.

Naruhodo Insurance Guide (Basic)(in Japanese)

Response to Customer Feedback

EmployeesatisfactionlevelsDialogue

Cooperation
with insurance
agentsStakeholder Engagement (Dialogue
with Shareholders and Investors)

Information Disclosure
Dialogue with Employees (Raising
Employee Satisfaction Levels)

Penetrating our Sustainability
Strategy

Working Together with Agents to
Improve Quality
Education and Training Systems forAgents

PolicyAs a good corporate citizen, we strive to
be trusted by all people and society while
contributing to the creation of a society wherea diversity of people can live healthy lives andwith a sense of security. We also make efforts
Local
communities to soundly protect the global environment for
future generations. In addition, by partneringwith NPOs, etc., we conduct a mangrove
planting project.

Links

CustomersatisfactionlevelsSubcategory

Engagement

To respond to disasters caused by climatechange, we will enhance our natural disasterrisk assessment through industry-academia
collaboration and will provide products andservices for stable responses to disasters in the
future.

To respond to global-scale issues such as climatechange, poverty, human rights and resourceand energy issues and help create a secure,safe and sustainable future, we will collaborate
External
with governments and industry organizations
initiatives,and participate in initiatives that include theorganizations,
United Nations Global Compact and the United
governments
Nations Environment Programme FinanceInitiative (UNEP FI), and undertake activities
in cooperation with a variety of stakeholders
toward resolving these issues.

Media

Future generations

Based on the Tokio Marine Group Sustainability
Charter that states, “We intend to disclose
information timely and appropriately and topromote dialogue with all our stakeholders toensure effective corporate management,” wewill cooperate with the media and carry out
fair, timely and proper disclosure of company
information to gain the trust and understandingof our stakeholders.
We aim to pass on a sustainable global
environment to future generations.

Links

Contents
Awards
Initiatives

External Evaluations and Participationin Initiatives

Sustainability
Dialogue

Stakeholder Engagement(Sustainability Dialogue)

Mangrove
Planting
Project

Protecting the Global Environment
through Products and Services (Green
Gift Project: Mangrove Planting)

ClimateResearch on Climate Change andchange andnatural disaster Natural Disaster Risks
risk researchParticipation in External Evaluations and Participation
initiatives
in Initiatives

News release

News release

Tokio Marine
Holdings
corporate
website(Sustainability
page)Tokio Marine Holdings Corporate
Website (Sustainability page)

Experiencebased
environmental
protection
activities

Protecting the Global Environment
through Products and Services (Green
Gift Planet GENKI Program)

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SocialInitiatives

Opinion2

GovernanceInitiatives

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Transition financeIn the name of the “Sustainability Dialogue,” Tokio Marine Group regularly invites outside experts to share

Realizing a net zero society and transitioning to a decarbonized society by 2050 require an enormous

the latest knowledge on sustainability with management and to engage in dialogue about Tokio Marine

amount of investment toward discontinuous innovation and its social implementation. Financial

Group’s sustainability initiatives. We utilize their opinions and suggestions in formulating our sustainability

institutions and insurance companies are expected to firmly support companies making such a substantial

strategies and promoting related initiatives.

investment for the transition through financing and insurance underwriting in a manner that is consistent
with their own transition strategies.

At the Sustainability Dialogue held on December 13, 2021, we invited Keisuke Takegahara, Executive Fellow,
Research Institute of Capital Formation, Development Bank of Japan Inc., to give a lecture on the theme[Tokio Marine Group’s response policies]of the “Latest Trends in Sustainable Financing and Promotion of Sustainability

Toward transitioning to a decarbonized society, Tokio Marine Group will strive to provide insuranceManagement” and to share his opinions about the sustainability of Tokio

products and services and promote ESG investing, including impact investing, based on dialogue with

Marine Group. The following highlights several opinions received through theinsurance customers and investee companies. We will also evolve our “Tokio Marine: Our Climate Strategy”

dialogue and our corresponding response policies.

and work to measure and set reduction targets for our Scope 3 (Category 15) GHG emissions.

Keisuke Takegahara
Executive Fellow, Research Institute of
Capital Formation, Development Bankof Japan Inc.

Opinion3

Enhancing climate-related disclosures based on the TCFD
recommendations and responding to TNFD

Discussion at the International Sustainability Standards Board (ISSB) mainly focuses on climate-related
Opinion1

Growth through resolving issues

disclosures, and the TCFD recommendations are virtually becoming a mandatory international standard.
In Japan, the momentum to disclose climate-related information based on the TCFD recommendations

In line with ESG investing going mainstream, non-financial information of companies has gained greater

has extended even to regional financial institutions, proof that the importance and necessity of suchimportance in their corporate value. Medium- to long-term investors will choose companies with businessdisclosures are rising. I hope that you will enhance your sustainability information disclosure with an eye

models designed to attain growth through issue solving, competitive advantages derived from suchon natural capital and the Taskforce on Nature-related Financial Disclosures (TNFD) as well, which aremodels and the sustainability of the models themselves.

expected to gain recognition going forward.

[Tokio Marine Group’s response policies][Tokio Marine Group’s response policies]

Tokio Marine Holdings has formulated sustainability strategies encompassing four priority issues, namely

Since the announcement of the TCFD recommendations in fiscal 2017, Tokio Marine Holdings has been

“Take climate action,” “Improve disaster resilience,” “Support people’s healthy and enriching lives” andenhancing our climate-related disclosures based on the TCFD recommendations every year. Additionally,“Promote and support diversity and inclusion.” The Company has been working to resolve social issues andin February 2021, we set up a Green Transformation (GX) Task Force and launched full-scale initiatives toenhance corporate value at the same time. Going ahead, we will make efforts to enhance dialogue withsupport the transition of customers and society to a decarbonized society. We also disclose information

stakeholders, such as by appropriately and accurately conveying our story of growth through issue solvingon biodiversity as we evaluate and announce the amount of GHG fixation through the Mangrove Planting

to investors and other stakeholders via our Integrated Annual Reports and Sustainability Reports.

Project and the economic value of ecosystem services. In the future, we will strive to further enhance oursustainability-related disclosures information based on the latest trends related to sustainability as well,including natural capital and the TNFD.
2022 Sustainability Report31Tokio Marine Group’s
Sustainability

Environmental
Initiatives■ Opinions Received from Experts in the Past and Subsequent Responses*Not conducted in Fiscal 2020 due to the COVID-19 pandemic.
Date ofdialogue

February
12, 2020(FY2019)

Items

Opinions

Status of Group’s response

Businessmanagement
based onthe trust ofcustomers

Unlike products and services provided bymanufacturers, those of financial and insurance
business operators are intangible and take time
to be recognized by customers. As such, it isimportant to practice business management
based on the trust of customers. You shouldmake efforts to facilitate their understanding of
the Group’s philosophy when providing products
and services to them. Ingraining this philosophy
into employees shapes a corporate culture, which
in turn serves as the basis of customer trust. It isessential that customers can get a sense of that
corporate culture.

Tokio Marine Group companies have formulated theirrespective customer-oriented business conduct policies andare carrying out business accordingly while remaining close tocustomers and keeping an acute awareness of their diversifying
needs. We will remain committed to thoroughly implementing
customer-oriented business conduct in the future as well.
Through the provision of safety and security to customers,
we will also strive to gain greater trust by facilitating theirunderstanding of our corporate culture, including our purpose(raison d’etre) of protecting customers and local communities
in times of need.

Among other countries, Japan has the greatest
Disclosure of
number of companies supporting the disclosure
climate-relatedof climate-related information according to
information
TCFD recommendations. What is increasingly
accordingemphasized now is the content of theirto the TCFD
information disclosure. For example, many
recmmendations companies sustained damage during typhoons lastyear, and they need to disclose more informationon the actual situations surrounding such a risk.
Companies are required to appropriately identify,
assess and disclose climate change-related risks
and opportunities to investors and other relevant
parties based on TCFD recommendations.

Tokio Marine Holdings has identified global climate change
and an increase in natural disasters as one of the material issues
and seeks to create a resilient society. Since declaring our
support to the TCFD for the first time in the Integrated Annual
Report 2017, we have been disclosing information on climaterelated governance, strategies, risk management, metrics andtargets based on the TCFD recommendations through our
corporate website, Sustainability Reports and other means. We
will continue to implement appropriate risk control and work
to improve the sophistication of our disclosure of informationon the actual risk situations.

Failure, to put it positively, is “learning for the
future.” Many companies engaging in thedevelopment of human resources are now
required to make additional efforts to incorporate
the opinions of younger generations and womenand build their self-confidence by taking onchallenges on their own. Giving due consideration
to such matters is currently important incompanies.

Tokio Marine Holdings focuses on human resources
development through such means as continuous dialogue
between managers and employees for the enhancementof employees’ competencies (in behavior and thinking). For
example, Tokio Marine Holdings and Tokio Marine & Nichido
jointly operate the Tokio Marine Innovation Program, an inhouse open application program launched in 2017 for thecreation of business models and new businesses that willcontribute to the Group’s growth. It periodically solicits ideas
from employees to spur innovation and allows the employee
who has submitted the most outstanding idea to put his or
her innovative idea into practice. In July 2020, we announced“PRODOR,” the first project commercialized under the program.

Developmentof human
resources

SocialInitiatives

Date ofdialogue

GovernanceInitiatives

Sustainability
Library

Items

Opinions

Status of Group’s response

Dialogue withstakeholders

In order for Japanese companies to overcome
the issue of low earnings and solve social issues
potentially becoming more serious in the future,business managers need to deal with both
short-term issues and medium- to long-termsustainability issues and increase the ability toprovide value. In doing so, it is crucial to respond
appropriately to ESG trends by holding dialogues
with every stakeholder in the capital market andgain recognition from the world’s stock market
as a company continuously improving corporate
value.

Tokio Marine Holdings will hone its ability to provide value byenhancing dialogues with customers and other stakeholders,
including those in the capital market, and by increasing ourabilities to deliver safety and security, to execute M&A and toenhance the Group’s combined capabilities.

February
12, 2020(FY2019)

Our efforts in fiscal 2019 included expediting payment of
insurance claims; building a simple and fast process for
insurance claims payment; setting up new customer contact
points through a business tie-up with an online service
provider; executing flexible M&A with a focus on culturalalignment; combining high levels of expertise of Group
companies in Japan to predict and prevent disasters andaccidents; and providing early recovery services.
We will continue our endeavor to become a company highly
recognized both by society and the capital market through theenhancement of our dialogue with various stakeholders.

Management
focusedon theSustainable
Development
Goals (SDGs)

An insurance company is a business operator
having contact with people and companies in all
business categories through its insurance business,
involving a large number of stakeholders andhaving a significant impact on society throughproduct development. I hope you will incorporate
the globally pursued SDGs into your management
strategies, promote the permeation of these goals
within the Group and take the lead in efforts toincrease their recognition worldwide.

For Tokio Marine Group, the resolution of social issues is thevery goal of our business, and we have been working toresolve natural disaster and other social issues even before
the SDGs were adopted. In fiscal 2019, we will step up ourefforts by explicitly integrating the SDGs into the Group CSR
strategies. Working with our stakeholders, we will continue
to endeavor for the resolution of social issues through all ourbusiness activities from a long-term perspective.

We are in an age in which the quality of conveying

Tokio Marine Holdings also provides various opportunities
for female employees to build their career on their own
and take active roles in a broader range of fields. In fiscal
2019, we launched the Tokio Marine Group Women’s Career
College (TWCC), an internal program for female employees ofGroup companies in Japan. Going ahead, we will continue toundertake initiatives to nurture human resources and provide
opportunities.

Since fiscal 2018, Tokio Marine Group has been referring to the
Guidance for Integrated Corporate Disclosure and Companyensuring good investor relations (IR) and public
Investor Dialogues for Collaborative Value Creation advocatedrelations (PR). I think you would be able to betterby Japan’s Ministry of Economy, Trade and Industry in preparing
express your philosophy “To Be a Good Company” its Integrated Annual Reports. In the 2019 Integrated Annual
if you can clearly define the link between the SDGs Report, we incorporated the SDGs into our value creationand your strength-based business model andmodel and showed our initiatives toward the attainment of thebusiness model-based value creation story.
SDGs in a table in the Environmental, Social and GovernanceInitiatives and Contributions to the United Nations Sustainable
Development Goals section. We will continue to improve thequality of conveying our value creation story.

Value creation
a company’s value creation story is crucial instory

December19, 2018(FY2018)

Promoting thepermeationof the SDGs
throughout
the Group

I believe efforts to promote the permeation of theSDGs throughout the Group should be made in
a way that factors in the individual positions androles at the management level and at the actual
operation level. For sales personnel, for example, itis essential to organize the SDGs-related initiatives
into easily comprehensible, familiar themes fromtheir perspective. Providing relevant education
regarding them is also important.

We will promote the permeation of the SDGs throughout
the Group by using CSR Dialogues and the CSR Board at the
management level. At the actual operation level, we will doso by providing training for CSR Key Persons (CSRKP), CSR
education and SDGs-related tools. For the latter, the CSR
Division and other relevant departments jointly support thedevelopment of tools to raise awareness of the SDGs. From fiscal
2019, we also changed the name of our annual CSR Booklet
to the Sustainability Booklet to clearly show the link between
the Group’s initiatives and the SDGs. We will use the booklet inpromoting the permeation of the SDGs throughout the Groupand communicating with customers with regard to the SDGs.

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Dialogue with Stakeholders

Sustainability
Library

In fiscal 2021, we also resumed face-to-face IR activities overseas. While working to improve the qualityof dialogues, we held dialogues with approximately 900 company shareholders and investors, which was
almost the same level as the previous fiscal year.

Dialogue with Shareholders and Investors

Fundamental Policy

IR conference video (May 2022)

Dialogue with Individual Investors

Disclosure and Dialogue

Tokio Marine Holdings will strive to enhance trust
by providing information to the capital markets in a

GovernanceInitiatives

Management

timely, fair and continuous manner while ensuringtransparency and accountability in its disclosures,

To Be a Good
Company
To be the company
most trusted by thecapital markets

In fiscal 2021, we took all possible measures to prevent the spread of infection and held a conference
CapitalMarkets

Feedback

and to promote understanding of its efforts to increase corporate value and accurate assessment of theCompany. Furthermore, through constructive dialogue between management and shareholders andinvestors, the Company will gain an appropriate understanding of how it is viewed and the state of thecapital markets and provide that understanding and feedback to management and within the Company
to lead to the improvement of management itself and further enhance corporate value.

Dialogue with Investors
Dialogue with Institutional Investors
The Company holds financial results conference calls, IR conferences
and theme-focused strategy conferences both onsite and live

featuring the Group CEO. The Company also provided easy-to-understand explanations of the “Group’s
management strategy” and “shareholder return,” which are of great interest to individual investors. These
explanations received a high participant satisfaction rate of 93%.
Conference video (in Japanese)

Feedback
The Company is also making efforts to report the opinions obtained through dialogue with shareholders
and investors widely to management and other members of the Company, and to reflect them in
improvement of management. Having little familiarity with capital markets, our employees come tounderstand the feedback from the capital markets, how the Company is evaluated and how their own
work is connected to capital markets through IR activity reporting sessions. This has a positive impact on
their own motivation and growth and, as a result, a virtuous circle of company growth is also created.
In fiscal 2021, we also used remote tools to share and interact with 3,360 Group employees.

streamed worldwide on the Internet, and is thereby engaging in

Engagement with the Local Community

dialogue with shareholders and investors around the world.

Tokio Marine Group promotes local community and social contribution activities in collaboration withAmong these sessions, we have received particularly high acclaim from domestic and overseas

NPOs committed to solving various issues in local communities. For the Mangrove Planting Project, one

shareholders and investors for our industry’s first full-fledged Investor Day event (November 2020),

of the most notable initiatives undertaken by the Group, we have formed a long-term partnership withbriefings focused on themes of great interest for capital markets (held about twice a year on such topics

the NGO Action for Mangrove Reforestation (ACTMANG) specialized in mangrove planting, Organization

as growth strategies related to the renewable energy market, D&I and special feature stories of overseas

for Industrial, Spiritual and Cultural Advancement-International (OISCA) and International Society for

subsidiaries) and especially the IR conference (May 2022), which was joined by an Outside Director

Mangrove Ecosystems (ISME). Besides planting mangroves, we also cooperate in improving environmental

regarded as representing minority shareholders.

awareness and promoting industries in designated planting regions, such as providing environmental
education and workshops for local residents and children.

At the IR conference, the Outside Director responded from an objective standpoint to questions about
Tokio Marine Group’s management evaluations and issues and how feedback from capital markets is

In Japan, we collaborated with Nippon NPO Center, eight Environmental Partnership Offices locatedreflected in the Board of Directors’ meetings. Participants commented that it was a valuable opportunity

nationwide and environment-related NPOs throughout the country and carried out the Green Gift Planet

to listen firsthand to an Outside Director, that they had deepened their understanding of the Company’s

GENKI Program that encourages experience-based, environmental protection activities primarily targeting

management and that they would like to see more opportunities of this kind in the future.

children.
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Initiatives

SocialInitiatives

GovernanceInitiatives

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1.9 External Evaluations and Participation in Initiatives
Tokio Marine Group is working to improve its initiatives in environmental, social and governance(ESG) fields and has received numerous evaluations and awards in Japan and overseas. Also,

Evaluation from ESG Rating Agencies

to contribute to the creation of a safe, secure and sustainable future, Tokio Marine Group also

Tokio Marine Holdings works toward transparency in its disclosure of ESG information and has

participates in various initiatives that include the United Nations Global Compact (UNGC), the United

earned high acclaim from numerous global ESG indexes. As of the end of August 2022, Tokio Marine

Nations Environment Programme Finance Initiative (UNEP FI) and the United Nations Principles for

was listed in the ESG indexes shown below. Through these evaluations, we are working to further

Responsible Investment (PRI).

strengthen our sustainability promotion structure by incorporating external knowledge and utilizing
feedback from ESG evaluation organizations.

ESG Index/ESG Rating

Rating Agency● Dow Jones Sustainability

S&P Global

Indices● MSCI Japan ESG SelectLeaders Index

*

MSCI

ESG Index/ESG Rating● S&P/JPX Carbon Efficient Index(themed index/environmental)● CDP (climate change)(Obtained A- rating in 2021)

Rating Agency

S&P/JPX

CDP(ESG index)

In 2022, we received an AA rating in the MSCI’s ESG index.

● 2022 Health & Productivity* Inclusion in the MSCI Index and use of MSCI’s logo, trademarks, service marks or index names
do not constitute an endorsement, sponsorship or promotion of Tokio Marine Holdings, Inc. by
MSCI or its affiliates. The MSCI Index is an exclusive property of MSCI. The names and logos of
MSCI and its indexes are trademarks or service marks of MSCI or its affiliates.

● FTSE4 Good Index● FTSE Blossom Japan Index(ESG index)● ISS ESG

Stock Selection(seventh consecutive year since 2016)● Outstanding Health and Productivity

FTSE Russell

FTSE Russell

ISS ESGManagement 2022, large enterprise
category (White 500)

● Semi-Nadeshiko Brand

for fiscal 2021

● Digital Transformation Stock 2022

Ministry of Economy,
Trade and Industry
and the Tokyo Stock
Exchange

Ministry of Economy,
Trade and Industry

Ministry of Economy,
Trade and Industry
and the Tokyo Stock
Exchange
Ministry of Economy,
Trade and Industry, theTokyo Stock Exchange andInformation-technology
Promotion Agency, Japan

2022 Sustainability Report34

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Environmental
Initiatives

SocialInitiatives

Awards Received for ESG Initiatives
Tokio Marine Group strives to improve its initiatives in terms of environmental, social and governance(ESG) criteria, and has received numerous evaluations and awards both in Japan and overseas.

Sustainability
LibraryAwards Received Overseas■ Insurance Asia Awards 2021
Our overseas Group companies received the Insurance Asia Awards 2021
(CSR Initiative of the Year) in Singapore and India.

Awards Received in Japan■ ESG Finance Awards Japan

GovernanceInitiatives■ The Best Workplaces in Brazil / Best Places to Work in Insurance

Tokio Marine & Nichido won the Bronze Award in the financial services
category (insurance category) of the 3rd ESG Finance Awards Japan
sponsored by the Ministry of the Environment. The award was granted inrecognition of the company’s contribution to the promotion of thewidespread acceptance of renewable energy by providing insurance
products and services related to offshore wind and solar power generation.
Tokio Marine Holdings’ participation in the Net-Zero Insurance Alliance, aninternational initiative, was also evaluated.

Our overseas Group companies were awarded The Best Workplaces in Brazil
for the ninth consecutive year and the Best Places to Work in Insurance in the
United States.

Awards for Disclosure Efforts■A wards for Excellence in Corporate

Disclosure■ NIKKEI Annual Report Awards■ Sustainable Finance Awards
Tokio Marine & Nichido received an award for excellence at the 7th
Sustainable Finance Awards (2021) hosted by the Research Institute forEnvironmental Finance. The risk assessment model for directors and officers
liability insurance (D&O insurance) developed by the company is the firstinitiative in Japan that incorporates a company’s ESG assessment. The award
was presented in recognition of its originality and social significance of
supporting corporate ESG initiatives.

■ Regional Revitalization
We received the Minister’s Commendation for the sixth consecutive year as a“characteristic example of initiatives” for financial institutions contributing toregional revitalization.

We were selected as an excellent company (firstplace) in the insurance, securities and otherfinancial institution category.

We won the Excellence Award for our Integrated
Annual Report 2021 at the NIKKEI Annual ReportAwards.

■ ESG Finance Awards Japan
In the Environmentally Sustainable Company category of the 3rd ESG
Finance Awards Japan sponsored by the Ministry of the Environment, wewere commended as a company with substantial ESG information disclosure.

2022 Sustainability Report35Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Participation in Initiatives
Tokio Marine Group supports and respects the Universal Declaration of Human Rights, the ILO’s

Sustainability
Library

Sustainable Finance and Insurance■ UNEP FI Principles for Sustainable Insurance (UNEP FI-PSI)

International Labour Standards and the Organisation for Economic Co-operation and Development
More than 400 financial institutions around the world participate in the
United Nations Environment Programme Finance Initiative (UNEP FI), an
initiative that surveys, researches and puts into practice businessapproaches that consider economic development, the environment andsustainability.

(OECD) Guidelines for Multinational Enterprises. Also, Tokio Marine Group will contribute to the creationof a safe, secure and sustainable future through participation in such initiatives as the United Nations
Global Compact (UNGC), the United Nations Environment Programme Finance Initiative (UNEP FI), UNEP
FI Principles for Sustainable Insurance (UNEP FI-PSI) and the United Nations Principles for Responsible
Investment (PRI).

In addition to providing support as a sponsor to the Tokyo Dialogue on Sustainable Finance convened
Human Rights, Labor, the Environment and Anti-Corruption■ The United Nations Global Compact (UNGC)

by UNEP FI in Tokyo in June 2019, Tokio Marine & Nichido participated in the Asia-Pacific Regional
Roundtable held in June 2021 and made a presentation on the theme of “Co-creating Value through theGreen Gift Project and Mangrove Planting Project.” The company also contributes to the discussions on
climate-related financial disclosures and other topics. From the perspective of promoting sustainability
throughout the Group, in January 2022 the UNEP FI signatory body was changed from Tokio Marine &The United Nations Global Compact (UNGC) is a voluntary initiative forparticipation by companies in the creation of a global framework underwhich companies exercise responsible and creative leadership to act as
good members of society to realize a sustainable society.

Nichido to Tokio Marine Holdings.
UNEP FIThe Principles for Sustainable Insurance (PSI) of UNEP FI is a working groupthat surveys, researches and executes ESG initiatives in the insurance
industry.

The ideas and contents of the Ten Principles concerning human rights, labor, the environment and anticorruption advocated by the UNGC coincide with Tokio Marine Group’s own approach to sustainability as
well as our Sustainability Charter. Therefore, Tokio Marine Holdings has been a signatory to and expresses

Tokio Marine & Nichido has not only participated in the formulation of PSI but also supported its intent

its support for the UNGC since 2005.

and policies and became its founding signatory in June 2012. The company has since been promoting
insurance industry initiatives that consider ESG issues together with insurance companies all around the

Tokio Marine Holdings is participating in the United Nations Global Compact Network Japan (GCNJ) andworld.

in fiscal 2021 participated in such initiatives as the Disaster Prevention and Mitigation Working Group andthe Reporting-Related Study Working Group, among others.

From fiscal 2018, Tokio Marine & Nichido participates in the PSI Task Force on Climate-related Financial
Disclosure (TCFD) Insurer Pilot Working Group and was involved in creating the framework for climate-

From fiscal 2022 and beyond, Tokio Marine Holdings will promote these initiatives in the “Participant”

related financial disclosure in the global insurance industry based on the TCFD recommendations. The

capacity.

company was also instrumental in the creation and publication of the “Insuring the climate transition”* Tokio Marine Holdings summarizes and reports every year on the status of initiatives for addressing the Ten Principles of
the United Nations Global Compact.

report in January 2021. In June 2022, we participated in PSI’s 10th anniversary event and appealed to theCommunication on Progress (PDF/663.3KB)
The United Nations Global Compact

insurance industry to contribute to The Decade of Action, which under the UN calls for the acceleration of
ESG initiatives toward 2030.
PSI of UNEP FI
2022 Sustainability Report36Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives■ Ministry of the Environment Principles for Financial Action toward

GovernanceInitiatives

Sustainability
Library

Sustainable Investmenta Sustainable Society (Principles for Financial Action for the 21st Century)■ Principles for Responsible Investment (PRI)
Based on a suggestion from the Ministry of the Environment’s Central
Environment Council Expert Committee on Environment and Finance, thePrinciples for Financial Action for the 21st Century were compiled in 2011 by
Japan’s Environmental Financial Action Principles Drafting Committee, whichfeatured the participation of a wide range of financial institutions, with theaim of broadening the circle of initiatives for environmental financing. The
Principles for Financial Action are aimed at enabling domestic financial
institutions to promote optimal initiatives in their main businesses foraddressing a host of issues they face directly such as environmental, socialand governance issues. Under these principles, the direction of which aligns
with UNEP FI and the PRI, financial institutions seek to fulfill their necessary
responsibilities and roles for the formation of a sustainable society based on
their concerns about the future of the earth.

The Principles for Responsible Investment (PRI) is an initiative devised mainly
by UNEP FI and the UNGC, which expresses and puts into practice stances andpolicies that consider ESG issues in investment decisions by financial
institutions and institutional investors.

The following Tokio Marine Group companies agree with the thinking of the PRI and have signed thePrinciples.
Signatories (Timing)

Initiatives
Signed the UN-supported PRI initiative, accepting these Principles as an asset management

Within Tokio Marine Group, Tokio Marine & Nichido actively participated as a member of the drafting
committee and the following six Group companies have agreed with the intent of and signed thePrinciples. (As of August 31, 2022)

Tokio Marine
Asset Management(April 2011)

company. The company established a responsible investment committee composed of
the chief asset managers of each asset class, as well as a responsible investment group.
Through these steps, the company develops basic policies, processes and systems
concerning responsible investment and undertakes initiatives that take into account ESG
issues during investment analysis, product development and exercise of voting rights.

• Tokio Marine & Nichido• Tokio Marine & Nichido Life Insurance• Nisshin Fire & Marine Insurance

Tokio Marine & Nichido(August 2012)

Tokio Marine & Nichido has endorsed the concept of the PRI and signed on as an asset
owner. The company has established an ESG investment and financing policy and has
been promoting initiatives for ESG engagement and ESG integration.

• E. design Insurance• Tokio Marine Millea SAST Insurance• Tokio Marine Asset Management
Tokio Marine Group has been proactively contributing to the Principles’ initiatives. In July 2021, the Groupgave a lecture entitled “The Latest TCFD Developments” during an online seminar held by the Insurance
Business Working Group.
In the future as well, Tokio Marine Group will continue to promote the kind of initiatives that the financial■ Japan Sustainable Investment Forum
Japan Sustainable Investment Forum (JSIF), a not-for-profit organization (NPO),
carries out activities to promote the spread and development in Japan ofsustainable investment and ESG investment, which are actively undertaken in
Europe and the United States. JSIF functions as a venue for information andopinion exchanges, discussions and investigative research among persons
involved with ESG investment and aims for the sound development of ESG
investment and for the building of a sustainable society.

and insurance industries can provide support for to create a sustainable society.
Principles for Financial Action for the 21st Century

As members of JSIF, Tokio Marine & Nichido and Tokio Marine Asset Management are participating ininvestigative research on ESG investment and in initiatives for the sound development of this investment.
Japan Sustainable Investment Forum (JSIF)

2022 Sustainability Report37Tokio Marine Group’s
Sustainability

Environmental
Initiatives

Climate Change and Nature-related Disasters
Management system for lobbying activities and trade association memberships

SocialInitiatives

GovernanceInitiatives

Sustainability
Library■ The United Nations Office for Disaster Risk Reduction (UNDRR)— Private Sector Alliance for Disaster Resilient Societies (ARISE)■ Net-Zero Insurance Alliance (NZIA)In November 2015, the United Nations Office for Disaster Risk
Reduction (UNDRR), a strategic framework for disaster risk
reduction adopted by United Nations member countries in 2000,
launched the Private Sector Alliance for Disaster Resilient Societies(ARISE) toward the strengthening and reorganization of the Private
Sector Partnership for Disaster Risk Reduction (DRR-PSP) for
disaster prevention that Tokio Marine & Nichido joined in 2014.

The NZIA is an international initiative to promote the transition of insurance underwriting portfolios
to realize a net-zero greenhouse gas (GHG) emissions society by 2050. It considers the definition of
net zero insurance underwriting portfolio, the method of measuring GHG emissions of the insurance
underwriting portfolio and how to set targets. The NZIA aims to announce the targets for the first five
years in July 2023.

In January 2022, Tokio Marine Holdings became the first Japanese insurance company to join the NZIA,
an international initiative, from the perspective of further promoting climate change countermeasures.
By joining the NZIA, the Company will proactively participate in the creation of international rules in
the insurance industry to achieve the goal of decarbonization. Tokio Marine Holdings will also aim to

Tokio Marine & Nichido participated in the 7th Global Platform Meeting (GP2022) and Stakeholder Forum
hosted by UNDRR in May 2022 and made a presentation on “Insurance Companies as Risk Managers.”

formulate a framework that respects the decarbonization process matched to the situation of eachcountry, including criteria for evaluating the effectiveness of carbon offset technology in offsetting CO2
emissions as well as placing an emphasis on dialogue (engagement) to support corporate decarbonization
activities.

■ Partnership for Carbon Accounting Financials (PCAF)
The PCAF is an international initiative to develop methods formeasuring and disclosing GHG emissions associated withinvestment and financing. To date, the organization has
developed methods for measuring and disclosing GHG
emissions related to listed stocks and corporate bonds,
commercial loans and unlisted stocks, project finance,
commercial real estate, mortgage loans and auto loans. In
September 2021, the PCAF established a working group jointlywith the NZIA to develop a method for measuring GHG
emissions related to insurance underwriting portfolios.

■ The Geneva Association— Climate Change and Emerging Environmental Topics (CC+EET)

The Geneva Association is an insurance industry think tank composedof approximately 70 executives from major insurance companies
around the globe.

As a member of the Executive Committee of the Geneva Association, Tsuyoshi Nagano, Chairman of
Tokio Marine Holdings, leads and supports surveys and research on important insurance industry
issues (climate change and the environment, health and aging society, socioeconomic resilience, newtechnologies and data, cyber issues, compensation liabilities, public policies and regulations, etc.)
handled by the association. At the same time, as Joint-Chairman of the “Climate Change and Emerging
Environmental Topics” working group, he is taking the lead in undertaking surveys and research on
climate change and natural disaster risk and disseminating related information to society. In recent years,

In January 2022, Tokio Marine & Nichido joined the PCAF. Through participating as a member, thethe Geneva Association has been hosting the Women in Insurance Award with the aim of facilitatingcompany aims to improve its technology related to the measurement and analysis of GHG emissions andthe empowerment of female leaders in the insurance industry. Chairman Nagano has been serving as a

improve the quality of dialogue (engagement) with its recipients of investments and financing to achieve

member of the selection panel of the award.

decarbonization.

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Sustainability

Environmental
Initiatives■ ClimateWise

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

widespread use of cat bonds in the APEC region. It has also been implemented in Guangdong, Hong Kongand the Pearl River Delta region.
ClimateWise is an initiative led by the Prince of Wales in whichapproximately 30 leading insurers in Europe jointly carry out studies
and research on various risks and opportunities related to climatechange and make recommendations toward reducing the risks thatclimate change imposes on economic and social life. The initiative isoperated by the University of Cambridge Institute for Sustainability
Leadership (CISL).

In addition, an online roundtable was held in April 2022 on how to promote financial preparedness in the
APEC region through public-private partnerships against pandemic risks. Tokio Marine & Nichido engaged
in the discussion from the standpoint of an insurance underwriter.
* DRFI is a broad concept that bundles multiple countries and offers a wide variation of insurance schemes that range frominsurance that covers natural disaster risk, with countries being the insured party, to schemes under which private-sector
insurance companies provide earthquake insurance coverage for individual customers possessing regular homes andhousehold goods, with governments serving as reinsurers.

Participants from Tokio Marine Group include Tokio Marine Kiln and Tokio Marine HCC International. Tokio
Marine Kiln Group CRO Vivek Syal serves as a member of the ClimateWise Advisory Council.

■ Insurance Development Forum

Tokio Marine Group will continue to promote efforts toward mitigating and adapting to climate change in

The Insurance Development Forum (IDF) was established in 2016 as apublic-private partnership led by the private insurance industry to
promote the widespread use of insurance schemes in countries
vulnerable to natural disasters.

accordance with the seven ClimateWise Principles.

■ Asia-Pacific Financial Forum (APFF)
Tokio Marine Group has been participating as a member of the IDF’s Operating Committee and SteeringWith the recognition that economic indemnification brought by natural
disasters is linked closely to national financial issues, the Asia-Pacific
Economic Cooperation (APEC) Finance Ministers’ Process (FMP) adopted
the Cebu Action Plan (CAP) in September 2015. The CAP positions
disaster risk financing and insurance* (DRFI) as a priority issue andconfirms the importance of collaboration with the private sector. To
implement the action issues specified under the CAP, the Working Groupon Disaster Risk Financial Solutions composed of finance authorities
from nine APEC member economies and related internationalorganizations was launched. The Asia-Pacific Financial Forum (APFF), a
platform to provide support to APEC-FMP through public-private
collaboration, is participating in discussions as a member.

Committee since 2018. The IDF assembles experts involved in promoting disaster risk insurance aroundthe world to mutually share experiences and motivate each other. Since Japan has experienced many
disasters, its input for disaster responses has been greatly valued, including for the earthquake insurance
system implemented as a public-private collaborative scheme. Meanwhile, the network cultivatedthrough participation in the IDF has proved useful for discussions at the aforementioned APFF. As such,
Tokio Marine Group has been instrumental in organically bridging initiatives advocated by the twoorganizations.

Tokio Marine & Nichido (Masaaki Nagamura, Fellow) is participating as a member of APFF and is leading
discussions on DRFI within APFF.
Under the APEC-FMP, a policy to promote the use of “cat bonds” within the APEC region was approvedat the 2019 meeting of finance ministers. In response, the World Bank and APFF jointly held an online
workshop on cat bonds in September 2020 to exchange information and opinions conducive to the2022 Sustainability Report39Tokio Marine Group’s
Sustainability

Environmental
Initiatives

Climate Change and Nature-related Disclosure

SocialInitiatives

GovernanceInitiatives

Sustainability
Library■ Taskforce on Nature-related Financial Disclosures (TNFD) ForumThe TNFD is an international initiative launched in June 2021 by the
UNEP FI, UNDP, Global Canopy and the World Wildlife Fund (WWF). By
establishing a framework for disclosing nature-related financial
information and encouraging companies to disclose nature-related
information, the TNFD aims to shift global financial flows toward
nature-positive outcomes.

■ CDP
The Carbon Disclosure Project (CDP) is an organization that drives an initiative
under which the world’s principal institutional investors cooperate in callingfor companies worldwide to disclose their climate change strategies (risks andopportunities) and greenhouse gas (GHG) emissions.

In January 2022, Tokio Marine Holdings endorsed and participated in the activities of the TNFD Forum
Tokio Marine Holdings participates every year as a CDP Signatory and is supporting surveys in the areas offrom the perspective of further promoting efforts to protect the natural environment.

corporate climate change strategies and GHG emissions as well as energy usage.
Environmental Value Creation■ Financial Stability Board (FSB) Task Force on Climate-related Financial■Ministry of the Environment Eco-First System

Disclosures (TCFD)

Eco-First is a system under which companies pledge to the Ministryof the Environment that they will proactively undertake initiatives forprotecting the environment that include adopting global warming
countermeasures and waste and recycling measures. Under thesystem, the ministry certifies those companies (top-notch companies
within the industry) that “carry out visionary and unique businessactivities that lead the industry” in environmental fields.

The Task Force on Climate-related Financial Disclosures (TCFD) organizedunder the Financial Stability Board (FSB) released its recommendations in June
2017, which have played a central role in promoting information disclosures ofclimate-related risks and opportunities.

In 2008, Tokio Marine & Nichido was certified as an Eco-First company. In fiscal 2014, Tokio Marine &In addition to disclosing its own information based on the TCFD recommendations, Tokio Marine Holdings

Nichido obtained recertification under its new regulations. This was in recognition of initiatives aimed atcontributed to the release of the recommendations in 2017 and was involved in the creation of theirprotecting the earth’s environment, curbing global warming and preventing and reducing damage caused

framework as a TCFD member. Moreover, in Japan the Company has served in its capacity as one of theby natural disasters through the insurance business. These include “offering environment-conscious

founders of the TCFD Consortium and a member of its Planning Committee to facilitate discussions andinsurance with the participation of customers through the Green Gift Project” and “research centered on

opinion exchanges among relevant parties in both public and private sectors from around the world. The

industry-academia collaboration that focuses on climate change and natural disasters.”

Company has also been working to encourage the spread and promotion of TCFD initiatives in Japan andAsia-Pacific countries.

The main activities being undertaken by Tokio Marine & Nichido as an Eco-First company are as follows.
• Provision of environmentally conscious insurance with the participation of customers through the Green
Gift Project• Reducing CO2 emissions of Tokio Marine & Nichido by 60% by fiscal 2050 (compared with fiscal 2006),
etc.
2022 Sustainability Report40Tokio Marine Group’s
Sustainability

Environmental
Initiatives

In fiscal 2020, as one of the leading companies within the insurance industry, Tokio Marine & Nichido
participated in events sponsored by the Eco-First Promotion Council together with other Eco-First

SocialInitiatives

GovernanceInitiatives

Sustainability
Library■G reen Purchasing Network

companies and carried out environmental awareness activities.
Tokio Marine & Nichido will continue to promote initiatives for protecting the global environment andpreventing global warming as an Eco-First company.
Tokio Marine & Nichido
is a member of the Green■ Endorsement of the Ministry of the Environment’s COOL CHOICE
COOL CHOICE is a national campaign that encourages all “smart choices”
conducive to countermeasures for global warming. They include switching to
products, utilizing services and making lifestyle choices that contribute to therealization of a decarbonized society to reduce emissions of CO 2 and othergreenhouse gases.

Tokio Marine & Nichido endorses COOL CHOICE, a national campaign being carried out by the Japanese
government to counter global warming, and will work to make “smart choices” that contribute to thePurchasing Network.

The Green Purchasing Network was established in 1996 as a facilitative
network and an information-disseminating organization of companies,
government agencies and non-governmental organizations leading the way
in green purchasing. The network was established based on the recognition
that green purchasing plays a crucial role in the formation of markets forenvironment-friendly products and represents an extremely effective meansof promoting the development of environment-friendly products throughmarkets and by extension for building a sustainable society.

As a member of the Green Purchasing Network, Tokio Marine & Nichido promotes initiatives for green
purchasing.

■3
 0 by 30 Alliance for Biodiversity by the Ministry of the Environment

realization of decarbonized operations in all business activities. This includes not only striving for powersavings in summer and winter but also in areas ranging from products and services to donations andvolunteer activities.

■ Endorsement of the Ministry of the Environment’s “Fun to Share” Climate

Change Campaign

The Ministry of the Environment has been undertaking the Fun to Shareclimate change campaign since March 2014. By sharing with all citizens
information, technologies and knowledge leading to the creation of anenriched low-carbon society, the campaign aims to not only foster interest in
and a sense of crisis about global warming concerns but also create
opportunities for linking companies, organizations, communities and citizens
and realize Japan’s first “Lifestyle Innovation,” in which Japan can take pride,
throughout the world.

The 30 by 30 Alliance for Biodiversity was established to achieve global
targets to end and reverse biodiversity loss (i.e., become nature-positive) by
2030 and to effectively protect at least 30% of Japan’s land and sea areas assound ecosystems by 2030. The Ministry of the Environment launched theinitiative in April 2022 with the aim of preserving more than 30% of thecountry’s land as a natural environment area by 2030.

Tokio Marine & Nichido has been promoting conservation of biodiversity through the Mangrove Planting
Project since 1999. From fiscal 2022 and beyond, the company will promote initiatives for biodiversity as acompany that has endorsed the 30 by 30 Alliance at its establishment.

Tokio Marine & Nichido has endorsed the Fun to Share campaign and is actively promoting initiatives
toward the realization of a low-carbon society.

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Initiatives

Reference: Specifying Eight Material Issues (Materiality)
Based on discussions of the Sustainability Committee established in April 2021 and advice fromexternal experts, Tokio Marine Group has specified eight material issues and four priority issues

SocialInitiatives

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STEP

2

Identify Material Issues
To realize our purposes, we determined eight material issues after analyzing the Group’sthat the Group should address as our purpose. We determined the materiality (material issues) inbusiness contents, the particulars of our sustainability-related initiatives and the impacts ofthe following steps according to our mid- to long-term sustainability strategy.

important social issues in the insurance industry.
[Effects of Material Social Issues in the Insurance Industry]
We identified social issues by referencing the scope of principal frameworks on social issues

STEP

1

Defining Value (Purposes) to Provide to Our Stakeholders

in and outside Japan, including the Sustainable Development Goals (SDGs), ISO 26000 and
new industry visions. We have identified material issues that should be addressed for each of

We have defined purposes to suit individual stakeholders as a starting point to simultaneously

the Group’s stakeholders (customers, society, employees, shareholders/investors and future

increase social value and economic value (profit growth), while creating a cycle of businessgenerations) with regard to all social issues.

activities and solutions to social issues as a leader in providing solutions to social issues.

Stakeholders

For customers

For society

For employees

Value provided

Contribute to making customers’ lives healthy and enriching through productsthat provide security and assistance with future-oriented challenges●

Contribute to building a sustainable society that can overcome any challenge

Takeclimateactionand ensure the safety and security of all its members

opportunities for them to thrive
Continually increase shareholder returns

Protect thenaturalenvironment

Enhance the Group’s value and earn the trust of shareholders and investors● 

Hand down a sustainable environment and society to future generations● 

by engaging in climate change countermeasures and the preservation of
biodiversity
Support the challenges of future generations by providing education and● enlightenment to children

Supportpeople’ s healthy
and enriching
lives

Facilitate andfoster innovation
through
digitalizationFor
customers

Help employees reach their highest potential through engagement and● Provideeducation tochildrenForsociety

Promote andsupport diversity
and inclusionFor
futuregenerations
For
shareholders
andinvestors

through timely and proper disclosure along with constructive dialogue

For future generations

Improvedisasterresilience● ●For shareholders and investors

For future
generations

For
employees

Disclose highly
transparent andtimelyinformation

2022 Sustainability Report42Tokio Marine Group’s
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STEP

Prioritizing Issues
We assessed the eight material issues along the two axes of “expectations and the interestof stakeholders” and “importance for Tokio Marine Group,” and selected four priority issues.
For “expectations and the interest of stakeholders,” we assessed the expectations andsocial perception of stakeholders, including customers, society, employees, shareholders/investors and future generations. For “importance for Tokio Marine Group,” we assessed therelationships with contribution to our purpose, business strategy, sustainability strategy andsocial issues. These materiality assessment results were approved by the board of directors in
May 2021 and materiality analysis has been reviewed annually.

High

Eliminate obstacles
to social peace andstability

Provideeducation tochildrenTakeclimateactionSupportpeople’shealthy andenriching lives

Promote andsupportdiversity andinclusion

Facilitate and foster
innovation throughdigitalization
Disclose highly
transparent
and timely
information

Material issues

Contribute tosustainableconsumption
and lifestyles

Improvedisasterresilience

Medium- to long-term priority issues

Expectations and interest of stakeholders

3

Protect thenaturalenvironment

Low
Low

High
Importance for Tokio Marine Group
2022 Sustainability Report43Tokio Marine Group’s
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Reasons for Selection of Eight Material Issues
Material issues(★
★ Four designated as priority issues)
1

2

Take climate action ★

Reasons for selection
The adverse effects of climate change, including increasingly serious natural disasters, threaten people’s safety and security andinterfere with the sustainable development of society. Tokio Marine Group recognizes the importance of addressing climatechange and natural disasters because it underwrites risks in Japan, a country especially prone to natural disasters. Therefore, in
its roles as an insurance provider, institutional investor and global enterprise, the Group intends to deal with these issues headon and contribute to solutions.

Improve disaster resilience ★

Risks

Opportunities• Revisions to energy policies in various countries based on the shift to a
low-carbon society• Various negative impacts of global environmental destruction onsociety• Rising insurance payouts
resulting from increasingly
serious natural disasters andabnormal weather

In an age in which many people live past 100 years old, everyone hopes to lead a long and healthy life. With the aging of the
population and widespread advancements in medicine, however, the financial burden on individuals, families and society is
growing each year. Tokio Marine Group intends to address this issue by fully utilizing its extensive expertise to offer high-valueadded products and services while covering disease and illness through its many life and non-life insurance products.

• Increasing cases of adverse
selection in underwriting due
to advancements in medical
technologies• Growing public awareness andneeds related to risks of natural
disasters• Increasing opportunities tofacilitate health management atcompanies• Rising public awareness of healthand growing needs related
to longevity risks and asset
management in old age• Creation and expansion of newmarkets due to advancements inmedical technologies

3S upport people’s healthy andenriching lives ★

4P romote and support diversity andinclusion ★

Amid major changes in the economic environment, social issues are becoming increasingly complex and diverse. For Tokio
Marine Group to grow sustainably by offering solutions to such issues, it will be important for its more than 40,000 employees
to maximize their potential and combine their individual skills into collective capabilities. Accordingly, promoting andsupporting diversity and inclusion is an important management strategy for the Group, and with this in mind, it intends to stepup the initiatives it has been carrying out for this purpose.

• E xtent to which the capabilities of the Group’s diverse members are
utilized• Increasing cyber risks accompanying advancements in digitalizationF acilitate and foster innovation
through digitalization

Rapid progress in technological innovations are driving major societal and economic changes. To realize sustainable economic
growth under those circumstances, all companies will need to create a basis for technological innovation. Tokio Marine
Group is already providing insurance coverage for new types of risks that have arisen from these changes, including cyberrisk. Furthermore, in addition to insurance payouts, the Group will apply digital technologies and data to provide security
to customers before and after any events that may require insurance claims. In these ways, the Group will work to support
corporate growth and economic development.

• Loss of competitive edge
following the entry of major
competitors in the insurance
market• Impact of the spread ofinnovative technologies on
business optimization and thecreation and growth of newmarkets

6

Protect
the natural environmentTokio Marine Group understands that a sustainable society, in which everyone can live safely and securely and pursue any
aspiration, depends on the natural environment, the basis for all life and people’s livelihoods. Moreover, the Group recognizes
its obligation to help ensure that future generations inherit a sustainable natural environment, as it is irreplaceable. Based onthese principles, the Group intends to bolster the initiatives it has taken to combat climate change and protect biodiversity andwetlands through environmental conservation activities, including its Green Gift Project and mangrove planting activities.

• Various negative impacts ofenvironmental destruction onsociety• Growing opportunities fromprogress in environmental
conservation

7

Provide education to children

Education can create a foundation for the future, as each generation faces the changing challenges of the times. Having
specified future generations of people as stakeholders, Tokio Marine Group has a duty to help equip children with the skills they
will need in life. Therefore, the Group plans to strengthen its educational programs, including its Disaster Prevention Lessons
for children, which were initiated following the Great East Japan Earthquake in 2011.

• Various negative impacts ofenvironmental destruction andlow awareness of risks on society• Growing need for educating
children in society

8

Disclosehighly transparentand timely information

As an original participant in the Task Force on Climate-related Financial Disclosures (TCFD), Tokio Marine Group is working
to properly disclose information and facilitate widespread climate-related disclosure. As part of these efforts, the Groupwill continue placing importance on disclosing highly transparent and timely information to earn even more trust fromshareholders and investors going forward.

• Earned or lost trust in capital markets

52022 Sustainability Report442

Tokio Marine Group’s Policies
for Sustainability Initiatives
This section describes Tokio Marine Group’s sustainability initiatives.

2-1

2-2

Tokio Marine Group’s
Environmental Initiatives

2-3

Tokio Marine Group’s
Social Initiatives

Tokio Marine Group’s
Governance Initiatives

2.1.1 Creating Environmental Value • • • • • • 46

2.2.1 Creating Social Value • • • • • • • • • • • • • • • • • • • • 104

2.3.1 Corporate Governance • • • • • • • • • • • • • • • • • • 180

2.1.2 Responding to Climate Change • • • 51

2.2.2 Respect for Human Rights • • • • • • • • • • 107

2.3.2 Compliance • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 185

2.1.3 P
 romoting Green Transformation

2.2.3 P
 romoting Diversity and Inclusion

2.3.3 Enterprise Risk Management (ERM)•••••••••••••••••••••••••••••••

70

2.1.4 Responding to Natural Disasters•••••••••••••••••••••••••••••••

117

2.2.4 Promoting the Development and77

2.1.5 Protecting the Global Environment•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••

84

2.1.6 Researchon Climate Change
and Natural Disaster Risks • • • • • • • • • • • • • 93••••••••••••••••••••••••••••••••••••••••••••••

190

2.3.4 Responding to Disasters • • • • • • • • • • • • • • 192

Empowerment of Human Resources

2.3.5 Information Security • • • • • • • • • • • • • • • • • • • • • • 193

122

2.3.6 Cybersecurity • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 194••••••••••••••••••••••••••••••••••••••••••••••

2.2.5 P
 romoting Health and Productivity
Management•••••••••

129

2.2.6 C ontributing to the Creation ofa Safe and Secure Society • • • • • • • • • • • 142

2.3.7 Sustainability in the Value Chain••••••••••••••••••••••••••••••••••••••••••••••

1952.3.8 Policy to Address Environmental
and Social Risks • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 201

2.2.7 I mproving Quality fromthe Customer’s Perspective • • • • • • • • 164
2.2.8 M easures and Response to
COVID-19 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 178

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2-1 Tokio Marine Group’s Environmental Initiatives
2.1.1 Creating Environmental Value hat Our Environmental Initiatives Aim for: Corporate Philosophy and Policy
2.1.1.1 W◉ Tokio Marine Group Basic Policy on Environment
Tokio Marine Group recognizes that all humans and companies assume an important❷ Promotion of the Widespread Use of Clean Energy such as Renewable Energy

responsibility for future generations to protect the environment and create environmental

In mitigating climate change, we will promote the widespread use of clean energy

value. Accordingly, we are committed to realizing a safe, secure and sustainable society inthrough the provision of products and services in the renewable energy field andevery aspect of our corporate activities.

contribute to the transition to a decarbonized society.

■Protecting the Global Environment and Creating Environmental Value through Our
Business Activities❸ Response to Natural Disasters
In adapting to climate change, we will contribute to the creation of a society resilient to

In our business activities, we will promote climate change mitigation and adaptation

natural disasters by applying our knowledge on natural disasters and disaster prevention

measures such as promoting the widespread use of clean energy and responding to naturaland reduction, which we have accumulated over the course of our long history, todisasters. Together with our activities to conserve biodiversity and wetlands, we will movethe development and provision of products and services and by delivering safety andahead to protect the global environment and create environmental value.

security before and after disasters.

❶ Climate Change Countermeasures
C limate change is a global issue and has a direct impact on the insurance industry. As❹ Conservation of Biodiversity and Wetlands

such, we regard it as one of the most important issues that we should tackle head on inWe will contribute to the preservation of biodiversity and wetlands by practicing businessour core insurance business and as an institutional investor and global company. Basedactivities that give consideration to harmonization with and the improvement of theon constructive dialogue and collaboration with various international organizations,

global environment and by carrying out mangrove planting and other environmental

governments, industries, academic institutions and civil society, we will contribute toprotection activities around the world.

the transition to a decarbonized society by proactively implementing climate change
countermeasures.

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Sustainability
Library■Reduction of Environmental Footprint in Our Value Chain■Governance and Management Structure

Tokio Marine Group will promote initiatives to reduce the environmental footprint in our

The Board of Tokio Marine Holdings approves the revision or abolishment of the Basicvalue chain while complying with environmental laws and regulations as well as various

Policy on Environment. However, Executive Officers in charge of the Corporate Planningagreements regarding the environment to which the Group has agreed.

Department may approve minor changes. The status of compliance with the policy and the❶ Reduction of Environmental Footprint

Group's environmental initiatives is deliberated at the Management Committee and otherWe recognize the environmental footprint of our resource and energy consumption

meetings and reported to the Board for a timely, appropriate and transparent information

and waste generation, and strive to reduce our environmental footprint by promoting

disclosure.

resource and energy conservation, decarbonization and low-carbonization, resource
circulation, harmonization with nature and green purchasing from a viewpoint of the■Stakeholder Engagement

overall value chain.

Tokio Marine Group strives to protect the global environment, create environmental value
and reduce the environmental footprint of our business activities and value chain through❷ Continuous Improvement of the Environment and Prevention and Reduction of
Pollution

dialogue, cooperation and collaboration with various stakeholders, including future
generations.

We strive to prevent and mitigate environmental pollution by setting goals and targets,
reviewing and revising our activities and continually improving the environment.

In promoting these efforts, Tokio Marine Group supports the following international
agreements, initiatives, etc., related to the environment*.

❸ Promotion of Environmental Awareness-Raising and Social Contribution Activities
We strive to promote environmental protection not only by promoting the dissemination

We communicate this Basic Policy on Environment to all Group employees and ensureof environmental information, provision of environmental consulting services andthorough adherence among them and announce it to the public.

environmental awareness-raising and educational activities both internally andexternally, but also by promoting local community and social contribution activities as a

Adopted on December 21, 2021

good corporate citizen.

* The United Nations Sustainable Development Goals, United Nations Framework Convention on Climate Change/ Paris Agreement, Sendai Framework for Disaster Risk Reduction 2015-2030, Convention on Biological Diversity,
Ramsar Convention, Washington Convention, United Nations Communities of Ocean Action for supporting theimplementation of SDG 14, United Nations Global Compact, United Nations Environment Programme FinanceInitiative, Principles for Sustainable Insurance, Principles for Responsible Investment, Task Force on Climate-related
Financial Disclosures, CDP, Principles for Financial Action for the 21st Century

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2.1.1.2 I nitiatives to Create Environmental Value◉ Domains of Initiatives
Tokio Marine Group promotes its environmental initiatives in four domains, namely responding toclimate change, promoting green transformation, responding to natural disasters and protecting the
global environment.
Promotinggreen transformation
on
g ti
in a
ot formom s
Pr tranneeRcli espm on
at d
e c inha g tng oegrTokio Marine Group’s

To promote green transformation, we help customers to become carbon neutral
and to work toward a decarbonized society and contribute to the growth anddevelopment of industry through the development and provision of insurance
products and solutions as well as through risk consulting.
• Develop insurance products and solutions that will contribute to more widespreaduse of renewable energy, including offshore wind power and solar power• Carry out research on and develop insurance products that will contribute tospreading storage batteries, promotion of use of hydrogen and establishment of
new technologies, such as carbon dioxide capture and storage (CCS) and carbon
dioxide capture, utilization and storage (CCUS) technologies• Provide support for local governments and companies for building distributed
energy systems• Provide support for local small to medium-sized companies toward achievingcarbon neutrality

EnvironmentalRna esptu on
ra d
l d inisa g t
st o
er
s

t

en

g nm
tin ro
ec vi
ot en
Pr al
b
lo

eg

th

Initiatives

Responding tonatural disasters◉ Overview of Key Initiatives in Each Domain

Responding toclimate change

Tokio Marine Group has been working to promote the use of renewable energy,
support customers’ and society’s climate change countermeasures, reduce CO2
emissions from our business activities and encourage ESG investment to achieve
the goal of the Paris Agreement. We have joined multiple international initiatives tocombine forces with other companies and government agencies.
• Continuously reduce total greenhouse gas emissions of Tokio Marine Group andbusiness partners toward achieving the goal of the Paris Agreement• Drive transition to a decarbonized society through engagement with business
partners• Cooperate in policies promoted by public agencies toward achieving the goal of
the Paris Agreement• Contribute to the mitigation and response to climate change risk
• Provide support for climate change disclosure in accordance with therecommendations of the TCFD, and others

Protecting
the global
environment

We are promoting the development and provision of products and services
leading to the safety and security of customers and local communities. We arealso promoting activities to disseminate our knowledge on disasters and disasterprevention and mitigation widely throughout society through efforts such as
raising disaster prevention awareness of children as well as companies before adisaster strikes. After a disaster, we focus on making appropriate and swift claims
payments and providing services for the early recovery of business operations ofcompanies affected by the disaster.
• Provide support for formulating an ISO standard certifying disaster preparedness• Build a system for responding quickly to natural disasters and improve claims
payment process• Improve the profitability of fire insurance at Tokio Maine & Nichido• Provide earthquake insurance that promptly pays insurance claims after anearthquake and fire insurance with a system for donation that contributes todisaster prevention and mitigation
Tokio Marine Group is implementing local and social contribution activities
around the world that help protect the environment and preserve biodiversity andwetlands. These activities emphasize voluntary engagement by employees and tieups with NPOs and other groups.
• Promote eco activities through the Green Gift Project, which carries out mangrove
planting mainly in Southeast Asia and environmental protection activities aroundthe world• Continue to undertake tree planting project PHLY 80K Trees Campaign in the
United States• Continue providing Green Lessons to raise environmental awareness for children• Collaborate in afforestation project in Aki City, Kochi Prefecture2022 Sustainability Report48

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 argets of Environmental Value
2.1.1.3 T

Responding to climate change
60% reductionof emissions
for our own
operations
by fiscal 2030
(vs 2015)

Increase
net premiums foroffshore wind
power plants
by 5 billion yen
by fiscal 2023
(Tokio Marine &Nichido)Achievecarbon neutrality
in fiscal 2023
(Achieving the status
for nine consecutive
years up to
fiscal 2021)

100% use ofrenewable
electricity
at major facilities
by fiscal 2030

Promotewidespread use ofclean energy
Provide andincrease level ofsophistication of
relevant solutionsnTokio Marine Group’ s

tio

g
in a
ot formom s
Pr tran
n

ee

gr

R
cli espm on
at d
e c inha g tng oeAiming fornet-zero emissions
by fiscal 2050
(for our own
operations
and investees)

Promoting green transformation

Environmental

Plant a total areaof 1,150 hectaresof mangrove forestfrom fiscal 2019 to
fiscal 2023

Rna esptu on
ra d
l d inisa g t
st o
er
s

t

Provide andincrease level ofsophistication ofsolutions related toprotection of global
environmentenProtecting the global environmentg nm
tin ro
ec vi
ot en
Pr al
b
lo

eg

th

Initiatives

Achieve cumulative
total of 58,000
participants inGreen Lessons
by end offiscal 2023

Issue an ISO
concept standard
certifying disaster
preparedness
in fiscal 2023

Responding to natural disasters
Improve
profitability offire insurance
more than
45 billion yen
by fiscal 2023
(Tokio Marine & Nichido
business unit profit)

Provide andincrease level ofsophistication ofsolutions related todisaster prevention

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2.1.1.4 Structure for Promoting Environmental Management

2.1.1.5 Performance Reporting: Environmental Accounting

Tokio Marine Group has established a dedicated department (Sustainability Division, Corporate❶ Environmental Conservation Cost (Tokio Marine & Nichido)

Planning Department) at Tokio Marine Holdings to oversee and promote environmental management
for the Group. This department identifies challenges related to environmental management andformulates and implements the Group’s environmental management strategy. In addition, we haveassigned sustainability key persons in each department responsible for sustainability activities at
Group companies in Japan and overseas. Sustainability key persons are committed to reducing theEnvironmental
costs

FY2019FY2020

FY2021(million yen)(million yen)

Expenses

Investment(million yen)(million yen)

Expenses

Investment(million yen)(million yen)

571

403

271

233

314

246

Investment

Business area costs

Expensesenvironmental footprint associated with our business activities alongside the management team in

Upstream/downstream costs

0

28

0

26

0

25

each Group company. The Sustainability Division, Corporate Planning Department supports efforts toManagement costs

0

19

0

20

0

23

R&D costs

0

105

0

101

0

96

Social contribution activity
costs

0

121

0

73

0

118

Environmental remediation
costs

0

0

0

0

0

0

571

676

271

454

314

508

promote environmental management at Group companies through dialogue and cooperation withthe sustainability key persons.
At core Group companies such as Tokio Marine & Nichido, we have set up a dedicated department tooversee and promote environmental management (e.g., Sustainability Division, Corporate Planning
Department at Tokio Marine & Nichido). A sustainability key person, assigned to each department
and branch office to promote sustainability activities, encourages the full participation of employees
in environmental management.
Tokio Marine Group performs plan-do-check-act (PDCA) management through our proprietary
Green Assist environmental management system, which draws on ISO 14001, and engages in energy
conservation and resource conservation activities.
The head office of Tokio Marine & Nichido adopted an environmental management system basedon the ISO 14001 environmental management system in fiscal 1999* and is working continuously toachieve environment-related targets. At Group companies in Japan and overseas, we have introduced
our unique environmental management system linked to Tokio Marine Holdings and Tokio Marine& Nichido. These Group companies are working to achieve targets set every year, including thoserelated to environmental issues.

Total❷ Environmental Performance Indicators Related to Environmental Benefits (Tokio Marine Holdings)
FY2019FY2020

FY2021

Total energy input (GJ)

776,709653,337

719,420

Water resource input (m3)632,203

628,513

1,724,096

Greenhouse gas emissions (t-CO2)

79,57867,14060,457

Waste emissions (t)

2,285

1,975

1,837

Environmental performance indicator

Note: Figures for all environmental performance indicators are provided on a global basis.

❸ Economic Benefits of Environmental Conservation Initiatives (Tokio Marine & Nichido)
Environmental performance indicator

Cost reduction* There were no major issues noted in internal auditing or external examination under ISO 14001 and no major violations ofenvironmental laws among Group companies.

Revenue
Total

FY2019 (million yen)

FY2020 (million yen)

FY2021 (million yen)

244

383

308

0

0

0

244

383

308

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2.1.2 Responding to Climate Change okio Marine Group’s Climate Action
2.1.2.1 T

Tackling Climate Change Head On to Pass Down a Sustainable Global
Environment to Future Generations
The Paris Agreement, adopted at the 21st session of the Conference of the Parties to the UNFCCC (COP21)
in 2015, aims to keep a global temperature rise at the end of the 21st century well below 2°C above preindustrial levels. It announced the policy of reducing greenhouse gas (GHG) emissions globally as early as
possible and achieving net zero by the turn of this century. Additionally, the COP26 held in 2021 resolvedto achieve challenging goal set out in the Paris Agreement, requiring stronger commitments of eachcountry to pursue efforts to keep the temperature rise to 1.5°C.
Amid this global momentum, Japan has announced to strive for a 46% reduction of its GHG emissions byfiscal 2030 compared with fiscal 2013 levels toward achieving carbon neutrality in 2050.
Tokio Marine Group regards climate change actions for achieving these goals as one of the mostimportant issues that we should tackle head on both in our core insurance business and as an institutional
investor. Indeed, Tokio Marine Holdings has selected “Take climate action” as one of the four priority
issues in its medium- to long-term sustainability strategies after assessing various issues along the twoaxes of “expectations and the interest of stakeholders,” including
future generations, and the “importance for Tokio Marine Group'sbusiness.”
To pass on a sustainable global environment to future generations,
we will combine the forces of Tokio Marine Group to take climate
action for transition to a decarbonized society.

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Achieving Carbon Neutrality in the Group’s Operational Activities for Nine
Consecutive Years

Supporting Decarbonization Efforts of Customers and Investee Companies

The environmental footprint caused by operational activities of Tokio Marine Group is relatively small

Financial institutions, including insurance companies, are expected to play a substantial role incompared with companies in the manufacturing and other industries; however, the size of the Grouptransition to a decarbonized society on a global scale.

makes it a substantial consumer of energy. In order to reduce the environmental footprint from ouroperational activities, the Group has been striving to cut back on its energy usage and planting

In our core insurance business, undertaking risks concerning climate change and associated responsemangrove trees that absorb and fix CO2 for more than 20 years.

means to protect customers in times of need, and at the same time, represents business opportunities
for Tokio Marine Group. We acquired GCube, a leading company offering insurance to renewable

In fiscal 2021, CO2 emissions from our operational activities decreased by 7,000 tons year on year toenergy operators, in 2020. Based on its advanced underwriting and claims services capabilities, we

83,000 tons through such efforts as energy saving at Group companies and the purchase of green

are working together with Group companies to drive the more widespread use of renewable energy

power. As the amount of CO2 absorbed and fixed by the planting of mangrove trees was 130,000 tons

around the world.

and exceeded our emissions volume, we achieved carbon neutrality for nine consecutive years since
fiscal 2013.

We are also engaging in the development of services and solutions that help promote Japan’s green
transformation (GX) while providing disaster prevention

Achieving Carbon Neutrality*1 for Nine Consecutive Yearsand Setting Targets of Climate Action

and mitigation consulting services that will contribute toimproved resilience against natural disasters.

(Thousand
tons)

200
150
100

164

163
88

101 98133
119
113 122

115

153
112

Tokio Marine Group’s CO2 emissions from its operational

134
111

130

124
90

＊2

83

industries. However, the emissions volume will be
substantial when taking into account emissions related
to investment and financing.

50
0activities are relatively small compared with other

2013

2014

2015

2016

CO2 emissions

2017

2018

2019

2020

2021

CO2 absorption and ﬁxation*1 Scope 1 (direct emissions) + Scope 2 (indirect emissions) + Scope 3 (other indirect emissions; categories 1, 3, 5
and 6) based on the GHG Protocol standards*2 CO2 emissions in fiscal 2021 reflect a reduction of 9,000 tons of CO2 emissions through the purchase of green
power. Reduction of CO2 emissions in and before fiscal 2020 is included in CO2 absorption and fixation isrepresented by the gray bars in the above graph.

Toward achieving carbon neutrality in 2050, Tokio Marine Group has set the following mediumto long-term targets in relation to its operational activities and will continue to strive for
reduced environmental footprint.
(1) Reduce CO2 emissions from operational activities by 60% from the fiscal 2015 level.
(2) Use 100% renewable energy for electricity consumed at major business facilities.
(3) Replace all company-owned vehicles with electrified vehicles (Tokio Marine & Nichido andTokio Marine & Nichido Life).

Emissions related to investment and financing are a
portion of emissions from investee companies andfinancing recipients, which corresponds to the amountinvested or financed by a financial institution and isdeemed indirect emissions of that institution. Under thisapproach, financial institutions are expected to pursue
net zero for these emissions as their own emissions andencourage investee companies and financing recipientsto make decarbonization efforts through dialogue.

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Based on Japan’s Stewardship Code, Tokio Marine & Nichido has been promoting constructive

In holding dialogue with investee companies, joint efforts are made with sales departments engaging

dialogue (engagement) with investee companies to contribute to their sustainable growth. Over thein dialogue with customers, for whom the company has underwritten insurance, to examine

period from July 2021 to June 2022, the company held dialogue with 95 listed companies.

appropriate agendas for dialogue and other related matters.

Tokio Marine & Nichido selects dialogue partners based on the size of their GHG emissions and ESG-

As is the case in investment and financing, there is an emerging approach to deem a portion ofrelated metrics. The following examples are dialogues held under the theme of climate change

emissions from companies, for which an insurance company has underwritten insurance, as indirect

countermeasures.

emissions from that insurance company.

Company A

Company B

Toward transition to a decarbonized society through provision of insurance products, Tokio Marine& Nichido also holds dialogues (engages) with corporate customers. Under the themes of corporate
customers’ GX initiatives, climate change disclosures, introduction of renewable energy and risk

◆ Summary of dialogue
Tokio Marine & Nichido asked an advanced
company pursuing carbon neutrality in 2030
to share information on specific efforts andthe progress so far.

◆ Summary of dialogue
Tokio Marine & Nichido asked a company
working to reduce GHG emissions to achievecarbon neutrality in 2050 to share information
on specific efforts and the progress thus far.

◆ Company A’s response
Company A is making steady progress inincreasing the use of renewable energy andshifting its power generation equipment
to LNG as specific short-term efforts and isconsidering carbon offset over a longer term.
Subsequently, Company A announced that its
major production bases in Japan have shiftedto 100% renewable energy.

◆ Company B’s response
Company B is making efforts to define specifictargets while proceeding with the purchaseof green power as its main source of CO 2
emissions is the use of electricity. Subsequently,
Company B announced reduction targets
for fiscal 2030 at its annual business results
briefing.

management in specific fields (hydrogen, ammonia and other green fuels), the company held
dialogues with about 150 corporate customers in fiscal 2021. These dialogues are divided into
three levels depending on their depth: Level 1 to propose GX initiatives to corporate customers andidentify associated issues; Level 2 to hold in-depth dialogue based on the recognized issues; andLevel 3 to introduce insurance and solutions to support their transition to decarbonization.
By raising the level of dialogue, the company strives to improve the quality of dialogue as well, andsimultaneously, to increase the number of corporate companies in which to hold discussions, realize
an advanced level of engagement and support their decarbonization.
For achieving the long-term global goals of the Paris Agreement, Tokio Marine & Nichido is placing
restrictions on the underwriting of insurance and provision of financing for projects that emit aconsiderable amount of CO2.

2022 Sustainability Report53Tokio Marine Group’s
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2.1.2.2 Basic Approach to Climate Change
Climate change is a global issue and has a direct impact on the insurance industry. As such, we regard it as
one of the most important issues that we should tackle head on in our core insurance business and as an
institutional investor and global company. Based on constructive dialogue and cooperation with variousorganizations and industrial groups, including international organizations, governments, industries,
academic institutions and civil society, we will voluntarily implement climate action and help promote thetransition to a decarbonized society.

Contributing to the Achievement of Decarbonization Worldwide
Tokio Marine Group announced “Tokio Marine: Our Climate Strategy” at the end of September 2020

2.1.2.3 C limate-Related Financial Disclosure Based on

the TCFD Recommendations

and has since updated it in a phased manner. In addition to the previous revision that clarified theGroup’s policy of not underwriting new insurance policies or providing financing for coal-fired power

The Task Force on Climate-related Financial Disclosures (TCFD) had been entrusted by the Financial

plants and coal mine development projects for fuel coal, whether they are new or already existing,Stability Board (FSB) to formulate voluntary recommendations for consistent, comparable, reliable,

the revision made at the end of September 2022 likewise states that the Group will not underwrite

clear and efficient climate-related disclosures by companies in the financial sector and released its final

new insurance policies or provide financing for oil and gas extraction projects as well as oil sands

recommendations (TCFD recommendations) in June 2017.

extraction projects in the Arctic.
Tokio Marine: Our Climate Strategy

Climate change and natural disasters represent a global issue and have a significant impact on Tokio
Marine Group as we engage in insurance and financial services. As a founding member of the TCFD, Tokio

As a “Global Company,” Tokio Marine Holdings has been involved in the establishment of the Task

Marine Holdings has contributed to the formulation and publication of the TCFD recommendations

Force on Climate-related Financial Disclosures (TCFD) and has led discussion on climate change bothand consistently supported the organization’s activities. Tokio Marine Holdings has once again becomein and outside Japan. In January 2022, the company became the first Japanese insurance company

a member of the TCFD in January 2021 and has since been working toward the formulation of policy

to join the Net-Zero Insurance Alliance (NZIA), an international initiative to promote the insurance

recommendations to encourage disclosure that will help investment decisions by engaging in discussions

industry’s transition to decarbonization. Ever since, the company has been engaging in the formationand exchanging opinions with relevant government and private-sector parties in Japan and overseas.

of an international framework to achieve net zero GHG emissions for insurance underwriting andproviding recommendations that encompass the views of Japanese companies to realize a socially

In July 2018, Tokio Marine & Nichido became a founding member of the insurer pilot group, launchedjust (fair) transition globally.

by the United Nations Environment Programme Finance Initiative (UNEP FI) under the Principles for
Sustainable Insurance (PSI) framework to examine and develop methodologies and analytical tools for

Tokio Marine Group will continue to make an appropriate response to the changing situations. We will

the insurance industry to make climate-related disclosures based on the TCFD recommendations. The

contribute to the resolution of various social issues related to climate change by holding dialogues incompany has contributed to the publication of the final report of the UNEP FI pilot project, entitledand outside Japan and supporting the transition efforts of corporate customers, investee companies“Insuring the climate transition,” in January 2021.

and financing recipients to a decarbonized society.
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In Japan, our Chairman of the Board of Tokio Marine Holdings worked as one of the founders andcontributed to the establishment of the TCFD Consortium in May 2019. After the establishment, Tokio

GovernanceInitiatives

Sustainability
Library◉ GovernanceMarine Holdings has been a member of the Planning Committee to deliberate on the consortium’s[Division Dedicated to Promoting Sustainability]

course of action and has contributed to the release of the Guidance on Climate-related Financial

Tokio Marine Holdings has a division dedicated to the promotion of the Group’s sustainability including

Disclosures 2.0 (TCFD Guidance 2.0) in July 2020. The company also participates in discussion on

climate action (Sustainability Division, Corporate Planning Department), which identifies major challenges

effective ways for companies to disclose climate-related information and how to link the disclosed

related to sustainability as well as formulates and implements related Group-wide strategies and conducts

information to appropriate investment decision-making of financial and other organizations.

monitoring.

Tokio Marine Holdings has been making disclosures based on the TCFD recommendations starting[Group Chief Sustainability Officer (CSUO)]

from its Integrated Annual Report 2017 and has been striving to enhance its content every year.

We established the new position of CSUO in April 2021 to accelerate the promotion of sustainability
strategy across the entire Group including climate action. CSUO is responsible for promoting sustainability

The table below is an overview of the four fields of disclosure based on the TCFD recommendations.

strategy across the group including addressing sustainability issues facing the entire Group and reporting

In this report, we provide detailed information in each field.

to the Group CEO.
[Sustainability Committee]

Disclosure Based on the TCFD Recommendations
GovernanceWe established the Sustainability Committee, chaired by the CSUO and comprising members, including

Strategies

Risk management

Metrics and targetsa) Climate-related risks
and opportunitiesb) I mpact of climaterelated risks andopportunitiesc) P ossible impact ofdifferent climaterelated scenariosa) Processes for
identifying andassessing climaterelated risksb) P rocesses for
managing climaterelated risksc) I ntegration of theseprocesses into overallrisk managementa) Metrics used to assessclimate-related risks
and opportunitiesb) Scopes 1, 2 and 3
greenhouse gas (GHG)
emissionsc) Targets used to
manage climaterelated risks andopportunities

the CEO and others in the C-suite, in April 2021 to accelerate our sustainability strategy across the entire
Group including climate action. The Sustainability Committee establishes the sustainability strategy anda) O versight by the
Board of Directorsb) Management role

Source: Created by Tokio Marine Holdings based on the Recommendations of the Task Force on Climate-related Financial
Disclosures, Figure 4 (p. 14), TCFD, June 2017targets for the entire Group and deliberates on the coordination and promotion of glocal sustainability
initiatives. The committee met five times in fiscal 2021 to promote and execute the sustainability strategy,
formulate medium- to long-term targets (KPIs) related to sustainability, formulate and review annual plansand deliberate on other items.
Organizational Structure for Promoting Sustainability[Board of Directors]
The Board of Directors discusses the Group’s sustainability policies including climate action, as well as
evaluates and determines mid-term plans and single-year plans. In addition, the Board of Directors holds“discussions on corporate strategy” on the themes of the management environment and management
issues, including climate action, to fully utilize the knowledge of outside directors and outside Audit &Information Disclosure Following TCFD Recommendations, Integrated Annual Report 2022
External Evaluations and Participation in Initiatives (Climate Change Disclosure)Supervisory Board members.
Corporate Governance, Integrated Annual Report 2022

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Library◉ Strategies

As is described in the “risk management” items below, we identify the “risk of major wind and flood[Recognition of Risks and Opportunities]business continuity. We believe such risks could increase in frequency and severity due to climate change.

disasters” as a “material risk” that will have an extremely large impact on our financial soundness andTokio Marine Group specifies risk events by predicting changes in the external and businessenvironment caused by climate change, and identifies and assesses the impact on the Group. Climate-

Initiatives to mitigate and adapt to climate change also provide business opportunities for the Group.

related risks include risks related to the physical impacts of climate change (physical risks) and risks related

The Group has comprehensively considered the five categories of opportunities identified by the TCFD

to the transition to a decarbonized society (transition risks). Below are examples of physical and transition

recommendations (resource efficiency, energy sources, products and services, markets and resilience) andrisks for each risk category in the TCFD recommendations, as well as examples of risks from the Group’s

has identified the following as business opportunities.

business activities.

• A dramatic increase in insurance needs related to the renewable energy business• A growing public awareness of natural disaster risk and improved profitability of fire insurance

Transition risks

Physical risks

Examples of events

Acute

Potential for growing frequency and scale oftyphoons, floods and other weather events

Chronic

Rise in temperature
Other weather changes, such as droughts and heatwaves
Rising sea levels
Impact on arthropod-borne infectious diseases

Policies andregulations

Increase in carbon prices
Strengthening of environment-related regulations
and standards
Increase in climate-related legislation

Technology

Technological innovation toward the transition to a
decarbonized society

Markets

Changes in the demand for and supply of products
and services

Examples of risks to the Group’sbusiness activities• Impact on the calculation of premium rates
and claims payments• Impact on business continuity caused bydamage to buildings and other facilities atbases• Growing disaster prevention and mitigation needs to increase resilience in the face of disasters[Scenario Analysis]
Scenario analysis is a process of identifying and evaluating the potential impact of climate change basedon certain scenarios. The Group believes it can be flexible and resilient to these impacts, as most non-life
insurance policies are relatively short term and the Group’s assets under management are mainly highly
liquid financial assets.

• Decrease in the corporate value of investee
companies and the value of Company assets
due to higher carbon prices• Increase in liability insurance payments• Decreases in the corporate value of investee
companies that have missed the transition
to a decarbonized society and in the value ofthe assets held by the Company• Decline in revenue due to technologicalinnovation and inability to ascertain changes
in customer needs❶ Physical Risks
Physical risks are those related to physical impacts of climate change. Climate change increases thefrequency and intensity of natural disasters, which could impact insurance premium rate calculations,claims payments and business continuity. We conduct a scenario analysis of physical risks as part of ourefforts to identify and assess their impact.
(1) Impact on Claims Payments
The Group takes part in the United Nations Environment Programme Finance Initiative (UNEP FI). Using
analysis and assessment tools developed by UNEP FI’s climate change impact assessment project, we havecreated the following assessment of the impact of changes in the intensity (wind speed) and number of

Reputation

Changing customer and societal awarenessof initiatives surrounding the transition to a
decarbonized society• Reputational damage due to the Company’sefforts being deemed inappropriate

tropical cyclones on our claims payments under the IPCC’s Representative Concentration Pathway (RCP)
8.5 scenario forecast as of 2050.

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Changes in claims payments in 2050

Japan (typhoons)

GovernanceInitiatives

Intensity (wind speed)

Number of formations+5% to +53%

-30% to +28%

How a weather event will change due to the impact of climate change and the degree of confidence ofsuch an impact forecast will vary depending on the type of weather event. Figure 1 shows the confidenceof climate change impact projections by weather event type. As seen in the figure, the confidence of
impact projections for extreme rainfall (heavy rains) is higher than that for tropical cyclones, such as

United States (hurricanes)

0% to +37%

-36% to +30%

typhoons and hurricanes, but the impact on extreme rainfall (heavy rains) involves greater uncertainty
compared to such temperature variations as extreme heat (heat wave) or extreme cold (cold wave).

Note: The figures above reflect economic losses, assuming the same impact on claims payments.

and calculate the impact on insurance loss of changes in wind disaster risk associated with typhoons
under future climate conditions (impact under the IPCC’s RCP4.5 and RCP8.5 scenarios) and changes inflood risk due to increased rainfall (impact resulting from temperature increases of 2°C and 4°C). Referringto the results of this scenario analysis, we assess the impact on underwriting of natural disasters resulting
from increasingly severe climate change.
Future projections of climate change scenarios (+2°C, +4°C, etc.) are subject to uncertainties, as described
below (see Figure 5 on page 59). In assessing the impact of climate change, it is also important to evaluate
not only weather phenomena but also the vulnerability of society to disasters as well as the extent towhich real estate and personal properties will be concentrated in areas exposed to natural disaster riskin the future and the extent to which their asset values will increase (in other words, the extent to whichasset concentration will change) (see page 59). The basis for these projections and assessments areindicated below.

High
conﬁdence

Ability to detect possible inﬂuenceof climate change on speciﬁc event

The Tokio Marine Research Institute, a Group company, began conducting research in 2007 to evaluate

Heat
wave

Cold
wave

Droughts
Extreme
Heavy
snow
rains
& ice
ExtratropicalTropical
cyclones
cyclones
Severeconvective Wildﬁres
stormsLow
conﬁdenceHigh
conﬁdence

How well we understand the likely inﬂuence on event types in general

Figure 1: Confidence of impact forecasts of climate change
Source: Tokio Marine Holdings based on material prepared by the U.S. National
Oceanic and Atmospheric Administration

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For heavy rains and tropical cyclones, which are two weather events that considerably affect Tokio Marine■ Impact of Climate Change on Heavy RainsThe frequency of heavy rains has been on the rise since 1900 (Figure 2). The IPCC Sixth Assessment
Report released in August 2021 states that heavy rains will become more severe in the future in line withtemperature rise and that for every 1ºC temperature rise, the intensity (precipitation) of heavy rains will

8

Number of continental U.S.
landfalling hurricanes

Group, we consider the impact of climate change as follows.

4

All hurricanes

Intense hurricanes

7
6

3

5
4

2

3
2

1

1

increase by approximately 7%.

001900 1905 1910 1915 1920 1925 1930 1935 1940 1945 1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015

1900 1905 1910 1915 1920 1925 1930 1935 1940 1945 1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015

Figure 3: Number of hurricanes making landfall in the United States

2.5

Number of days per year
(average per station)

Source: Tokio Marine Holdings based on Klotzbach et al., 2018*2*Philip J. Klotzbach, Steven G. Bowen, Roger Pielke Jr., and Michael Bell, 2018: Continental U.S. hurricane landfall frequency
and associated damage. Bull. Amer. Meteor. Soc., 99, 1359‒1376, https://doi.org/10.1175/BAMS-D-17-0184.1(© American Meteorological Society. Used with permission.)

1.5

1

In the future, while the number of tropical cyclones is expected to level off or decrease overall, the ratio ofintense tropical cyclones is forecast to increase. As such, there are both decrease and increase projections

0.5

for the number of intense tropical cyclones (IPCC Sixth Assessment Report).
01901 1904 1907 1910 1913 1916 1919 1922 1925 1928 1931 1934 1937 1940 1943 1946 1949 1952 1955 1958 1961 1964 1967 1970 1973 1976 1979 1982 1985 1988 1991 1994 1997 2000 2003 2006 2009 2012 2015 2018 2021

Figure 2: Days per year with daily precipitation of 100 mm or moreWind speed(increase)■ Impact of Climate Change on Tropical Cyclones
Atmospheric and oceanic large-scale circulations (e.g., El Niño and monsoons) are closely related to theformation, development and movement of tropical cyclones. As climate change affects each of thesefactors, the impact of climate change on tropical cyclones consequently becomes more uncertain.

Change rate (%)

Source: Tokio Marine Holdings based on materials from the Japan Meteorological Agency (website)

intense typhoons in Japan. However, the certainty level is not yet high, and longer-term, higher-quality
observations will be needed to monitor changes in long-term trends (Japan Meteorological Agency).
As for hurricanes making landfall in the United States, even though the ratio of intense hurricanes has

Number of all tropical cyclones(Both Increase/Decrease)

Number of intense cyclones(Both Increase/Decrease)

%

%

%

%

30

30

80

80

20

20

40

40

10

10

0

0

0

0

-40

-40

Typhoon Hurricane Global

First, looking at past trends, the IPCC Sixth Assessment Report reported an increase in the number ofRain rate(increase)

Typhoon Hurricane Global

Typhoon Hurricane Global

Typhoon Hurricane Global

Figure 4: Changes in tropical cyclones due to a temperature change of +2ºC
Source: Tokio Marine Holdings based on Knutson et al., 2020** Thomas Knutson, Suzana J. Camargo, Johnny C. L. Chan, Kerry Emanuel, Chang-Hoi Ho, James Kossin, Mrutyunjay Mohapatra,
Masaki Satoh, Masato Sugi, Kevin Walsh, and Liguang Wu, 2020: Tropical cyclones and climate change assessment part II:
Projected response to anthropogenic warming. Bull. Amer. Meteor. Soc.,101, E303‒E322, https://doi.org/10.1175/
BAMS-D-18-0194.1 © American Meteorological Society. Used with permission.

risen over the past 40 years, a longer-term survey covering the period from 1900 revealed that there isno discernible trend both in the number of total hurricanes and that of intense hurricanes (IPCC Sixth
Assessment Report).
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b. Changes Other Than Weather Events

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Infrastructure, Transport and Tourism has already announced its policy that the anticipated intensificationof natural disasters should be considered in improving disaster prevention infrastructure in the future,

As shown in Figure 2 on page 58, the frequency of heavy rains in Japan has been increasing since 1900.

making its recommendations for rivers in 2019 and for high tides in 2020.

Figure 5 below, on the other hand, shows a declining trend for flooded areas. This is because Japan’s
disaster prevention infrastructure, including embankments, has improved since the mid-19th century andOverseas, efforts to increase resilience throughout society have also been under way. The United States,

is effectively reducing the occurrence of floods during heavy rains.

for example, has improved its disaster prevention infrastructure and revised building codes following
huge natural disasters, including Hurricanes Katrina in 2005, Sandy in 2012 and Irma in 2017.

Flooded area
(housing districts and others) (ha)120,000

In keeping with the move toward strengthening resilience in and outside Japan, Tokio Marine Group
100,000

has been contributing to greater resilience of the entire society by supporting customers to cope withdisasters through the dissemination of disaster information.

80,00060,000■Recognition of Changes in Asset Exposure

40,000In Japan, an influx of people into urban areas is expected to continue in the future. Over the period from2015 to 2040, even though the number of

20,000households in the country is projected to01965 1968 1971 1974 1977 1980 1983 1986 1989 1992 1995 1998 2001 2004 2007 2010 2013 2016 2019

Figure 5: Areas inundated by floods (ha)Source: Tokio Marine Holdings based on materials from the Ministry of Land, Infrastructure,
Transport and Tourism (flood statistics)

decline 4.8% on national average, an increaseis expected in some prefectures, including
Tokyo. As such, the trend of changes in asset

N

exposure varies from region to region.

The amount of damage will vary significantly if there is a change in asset exposure, that is, a change inthe degree of concentration of assets or in the value of assets in areas exposed to natural disaster risk. In
this way, we recognize that identifying changes in weather events themselves, such as heavy rains andtyphoons, as well as society’s vulnerabilities to disasters and changes in asset exposure, are essential inpredicting damage due to natural disasters.

(%)

0 or higher-5 to less than 0-10 to less than -5
Less than -10■Changes in Vulnerabilities in Society
In Japan, revisions to the Building Standards Act have proved to directly translate into the better resilienceof society as a whole. In fact, revisions made in 1981 to the seismic building codes and in 2000 to the

0

400km

National: -4.8%

wind pressure resistance building codes have greatly contributed to the improved resistance of buildings
against natural disasters. More recently, Typhoon Faxai, which made landfall in 2019 and caused damage
to the roofs of many houses, has prompted revisions to the standards for roofing on countermeasures

Figure 6: Changes in the number of households from 2015 to 2040

against intense winds, which were enacted in January 2022. In addition, the Ministry of Land,

Source: National Institute of Population and Social Security Research, “Number ofHousehold Projections for Japan (2017 Estimates)”

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From the viewpoint of damage due to natural disasters, an important factor is the exact location of assets

Tokio Marine Group is monitoring the policy trends of the national and local governments.

Area of extremely high risk
with land development andbuilding restriction

Area that currently has risk
and will continue to faceresidual risk after measures interms of “hardware,” such as
ﬂood control, are implemented under the ongoing plan,but is serving as a base of civic
life and is desirable to remain
so in the future as well
Area that will continue toface signiﬁcant residual risk
after measures in terms of“hardware,” such as ﬂood
control, are implemented,
requiring to consider
relocation to a safer area with
its population on the decline

Risk
low

high

Area requiring measures tocounter risk of ﬂood frominland waters in its central
district, where city functions
are to be locatedArea that has high risk oflandslide near the cliﬀ, forwhich the need forrelocation will be examined
as necessary

Area that has relatively low
risk but needs to establish analert and evacuation system
to further increase safety

Figure 7: Direction of urban development based on the risk of water-related disasters
Source: Tokio Marine Holdings based on materials from the Ministry of Land, Infrastructure, Transport
and Tourism (website)

inflation adjusted

200

Continental U.S. economic loss from hurricanes (USD billion)

flood risk reduction when determining the locations of housing districts and city functions. Accordingly,

Sustainability
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250(whether within a hazardous area). In response to frequent occurrence of natural disasters in recent years,
Japan’s Ministry of Land, Infrastructure, Transport and Tourism has stated that it is important to consider

GovernanceInitiatives

150
100
50
0
1900 1905 1910 1915 1920 1925 1930 1935 1940 1945 1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015250

inflation, wealth, properties
and population adjusted

200
150
100
50

0
1900 1905 1910 1915 1920 1925 1930 1935 1940 1945 1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015

Figure 8: Economic loss due to hurricanes on the U.S. mainland
Source: Tokio Marine Holdings based on Klotzbach et al., 2018**Philip J. Klotzbach, Steven G. Bowen, Roger Pielke Jr., and Michael Bell, 2018: Continental U.S. hurricane landfall frequency
and associated damage. Bull. Amer. Meteor. Soc., 99, 1359‒1376, https://doi.org/10.1175/BAMS-D-17-0184.1(© American Meteorological Society. Used with permission.)

Changes in the exposure geographic distribution are important in considering natural disaster damage(2) Impact on Business Continuity: Promoting Climate Change Adaptation Measuresboth in Japan and overseas. In the United States, economic loss caused by hurricanes in the past is known

Tokio Marine Group uses multiple scenarios*1 to perform analysis and evaluation*2 on the impact of

to be on an upward trend, but when the impact of a change in inflation, wealth properties and population

climate change risk on our operations using holistic and context-specific approaches. By doing so, we areis normalized, there is no longer a significant trend. Thus, a rise in economic loss is mostly a result of thesepromoting climate action and initiatives to increase resilience against disasters.

factors.
■Holistic Approach
Based on a holistic approach, we use multiple scenarios to analyze and evaluate, both quantitatively
and qualitatively, the impact of an increase in weather disasters (such as heavy rains and floods) on
our operations and have been implementing measures from medium- to long-term (about two to five
years) and short-term (within one year) viewpoints. On the whole, we have specifically concluded that2022 Sustainability Report60Tokio Marine Group’s
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an increase in weather disasters will not have a profound impact on our operations as compared to thelimited policy changes and a 3.3°C temperature rise at the end of this century) with the following two

manufacturing and other industries for a number of reasons. For example, insurance products represent

scenarios also of NGFS.

an intangible service and do not necessarily require physical sales bases, and their development and(1) Orderly: Net Zero 2050 (Assuming a temperature rise suppressed to 1.5°C and net zero CO2 emission

production involve minor supply chain risks such as the procurement of raw materials.
*1 Including IPCC’s Shared Socioeconomic Pathway (SSP) 5-8.5, SSP3-7.0, SSP2-3.5, SSP1-2.6, SSP1-9, RCP8.5, RCP6.0, RCP4.5 and
RCP2.6 scenarios*2 Climate change risk analysis and evaluation conducted in collaboration with Resilience of the United Kingdom■Context-Specific Approach
Based on a context-specific approach, we use multiple scenarios to analyze and evaluate, both

both by 2050)(2) Disorderly: Delayed Transition (Assuming a 1.8°C temperature rise by 2050 due to delayed policychanges)
The following shows the results of the model-based estimates of transition risks of assets (equities,
corporate bonds and CMBS) held by Tokio Marine Group as of March 31, 2022.

qualitatively and quantitatively, the impact of increase in weather disasters (such as heavy rains andTransition risks

floods) on our operations and have been promoting initiatives to protect our own assets from weather
Orderly

Disorderly

-4.9%

-4.3%

Equities

-6.8%

-6.1%

Corporate bonds

-2.6%

-2.2%

CMBS

-0.0%

-0.0%

disasters, which are expected to become more severe due to climate change. Specifically, we are
examining measures from medium- to long-term (about two to five years) and short-term (within one

Totalyear) viewpoints and implementing measures against flood disasters, such as installing emergency power
generators and more water bars at our major bases.
❷ Transition Risks
Transition risks are risks associated with the transition to a decarbonized society. As the global momentum
toward decarbonization accelerates and the transition to a decarbonized society progresses, we anticipate
more stringent regulations, technological innovation, asset value fluctuations and changes in theinvestment environment as well as in customer needs, which could affect the Group’s businesses.
Transition risks include impact on the corporate value of investee companies and the value of assets heldby the Company due to increased costs associated with GHG emissions resulting from climate change.
To reduce the impact of these factors, we are decreasing total holdings of business-related equities andpromoting engagement with investee companies.
We have estimated the impact of transition risks on assets under management by Tokio Marine Group(equities, corporate bonds and commercial mortgage-backed securities – CMBS) using “Aladdin Climate,”a model provided by BlackRock Solutions. With the model, we have quantified the impact on corporate
value due to changes in scenario variables (carbon prices, energy demand, fuel prices, emissions, etc.)
based on scenarios provided by The Network of Central Banks and Supervisors for Greening the Financial
System (NGFS). More specifically, the quantification of the impact on corporate value has been conductedby comparing the current policies scenario (NGFS’s Hot House World – Current Policies scenario, assuming* The Aladdin Climate analytics of BlackRock Solutions contained in this report should not be construed as a characterization of
the materiality or financial impact of the corresponding information. The Aladdin Climate analytics includes non-financial
metrics and involves measurement uncertainties resulting from limitations inherent to the nature of the corresponding data
and the methods used for determining such data.
The Aladdin Climate analytics is not fixed and is likely to change and evolve over time. The Aladdin Climate analytics relies on
relatively new analysis methods, and there are limited peer reviews or comparable data available. BlackRock Solutions does
not guarantee and shall not be responsible for the content, accuracy, timeliness, non-infringement or completeness of the
Aladdin Climate analytics contained herein or have any liability resulting from the use of the Aladdin Climate analytics in thisreport or any actions taken in reliance on any information herein.

It should be noted that the model does not calculate the positive effects (market superiority or business
opportunities) generated by technically implementing climate change mitigation and adaptation
measures as we transition to a low-carbon society. Moreover, we believe that this and other quantification
models of climate change are still in the development stage, undergoing upgrades based on the latest
research findings. We thus have no plan, at this point, to use the data shown above in our management
decision-making process, but will continue to carry out research and investigations to explore more
appropriate ways to utilize such quantification modeling methods.
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GovernanceInitiatives

Sustainability
Library[Implementation of Climate Change Strategy]

As of July 31, 2022, we had not underwritten any new insurance policies or provided financing to coal-❶ Tokio Marine: Our Climate Strategy

fired power generation projects or thermal coal mining projects since announcing “Tokio Marine: Our

At the end of September 2020, we published our thoughts on climate change in “Tokio Marine: Our

Climate Strategy” at the end of September 2020. In addition, we are supporting the transition to a

Climate Strategy,” which we revised at the end of September 2021 and the end of September 2022.

decarbonized society by engaging with power plants for which we have already underwritten insurance

In this statement, we commit ourselves to supporting our clients, investee companies and financing

to consider the environment through the adoption of innovative high-efficiency power generation

recipients in the transition to a decarbonized society. We have also determined the following policies totechnologies and CCUS (carbon recycling) technologies that reduce GHG emissions. In a dedicated effort,

conduct insurance underwriting, investment and financing in a manner conducive to the transition to a

we are engaging with customers involved in the corresponding power plants to support their transition

decarbonized society for achieving the targets of the Paris Agreement.

through product provision and/or consulting. Furthermore, after announcing “Tokio Marine: Our Climate
Strategy,” we have created and begun using an engagement sheet to confirm and record plans aimed at

Insurance Underwriting

the realization of a decarbonized society. If it is determined that a customer is not considering its response

As part of that commitment, Tokio Marine will not provide new insurance underwriting capacities toto decarbonization, we may decline the renewal of the customer’s insurance policy.

coal-fired power generation projects or thermal coal mining projects, regardless of whether they are
newly constructed or not. However, we may grant exceptions for projects with innovative technologies
and approaches, such as CCS/CCUS*1 and mixed combustion, aiming to achieve the goals of the Paris
Agreement, after careful consideration.

❷ Investment and Financing (Initiatives as an Institutional Investor)
As a signatory to the United Nations Principles for Responsible Investment (PRI) through Group companies
Tokio Marine & Nichido and Tokio Marine Asset Management, we have established a policy concerning
ESG investment and financing, considering not only financial information but also ESG elements. By

Tokio Marine also strengthens its commitment by protecting the environment and supporting theincorporating climate-related elements into the investment decision-making process, we are supportingtransition to a decarbonized society by no longer providing new insurance underwriting capacities to oil

the transition to a decarbonized society.

and gas company extraction projects*2 in the Arctic Circle (all areas north of latitude 66°33, including theArctic National Wildlife Refuge, ANWR) and oil sands mining.

Specifically, we are undertaking ESG engagement to support increased corporate value and thesustainable growth of investee companies through constructive and purposeful dialogue that considers

Investment and Financing

non-financial factors including ESG elements in addition to their financial data as well as ESG integration

With respect to investment and financing, Tokio Marine will not provide new financing for coal-fired power

where both financial data and non-financial data are used in the investment decision-making process.

generation projects or thermal coal mining projects. However, as with our insurance underwriting policy,
we may grant exceptions for projects with innovative technologies and approaches, such as CCS/CCUS

Through these efforts, we are promoting investments in ESG-themed green bonds and sustainability

and mixed combustion, aiming to achieve the goals of the Paris Agreement, after careful consideration.

bonds. The total balance of such themed investments was about 65 billion yen as of March 31, 2022, for
Tokio Marine & Nichido, Tokio Marine & Nichido Life and Nisshin Fire. We have also begun using dataIn aligning with our insurance underwriting policy, we will also no longer provide new financing for oil

providers to conduct quantitative analyses of the GHG emissions of our investee companies.

and gas extraction projects in the Arctic Circle (all areas north of latitude 66°33, including the ANWR) andoil sands mining.
*1 Carbon dioxide capture and storage/Carbon dioxide capture, utilization and storage*2 Exemptions for projects with decarbonization plans that are aligned with the Paris Agreement

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Initiatives❸ Fund Formation (Initiatives as an Asset Manager)
Tokio Marine Asset Management has been operating renewable energy funds targeting investments insolar power plants since 2012, effectively supporting initiatives aimed at the transition to a decarbonizedsociety.
Performance of renewable energy funds* (Total as of March 31, 2022)

SocialInitiatives

GovernanceInitiatives

Sustainability
Library◉ Risk Management[Managing Climate-Related Risk Based on Enterprise Risk Management (ERM)]
Tokio Marine Group conducts enterprise risk management (ERM), which includes the management ofclimate risks. Through the ERM cycle, we comprehensively identify and assess climate-related risks, using
both qualitative and quantitative approaches.

Amount committed …………… Approx. 62 billion yen

In the insurance business, which pursues profit through risk-taking, risk assessment is the foundation

Units installed ………………………………………… 45of our business. The Group has been working for many years to increase the level of sophistication of* TM Nippon Solar Energy Fund 2012, 2013 and 2014
TM Nippon Renewable Energy Fund 2017
TM Nippon Long-Term Natural Energy Fund 2020

its risk assessment for material risks (including those due to natural disasters) both quantitatively andqualitatively. Specific initiatives are as follows.
Enterprise Risk Management (ERM)❶ Qualitative Risk Management❹ Leading Discussions at International Climate Change Conferences(Initiatives as a Global Company)

We identify all forms of risks exhaustively, including those for natural disasters such as major storms andemerging risks due to environmental changes. We define risks that will have an extremely large impact on

As climate change is an important social issue that needs to be addressed by the entire world, Tokio

our financial soundness and business continuity as “material risks.” We include the risk of major windstorms

Marine Group actively engages in dialogue with international organizations, governments, industries,

and floods in the “material risks” category, which we believe could become more frequent and severe due

academic communities, NPOs and NGOs.

to the effects of climate change. For these material risks, we also formulate control measures prior to risk
emergence and response measures for after risks occur.

We have also led discussions at international conferences, which includes co-chairing a climate changerelated working group for the Geneva Association since 2008. We have also joined the Association’s❷ Quantitative Risk Management

climate change task force and have been engaging in the formulation of scenario analysis and stress

For material risks, through measuring risk amounts and implementing stress tests as part of our

test guidelines to perform forward-looking impact assessment of climate change. We are the only Asian

quantitative risk management, we perform a multifaceted review of the adequacy of capital relative to thecompany to be a member of the Sustainable Markets Initiative, an insurance industry task force envisioned

risks held for the purpose of maintaining ratings and preventing bankruptcy.

by King Charles of England and established in June 2021.
We calculate risk amounts posed by natural disasters using a risk model (for Japan, a risk model we
In January 2022, we became the first Japanese insurance company to join the Net-Zero Insurance Alliancedeveloped in-house based on engineering theory and the latest knowledge of natural disasters, and(NZIA), which promotes the decarbonization of insurance underwriting portfolios toward the realizationfor overseas, models provided by outside vendors for insurance companies). We independently analyze

of a net zero GHG emissions society by 2050. The NZIA measures the GHG of underwriting portfolios, ispast tropical cyclones (typhoons in Japan and hurricanes in the United States), torrential rains and otherdeveloping a target-setting methodology consistent with the Paris Agreement and is examining methods

changing trends and incorporate this data as necessary in order to properly assess current weather

to support corporate decarbonization. We are actively participating in these discussions and contributing

phenomena.

to international rulemaking.

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Furthermore, within material risks, we conduct stress tests based on scenarios in which extreme economic
losses are expected and scenarios where multiple material risks occur at the same time. As for risks
involving major wind and flood disasters, for example, these scenarios assume typhoons and flooding on
a much larger scale than the major typhoons that hit the Greater Tokyo Area in 2018 and 2019 causing
extensive damages. We update scenarios continuously while taking into account stress tests released by
the regulatory authorities of every country, the latest knowledge (including that of climate change) andthe most recent case studies.
[Appropriately Control Risk through Risk Diversification and Reinsurance, etc.]
Natural disasters are inevitable in Japan, our home market. For that reason, we have sought to control
risk capital by geographic, business and product risk diversification through M&A overseas. In addition,
reinsurance, as a hedge against risk, is also an effective way to protect our capital and stabilize profits. The
Group utilizes reinsurance to prepare for major natural disasters (capital events) that occur once every
few centuries, and we determine earnings coverage from the standpoint of economic rationality and takenecessary measures.
[Acquisition of Knowledge (Industry-Academia Collaboration, etc.)]
Tokio Marine Group is deepening collaboration with both inside and outside experts to acquire
knowledge about risks. The Tokio Marine Research Institute collaborates with The University of Tokyo,
Nagoya University and Kyoto University, among others, to carry out impact analysis based on thepossibility for increased insurance losses associated with natural disasters that are becoming more severein nature.
Moreover, Tokio Marine dR and a team of experts in natural disasters working in Atlanta in the UnitedStates are leading efforts to upgrade natural disaster risk management across the entire Group, including
various evaluations of natural disaster risk models.

SocialInitiatives

GovernanceInitiatives

Sustainability
Library◉ Metrics and Targets[Metrics]■ Achieve Carbon Neutrality in Business Activities (Fiscal 2021)● Emissions from our own business activities*1: 83,483 tons (-32% from fiscal 2015 levels)(Scope 1: 13,022 tons, Scope 2: 47,435 tons, Scope 3*2: 23,026 tons)● GHG (CO2) absorption/fixation: 130,003 tons

Tokio Marine Group is working to reduce the environmental impact of the overall Group (domestic andoverseas) and become carbon neutral by 1) conserving energy and using energy more efficiently, 2)planting mangroves to absorb and fix CO2, 3) using natural energy (such as by procuring green electricity)and 4) amortizing carbon credits. As a result of these efforts, in fiscal 2021 we achieved carbon neutrality
for the ninth consecutive year (since fiscal 2013) thanks to absorption and fixation effects of mangrove
planting and the use of carbon credits outperforming the CO2 emissions generated by the Group’s overallbusiness activities. The value of ecosystem services generated through the Mangrove Planting Project
over the past 20 years (from April 1999 to the end of March 2019) has reached approximately 118.5 billion
yen. We expect the value to climb to 391.2 billion yen by the end of fiscal 2038*3.
■ GHG Emissions for Investment Portfolio
To assess the climate change-related risks and opportunities of its investee companies and financing
recipients, Tokio Marine & Nichido has performed analysis of total GHG emissions and weighted averagecarbon intensity (WACI) on its domestic listed equity and bond portfolios as of March 31, 2021, thedisclosure of which is recommended by the TCFD. In performing the analysis, the company conductedmeasurements using data provided by MSCI ESG Research LLC*4, 5, 6.
We will continue to urge our investee companies to fully disclose climate change-related information andwork toward a decarbonized society through engagement, while also making use of this analysis.

2022 Sustainability Report64Tokio Marine Group’s
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Total GHG emissions

WACI(Scope 1 and 2: million tCO2e）(tCO2e/million USD)

Domestic equities

1.78

111

Domestic bonds

1.13

545

• Total GHG emissions: GHG emissions associated with the portfolio, calculated based on the company’s percentage of equity
ownership to adjusted corporate value (market capitalization + interest-bearing debt)• Weighted average carbon intensity (WACI): Calculated by multiplying each investee company’s GHG emissions to revenue by
the weight of the company in the portfolio and getting the sum of these figures[Targets]■Targets for Fiscal 2050
● Reduction of GHG emissions

Aiming to reduce GHG (CO2) emissions from Tokio Marine Group to net zero by fiscal 2050 for our own

GovernanceInitiatives

Sustainability
Library*1 Associated with our own business activities (Scope 1 [direct emissions] + Scope 2 [indirect emissions] + Scope 3 [otherindirect emissions; Categories 1, 3, 5 and 6] based on the GHG Protocol standards)*2 Amount of paper used, etc. (Categories 1, 3, 5 and 6)*3 S urvey contracted out to Mitsubishi Research Institute, Inc. and evaluated following internationally recognizedmethodologies*4 The figures in the table cover 95.0% of the domestic listed equities in the portfolio (based on the market value). Likewise, thefigures in the table cover 62.3% of the domestic bonds in the portfolio.
*5 Data provided by Institutional Shareholder Services (ISS) may be subject to change retrospectively.
*6 We conducted measurement of our GHG emissions using information (the “Information”) from MSCI ESG Research LLC and
its affiliates (the “ESG Parties”) as well as from other information providers. The Information may only be used for readers’internal use, may not be reproduced or resold in any form and may not be used as a basis for, or a component of, any financial
instruments or products or indices. The ESG Parties do not allow the use of the Information to determine which securities
to buy or sell or when to buy or sell them and do not warrant or guarantee the originality, accuracy and/or completeness of
the Information. The ESG Parties expressly disclaim all explicit or implicit warranties, including those of merchantability andfitness for a particular purpose. None of the ESG Parties shall have any liability for any errors or omissions in connection with
the Information or any liability for any direct, indirect, special, punitive, consequential or any other damages (including lost
profits) even if they have been notified of the possibility of such damages.
*7 Scope 3, Category 15, based on the GHG Protocol standards*8 Scope 3 includes categories of importance to the Group for which numerical values can be obtained.
*9 Interim targets for our investment and financing portfolio (Scope 3, Category 15) are currently under consideration.
*10 Supposing natural catastrophe claims in an average year

operations and investees*7,*8.
■Targets*9 for Fiscal 2030
● Reduction of GHG emissions

Reducing GHG emissions (CO2) for operations from Tokio Marine Group by 60% (vs 2015)*1, 8● Renewable electricity use

Use 100% of renewable electricity at Tokio Marine Group's major business facilities by fiscal 2030
● Electrification of company-owned vehicles (Tokio Marine & Nichido and Tokio Marine & Nichido Life)

Switching all vehicles owned by Tokio Marine & Nichido and Tokio Marine & Nichido Life electrified
vehicles (EV, PHV, HV, etc.)■Targets for Fiscal 2023
● I ncreasing net premiums written for the insurance of offshore wind power generation projects byaround 5 billion yen (Tokio Marine & Nichido)● I mproving profitability of fire insurance more than 45 billion yen*10 (Tokio Marine & Nichido,business unit profit)

2022 Sustainability Report65Tokio Marine Group’s
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Library

2.1.2.4 Initiatives for Responding to Climate Change■ Raising Employees’ Energy Conservation Awareness◉ Reducing CO2 Emissions and Becoming Carbon Neutral

during peak periods) following the Great East Japan Earthquake of March 2011, Group companies in

The environmental footprint caused by business activities of Tokio Marine Group is relatively small
compared with companies in the manufacturing industry; however, the size of the Group makes it alarge consumer of energy. In order to reduce the environmental footprint from our business activities
wherever possible, we have positioned initiatives for reducing the environmental footprint as a
key issue for the Group. The entire Tokio Marine Group, in Japan and overseas, is making efforts tobecome carbon neutral* under the following strategic concepts.

❶ Reduce: Use energy-efficient buildings and facilities and cut back on energy usage.
❷ Switch: Switch to natural energy.
❸ O ffset: Absorb and fix CO 2 by mangrove planting and retirement of emissions
credits.

Responding to the calls for energy conservation (in particular, the restraint of electricity consumption
Japan have been implementing Summer & Winter Electricity-Saving Measures as an initiative to firmly
establish electricity and energy conservation.
Specifically, the companies are making continuous efforts to (1) conserve energy in offices (reducing
unneeded light fixtures, placing restrictions on use of OA equipment, copiers and others, whichtake power from outlets, and thoroughly managing air conditioning (such as setting temperatures
in offices to 28°C in summer and 19°C in winter); and (2) review employees’ work styles (such asencouraging early morning working hours and promoting casual dress code). In addition, Tokio
Marine & Nichido endorses COOL CHOICE, a national campaign that encourages all “smart choices”
that contribute to countermeasures for global warming, including for Japan’s energy-saving andlow-carbon products, services and behavior in order to attain the Japanese government’s target ofa 46% reduction in greenhouse gas emissions by 2030 compared with fiscal 2013. We are promoting
activities to realize a low-carbon society.

* Carbon neutral means that CO2 emitted in the course of a company’s business activities is equivalent to the volume of CO2
absorbed and reduced by way of mangrove planting, use of natural energy and the retirement of emissions credits by such a
company.

■ Promoting Measures against Climate Change toward Becoming Carbon Neutral in 2050

■ Purchase of Green Power (Retirement of Emissions Credits)
Tokio Marine Group is promoting the use of natural energy in Japan and overseas. Tokio Marine &Nichido has been continuously purchasing green power of approximately 1 million kWh annually

Toward achieving carbon neutrality in 2050, Tokio Marine Holdings has defined new targets forsince 2002 through wind power and biomass power generation. In fiscal 2021, we also used green

promoting measures against climate change, which is one of its sustainability priority areas and is

power generated by hydropower and purchased non-fossil certificates. In addition, the Tradable

one of the key issues over the medium to long term.

Green Power Certificates purchased by the company are being allotted to the reduction of emissions
at target sites based on the system regarding emissions trading and the obligation to reduce total

New targets

emissions of greenhouse gases pursuant to the Ordinance on Environmental Preservation to Secure❶ Reduce greenhouse gas emissions of Tokio Marine Holdings by 60% in fiscal 2030

the Health and Safety of Citizens of the Tokyo Metropolitan Area (Environmental Preservationfrom the fiscal 2015 level.

Ordinance).

❷ Use 100% renewable energy for electricity consumed at major bases in fiscal 2030.
❸ Replace all company-owned vehicles with electrified vehicles in fiscal 2030 (Tokio
Marine & Nichido, Tokio Marine & Nichido Life).
❹ Aim for net zero greenhouse gas emissions by fiscal 2050 (including investee
companies and financing recipients)

U.S.-based Philadelphia Insurance Companies has purchased green power to account for 100% of its
electricity use over the year in its business activities and has achieved net zero emissions* since fiscal
2013.
* Net zero emissions are achieved when the net of CO2 emissions and energy consumed equals zero.

2022 Sustainability Report66Tokio Marine Group’s
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Sustainability
Library■ CO2 Emission Reduction Data (Energy Conservation and Reduction in Buildings, Facilities, etc.)<CO2 Emissions (Fiscal 2021 Results)>[Tokio Marine Holdings and Major Subsidiaries]

Fiscal 2021 CO2 emissions by Tokio Marine & Nichido (Scope 1 (direct emissions) + Scope 2 (indirect<CO2 Emission Reduction Targets>missions) + Scope 3 (other indirect emissions)) were 41,779 tons versus a start-of-year target of• Long-term target (fiscal 2030): -60% (compared with fiscal 2015 level)

49,345 tons (a 1% reduction year on year). The percentage of reduction was 16.2% compared with the• Reduction target in fiscal 2022: -1% compared with previous year

previous fiscal year, thereby achieving the target. The main cause of this decrease was a reduction in
power consumption owing to energy-saving initiatives.

<CO2 Emissions (Fiscal 2021 Results)>

Sustainability Performance Data (CO2 emissions from energy sources (Tokio Marine & Nichido))

Fiscal 2021 CO 2 emissions by Tokio Marine Holdings and its major subsidiaries (Scope 1 (directemissions) + Scope 2 (indirect emissions) + Scope 3 (other indirect emissions)) were 83,483 tons
(Japan: 55,633 tons, overseas: 27,850 tons) versus a start-of-year target of 88,995 tons (a 1% reduction
year on year), or a 7.13% increase in emissions compared with the previous fiscal year.

■ Initiatives toward Achieving Carbon Neutral Status through Mangrove Planting(CO2 Absorption and Fixation through Mangroves)
Mangrove forests have an effect on the prevention and mitigation of global warming by absorbing
and fixing a significant volume of CO2. Under the concept of “Insurance for the Future of the Earth,”

As a result of efforts to steadily reduce CO2 emissions at Group companies in Japan and overseas,

Tokio Marine Group has engaged in the Mangrove Planting Project since 1999. As of March 31, 2022,

we succeeded in cutting these emissions beyond targets at the Group level. In addition, we haveapproximately 11,935 hectares of mangrove forest have been planted through this project in nine

been expanding the coverage of the calculations for Scope 3 since fiscal 2015 in order to meetcountries, primarily in Asia. Each Group company strives to reduce the environmental footprint

expectations from society in terms of initiatives to create environmental value by companies.

through energy conservation and resource conservation. At the same time, Tokio Marine Group

Sustainability Performance Data (CO2 emissions from energy sources and CO2 reduction and

CO 2 ﬁxation
and reduction
130,003 tons

fixation (Tokio Marine Holdings and major subsidiaries))［Tokio Marine & Nichido］<CO2 Emission Reduction Targets>• Long-term target (fiscal 2050): -60% (compared with fiscal 2006 level)Gas, gasoline
and others
13,022 tons

CO2 emissions
83,483 tons

Scope 1 Direct• Reduction target in fiscal 2022: -1% compared with previous year
Tokio Marine & Nichido, a core operating company of Tokio Marine Group, worked to: (1) use 100%
renewable energy for electricity consumed at major bases; (2) monitor the increase and decrease inElectricity
and others
47,435 tons*

Scope 2
Indirect

Business traveland others
23,026 tons

Scope 3Other

CO2 absorption andﬁxation throughmangrove planting
130,000 tons

energy on a total site basis in line with site reconstruction and transfer plans; (3) implement energy
conservation campaigns in all branches; and (4) increase energy conservation performance incompany-owned cars.

Write-oﬀ of carbon credits
3 tons* CO2 emissions include the effect of purchasing green power, etc., of 8,597 tons.

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aims to achieve carbon neutral status on a global basis, offsetting the CO 2 emissions generated byits business activities with CO2 fixation and reduction through means such as mangrove planting

SocialInitiatives

GovernanceInitiatives

Sustainability
Library◉ Reduction of Environmental Footprint in Business Activities

and natural energy (green power). Fiscal 2021 CO2 emissions by Tokio Marine Holdings and its major■ Environment-Friendly Buildings and Facilities

subsidiaries were 83,483 tons, which was a 7.13% decrease in emissions compared with the previous

Tokio Marine Group is engaged in initiatives* that consider the environment and disaster prevention

fiscal year.

in buildings and facilities it owns, as appropriate for each structure.
• Facilities investment amount related to energy conservation measures: 767 million yen (fiscal 2021,

The effect of CO 2 fixation and reduction due to mangrove planting, etc., was 130,003 tons andTokio Marine & Nichido)carbon neutral status was achieved for the ninth year in succession for the Group overall (Japan and*Upgrading to boilers, high-efficiency lighting fixtures (LED, etc.) and air conditioning, etc.

overseas).
[Efforts by Tokio Marine & Nichido]
Tokio Marine & Nichido has a plan to convert its head office building into a new head officebuilding (to be completed in 2028). The new building is designed to achieve the highest level ofenvironmental performance by seeking to:• R educe CO2 emissions during construction through use of wood building materials and promoteenergy saving and reduce CO 2 emissions from building use by introducing highly efficientequipment and district cooling/heating;• Use 100% renewable energy for its electricity consumption;• Preserve biodiversity and mitigate the heat-island effect through large-scale rooftop greening
as well as improve an urban space environment by creating a public relaxation space for local
community members on the first floor; and• Conserve water resources through the use of rainwater in place of non-potable general service
water and the introduction of a water circulation system.
• On February 27, 2022, the new head office building obtained preliminary certification for thehighest Platinum ranking in the “LEED® for Building Design and Construction: New Construction”* Information on CO2 emissions from energy usage and other relevant information are subject to a third-party
guarantee by Ernst & Young ShinNihon LLC. Tokio Marine Holdings requested the Central Research Institute of ElectricPower Industry (CRIEPI) to evaluate and calculate the amount of CO2 absorption and fixation through mangrove
trees and received the evaluation report. Further, a third-party organization (Ernst & Young ShinNihon LLC) has beenrequested to implement the agreed-upon procedures in compliance with Practical Guidelines in Specialized Fields
4400, Engagements to Perform Agreed-Upon Procedures (The Japanese Institute of Certified Public Accountants) forpart of the data used in the report. As a result, Tokio Marine Group has deemed that the effects of CO2 absorption andfixation through mangrove planting have been calculated properly.
* The coverage of calculations for Scope 3 (other indirect emissions) was expanded in fiscal 2015.

category of LEED® v4, an international green building rating system. (LEED stands for Leadership in
Energy and Environmental Design.)[Efforts Overseas]
At Group companies overseas, as in Japan, we are taking measures to conserve energy as appropriate
for each building or facility we own.
• Tokio Marine Centre (Singapore) has been actively introducing environmentally conscious measuresthat include the installation of energy-saving air-conditioning equipment and lighting fixtures,
installation of water-saving equipment that reuses rainwater and effective placement of greenery.

2022 Sustainability Report68Tokio Marine Group’s
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Sustainability
Library• I n 2017, Philadelphia Insurance Companies (PHLY)

a transition to environmentally friendly cleaning supplies to reduce pollution in waterways andin the United States decided to renovate its long-minimize ozone depletion. Throughout the year, Safety National’s employee-led Sustainability

used headquarters building to update its aged

Committee organizes and produces educational content to increase awareness and engagement

technology, infrastructure and exterior. The aim waswith these issues among employees.

to provide an excellent work space to employees andfacilitate environmental, social and governance (ESG)■ Initiatives to Reduce Paper Use

efforts. The renovation gave consideration to the

Tokio Marine Group’s volume of paper consumed in fiscal 2021 was 5,655 tons (Japan: 5,117 tons,

environment by replacing windows, switching to aoverseas: 538 tons), which marked a decrease of 7.4% on a year-on-year basis thanks to reduction

more comfortable, energy-efficient air-conditioning

efforts in and outside Japan. In fiscal 2022, we are taking action under a target of reducing paper

system, adding a charging station for electric vehicles, installing adjustable lighting fixtures thatvolume in Japan by 1% from the previous fiscal year.

sense movement and natural light and creating a self-sustaining outdoor greenery zone that has
won an award. The building also took into account social aspects, such as safety and accessibility.

As a measure to curb paper consumption, Group companies are distributing mobile terminals (tablets

For safety, it incorporated a speaker system for emergency and evacuation announcements andand notebook PCs) to employees to reform working styles while reducing paper consumption, along

a video monitoring system. Accessibility was ensured by introducing button-controlled heightwith promoting the paperless Raku Raku Tetsuzuki (Quick and Easy Online Procedures) for applying

adjustable desks for all employees, replacing swinging doors with sliding doors and removing

for insurance on tablet or other devices, expanding the use of paperless conferencing, using green

curbstones from the parking lot to make it level with the sidewalk. These features have also resulted

procurement of stationery and office supplies, shifting forms and pamphlets to Web formats (i.e.,

in a traceable reduction in waste and consumption of water, gas, electricity and paper.

promoting paperless operations) and firmly establishing the practice of double-sided copying andprinting multiple pages on one sheet.

• Each year, Safety National in the United States participates in the St. Louis Green Business Challenge,
which is a program initiated by Missouri Botanical Gardens that assists companies with integrating

In December 2020, we rolled out Remote Raku Raku Tetsuzuki, a one-stop online service for customers

sustainable measures into their daily operations. Companies participating in the Challenge

to view a proposed insurance product and its description, and purchace them on their smartphones

compete with themselves to improve performance year over year. In 2021, Safety Nationaland other devices. Through this service, we have realized seamless and paperless procedures that

achieved the Champion Level Award, with their submission detailing how they have created aalso make customers feel at ease.

culture of conservation. This year-long project included measurable elements like energy savings

Examples of Initiatives toward High-Quality Solicitationfrom the solar arrays installed on the home officebuildings, CO 2 emissions reduced by a hybrid work

■ Promoting Waste Recycling

environment, water conservation achieved with low-

Tokio Marine Group has installed paper machines that make new paper from used paper using very

flow fixtures installed in the home office, robotic

little water and is promoting paper recycling that can be completed in our offices.

process automation (RPA) initiatives that reduced
physical mailings and regular recycling events■ Effective Use of Wateron campus. The company’s conservation efforts

At the La Mer Sanbancho building in Tokyo, Tokio Marine & Nichido is promoting effective use ofalso included the addition of a porous parking lot,

water by collecting rainwater and recycling it for flushing toilets.

installation of mason bee houses to help pollinate
local plants, additional greenery on campus and2022 Sustainability Report69Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

2.1.3 P
 romoting Green Transformation

GovernanceInitiatives

Sustainability
Library

2.1.3.2 Providing Solutions for Promoting the Widespread

Through the development and provision of insurance products and solutions as well as risk consulting,
Tokio Marine Group seeks to assist customers in becoming carbon neutral and shifting toward a

Use of Clean Energy◉ Offshore Wind Power Generation

decarbonized society, as well as to contribute to the growth and development of industry. For this■Globally Providing Insurance Products Related to Renewable Energy

purpose, Tokio Marine & Nichido established a cross-departmental organization called the Green

Renewable energy such as offshore wind power and solar power is expected to be a new power

Transformation (GX) Task Force in February 2021. With the aim of promoting these efforts even more

source for the transition to a decarbonized society. As such, installation and widespread construction

proactively, the company also established the GX Office within the Commercial Lines Marketingof facilities are promoted in various countries. Such renewable energy-related projects, however,Department in June 2021. In addition, we established Tokio Marine dR (TdR) in July 2021, which

require various types of insurance products. In response, we acquired GCube, a leading player inaggregates the Group's advanced digital capabilities and provides risk consulting services to corporate

providing insurance underwriting services for renewable energy projects around the world, in 2020.

customers.

The company possesses strengths in excellent underwriting capabilities, superior claims service
capabilities and a prominent presence in the renewable energy industry. Tokio Marine Group

Toward becoming carbon neutral in 2050, Tokio Marine & Nichido is steadily promoting the following

companies in Japan, the United States and Mexico are joining forces with GCube to support theinitiatives, including developing solutions and considering business co-creation, based on dialogue with aspread of renewable energy around the world.

broad range of companies, local governments and other customers.

■Offshore Wind Power Generation in Japan• D
 evelop insurance products and solutions that will contribute to the more widespread use of renewableenergy, including offshore wind power and solar power.
•C arry out research on and develop insurance products that will contribute to the spread of storage
batteries, promotion of the use of hydrogen and establishment of new(Energy security, Economical efficiency, Environment + Safety) objective and expresses the energy

dioxide capture, utilization and storage (CCUS)* technologies.

mix the country would like to achieve by 2030. This was the first time for Japan to specify the shift rovide support for local governments and companies for building•P

to renewable energy as its main source of power, with the aim of 22% to 24% of power generation

distributed energy systems.
becoming carbon neutral.

proceeding with the challenges of energy conversion and decarbonization to meet this goal.
The 5th Strategic Energy Plan approved by the Cabinet on July 3, 2018 states the lofty “3E + S”

technologies, such as carbon dioxide capture and storage (CCS)* and carbon• Provide support for efforts of local small- to medium-sized companies toward

Japan has set the ambitious goal of reducing greenhouse gases (GHG) by 80% by 2050, thereby

to come from renewable energy by 2030, up from 16% in 2017. Offshore wind power generation isSpecial GX website(in Japanese)* CCS is a technology to capture and store emitted CO2, while CCUS is a technology to utilize separated and stored CO2.

expected to be one of the pillars of renewable energy. With the revised Port and Harbor Act of July
2016 and the enforcement of the Act of Promoting Utilization of Sea Areas in Development of Power
Generation Facilities Using Maritime Renewable Energy Resources in April 2019, a full-scale offshore
wind power generation project is already underway in Japan.

2.1.3.1 B asic Approach to Promoting the Widespread Use of

Clean Energy
In mitigating climate change, we will promote widespread use of clean energy through theprovision of products and services in the renewable energy field and contribute to the transition to a
decarbonized society.

More specifically, after the revision and enforcement of these acts, Japan’s first commercial offshore
wind power generation project was launched in February 2020. In December 2020, the Ministryof Economy, Trade and Industry announced its first Vision for Offshore Wind Power Industry andpresented ambitious introduction targets of awarding a capacity of 10 GW to projects by 2030 and 30
to 45 GW by 2040. A review for the first public tenders for four general sea zones has been underway,
and specific efforts to introduce offshore wind power generation have begun.
2022 Sustainability Report70Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library■Total Support for Offshore Wind Power Generation from Construction Phase to Operation Phase

operation. Although this type of insurance package is generally employed in Europe and the United

Beginning with underwriting insurance for a project in the Netherlands in 2013, Tokio Marine &States, the content and clauses of the company’s insurance have been adjusted to fit the legal system

Nichido has supported a total of 57 offshore wind power generation projects in 10 countries andand environment of Japan.

regions including Japan. In fiscal 2021, while taking on eight new projects, the company has provided
support to the wind power generation industry in Japan by holding seminars to present and share

A dedicated team was set up to deal with wind power-related projects in 2013, and a task force was

the know-how it has gained through underwriting these projects as well as knowledge on loss

established in 2019 to provide company-wide support for the industry. Tokio Marine & Nichido aims

prevention.

to be the industry leader from an insurance perspective for offshore wind power generation projects,
an area expected to grow and develop not only in Japan and Asia but across the entire world, and to

In many offshore wind power generation projects, facilities go into operation individually as they areaccelerate initiatives in this core business area to protect the global environment.

completed and become operational. Tokio Marine & Nichido’s package exclusively designed for such"$:2;5<'=><2/3-"(5)#789"(&)*,,-./0'1234"#$%&'

projects offers seamless total support in order to cover the interface risk associated with the shift to(@','0'3>')*,,-./0'B23423-%053>'

The risk of a natural disaster occurring such as a typhoon, earthquake or tsunami is significantly

C'<'0;23'D502/%-02-E-23D/:D'423'5>.F.5-'534>0'5<'23-%053>'F5>E5G'
F0/D2423G3'>'--50H>/D'05G'5<5F02>'0',:'><23G<.'02-EIJKMNJOPQRSTJURVN`KRSOJTVOYKRg[[YSSXYUZY[YOPQRSTJURVNdYJ]IUJOPXYUZY[YOP\Q
QRSTJURVN

bN[UPYROUJO M

different between Japan and Europe. In arranging insurance for offshore wind power generation
projects, Tokio Marine dR calculates the critical indicator of Probable Maximum Loss (PML) using
stochastic methods and conducts risk assessment.

UYRONRURVNINJYK]

jMNJUOYKRU[g[[YSS

In many cases, financing has become an integral part of offshore wind power generation projects as

UYRONRURVNINJYK]dYJ]IUJOPXYUZY[YOP

they grow in scale. Lenders also want to understand the risk involved using stochastic assessments\TSYRNSSQRONJJTMOYKR \Q

This PML calculation has also been adopted in Japan’s first commercial offshore wind powerthat use a fixed recurrence interval such as 475 years for an earthquake and 100 years for a typhoon.
generation project mentioned previously.
Earthquake: Distribution of Peak Ground Acceleration & Seismicity

QRSTJURVNINJYK]^_`a_QbacdIOKSOUJOKeVKffNJVYU[KMNJUOYKR QRSTJURVNINJYK]^gRRTU[JNRNhU[_YRURVYU[`[KSNa_YRU[YRiNSOfNRObNVYSYKRacKOYVNOKIJKVNN]

Stochastic Assessment of Natural Disasters`KffNJVYU[jMNJUOYKR?

01234567815145156 

Industry

Academia

2022 Sustainability Report71Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library◉ Solar Power Generation

In the event of damage from earthquake, tsunami, water, wind, landslide or other natural disasters,■Solar Power Generation in Japanbusiness operation following launch may be severely affected. Based on natural disaster information

With the launch of Japan’s Feed-in Tariff Scheme for Renewable Energy in July 2012, the planningand knowledge accumulated over the years in the property and casualty insurance business, theand construction of solar power generation facilities have been surging across the country. In orderproduct offers risk consulting services that include a three-stage evaluation of natural disasterfor businesses to stably operate the facilities, it is necessary to evaluate business risks over a medium

hazards at planned mega-solar installation sites and soil contamination status assessment consulting

to long term of 10 to 20 years from a variety of angles, starting from the installation stage, andservices through means such as site usage history surveys and field investigations. By incorporating

implement required measures. Moreover, safety concerns about damage to the facilities caused bysuch consulting services, mega-solar business operators are able to accurately assess the risks thatnatural disasters, which have been increasing in recent years, and uneasiness in local communities

can threaten business continuity and can effectively carry out necessary investments and measures.

mega-solar projects may be forced to review installation expenses or construction period, andabout environmental and other impacts has become apparent. Thus, a harmonious coexistence
between operators and local communities is one of the major issues in increasing the use of

Conducting risk assessments of mega-solar projects has helped us build up extensive know-how,renewable energy, which requires solutions.

which we are using to provide consulting services for renewable energy facilities for biomass andwind-power generation businesses.

■Mega-Solar Package Program
In July 2012, Tokio Marine & Nichido began marketing its Mega-Solar Package Program. Through risk

Arrangement of Appropriate Property and Casualty Insurance at the Mega-Solar Project

consulting and insurance products, the program offers an integrated solution for the risks involved in

Installation and Operational Stages

mega-solar (large-scale solar power generation) projects.

As various risks are expected at every stage – from installation to operation – in mega–solar
projects, appropriate risk management is achieved by analyzing risk factors that can impact project

Making Use of Evolving Risk Assessment Approaches in Consulting

management and by arranging for insurance against each risk. As a specific example, risks associated

The Mega-Solar Package Program is composed of 1) risk consulting (natural disaster risk assessmentwith installation work may include damage to a solar power system or temporary installation caused

and soil contamination status assessment) and 2) arrangement of property and casualty insurance.

by an accident or disaster, such as fire or lightning strike; lost profits due to a delay in the launch ofoperation resulting from the damage; and compensation for damage in case a solar power system

Tokio Marine dR’s risk assessment of renewable energy facilities

has caused an accident during installation or after completion.
Hedging these risks is possible by using erection all risks insurance, delayed start of operations
insurance and various forms of liability insurance. Additionally, risks related to facility operation may
include damage to a solar power system caused by fire or other accident or disaster, lost profits due
to suspension of operation resulting from the damage and compensation for damage as an owner ormanager of the facilities. These risks can be hedged by corporate fire insurance and various forms ofliability insurance.
Solar power and other forms of renewable energy are indispensable as new energy sources tosupport the social infrastructure of the future. Based on the role that insurance companies bear in

Tokio Marine dR’s “Risk Assessment of Renewable Energy Facilities” (in Japanese)
2022 Sustainability Report72Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

society, Tokio Marine & Nichido will support the smooth diffusion of renewable energy by providing
insurance products and risk consulting services and contribute to the development of a sustainable

GovernanceInitiatives

Sustainability
Library■ Launch of a New Product Covering the Decommissioning Cost of Solar Power Facilities andDamage Compensation Risk
The Act of Partial Revision of the Electricity Business Act and Other Acts for Establishing Resilient andsociety.

Sustainable Electricity Supply Systems enacted in 2020 will start mandating solar power operators

Mega-solar project flow from installation work to operation
Site investigation

Installation work

Completion of installation
work and handoverof 10 kW or more to make an external reserve for the decommissioning of solar power facilities in
Operation

July 2022. Meanwhile, in April 2020 the Act made it an obligation for the operators “to make efforts”
to enroll in fire, earthquake or other insurance in order to ready themselves for natural and other❶ Conﬁrm risk situationof planned site
❷ Perform soil contamination survey atplanned site

❶ Prepare for liability to
third parties during
installation work

❷ Compensation for❶ Prepare for damages
from delayed delivery❷ Prepare for liability to
third parties after

damages due to disastercompletion ofor accident at solar

installation work (after

power system during

handover)installation work

❶ Cover damages tosolar power systems
due to natural
disasters and otheraccidents❷ Prepare for liability to
third parties originating in ownership, useor management ofsolar power systems

disasters before making such an external reserve or when still accumulating one. It also requires themfacing solar power operators and launched the industry’s first insurance scheme matched to the Act’s

Hazard environment report

Contractors generalliability insurance

Advance loss of proﬁt
insurance

Corporate property
insurance

Soil contamination survey

Erection all risks
insurance

Products liability
insurance

Early disaster recovery
support service
Premises liability
insurance

to secure financial resources to pay compensation in case of an accident or disaster and implement
cyber security measures. The environment and risks surrounding these operators are thus undergoinga drastic change.
In response, Tokio Marine & Nichido is working with the Japan Photovoltaic Energy Association, which
promotes the introduction and widespread use of solar power generation facilities, to resolve issues
obligatory efforts, Insurance for Solar Power Facilities Decommissioning Costs and Compensation
Liability Risk, in December 2021. The scheme covers the decommissioning cost before operators
make the required external reserve or when they are still accumulating it, and compensation liability
risk to prepare for accidents resulting from the ownership, use or management of solar power
facilities or for rapidly growing cyber risk.

■Insurance for Output Suppression Control for Mega-Solar Power Generation Operators

Tokio Marine & Nichido intends to offer this scheme broadly. By enabling solar power operators to

Output suppression control is a measure in which power companies request power generation

secure the facility decommissioning cost and financial resources for damage compensation throughoperators to suppress power generation output. Ensuring stable power supply requires a consistently

the scheme, the company will support the sound growth of the solar power generation business andsteady balance between the power generation volume and consumption volume, and output

more widespread use of renewable energy.

suppression control is needed when the generation volume exceeds consumption. Tokio Marine &Nichido provides insurance for mega-solar power generation operators to cover a drop in revenue
caused by such suppression. Through the product, the company will contribute to the widespreaduse of mega-solar power generation.

2022 Sustainability Report73Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives■ Providing Insurance Package for Solar PPA Operators
Tokio Marine & Nichido offers Insurance Package for Solar PPA Operators, an insurance productGovernanceInitiatives

Sustainability
Library◉ Geothermal Power Generation

providing power purchase agreement (PPA) operators with comprehensive coverage for various risks,■Providing Impairment Liability Coverage for Geothermal Power Generation Operators

including risk of damage to power generation facilities, compensation liability risk arising from the

Geothermal power generation uses steam from deep under the ground to generate power. It does

management of facilities and risk of the user (company using the facilities) going bankrupt. In recent

not emit any CO2, a primary cause of global warming, which has put it in the spotlight as a low-costyears, a PPA model has drawn much attention on the back of the growing need to use renewable

renewable energy with the potential for stable power supply. There are high expectations for theenergy. It is a business model in which a third party installs its own renewable energy facilities onapplication of this form of energy, and the Japanese government has already formulated a plan to

the roof of the user’s building or within its premises by incurring the installation costs, and supplies

expand capacity of geothermal power generation facilities three-fold by fiscal 2030 compared withgenerated power to the user while recovering these and other costs through a long-term PPA withcurrent levels.

the user. An increase in the introduction of renewable energy is expected to continue via this model,
as it has an advantage of eliminating the associated initial cost for the user. There is, however, a risk

Against this backdrop, Tokio Marine & Nichido offers impairment liability coverage specifically forthat the originally planned cost recovery would be difficult for reasons such as an unexpected andgeothermal generation operators. It provides peace of mind to nearby hot spring operators (hotsudden accident during the term of the contract. By offering this insurance package, the company

spring union) with regard to geothermal development. This is achieved through compensation forwill promote the introduction of renewable energy based on the solar PPA model.

damages if there is a decline in the volume of hot water or a change in hot spring quality in a nearby
hot spring area during geothermal development or operation of a geothermal power generation
facility. Such damages include the cost of investigation into the cause, which is covered by the

Notional concept of coverage for a risk of non-payment of electricity charges due tobankruptcy of the user

❷ Electricity supply(Electricity charges)

Policyholder / Insured(PPA operator)❹ Charges not paid
(bad debt)❺ Payment of an
insurance claim

geothermal developer, or lost profits on the part of the hot spring operator. Payment of the cost for❸Bankruptcy,
etc.

investigating the cause at the stage when a reduction in hot spring volume or a change in spring
quality has been objectively confirmed irrespective of the existence or not of liability on the part of
the geothermal developer is a first for Japan. Tokio Marine & Nichido will continue to contribute to
the proliferation of geothermal power through this product going forward.

Creditors(user)

General flow of geothermal development (model case of 30,000 kW power output)❻ Claim forcompensation

Tokio Marine & Nichido❶ Conclusion of
an insurance contract

Source : Prepared using basic data for investigating purchase price in FY2013 issued by Resources andEnergy Agency of the Ministry of Economy, Trade and Industry (in Japanese)

2022 Sustainability Report74

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library◉ Other Initiatives■C reating New Insurance Plans for Environmental Value That Supports Decarbonization■ New Service for Resource Aggregators in the Power Supply-Demand Adjustment Market

Tokio Marine & Nichido has developed the Decarbonization Supply Chain Disruption Response

Tokio Marine & Nichido collaborates with NEC Corporation in the resource aggregation business, which

Insurance as a new insurance product to compensate companies for potential losses caused byaggregates and controls distributed energy resources, including storage batteries and solar power

accidents in the supply chain that would reduce their environmental value* generated throughfacilities, by using information and communications technology (ICT). More specifically, the companies

decarbonization initiatives.

Initiatives

developed the industry’s first service for resource aggregators operating in the power supply-demand
adjustment market. The service is combined with a system to provide partial coverage for additional costs

This product helps support decarbonization initiatives by targeting a company’s efforts aimed atarising from causes beyond their control, such as facility damage due to a natural disaster. Through the

reducing CO2 emissions via compensation for reductions to environmental value incurred because

system, the companies provide support and a sense of security for resource aggregators in promotingof accidents in their supply chain. When an accident occurs in the supply chain, decarbonization

their business.

initiatives are either suspended or reduced in scale, resulting in that company not being able toachieve its anticipated CO 2 emission reductions. Developed to address such events, this product■C ollaboration Aimed at the Commercialization of Rechargeable Batteries Management
Technology
Tokio Marine & Nichido and Tokio Marine dR collaborate with EC SENSING, Inc., a joint venture affiliatednot only provides compensation for the cost of alternative fuel replacements in order to restartand recover decarbonization initiatives, but it also covers lost profits resulting from reduced
compensation for credits not covered by traditional insurance products.

with Waseda University, for the commercialization of storage batteries management technology. In
fostering the more widespread use of renewable energy, the companies aim to develop service solutions,With this product, we are offering new value to customers and also supporting the continuation

which facilitate safe and secure energy management, and contribute to the realization of a decarbonized

and acceleration of investment cycles that utilize credits for decarbonization initiatives, thereby

society. In promoting the widespread use of renewable energy, storage batteries are essential for thecontributing to the advancement of decarbonization initiatives for society as a whole.

effective utilization of electricity. In the future, a rise in demand is expected for risk assessment andperformance assurance to ensure the safe use of storage batteries as well as for the reuse of these* Value generated as a result of decarbonization initiatives to reduce emissions of CO2, which is believed to contribute to global
warmingbatteries. Conversely, there are currently no regulations or systems related to the reuse of storage
batteries, and their secondary use still remains limited.
Under these circumstances, Tokio Marine & Nichido and Tokio Marine dR will jointly develop new service
solutions that will help further increase the use of storage batteries in collaboration with EC SENSING,
which engages in research and development utilizing non-destructive measurement technology(impedance technique) for storage batteries, and with Waseda University’s Research Organization for
Nano & Life Innovation, which carries out the research and development of the technology. In addition
to leveraging risk data associated with corporate business activities and knowledge on data analysis heldby Tokio Marine Group, we will also utilize Waseda University and EC SENSING’s core technologies andintellectual property rights related to storage batteries and energy management in our efforts to develop
and provide advanced risk management and performance evaluation for storage batteries.

2022 Sustainability Report75Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library■Offering Services and Solutions That Support GX Promotion■Commencing Sales of Wholesale Electric Power Price Fluctuation Insurance

Promoting GX requires a series of long-term and phased efforts such as calculating GHG emissions,

Tokio Marine & Nichido has begun sales of Wholesale Electric Power Price Fluctuation Insurance,

identifying the physical and transition risks and opportunities of climate change that impact thewhich provides compensation for losses incurred by electricity retailers when the price of electricity

business as a whole, devising and implementing carbon neutral strategies and taking advantage ofpurchased from wholesale electricity markets rises sharply due to severe weather like extreme heatcarbon credits. Tokio Marine & Nichido has reached a basic agreement to work with MUFG Bank toor cold. Although electricity retailers are increasing their procurement ratio of electricity derived

create a system that can consistently provide the services required for customers’ GX promotion andfrom renewable energy, when the amount of procured renewable energy-derived electricity falls

to accelerate GX in Japan. Through this partnership, the company will provide services that leveragedue to weather or other events, retailers must procure replacement power from the Japan Electriceach company’s strengths at every stage of a customer’s effort toward achieving carbon neutrality asPower Exchange (JEPX) and bear all risk involving market-based price fluctuations. Price fluctuations

well as devising and advancing strategies for GX.

in the electric power market have a significant impact on electricity retailers and the bankruptcies
and closures of electricity retailers caused by unforeseen price spikes from severe weather events

As a first step, in fiscal 2022 the company plans to introduce consulting services focused on

has become a social issue. Bearing this issue in mind, Tokio Marine & Nichido launched this productvisualizing GHG emission levels required for TCFD disclosures and analyzing and assessing physicalto offer electricity retailers stability in their business operations and promote the widespread use ofrisks and transition risks. Step two involves devising management strategies based on thoserenewable energy with the goal of helping in the transition to a decarbonized society. The company

consultations, formulating GHG reduction plans and obtaining certifications such as CDP andplans to use the knowledge obtained through offering this product to develop other insurance

Science Based Targets (SBT ). The third step introduces new services based on customer needs,

products and contribute to the stable growth of the electricity market by compensating for the risksuch as financial and insurance products required to implement those plans and the use of carbon

surrounding both electricity retailers and various stakeholders alike.

credits. Tokio Marine & Nichido will help customers formulate and undertake consistent, viable andpragmatic plans by offering a series of services while giving consideration to finances, insurance andother specific solutions required to carry out customers’ strategies.
Understanding
current condition

Customer needs(examples)

Services tobe oﬀered

Enhancing strategies

Implementing measures

・Want to know the required
disclosure level for similarindustries
・Confused about what targets
to be set・Want to periodically review
strategies based on dialogue
with investors and changes
to rules・Want to steadily work ontransitions to achieve targets

TCFD disclosure assistance・Assistance in disclosing theimpacts of climate change・Physical and transition risks,
GHG visualization

Strategy enhancement
assistance・Support for the formulationof management strategies
・Assistance in obtaining CDP,
SBT and other certiﬁcations

Provision of solutions
・Insurance products as well as
investment and ﬁnancing
・Oﬀering new services such as
the use of carbon credits

2030

2050

Reducing GHG
emissions by
46% vs 2013
levelsAchievingcarbonneutrality

2022 Sustainability Report76

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

2.1.4 Responding to Natural Disasters
2.1.4.1 B asic Stance on Natural Disasters
From the aspect of adaptation to climate change, we will apply our knowledge on natural disasters
and disaster prevention and mitigation accumulated throughout Tokio Marine’s long history to thedevelopment and provision of products and services while contributing to the creation of a society

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

2.1.4.2 Promoting Disaster Prevention and Mitigation throughProducts and Services■Launch of the Industry’s First Magnitude Index-Based Earthquake Insurance(EQuick Insurance for Earthquake Preparation)
When a large natural disaster occurs, it may take a certain amount of time to assess damage andpay insurance claims. Through questionnaires to earthquake survivors, we have learned that various
expenses are incurred in the immediate aftermath of an earthquake and there is a need for funds

resilient to natural disasters by providing safety and security both before and after such disasters

to pay for them. Based on this finding, Tokio Marine & Nichido released a magnitude index-based

occur.

earthquake insurance (EQuick Insurance for Earthquake Preparation) in March 2021, which promptly
pays insurance claims after an earthquake so that customers can pay for post-earthquake living
expenses. A fixed amount of insurance set according to the earthquake magnitude observed in
the area where customers reside will be paid in as fast as three days. The process from enrollment
application to the receipt of insurance claims can be completed on a smartphone, providing moreconvenience to customers.
Flow of receiving insurance claims

Tokio Marine & Nichido received certification as an organization contributing to thebuilding of national resilience (“Resilience Certification”) in the business continuity
category in the first evaluation conducted in fiscal 2016 and the social contribution
category in the first evaluation conducted in fiscal 2020.

An email is sent promptly
after an earthquake
occurs.

Customers verify that theiraddress and bank accountfor receiving insurance
claims are correct.*Insurance claims will bedeposited into the bankaccount customers
speciﬁed in as fast as
three days.

* Insurance claims will be paid based on the initial contract if the earthquake information cannot be conﬁrmed
within 72 hours of the earthquake.

2022 Sustainability Report77Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library■‌Fire Insurance with a System for Donation That Contributes to Disaster Prevention and Mitigation:■Development of Disaster Experience AR App for Simulating a Disaster on a Smartphone or Tablet

Tokio Marine & Nichido’s Total Assist Fire Insurance x Red Feather Disaster Prevention/Reduction

To minimize damage from floods, which are becoming more intense and frequent, it is important

Programfor everyone to regard disasters as their own personal matters and raise their disaster prevention

Tokio Marine & Nichido launched the “Total assist fire insurance x Red Feather Disaster prevention/awareness.

reduction program” in cooperation with the Central Community Chest of Japan, which promotes the
Red Feather Community Chest. The program is aimed at supporting efforts to prevent and mitigate

Tokio Marine & Nichido and Tokio Marine dR have developed the Disaster Experience AR app thatdamage from natural disasters whose frequency and intensity are increasing and to quickly recoverenables customers to “experience” a water disaster on their smartphones as if it has actuallyfrom a disaster.

happened to them. The app simulates the risk of water immersion caused by a flooding river andlandslides and prepares customers to take appropriate action when a disaster actually occurs.

If a customer who has enrolled in a fire insurance policy (Total assist fire insurance) selects a webbased insurance contracts or clauses, Tokio Marine & Nichido donates a certain percentage of the

The Disaster Experience AR app uses augmented reality (AR) technology* to enable the visualization

reduced expenses to the Red Feather Community Chest to support disaster prevention, mitigationof flooding and landslides caused by a water disaster through the scanning of a QR code with aand recovery activities. Another purpose is to contribute to environmental efforts through thesmartphone camera. The app has the following characteristics.

reduction of resource consumption. In July 2022, a certificate of appreciation was granted by theCentral Community Chest of Japan in recognition of the donation for the Red Feather Community•P redicted flood heights of rivers all over Japan are collected in the geographical information system

Chest, which was made through this program.

(GIS) and linked to an original hazard map prepared by Tokio Marine dR.
• T he map covers all of Japan and the danger can be visualized at any point on the map, which can be

Customers select web-based insurance contracts or clauses.

Reduce resource consumption accompanying distribution

Donate a certain percentageof the reduced expense

Contribute to supporting disaster prevention,
mitigation and recovery in respective regions

Mitigate damage caused bynatural disasters

Customers registeron the policyholder
page and download
the dedicated app.

Reduce CO2
emissionsCurb
global warming

used to confirm the risks that family members living separately may be exposed to.
* Technology to superimpose virtual visual information onto the user’s actual environment

Images of Disaster Experience AR app

Images of Disaster Experience AR app

Easily checkpolicy details andﬁle claims using
the app

Smooth response
Contribute to environwhen a disaster occurs
mental measures

Top page

Flood

Cliff failure

Mudslide

Landslide2022 Sustainability Report78Tokio Marine Group’s
Sustainability

Environmental
Initiatives■D evelopment of the 3D Virtual City Flooding Simulation Model, a Leading-Edge Disaster
Prevention and Mitigation Service for Municipal Governments

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

offices across Japan to exchange and share information in real time, which in turn allows for providing
support smoothly in remote regions. Tokio Marine & Nichido makes company-wide efforts, with

Tokio Marine & Nichido has developed the 3D Virtual City Flooding Simulation Model, which enables

employees, appraisers and adjusters (damage investigators) dispatched to the disaster areas visiting

the visualization and immediate determination of flood damage caused by a typhoon, torrential rain

customers affected by the disaster to check the status of damaged houses and other properties inor similar event, by collaborating with OYO Corporation and Tengun-label Co., Ltd. This model notorder to quickly pay insurance claims using digital, AI and other technologies.

only creates a 3D virtual reproduction of a city but also permits the installation of disaster prevention

System for Responding Quickly to Natural Disasters (Tokio Marine & Nichido website) (in Japanese)

IoT sensors, water stopping equipment and other devices in the virtual space, enabling the efficient
determination of damage and the verification of the effects of flood countermeasures. We will

Nationwide claims service oﬃces

continue to develop this model with the aim of providing municipal governments throughout Japan
with a disaster prevention and mitigation service that leads to a disaster prevention plan, flooding
countermeasures and support for activities in the aftermath of a disaster.
Images produced using the 3D Virtual City Flooding Simulation Model

Claims service
system foundation

Head oﬃce disastermanagement task force

Centralized backup oﬃce

Real-time, paperless
information
provision

Local response headquarters
Establishment and operation of optimum satellite oﬃces
Satelliteoﬃce■System for Responding Quickly to Natural Disasters

Satellite
oﬃce

Satellite
oﬃce

Satellite
oﬃce

Providing caring claims services for individual customers

The purpose of Tokio Marine Group is to protect customers and society in times of need, which is acommitment we have upheld in all of our activities.
Japan has been struck by a number of natural disasters such as typhoons and floods in recent years,
causing serious damage across the country. If a large-scale disaster occurs, Tokio Marine & Nichido
promptly establishes backup offices (insurance claims centers), local disaster response offices andsatellite offices (temporary offices to conduct damage assessment and other operations in disasterstricken areas) to facilitate initial response. The company’s system network enables damage service2022 Sustainability Report79Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library■Development of Claims Payments Using Satellite Imaging and AI■Introducing Technology to Check Damage Status in Real Time

Tokio Marine & Nichido began working with ABeam Consulting Ltd. to pay insurance claims using

Tokio Marine & Nichido has formed a business tie-up with SightCall, Inc. and introduced in July 2019satellite imagery in 2018. To increase the sophistication of these activities, the company has beena WebRTC system to check building and other damage following an accident or disaster. WebRTC is

cooperating with ICEYE and Mitsubishi Electric Corporation, which possess advanced satellite imagea real-time communication (RTC) system to share imagery and communicate over a web browser,

analysis technologies.

which enables interactive communications between an affected site and a remote office while
sharing photos and videos. After a typhoon or torrential rains, for example, the system connects a

Mainly in the event of a water disaster, this initiative will enable a more detailed calculation ofcustomer or agent in an affected area with a Tokio Marine & Nichido employee or appraiser in an

damage and the height of flooding using AI to analyze data, including images on social media andoffice in real time. This will eliminate the need to keep customers waiting for a site visit or the trouble

data from immersion sensors in addition to acquired satellite images. The data will be combined withof resubmitting required documents, which in turn would lead to quick and accurate identification of

Tokio Marine & Nichido’s customer data, such as locations and property information, to determine thedamage and swift claims payments to customers.

damage on a customer-by-customer basis and significantly reduce the time before customers receive■Support for the Quick Recovery of Disaster-Affected Areas beyond the Framework of Insurance

their insurance claims.

Damage from water disasters due to typhoons or torrential rains has been increasing in the lastThis initiative was highly evaluated and granted the Claims Initiative of the Year – Japan at theseveral years. While it is important to support the people affected by these disasters, the difficulty of

Insurance Asia Awards 2021 hosted by the Charlton Media Group.

determining support needs has emerged as an issue. To solve this issue, Tokio Marine & Nichido has
begun to collaborate with the Japan Voluntary Organizations Active in Disaster (JVOAD), which has

Tokio Marine & Nichido and ICEYE have concluded a capital and business alliance in February

an extensive network of municipal governments and volunteer groups across Japan. In the event of2022. This alliance is aimed at advancing various initiatives, including the digital transformation ofa disaster, the company will provide JVOAD with information including data on estimated damage,insurance claims services related to natural disasters and the joint development of new insurance

damage investigation data and the needs of the people affected by the disaster. This will help build

products and services, by leveraging ICEYE’s technologies for high-precision, high-frequency earth

a team of municipal government and volunteer groups that is proportionate to the damage andobservation and its technology development team dedicated to the insurance field to help solve

provide support closely matched to the needs of the affected people.

diverse social issues.

EXAMPLE:

Pluvial & Riverine FloodHitoyoshi Japan
Activated at 1:50am on
Saturday 4th July 2020.
5 analyses across 3 cities during
week-long flooding.
Analysis delivered within 24 hours
of initial image acquisition.

Water Depth (m)Buildings Impacted⬤ 0-0.45⬤ 0.45-0.9⬤ 0.9-1.5⬤ 1.5-2.5⬤ 2.5-5
⬤ 5+

3732
607
1352
1902
1311
10

Image showing the number of affected
policyholders in each area based on satellite
image analysis (Torrential rain in August 2021)

AI analysis of satellite imagery to quickly assess damage in detail2022 Sustainability Report80Tokio Marine Group’s
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Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library■Early Disaster Recovery Support Service through Tie-Up with BELFOR<BELFOR’s Precision Cleaning Technology Attracting Attention amid Difficulties in Machine

Tokio Marine & Nichido has established an exclusive partnership for providing services in Japan with

Replacement due to the Semiconductor Crisis>

BELFOR (Japan) Co., Ltd., one of the world’s largest disaster recovery support companies, for the✓ Quick recovery enabled by the property loss assessment conducted immediately after a disasterprovision of its corporate customers in particular with the Early Disaster Recovery Support Service for

BELFOR is a professional property loss assessor that has assessed more than 5,500 properties affected

machinery, facilities, buildings and other property damaged in an accident or disaster. In addition to

by disasters. Based on its wealth of experience in property loss assessment, the company visualizes thefires that occur across Japan on a daily basis, BELFOR has a track record of providing early recovery

damage and prioritizes the machines and equipment to be restored.

services for its customers’ factories, stores and other facilities damaged by numerous disasters,✓ Property loss mitigation to preventing the damage from spreading

including those affecting wide areas such as the Great East Japan Earthquake and the floods in

Machines and equipment contaminated by muddy water and the like are at an extremely high risk ofThailand.

corrosion; therefore, they must be decontaminated as quickly as possible. Loss mitigation measurestaken before full-scale recovery work prevent and slow down corrosion, rust and similar damage, thus

The range of BELFOR’s activities has been expanding significantly amid natural disasters, which

preventing the damage from spreading.

have become more frequent in Japan in recent years. Regarding water disasters, for example,✓ Quick recovery through collaboration with machinery manufacturers

BELFOR conducts property loss assessment at hundreds of sites every year with a focus on factory

BELFOR can handle damaged machines and equipment regardless of their manufacturer. The company

machinery and facilities utilizing specialized technologies, an area in which BELFOR has a competitive

determines whether to replace or repair each machine or piece of equipment through consultation withadvantage.*the manufacturer. Because of the current semiconductor shortage, the replacement of machines and* Specialized technologies include emergency stabilization (treatment to inhibit the progression of corrosion and rust in
facilities to prevent further damage) and precision cleaning (technology to dismantle equipment, clean electronic circuitboards by using BELFOR’s originally developed alkali cleaner and deionized water, dry them completely in a vacuum chamberand reassemble the equipment).

equipment takes a long time in some cases. In response, BELFOR makes full use of its proprietary precision
cleaning technology to decontaminate machines and equipment to enable the quick resumption ofoperations.
[Precision cleaning of an electronic substrate]

Brushing the substrate with a cleaning agent

Rinsing off the agent with deionized water

As natural disasters become increasingly severe, Tokio Marine & Nichido will continue to provide
support to its customers in times of need by working closely with BELFOR to help them overcome
damage from a disaster and facilitate the early resumption of business.

2022 Sustainability Report81Tokio Marine Group’s
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Library<BELFOR Assisting Flood Recovery Following Typhoon Hagibis in 2019>■Efforts to Develop an ISO Standard Certifying Disaster Preparedness

Overview of damage

In recent years, intensifying natural disasters have caused enormous human and economic damage✓ Embankments of nearby rivers collapsed and a large amount of sludge flowed into a customer’s

to various parts of the world. Against this backdrop, the concept of disaster prevention (Bosai) has

factory.

taken root worldwide, as evidenced by the Sendai Framework for Disaster Risk Reduction 2015-2030✓ The entire factory premises were damaged, with machinery and electrical equipment on the
production lines submerged (depth of approximately 1.2 meters).
✓ Sludge flowed into and accumulated in the factory.

adopted at the Third United Nations World Conference on Disaster Risk Reduction in 2015 as well as
by the declaration in 2019 by the G20 of institutionalizing the Sendai Framework. Accordingly, Japan
has been leading an effort to develop an ISO standard certifying disaster preparedness. By defining
disaster prevention and mitigation efforts as a sustainable value standard (criteria), it is aimed at

BELFOR’s Response

creating value as a new industry; applying disaster prevention products, services and infrastructure in✓ BELFOR started working quickly and contributed significantly to the customer’s quick recovery

society; and improving disaster preparedness in Japan and throughout the international community.

from the typhoon damage by utilizing specialized technologies such as precision cleaning.
This initiative is being advanced as an international standardization project related to disaster▼ The factory’s machinery was severely damaged by sludge. BELFOR’s specialized technologies aided

preparedness within an ISO project ( TC268: Sustainable cities and communities / SC1: Smartthe recovery of the factory to its pre-typhoon operability and condition.

community infrastructure / WG6: Disaster risk reduction). In Japan, the Ministry of Economy, Tradeand Industry commissioned the project to the Japanese Standards Association, which has beensubsequently recommissioned to Professor Fumihiko Imamura of the International Research Instituteof Disaster Science (IRIDeS) at Tohoku University, with Tokio Marine & Nichido’s endowed researchdivision established within IRIDeS serving as the administrative organization.
United Nations Office for Disaster Risk Reduction[Illustration of targets of the disaster preparedness ISO]

BeforeAfter

BeforeAfter2022 Sustainability Report82Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

In fiscal 2022, a technical report (TR6030: Smart community infrastructure – Disaster risk reduction■Overseas Initiatives– Survey results and gap analysis), in which the working group summarized the necessity of

PURE Group’s Situation Roomstandardizing disaster preparedness, was published by the ISO’s administrative organization prior to
the development of the main standard. In addition, drafts of standards in the two areas of “concept”
and “seismograph” were considered at international meetings, and activities for developing aninternational standard are in progress for a formal proposal in the areas of “risk financing” and“emergency foodstuffs” as well. The administrative organization is working with BOSAI-TECH, a projectthat is planned and operated by Sendai City to create and provide support for disaster preventionrelated ventures, to produce next-generation venture businesses that tackle social issues. Tokio
Marine Group provides support from a broad range of perspectives, such as dispatching personnel tovarious exploratory committees, facilitating cooperation with various international organizations andparticipating in BOSAI-TECH.

GovernanceInitiatives

Sustainability
Library

When Hurricane Irene approached the United States in 2011, the U.S.-based PURE Group of insurancecompanies set up the Situation Room (Crisis Management Center) to provide customers withdamage mitigation advice and inform them of accident-reporting contact points. The Situation Room
constantly monitors highly precise weather information and online information such as news andsocial media posts to accurately identify natural phenomena with the potential of causing damage
to customers. When the Situation Room recognizes any danger of disaster, it overlays the anticipateddisaster region and customers’ addresses on a map and immediately begins contacting customers
to protect their safety if they are exposed to the risk. In 2020, which witnessed a record numberof wildfires, the Situation Room meticulously scrutinized 650 wildfire warnings issued by local
governments and dispatched partner private fire brigades to more than 45 wildfire locations in ninestates.

■Establishment of Disaster Prevention Consortium (CORE) Aimed at Buildinga Disaster-Resilient Society

The PURE Group is proactively developing and introducing new solutions to provide even higher

CORE was established by 14 companies in November 2021, with Tokio Marine & Nichido being

quality services to its customers. Backed by support from Tokio Marine Innovation Lab Silicon Valley,

the initiator. (As of July 31, 2022, it has been joined by 69 companies.) It is aimed at establishing

which implements surveys on cutting-edge technologies, the Situation Room has commenced thespecific measures such as the creation and market deployment of new services for accelerating

trial use of tools that automatically gather online news and other information and put them throughand promoting new initiatives related to the prevention and mitigation of disasters in line with the

AI-enabled analysis. This process makes it possible to instantaneously analyze an even larger volume

Fundamental Plan for National Resilience. We will contribute to building a disaster-resilient societyof information and data and allows quick responses to customers in their times of need. In the future,by forming partnerships with companies and organizations from various industries via CORE for thethe PURE Group will promote efforts aimed at providing an optimized and proactive Situation Roomco-creation of disaster prevention and mitigation projects that leverage the technologies and dataexperience for each and every customer.

possessed by each company and by collaborating with national and municipal governments.

Providing weather information and other information
related to various risks through the website and an app

Analysts specializing in risk mitigation and loss
prevention operating the Situation Room2022 Sustainability Report83Tokio Marine Group’s
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Environmental
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2.1.5 Protecting the Global Environment

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

countries, while in Japan they are mainly used to provide
support to environmental protection activities for children indifferent areas and a project to rejuvenate the forest on the

2.1.5.1 Basic Stance on Protecting the Global Environment

coast damaged in the Great East Japan Earthquake.

In adapting to climate change, we will apply our knowledge on natural disasters and disasterCustomers’ selection of the web policy option leads to theprevention and mitigation, which we have accumulated over the course of our long history, to theconservation of paper resources. Additionally, it allows thepreservation of biodiversity and wetlands by practicing business activities that give consideration tocompany to reduce environmental footprint created byharmonization with and the improvement of the global environment and by carrying out mangrove

manufacturing paper and transportion to the company, mailingplanting and other environmental protection activities around the world.

of policies to customers and disposal of policies after expiry.
The Green Gift Project also provides a number of other beneficial effects. These include contributing

2.1.5.2 P rotecting the Global Environment through Products

and Services

to the prevention of global warming and the preservation of biodiversity via mangrove planting
activities and communicating to children, who will lead future generations, the importance of theearth’s environment through their actual participation in environmental protection activities in Japan.

Through the Green Gift Project, which involves mangrove planting and environmental protection

In fiscal 2021, the number of contracts taking advantage of the web policy option was approximately

activities worldwide, we contribute to not only the alleviation of and adaptation to climate change

12.2 million, representing a reduction in paper usage of approximately 2,740 tons.

and protection of biodiversity and wetlands but also the reduction in disaster damage and stability
in the lives of people in or near forested areas. In the future as well, Tokio Marine Group will continue■ Disclosing Information on the “Green Gift” Projectto undertake the project, and by doing so, promote the creation of mangrove forests toward the

To help customers better understand the activities of the Green Gift Project, the company establishedrealization of a sustainable society.

a Green Gift page on its website that reports on each of the initiatives. With regard to mangrove
planting activities, the page reports on topics such as planting activities in various countries where◉ Creating Value through the “Green Gift” Projectmangrove planting is undertaken, updates on the growth of planted saplings and the volume of CO2
absorbed through planting.

Through eco-friendly products, Tokio Marine & Nichido acts as one with its agents in engaging in
global environmental protection initiatives and welcomes participation by customers as well.

Through this project, Tokio Marine & Nichido will continue to create social value via initiatives aimed
at conservation of paper resources, prevention of global warming, conservation of biodiversity,■ “Green Gift” Project System and Benefits of Reducing Paper

reduction of disaster damage and contribution to local economies, communities and humanWith the support of its customers, in 2009 Tokio Marine & Nichido initiated the Green Gift Project

resources development.

based on the concept of undertaking eco activities. Under this project, when a customer chooses
web-based insurance contracts (clauses) on its website rather than a paper-based contract inbrochure form, the company donates funds corresponding to a portion of the value of the reduction
in paper used to NPOs and NGOs involved in environmental protection activities. Such funds arethen used to support costs of mangrove planting and educational support programs in developing
2022 Sustainability Report84Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library◉ Promoting Non-Printing of Insurance Policies◉ Green Gift Project: Mangrove Planting

Since February 2013, Tokio Marine Millea SAST Insurance has been implementing, as part of its■Status of Mangrove Planting

shift toward paperless operations, an initiative under which customers can view their policies on its

Since 1999, Tokio Marine & Nichido has been conducting its Mangrove Planting Project primarily

website rather than on paper, which has helped reduce paper consumption.

in Southeast Asia. During the 23-year period to fiscal 2021, we planted a total of 11,935 hectaresof new forest in nine countries: Indonesia, Thailand, the Philippines, Vietnam, Myanmar, Fiji, India,

In addition, since April 2013, a portion of the proceeds saved through this move has been used

Bangladesh and Malaysia. (We have consigned the work to evaluate the status of mangrove growth

to support and participate in the tree-planting activity in Meguri’s Forest in Shonan Internationaland CO2 absorption and fixation in planted areas to the Central Research Institute of Electric Power

Village, Kanagawa Prefecture, where the company’s head office is located. This project involves

Industry (CRIEPI) and have been receiving reports from the institute.)dense planting and mixed planting of a variety of locally indigenous seedlings, which are the moststable seedlings and capable of survival, to let nature take its course in restoring the forest to its

The activity was rolled out in 1999 as a commemorative project to celebrate the 120th anniversary

original form. By doing so, the project aims to “create a forest that protects life” and thus supports theof Tokio Marine & Nichido, with the original idea coming from employees who voiced their desire tocommunity, economy and an enriched society.

launch a long-lasting initiative in the environmental field. The project is conducted in partnershipwith the NGOs Action for Mangrove Reforestation (ACTMANG), OISCA and the International

Although nurturing the seedlings into a forest takes much time, through this activity, employees,

Society for Mangrove Ecosystems (ISME) and through collaboration with local governments andtheir families and the company are united as one in increasing awareness of the need to protect thecommunities. Under this initiative, Tokio Marine & Nichido formulated a five-year plan (fiscal 2019global environment.

to fiscal 2023) using the afforested area as a key performance indicator and monitors progress on asemi-annual basis. In the current five-year plan (Phase V), the company has set the target of planting
a total of 1,150 hectares of new forest during the five years from fiscal 2019 to fiscal 2023 and has so
far planted a total of 997 hectares over the three years from fiscal 2019 to fiscal 2021 (progress rateof 86%). Despite the considerable impact of COVID-19, Tokio Marine & Nichido remains committed tosystematically promoting mangrove tree planting to protect the abundance of nature.
The mangrove planting initiative has earned extensive acclaim and Tokio Marine & Nichido waspresented with the Minister of the Environment Award for Global Warming Prevention Activities(International Contribution Category) in 2013. In 2019, which marked the 20th anniversary ofthis project, Tokio Marine & Nichido announced the Mangrove-based Value Co-creation 100-Year
Declaration under which it will create value in partnership with various stakeholders, including NGOs,
government agencies in tree-planting regions, local community residents, employees, agents andcustomers. At the same time, the company also registered this initiative as a project of the United
Nations Communities of Ocean Action for supporting the implementation of SDG 14 and reports
progress to the United Nations annually.

2022 Sustainability Report85Tokio Marine Group’s
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Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library■Benefits of Mangrove Planting for the Environment and Local Lifesusceptible to coastal erosion and flooding, with the main objective being to protect people’s lives“Mangrove” is a generic term for flora that thrives in brackish waters (where seawater and fresh waterand keep buildings and structures intact.

meet) along tropical and subtropical coastlines and river mouths in Asia, Africa and South America.
Mangroves are sometimes referred to as “forests in the sea” and are effective in mitigating global

The roots of mangrove trees also serve as “cradles of life,” creating a rich ecosystem by providing a

warming as they absorb and fix large volumes of CO2, a major cause of global warming. They also

sanctuary for living creatures such as young fish, shellfish, crabs and shrimps that feed off mangrove

serve as natural levees to protect people’s lives and local ecosystems from tidal waves, tsunamis andleaves and berries while attracting monkeys and birds. They also help ensure a gentle tide and waves

other natural disasters.

at high tide and maintain water temperature. Fish and shellfish caught in the sea and in rivers nearmangrove forests in Quảng Ninh Province in Vietnam and Ranong Province in Thailand are the staple

Mangroves protected the lives of many people as well as buildings and structures when the tsunami

diet of the local people and a source of income through sales to intermediaries, thus contributing tothat occurred in the Indian Ocean hit in December 2004 and the typhoon that wreaked havoc in thesustainable regional development. In addition, the mangroves themselves are being used in a variety

Philippines in November 2013 (named Yolanda in the Philippines and Haiyan in English). At present,of different ways. Along with the seeds and fruits being used to make soup and sweets, the leaves

mangroves are being planted in the Demak area of Indonesia and Gujarat State in India, which arebecome feed for farm animals and the trunks and branches are used as materials for the pillars androofs of people’s homes, thereby providing excellent support to the lives of the people.

Indian Ocean tsunami following earthquake off the island of Sumatra in December 2004

Tokio Marine & Nichido considers mangroves as “insurance for the future of the Earth” because theyprotect the planet and people’s lives and bring benefits. The company is committed to being involvedin the Mangrove Planting Project for 100 years jointly with NGOs and local government agencies
and residents. The project has been up and running for 23 years to date and the mangrove forests
continue to grow, and the company has been putting more effort into activities that protect andnurture mangrove forests.

Mangrove planting area in Ranong, Thailand, the area
behind which was protected from tsunami damage

Tale Nok near Ranong, Thailand, which did not havemangroves, was damaged by the tsunami.

■ Economic Value and Impact on Local Communities from Mangrove Planting
To the present, mangrove planting has generated diverse benefits such as mitigating and preventing
global warming, preserving biodiversity and contributing to the development of local economies,

Benefits of mangrovescommunities and human resources. However, expressing the specific economic value created bythis project had proved difficult. To determine this value, Tokio Marine & Nichido commissioned
Mitsubishi Research Institute, Inc. to undertake a survey and make assessments based oninternationally recognized methods. The results of provisional calculations show that the total
economic value created by the Mangrove Planting Project from 1999 when the company started theplanting to 2019 totaled 118.5 billion yen.
This project also impacts some 1.41 million people living where the mangroves are planted or nearby

Fish catches are more abundant thanks to the mangroves.
(Ranong Province, Thailand)

The young leaves of the grey mangrove are used as feed
for farm animals. (Gujarat State, India)

and has generated benefits in terms of improving the lives of residents in these communities andpreventing and mitigating disasters. By ascertaining the numerical value of the outcomes of the2022 Sustainability Report86Tokio Marine Group’s
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Environmental
Initiatives

mangrove-planting activities, we were able to reaffirm our awareness of the positive social impactof this initiative. Going forward, we will utilize the results of this value assessment to improve ourMangrove Planting Project and continue to undertake these activities together with our stakeholders
as we aim to further create value.

SocialInitiatives

GovernanceInitiatives

Sustainability
Library◉ Green Gift Project: Educational Support Programs in Developing Countries
We participate in educational support programs targeting developing countries led by theinternational NGO Room to Read in Indonesia, Bangladesh and Vietnam.
Participating in Room to Read’s educational support programs in developing countries◉ Green Gift Project: Planet GENKI Program
Tokio Marine & Nichido is implementing the Green Gift
Planet GENKI Program, which tackles environmental
protection initiatives together with local citizens andincludes donations to environmental NPOs and other

11,9359groups as well as participation in environmental activities
throughout Japan.

(cumulative total at the end of March 2022)

The project is conducted in conjunction with JapanNPO Center, a specified non-profit corporation that hasreceived backing from the Ministry of the Environment and is responsible for the coordination andoperation of the entire project. The aim is to provide children in each region, the leaders of the future,with the opportunity to learn about local environmental issues and foster a desire to protect the■ Mangrove Planting Tours

environment.

Since 1999, Tokio Marine & Nichido has promoted its Mangrove Planting Project in Southeast Asiaand other countries and regions and conducting a volunteer tour to plant mangrove trees about once

The activities offer the chance for local environmental NPOs and other groups to collaborate witha year.

new stakeholders such as Tokio Marine & Nichido and its agents. It is also a great opportunity for thecompany’s customer contact branches to meet with local governments, environmental NPOs andTokio Marine Group employees, agents and retired employees as well as their families participate inother members of the local community. As of March 2022, around 17,500 participants (includingthese tours as volunteers to plant mangrove seeds and saplings with local residents and visit villagesaround 7,500 children) had taken part in 325 different events to protect local forests, woodlands, riverand elementary schools in respective regions to promote international exchange. Even though we

valleys and the sea. In fiscal 2020 and fiscal 2021, the COVID-19 pandemic made it difficult to conduct

were unable to hold the tours ingroup activities across prefectural borders. As such, we conducted fewer events with less participants

fiscal 2020 and fiscal 2021, we have

while limiting our activities to areas where new infections were not increasing and implementing

conducted 20 mangrove planting

such preventive measures as disinfecting and washing hands and checking body temperature. In

volunteer tours to date, in which aareas where infection was on the rise, we conducted online programs and created and delivered tototal of approximately 590 memberschildren videos, booklets and handcraft kits.

have participated.

Green Gift Planet GENKI Program (in Japanese)

2022 Sustainability Report87Tokio Marine Group’s
Sustainability

Environmental
Initiatives◉ Green Gift Project: Restoration Projects of the Coastal Forests of Tohoku Region

SocialInitiatives

in the Value Chain

restore coastal forests damaged in the Great East Japan Earthquake in Natori City and Watari-cho,2020 and fiscal 2021, we have conducted 27 such tours to date, in which a total of approximately 400
Group employees, agents and their families have participated.

Sustainability
Library

2.1.5.3 Initiatives for Reducing the Environmental Footprint

Tokio Marine & Nichido supports activities of the NPOs OISCA and Watari Greenbelt Project torespectively, in Miyagi Prefecture. Even though we were unable to hold the volunteer tours in fiscal

GovernanceInitiatives◉ Promoting Eco-Safe Driving and the Use of Recycled Auto Parts
From the perspective of creating a recycling-based society and reducing the burden on theenvironment (i.e., curbing CO 2 emissions from the manufacture of parts), Tokio Marine Group is◉ PHLY 80K Trees Initiative – Urban Planting in 2021
Philadelphia Insurance Companies (PHLY ) continues to partner with the Arbor Day Foundation
through the “80K Trees” tree planting program which was established in 2015. Over the last six years,
this initiative has provided funding for over 568,000 trees to be planted in forests and cities acrossthe United States, including areas devastated by wildfires and other natural disasters.
Throughout the United States, record wildfires, storms and other natural disasters have destroyed
millions of trees in forests in recent years. PHLY is on a mission to build healthy forests andecosystems to provide greater security to communities. In 2021, the Arbor Day Foundation ensured
that 80,000 trees were planted in California, Florida and Montana.
This partnership provides PHLY with the unique opportunity for employees to visit national forests
across the country, reforesting these regions as a unified team. In response to safety precautions
related to the pandemic, PHLY participated in smaller scale urban planting events. These events were
held in Pennsylvania, Colorado and Kansas. Nearly 90 PHLY employees participated in three urban
tree planting events, impacting areas in need of tree canopy, clean air and improved walkability.
Since the program’s inception, more than 230 employees have volunteered their time to plant trees

calling on employees to engage in the Eco-Safe Driving program of The General Insurance Associationof Japan and is actively using recycled auto parts* when repairing vehicles used by Group companies.
Furthermore, Tokio Marine & Nichido, Nisshin Fire and E. design Insurance are taking action in calling
for the use of recycled auto parts and proposing the use of these parts to individual and corporate
customers who have met with accidents.
• Number of instances of use of recycled auto parts (fiscal 2021, Tokio Marine & Nichido): about 18,246(102.5% compared with the previous year)
With the approval of customers, Tokio Marine & Nichido is making efforts to expand the use ofrecycled parts. The company’s actions include distributing pamphlets to boost awareness of the
Recycled Parts Usage Promotion Campaign among agents and auto repair shops, as well as creating
content for tablet devices to aid these businesses in easily explaining the merits of recycled parts tocustomers.
* Recycled parts are said to have an effect in reducing CO2 emissions compared with new parts (23.1 kg for a bumper, 97.3 kg
for a door, etc. (Source: Survey by The General Insurance Association of Japan))in forests and cities.
Over the next 40 years, the 226 trees planted
during PHLY’s 2021 urban tree planting eventsare estimated to reduce 1.77 tons of air pollution,
avoid 331,994.80 gallons of rainwater runoff andsequester 386.60 metric tons of CO2 emissions intheir communities.
PHLY 80K TREES
2022 Sustainability Report88Tokio Marine Group’s
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Sustainability
Library◉ Certification and Registration of Eco-Action 21(Environmental Management System for Small and Medium-Sized Enterprises*1)

2.1.5.4 P reservation of Biodiversity and Wetlands

Through acquisition of certification and registration of Eco-Action 21* 2, all employees in all fieldsof business activity at Tokio Marine & Nichido Auto Support Center*3 act in a way that is in harmony

Tokio Marine Group has positioned the preservation of biodiversity and wetlands as a challenge thatneeds to be tackled, and we are striving to find a solution throughout business activities.

with the global environment and that considers how to improve the environment. Everyone works
independently and proactively toward the sustainable development of society.
*1 In 1996, the Ministry of the Environment formulated Eco-Action 21 to provide a wide range of small and medium-sized enterprises
with easy strategies for becoming aware of their relation to the environment, establishing environmental targets and taking
environmental action on their own. The Ministry has continued to promote the program until the present day.
*2 E co-Action 21 integrates the environmental management system, environmental performance assessments and environmental
report into one. Taking part in the Eco-Action 21 program paves the way for small and medium-sized enterprises to undertake
independent and proactive initiatives related to environmental considerations and publish the results of these initiatives as anenvironmental action report.
*3 B usiness lines: Established in 1986: (1) Business consulting for automobile maintenance shops, etc., (2) Technical guidance for
personnel engaged in automobile maintenance at motor distributors, and (3) Research, development and sale of software,ledgers and equipment aimed at enhancing sophistication of automobile maintenanceSource: Ministry of the Environment website (in Japanese)◉ Tokio Marine Group’s Vision for Preserving Biodiversity and Wetlands
Preserving biodiversity translates into a variety of benefits, namely, lower emissions of greenhousegases, mitigation of disaster risks from tsunamis and revitalization of regional economies, andcontributes to the creation of a sustainable future. Tokio Marine Group recognizes the importanceof achieving the goals of the Convention on Biological Diversity, the Convention on Wetlands ofInternational Importance especially as Waterfowl Habitat (Ramsar Convention) and the Convention
on International Trade in Endangered Species of Wild Fauna and Flora (Washington Convention).
In addition, Tokio Marine Group contributes to the preservation of biodiversity and wetlands,
prevention of deforestation and the preservation and restoration of forests by reducing paper usage
through insurance products subject to our customer-participating, environment-conscious Green
Gift Project as well as by conducting mangrove planting overseas and environmental enlightenment
programs in Japan. We undertake such efforts as a member of the United Nations Environment
Programme Finance Initiative (UNEP FI), the Principles for Financial Action for the 21st Century
initiative of the Ministry of the Environment (MOE), the Promotion Partners program under The
Declaration of Biodiversity by Nippon Keidanren and the 30 by 30 Alliance for Biodiversity also of
the MOE, and based on the vision outlined below. This vision draws on the Guidelines for Private
Sector Engagement in Biodiversity issued by the MOE, Millennium Ecosystem Assessment and The
Economics of Ecosystems and Biodiversity (TEEB).
Initiatives for preserving biodiversity and wetlands as well as preserving and restoring forests areclosely associated with the human rights issues concerning indigenous peoples and local community
members. Tokio Marine Group desires to help resolve these issues as well.

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Library◉P articipation in the Promotion Partners Program under The Declaration of
Biodiversity by Nippon Keidanren

Tokio Marine Group recognizes the preservation of biodiversity as one of its most important

Tokio Marine & Nichido supports The Declaration of Biodiversity by Nippon Keidanren and in January

environmental issues and, as a good corporate citizen, conducts initiatives for the2010 joined the Promotion Partners program under the declaration. Our business activities comply

preservation and sustainable use of biodiversity under the following two themes.

with the declaration and its behavioral guidelines.

❶ We endeavor to understand our relationship with biodiversity (benefits and impact) in

The Declaration of Biodiversity by Nippon Keidanren (in Japanese)

our business activities to reduce our impact on biodiversity and to preserve biodiversity.
 e engage in educational activities on the preservation of biodiversity for the general❷Wpublic and work with our stakeholders to contribute to the development of a sustainable
society.

◉ Participation in the 30 by 30 Alliance for Biodiversity by the MOE
Tokio Marine & Nichido joined the 30 by 30 Alliance for Biodiversity to be launched by the MOE
in April 2023 to end and reverse biodiversity loss (i.e., become nature-positive) by 2030 and for

Tokio Marine & Nichido’s Stance on Biodiversity

achieving the 30 by 30 target of protecting at least 30% of Japan’s land and sea areas by 2030. The

Tokio Marine & Nichido states in its environmental policy that it will strive to contribute tocompany will work together with its stakeholders to preserve biodiversity and wetlands and protect

protection of the environment and preservation of biodiversity in its business activities,

and restore forests.

including insurance products, non-life insurance services and financial services. Efforts arebeing made to preserve biodiversity by making this a priority in business activities.

Protecting the Global Environment through Products and ServicesP articipation in Social Contribution and Awareness-Raising Activities for the Protection of the Global
Environment

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2.1.5.5 Participation in Social Contribution and Awareness-

Raising Activities for Protection of Global Environment
Tokio Marine Group is implementing local and social contribution activities around the world that
help protect the environment and biodiversity. These activities emphasize voluntary engagement by
employees and tie-ups with NPOs and other groups.

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Library■Collaborative Afforestation Efforts in Kochi Prefecture: Tokio Marine & Nichido’s Forest for
the Future
In May 2009, Tokio Marine & Nichido concluded a five-year partners agreement with Kochi Prefecture,
Aki City and the Eastern Kochi Forestry Association to promote afforestation in Aki City under the
prefecture’s Collaborative Afforestation Project with Environmentally Advanced Corporations (thefive-year agreement was renewed in May 2019).

◉Social Contribution and Awareness-Raising Activities for Environmental Protectionin Collaboration with Local Governments in JapanThe forest covered under the agreement has been named “Tokio Marine & Nichido’s Forest for the

At Tokio Marine Group, employees and agents volunteer to hold classes of Green Lessons: The

held 13 such tours, in which a total of some 550 members participated.

Future.” Every year, we conduct a volunteer tour for Group employees and agents including theirfamilies to experience tree thinning and socially interact with local residents. By March 2022, we have

Mangrove Story. Tokio Marine & Nichido has been co-sponsoring the Collaborative Afforestation
Project with Environmentally Advanced Corporations in Aki City, Kochi Prefecture. The company also

Participants felt that it was a project that taught them the importance of maintaining and protecting

holds the Marunouchi Citizens Environmental Forum, a social and environmental awareness seminar,

forests and the effort that goes into doing so, and that they wanted to expand the initiative withjointly with Mitsubishi Corporation and is working to build environmental communities.

every opportunity as their own responsibility.

■Green Lessons: The Mangrove Story
As part of its efforts to raise environmental awareness, since 2005 Tokio Marine Group has provided
Green Lessons: The Mangrove Story, an environmental education program for children in elementaryand special needs schools. Employee and agent volunteers visit these schools and give lecturesin which they tell stories about mangrove planting. Through these lectures, children learn about
prevention of global warming, preservation of biodiversity, how mangrove trees serve to reducetsunami damage and soil loss, and activities they can carry out themselves to protect the global
environment.
As of March 31, 2022, the Group visited around 880 elementary and special needs schools throughout
Japan and provided Green Lessons to 58,280 children. We will continue conducting these lessons
nationwide as a place for children, the leaders of tomorrow, to think for themselves about theenvironment.
Laboratory for the Future (Lessons for Everyone) (in Japanese)

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Library■Marunouchi Citizens Environmental ForumThe company also continues its purchase of renewable energy certificates to offset CO2 emitted

Every year, Tokio Marine & Nichido holds a social and environmental awareness seminar, thethrough the use of power in offices throughout the United States. In 2021, PHLY’s renewable

Marunouchi Citizens Environmental Forum, jointly with Mitsubishi Corporation. At the 63rd forum

energy certificate purchase supported the development of wind energy products equivalent to theheld online in fiscal 2021, we invited architect Kengo Kuma to give a lecture under the theme of “Going

electricity used to power 767 average homes in the U.S. for one year.

Back to Forests — Post-COVID-19 Cities and Villages” and talk about the beauty of Japanese woodenbuilding techniques and their potential in the future, along with the need for going back to wooden

In addition to these business practices, many PHLY employees across the country choose to support

architecture.

organizations whose missions are geared toward environmental preservation through volunteer
efforts. PHLY’s home office supports Riverfront North and Tookany/Tacony-Frankford Watershed

Some 290 people from inside and outside the company attended, and we received a lot of feedback,with some commenting that they were impressed by the fact that he has designed individual

through volunteerism, two organizations whose missions aim to sustain local waterways.
TEAMPHLY

buildings from various viewpoints encompassing urban development, the fostering of industries andpassing on the tradition.

■Participation in Earth Day Events
U.S.-based PHLY conducted various activities to promote Earth Day as part of its employee-driven◉Social Contribution and Awareness-Raising Activities for Environmental Protection
by Overseas Group Companies
In Tokio Marine Group, U.S.-based Philadelphia Insurance Companies (PHLY ) is promoting
environmental activities in different locations that include participation in Earth Day. In addition,
Thai-based Tokio Marine Insurance (Thailand) conducts initiatives to protect forests and water andinvites underprivileged children on environmental awareness-raising tours. These and other efforts
seek to build environmental communities around the world.
■TEAMPHLY Initiatives
U.S.-based PHLY has been encouraging its employees to take part in initiatives to protect theenvironment in the workplace, home and local community in order to leave behind a beautiful
environment for the next generation. PHLY has explored how to make a positive impact on theenvironment through products and services, environmental footprint reduction in the office andenvironmental awareness program. In 2021, employees were encouraged to celebrate Earth Day
through participation in virtual/in-person activities as we continued to observe caution as a result of
the pandemic.
During the Earth Day online volunteer events, more than 30 employees created balls of plastic yarn(“plarn”) from plastic bags to be crocheted into sleeping mats for the homeless. Additionally, over 20
employees recycled old T-shirts to make bags which were collected by the home office and donatedto a local shelter. During the in-person event, more than 40 employees participated in “plalking”(picking up litter while walking), a combination of community service and fitness.
Earth Day celebration activities included:• Environmental volunteer activities• Donations to environmental NPOs
• Hosting an Earth Day Webinar

through community involvement.
PHLY offers a number of environmental underwriting products that protect businesses who seek toimprove sustainability practices. Additionally, PHLY’s Commercial and Surety bonds support windand solar energy. These products paired with risk management services demonstrate a business
commitment to climate protection.

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2.1.6 R esearch on Climate Change andNatural Disaster Risks

SocialInitiatives

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Libraryin March 2015. There is a concern for the growing natural disaster risk due to climate change, andTokio Marine Group, working to resolve disaster issues and mitigate disaster damage, also gives due
attention to the goal of the Paris Agreement and intends to contribute to its achievement.

Responding to risks associated with climate change and natural disasters, one of Tokio Marine Group’s

Climate change due to global warming and other factors is considered to possibly bring aboutsustainability material issues, also comprises a major management issue that the global insurance industry

major changes in the frequency and scale of weather disasters in the future. Therefore, analyses only

must address in the medium to long term.

from historical data cannot assess risk appropriately and may significantly impact the calculationof insurance premiums and the ability to pay insurance claims in the event of a serious disaster.

Through industry-academia collaboration with The University of Tokyo, Nagoya University, Kyoto

In response, Tokio Marine Group conducts research on climate change and natural disaster risks

University and Tohoku University, Tokio Marine Group engages in research on climate change and naturaland on earthquake and tsunami risk through industry-academia collaboration and presents thedisaster risks in an effort to gain deeper scientific insight into disaster prevention and mitigation and tooutcomes at conferences and forums on disaster risk reduction. We also utilize these outcomes inraise the sophistication of measuring methods through risk modelling to ascertain risk volume in evenour social contribution activities and disseminate relevant information to the public. Additionally,

greater detail. Our efforts in this area include development of a stochastic risk assessment approach.

we proactively participate in initiatives and events related to climate change to disseminate theoutcomes and details of our industry-academia research activities to the world and engage in multi-

We believe that in addition to providing products and services in developed countries it is also important

stakeholder dialogue to share information about the latest research projects and discuss how toto disseminate the ideas of an insurance mechanism and risk management practices in developing

promote disaster prevention.

countries and regions particularly vulnerable to the impact of climate change and natural disasters inaccordance with the Sendai Framework for Disaster Risk Reduction 2015-2030, which provides new world
guidelines for disaster risk reduction.
To this end, we are working to resolve disaster issues and mitigate disaster damage globally by using theoutcomes of our industry-academia research to the benefit of society and by taking part in international
initiatives, such as the United Nations Office for Disaster Risk Reduction (UNDRR) Private Sector Alliancefor Disaster Resilient Societies (ARISE) and The Geneva Association’s Climate Change and Emerging
Environmental Topics (CC+EET) Working Group.

Initiatives to Counter Climate Change and Natural Disaster Risks
The 21st session of the Conference of the Parties to the UNFCCC (COP21) held in December 2015
adopted the Paris Agreement as a new international framework of measures against climate change
for 2020 and beyond. As the world’s common long-term goal, the Paris Agreement aims to keep a
global temperature rise below 2ºC compared with pre-industrial levels. The agreement also makesa clear link between itself and the Sendai Framework for Disaster Risk Reduction 2015-2030, which
was adopted at the Third United Nations World Conference on Disaster Risk Reduction held in Sendai

Industry-academia research

Dissemination of information

Multi-stakeholder dialogue

Climate change andweather disaster risk

Local disaster prevention andsocial contribution activities• Joint research with The Universityof Tokyo on forecasting futurechanges in typhoon risk
• Joint research with Nagoya
University on forecasting futurechanges in precipitation amounts
during a typhoon and heavy rain
• Joint research with Kyoto
University on Typhoon Jebi in 2018
and other disasters• Disaster Prevention Lessons• Natural disaster risk seminar by
the Tokio Marine ResearchInstitute and Tokio Marine &Nichido• Supporting the formulation ofdisaster mitigation and tsunami
evacuation plans of regional
municipal bodies

Discussions on climate change,
natural disaster risks andclimate-related disclosures• Participating in discussions topromote sustainable investment• Making presentations on climatechange and disaster prevention• Providing TCFD-related
information and knowledge

Earthquake and tsunami risk

Website and tools

Initiatives and events related
to climate change risk

• Earthquake and tsunami risk

research with the International
Research Institute of Disaster
Science (IRIDeS) at Tohoku
University✓Research and development andhuman resources development indisaster science✓Research on earthquake andtsunami risk at an endowed
research division named theEarthquake-induced Tsunami Risk
Evaluation Field (Tokio Marine &Nichido)✓Formulation and implementation oftsunami evacuation programs, andothers• For Tomorrow’s Smiles: Disasterprevention and mitigation
information website• Handkerchief bearing information
on disaster prevention• TCFD webinar hosted by ADB• Roundtable on pandemic risk
hosted by ABAC
• Asia Paciﬁc Science andTechnology Conference forDisaster Risk Reduction

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Research on Climate Change and Natural Disaster Risks

research, is conducting front-line research into climate change and other climate systems using an◉ Building a Society Capable of Adapting to Climate Change and Weather Disaster
Risks

Masahiro Watanabe, our co-researcher, and other researchers have contributed as lead authors to

By matching forecasts of future changes in risk due to climate change and other meteorological risk

research results.

integrated analysis of observation data and results of simulations based on climate models. Professor
the creation of the IPCC assessment reports, which are a compilation of the latest findings on climatechange, and The University of Tokyo has received acclaim from around the world for the widely usedassessment approaches to a base of conventional risk assessment approaches, Tokio Marine Group isaiming to create a more advanced approach to climate change and weather disaster risk assessment.

In the joint research with The University of Tokyo, we have developed an original stochastic typhoon
model and investigated the relationship between global warming and changes in typhoons by■Utilizing Research Outcomes to Provide Products and Services for Adapting to Climate Change

simulating typhoons under future climate conditions using the latest set of global warming data. The

There is a concern that damage concerning natural disasters will increase due to climate change andresearch to date has revealed that global warming will cause typhoons to take more eastward tracks

the resulting greater fluctuations in natural phenomena. Tokio Marine Group is promoting initiatives

and become stronger and will increase the number of typhoons reaching their maximum strength

to resolve weather and other disaster issues and mitigate disaster damage through its businessnear Japan. These findings generally align with the content of the IPCC assessment reports. In fiscal

operations. However, as changes in climate and fluctuations in natural phenomena increase, using

2021, we updated the data set we use for simulation to the Coupled Model Intercomparison Project

only the past disaster and insured contingency data may prevent appropriate weather disaster risk

Phase 6 (CMIP6), the latest data set that has contributed to the creation of the IPCC Sixth Assessment

assessment and may reduce our ability to provide insurance products and services covering weather

Report released in August 2021. Using the data set, we have been investigating future changes indisaster risk to customers and local communities as we have done previously.

typhoons in respective global warming scenarios. In recent years, we have also been engaging inresearch to make forecasts in advance of the annual typhoon trend (seasonal forecasts).

In response, Tokio Marine Group seeks to promote research on climate change and weather disasterrisks in collaboration with the world’s leading scientists and researchers and to use research outcomes
and other various findings broadly to the benefit of society. Simultaneously, as a corporate groupengaging in the insurance business, we intend to translate our research activities into the ability tosustainably provide insurance products and related services to customers and local communities.
Tokio Marine Group will continue to forge ahead with research on climate change and natural disasterrisks with the world’s leading scientists and researchers through industry-academia collaboration andproactively leverage knowledge gained through such research.
• J oint Research with The University of Tokyo: Forecasting Future Changes in Typhoon Risk
Using Climate Model Data
With the aim of forecasting and evaluating future changes in typhoon risk, the Tokio Marine ResearchInstitute has been continually undertaking joint research with The University of Tokyo since 2007.

These are the results of simulations using
the stochastic typhoon model to determine
where typhoons will reach their maximum
strength. Charts (a) and (b) show the data of
past typhoons and simulation results under
future climate conditions, while Chart (c) isthe difference between the two, revealingt h a t m o re t y p h o o n s w i l l re a c h t h e i r
maximum strength on the sea near Japandue to global warming.

The Atmosphere and Ocean Research Institute at The University of Tokyo, our partner in this joint
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Library• Dispatching a Researcher to Yokohama National University’s Typhoon Science and Technology

by MRI and other organizations. We are currently carrying out research on methods that can forecast

Research Center and Participating in the Moonshot Research and Development Program

more localized future changes and continual changes over time in torrential rain patterns.

The Tokio Marine Research Institute has been dispatching its researcher to the Typhoon Scienceand Technology Research Center as a visiting researcher. The Center, which is Japan’s first research
institute specialized in typhoons, was established within the Yokohama National University’s Instituteof Advanced Sciences in October 2021. It seeks to contribute to the establishment of a safe, vibrantand sustainable society by controlling typhoons and to the realization of a decarbonized societyby harnessing typhoon energy. Leveraging its standing as a private sector research institute that isboth a member of academia and a business enterprise, the Tokio Marine Research Institute will aim
to make a contribution in terms of research activities and the social implementation of researchoutcomes together with the Center’s researchers and other companies.
The Tokio Marine Research Institute is also participating in a research project conducted under theJapanese government’s Moonshot Research and Development Program, in which Yokohama National
University Professor and the Center’s Director Hironori Fudeyasu serves as the project manager.
• Joint Research with Nagoya University: Analysis of Strength and Frequency of Torrential Rain in
the Future due to Global Warming

These charts represent an extracted example based on the d4PDF showing the maximum level of flow
volume of the Arakawa River in a 2ºC rise scenario. The chart on the left indicates hourly rainfall, surface
wind speed and atmospheric pressure, while the chart on the right shows precipitable water and water
vapor flux. In this example case, a typhoon causes considerable rainfall along the Arakawa River valley.

• Joint Research with Kyoto University: Assessment of Water Disaster Risk under Future Climate

With the aim of forecasting how the strength and frequency of torrential downpours, which cause

Conditions

water disasters, are changing along with global warming, the Tokio Marine Research Institute isWith the aim of quantitatively assessing changes in water disaster risk under future climate

performing joint research with the Institute for Space-Earth Environmental Research at Nagoya

conditions, the Tokio Marine Research Institute is engaging in joint research with the Disaster

University. Our co-researcher, Professor Kazuhisa Tsuboki from the university, is a leading expert inPrevention Research Institute and the Graduate School of Engineering at Kyoto University on

this area. He has developed a high spatial resolution model capable of performing detailed simulation

methods to assess water disaster risk under future climate conditions. Professor Eiichi Nakakita andof such aspects as clouds and precipitation, and is advancing research into the mechanisms ofProfessor Yasuto Tachikawa, who are our co-researchers, are top-class researchers in this area, andtorrential rain, typhoons and other phenomena.

we are proceeding with research by also leveraging know-how for forecasting the strength andfrequency of torrential rain under future climate conditions, which we have gained through joint

Since its launch in 2011, joint research has been conducted to pursue a more accurate forecasting

research with Nagoya University.

method. We have first simulated how past typhoons will change under future climate conditions
to forecast changes in typhoon-induced rainfall. We have then utilized the results of simulations

Since its launch in 2012, joint research has forecast future changes in river flow volume by using a

conducted by the Japan Meteorological Agency’s Meteorological Research institute (MRI) to forecast

rainfall runoff model to simulate river flow volume based on precipitation data. First, we have built

future changes in rainfall, including non-typhoon precipitation. More recently, we have madea rainfall runoff model for river valleys in Japan, including the Arakawa, Shonai and Yodo rivers, tostochastic future forecasts based on the enormous number of simulation results through the early

forecast future changes in river flow volume. Then, we have expanded the scope to overseas andadoption of the Database for Policy Decision-Making for Future Climate Change (“d4PDF”) developed

adapted the model for river valleys that are considerably different from those in Japan, customizing
it for the Red River in Vietnam and Chao Phraya River in Thailand. In recent years, we have been using
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the d4PDF for precipitation data used in our model simulation and performing stochastic water
disaster risk assessment based on thousands of precipitation data patterns. Currently, our ongoing

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Library■Building a Resilient Society Capable of Assessing, Reducing and Adapting to Earthquake andTsunami Risk

research aims to develop methods targeting river valleys in Japan to forecast wide-area waterIn recent years, diverse disasters have inflicted serious damage around the world, as seen in thedisasters more efficiently with greater spatial details.

earthquake off the coast of central Chile, earthquake off the coast of Northern Sumatra and Indian
Ocean tsunami, the Great Sichuan Earthquake, the Great East Japan Earthquake and its aftershocks,
Kumamoto earthquakes, Hokkaido Iburi earthquake, volcano eruption and tsunami in Tonga andother wind and water disasters resulting from climate change. Against this background, Tokio
Marine Group brings together the expertise and data gained through its non-life insurance and risk
consulting businesses to advance initiatives leading to the safety and security of society.
• E arthquake and Tsunami Risk Research in Collaboration with the International ResearchInstitute of Disaster Science at Tohoku University
In July 2011, a few months after the Great East Japan Earthquake, Tokio Marine Group concluded
an industry-academia collaborative agreement with Tohoku University and began research and

The photo on the left is the Chao Phraya River in Thailand, one of the target river valleys of ourresearch. The chart on the right shows peak discharge of each year under 2˚C and 4˚C rise scenarios,
which were forecast using the d4PDF. The chart reveals that peak discharge will increase in line withhigher temperatures.

development and human resource development initiatives in disaster science. The initiatives drew
upon Tohoku University’s knowledge and data concerning tsunami risk assessment and other areasof disaster science, and Tokio Marine & Nichido’s knowledge and data concerning earthquake andtsunami risk accumulated through its insurance business.

• Research Presentations at Academic Societies and Other Gatherings
The Tokio Marine Research Institute proactively publicizes the results of its research throughpresentations at academic and other conferences. We have been continually announcing the resultsof joint research with The University of Tokyo, Nagoya University and Kyoto University, respectively,
at the Meteorological Society of Japan since fiscal 2008 and the results of joint research with Nagoya
University and Kyoto University, respectively, at the Japan Society of Hydrology and Water Resources
since fiscal 2013. We have written academic papers on some joint research findings and submitted
them to academic journals. To date, the following two peer-reviewed papers have been included in
the collections of academic papers of the Japan Society of Civil Engineers.
• Forecasts of future changes in extreme flow volume of the Red River in Vietnam using the d4PDF(included in September 2020)• Forecasts of future changes in extreme flow volume of the Chao Phraya River in Thailand based on
the d4PDF to which multiple bias corrections have been applied (included in September 2022)

At Tohoku University, our partner in this collaborative research, the International Research Institute ofDisaster Science (IRIDeS) and an endowed research division named the Earthquake-induced Tsunami
Risk Evaluation Field (Tokio Marine & Nichido) established within IRIDeS have researchers, including
Professor and IRIDeS Director Fumihiko Imamura, Specially Appointed Professor Hidetoshi Nishiyori,
Academic Fellow and Professor Shinichi Takeda, Associate Professor Anawat Suppasri, Project
Instructor Mari Yasuda, Assistant Professor
Noriko Uchida and Assistant Professor
Shuji Seto, who are engaging in researchon the assessment of earthquake andtsunami risk and activities to promotedisaster prevention and mitigation in
local communities.

Phase 4 members of the Endowed Research
Division, IRIDeS, Tohoku University

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To date, we have identified actual damage caused by the Great East Japan Earthquake, assessed

conducted since April 2015, won an outstanding achievement award in the Green Resilience Awardtsunamis (a hazard) following major past earthquakes, conducted research on tsunami risk

category of the Japan Resilience Awards 2017 hosted by the Association for Resilience Japan. Underassessment methods that take into consideration vulnerabilities and disaster preparedness in society

the same award program, Tokio Marine Group’s industry-academia collaborative initiative withand published the findings both in Japan and overseas. We have also provided disaster prevention

Tohoku University for building a disaster-resilient community won an excellence award in Marcheducation, held awareness-raising seminars and developed disaster prevention educational tools to

2018. Through industry-academia collaboration with Tohoku University as well as collaboration with

disseminate the knowledge thus obtained widely throughout society. Among the members of thevarious industry, government, academia and private-sector stakeholders, Tokio Marine Group will

team, in particular, Associate Professor Anawat Suppasri received a Young Scientists’ Award 2022 incontinue to promote efforts to support recovery of disaster-affected areas, increase resilience in local

the Commendation for Science and Technology by the Minister of Education, Culture, Sports, Science

communities and countries across the world and deliver solutions for a safe and secure future.

and Technology in recognition of his research that has led to the establishment of a practical method
to estimate tsunami damage and contribute to the mitigation of damage globally.

• Assessment of Resilience Using Biodiversity as an Index
Natural ecosystems greatly affect the resilience of human society as they can mitigate and act as

Chart 1 shows the simulation results of the tsunami caused by the 2011 Great East Japan Earthquake,a buffer against the impacts of natural disasters; provide food, clothing and shelter for people;

which hit areas near Kesennuma City, Miyagi Prefecture. This simulation enables us to estimate theand serve as a foundation for forming a distinctive local landscape and culture. Assistant Professor

distribution of debris and other objects washed ashore and the volume of tsunami deposit, andNoriko Uchida, who joined the team at IRIDeS, Tohoku University, in 2020, has been engaging inprovides data that is valuable in formulating measures for preventing combined damage as well as

research on “environmental DNA” to quantify biodiversity, measurement of which has been difficult.

post-disaster response plans.

The data obtained from the research is expected to contribute to the co-existence of human society
and ecosystems, for example, through the framework developed by the Taskforce on Nature-related

Chart 2 is a guide for school administrators showing how to perform tsunami evacuation during

Financial Disclosures (TNFD) to disclose information on how systems in human society centered on

the COVID-19 pandemic, developed jointly with UNDRR and the United Nations Development

economic activities impact ecosystems.

Programme (UNDP). It was released in 2020 on the day designated as World Tsunami Awareness Day
and has been contributing to disaster prevention and mitigation both in and outside Japan.

• Research Presentations at Academic and Other Conferences
We present and disseminate the results of the above research at academic conferences and

In March 2017, our research on effects of coastal forests to mitigate tsunami damage, which is being

symposiums both in and outside Japan. In fiscal 2021, we conducted 14 presentations at academic
and other conferences in Japan and overseas and disseminated information at the Sixth National
Conference on Disaster Risk Reduction held in Kamaishi, Iwate Prefecture, in October 2021 and the
Sendai Symposium for Disaster Risk Reduction and the Future held in Sendai, Miyagi Prefecture, inMarch 2022.
Based on the experience and lessons learned during the 10 years following the Great East Japan
Earthquake, we will work to disseminate information on disaster prevention and mitigation in Japanand overseas at various opportunities, including the World BOSAI Forum that took off in March 2022
in Sendai.

Chart 1: Simulation of the combined damage in Kesennuma City caused by theearthquake-induced tsunami in the Tohoku region in 2011 (Created by IRIDeS, Tohoku
University)

Chart 2: Tsunami Evacuation
during COVID-19: A Guide
for School Administrators[Major presentation (example)]
Sendai Symposium for Disaster Risk Reduction and the Future 2022 (PDF/5,042KB) (in Japanese)
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Library• Disaster Surveys• Summary of Activities to Date

We also conduct damage and other surveys and risk assessment when a major disaster strikes in or

In April 2012, an endowed research division named the Earthquake-induced Tsunami Risk Evaluation

outside Japan. In June 2016, we conducted a field survey of the damage caused by the Kumamoto

Field (Tokio Marine & Nichido) was established within IRIDeS at Tohoku University. This division has

earthquakes. Also, in response to the tsunami induced by an earthquake that occurred off the costbeen engaging in basic and practical research on the following topics.

of Fukushima Prefecture in November 2016, we conducted a survey on the response of society
along with a damage survey. The survey results have been presented in the “The Frontline of Risk

PeriodResearch topic[Phase 1]
April 2012 –Research into earthquake and tsunami risk assessment•A nalysis of the wave height distribution and arrival time of tsunamis caused bymajor past earthquakes, including the Great East Japan Earthquake•R esearch and development of more reliable damage simulations that take into
consideration vulnerabilities and disaster readiness capabilities in society bothin Japan and overseas and tsunami risk assessment methods that factor in theprobability of occurrence•R esearch into tsunami evacuation (e.g., providing basic information for disastermitigation planning of coastal areas and cooperating in formulation of tsunami
evacuation plans of regional municipal bodies)[Phase 2]
April 2015 –• Research on effects of coastal forests to mitigate tsunami damage•R esearch on raising the sophistication of tsunami numerical simulation models(encompassing simulations of tsunami-induced flooding, movement of floating
objects and movement of soil)•D evelopment of a mobile application (to assess the depth of immersion andimmersed surface areas of the 2011 tsunami and subsequent damage to fishingboats)[Phase 3]
April 2018 –•R esearch on damage to farming rafts and eelgrass beds caused by the 2011
earthquake and tsunami• Research on assessment of global tsunami hazards and risk
• Research on human damage in past tsunamis[Phase 4]
April 2021–•R esearch on comprehensive disaster prevention of local communities throughecosystems in coastal areas• Research on quantification of cascading disasters•A nalysis of fatalities of the Great East Japan Earthquake in Miyagi Prefecture with afocus on where the victims were found•R esearch on examination of the sustainability of diverse disaster prevention
education techniques, including on-demand educational materials• International standardization of Japan’s disaster prevention and mitigation
knowledge and technologies (ISO standard certifying disaster preparedness)

Management,” a series of reports published by Tokio Marine dR, a Tokio Marine Group company.
Additionally, we provided assistance to the Indonesian government in surveying the damage causedby an earthquake-induced tsunami that hit Palu, a city on Sulawesi Island, and by a tsunami at Sunda
Strait said to be triggered by the eruption of Anak Krakatau volcano, both of which occurred in
2018. Following Typhoon Hagibis that made landfall in Japan in October 2019, we conducted a local
damage survey in disaster-stricken areas in Miyagi Prefecture along the Yoshida and Abukuma rivers.
Under a science research grant program of Japan’s Ministry of Education, Culture, Sports, Scienceand Technology, we have conducted research for the 2022 Tonga tsunami on its mechanism andsocial impacts and a survey on damage on the fishery industry and released an academic paper ina timely manner, which was also presented at an international academic conference. As a memberof a new five-year program under the Science and Technology Research Partnership for Sustainable
Development (SATREPS) of the Japan Science and Technology Agency (JST), in fiscal 2022 we also
initiated research on a new sustainable system for establishing a resilient society in the coastal areasof Indonesia as well as related social contribution activities.

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Disseminating Relevant Informationand introduced an online means to update our conventional style of providing in-person lessens

Using the lessons learned from earthquakes and other disasters in the past to help people prepare

providing opportunities for teachers themselves to learn about disaster prevention. In addition tofor disasters, and through employee volunteer activities, Tokio Marine Group disseminates disastera disaster prevention comprehension quiz, the online lessons also provide counseling to teachers

prevention information via the media and holds disaster prevention seminars for children and adults

about disaster prevention, thereby helping to promote education on this topic at schools.

at schools (Photo 2). Online lessons require voluntary involvement of homeroom teachers, thus

with support from research institutes who are our joint research partners.
We have also surveyed and analyzed changes in children’s disaster risk and disaster prevention◉ Delivering Safety and Security to Children and Small and Medium-Sized Companies

awareness before and after the lessons (Chart 1). The results have revealed that there is a regional■Providing School Disaster Mitigation Awareness Lessons through Tohoku University

disaster prevention awareness immediately after the

distinction in basic levels of disaster prevention awareness. All children show similarly higher
lessons, but a decline in awareness over time is greater

endowed research division (Earthquake-induced Tsunami Risk Evaluation Field) established withinamong children living in disaster-free regions. Given the

IRIDeS, Tohoku University, has been providing school disaster mitigation awareness lessons forfindings, we have conducted a similar survey for children

children on a continuing basis since fiscal 2014 to build a society resilient to disasters. The lessons

and their parents who have participated in our disaster

have been provided not just in the Tohoku region but also at other locations in and outside Japan toprevention and mitigation workshop during the summer

more than 18,000 children at 310 schools as of April 2022 (Photo 1). The initiative also represents one

break and found that, unlike the lessons provided atof the major social collaboration activities undertaken by Tohoku University.

school, they maintained a certain level of awareness fora longer period. Based on these results, we expect that

The lessons translate the knowledge cultivated through disaster science research of IRIDeS into

we can implement disaster prevention education moreeducational materials that describe disaster risk from a scientific viewpoint, yet in a manner easily

effectively by devising ways to provide it, such as offering

comprehensible by children. An original group work tool incorporating elements of brain sciencean opportunity for children and parents to learn together

and cognitive psychology, “Disaster Prevention and Mitigation Stamp Rally (stamp collecting

in addition to making the content more interesting.

game),” has also been developed and is used as a teaching aid. COVID-19, in particular, has restricted
these activities since fiscal 2020. In response, we newly created on-demand educational materials

100
90
80

average score (%)

Utilizing the lessons learned from the Great East Japan Earthquake, Tokio Marine & Nichido’s

70
70

pre
post

50
40
30
20
10
0

4th

5th

6th

Chart 1: Results of a comprehension quiz
conducted during online lessons (comparisonof comprehension levels before and after thelessons)• Disaster Prevention Lessons
Based on the lessons learned from the Great East Japan Earthquake, employee volunteers, including
agents, have been conducting Disaster Prevention Lessons since 2012 to convey knowledge on
disaster prevention to children and help them prepare for a next disaster. Disaster Prevention Lessons(“Earthquake and Tsunami” edition) are a program to raise readiness for disaster prevention among
elementary school children. Employee volunteers from Tokio Marine dR developed educational
materials, which were then supervised by IRIDeS at Tohoku University. In the lessons, children learn
about the mechanisms that cause earthquakes and tsunamis, what to do when an earthquake occurs
and what preparations should be made in advance.

Photo 1: Disaster prevention and mitigation
workshop

Photo 2: Snapshot of an online lesson

In fiscal 2020, we rolled out Disaster Prevention Lessons (“Water and Landslide Disasters” edition), a
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new program that has been supervised by IRIDeS at Tohoku University and the Disaster Prevention

SocialInitiatives

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Library• Booklet “Rethink Now! Earthquake in the Foreseeable Future and Preparation for It” and “Easy,

Research Institute at Kyoto University. This is a program for children to learn about the mechanism

Understandable BCP Planning Sheet”

behind heavy rains, how to cultivate a mental attitude to take action and start evacuating and points

We have developed “Rethink Now! Earthquake in the Foreseeable Future and Preparation for It,”to be noted when staying at an evacuation shelter. The aim of our Disaster Prevention Lessons is toan awareness-raising booklet designed to renew our understanding of the basics of earthquake

cultivate a correct understanding of earthquakes and water disasters among children and the ability

risk in Japan, and “Easy, Understandable BCP Planning Sheet,” a tool for small and medium-sized

to prepare themselves for an impending disaster.

companies to grasp an overall picture of a BCP in one sheet and make their first step in formulating
their own BCPs. The booklet and planning sheet cover not just earthquakes but also other disasters,

As of March 31, 2022, Disaster Prevention Lessons

including water disasters now occurring more frequently, as well as COVID-19 and other infectious

have been held 975 times at elementary schools

diseases. These tools are also intended to enable companies to raise the level of their own BCPs as

and special needs schools across Japan, with somewell as their entire supply chain’s BCPs and to make these BCPs more viable by disseminating and64,300 children attending. We will continue toinstilling the idea of BCP among their employees. Through our employees and agents, we distributepromote the creation of a safe, secure and resilient

these combined tools to companies, local governments, chambers of commerce and commerce andsociety and future by engaging in awareness andindustry associations.

educational activities for disaster readiness throughour Disaster Prevention Lessons.

• Online Seminar by the Tokio Marine Research Institute
Every year, the Tokio Marine Research Institute has held jointly with Tokio Marine & Nichido a seminar
to provide the latest findings about natural disaster risk to company employees and citizens. In fiscal■Supporting the Formulation of Business Continuity Plans (BCP) for Regional Municipal
Bodies2021, in response to the release of the IPCC Sixth Assessment Report on global warming and thegrowing social interest in decarbonization and carbon neutrality in recent years, the two companies• BCP Program and Seminar on Formulation of Plans for Strengthening Business Continuity

held an online seminar on October 21, 2021, entitled “Latest Findings about Global Warming andCapability* in Collaboration with Local Governments, Chambers of Commerce and Other

Efforts of Companies toward a Decarbonized Society.” Through lectures by experts, the seminar

Organizations

served to deepen an understanding of the prospects of global warming and the achievement of

Tokio Marine & Nichido offers a program to assist in the formulation of business continuity plans

carbon neutrality while providing information on companies’ various efforts, including those based(BCP) and a seminar on the formulation of plans for strengthening business continuity capability*

on the TCFD recommendations.

for small and medium-sized companies. Sales personnel from the company’s branches nationwide

Seminar by the Tokio Marine Research Institute (in Japanese)serve as lecturers and offer the program and seminar in collaboration with our partners, including
respective local governments, chambers of commerce, commerce and industry associations andfinancial institutions.
*System to certify plans for strengthening business continuity capability
A system in which the Minister of Economy, Trade and Industry assesses plans for pre-disaster measures for disaster prevention
and mitigation formulated by small and medium-sized companies and certifies them as plans for strengthening business
continuity capability. Certified companies will receive a tax break, financial support and support in the form of additional
points in the screening for a subsidy.

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As a result of its joint research with IRIDeS at Tohoku University, Tokio Marine & Nichido has also

• Creating a Society with High Disaster Consciousness – For Tomorrow’s Smiles: Disastercreated a handkerchief bearing disaster prevention information, showing types of water disasters,

Readiness and Mitigation Information Website, and Handkerchief Bearing Disaster Prevention

lists of emergency goods households should have on hand at all times and evacuation activity based

Informationon alert levels.

Since March 2013, Tokio Marine & Nichido has been operating the “For Tomorrow’s Smiles: Disaster
Readiness and Mitigation Information Website” with the aim of contributing to the creation of a

The handkerchief is distributed during Disaster Prevention Lessons, a program to raise readinesssecure, safe and sustainable society and providing an opportunity for people to think about disasterfor disaster prevention hosted by the company and conducted by employee and agent volunteers,

readiness and mitigation.

and used in marketing operations as novelty goods, thereby offering ideas of disaster prevention
measures that combine the latest knowledge of a university research institute and an insuranceThis site has been supervised by the endowed research division named the Earthquake-induced

company to the public in an easy-to-understand manner.

Tsunami Risk Evaluation Field established within IRIDeS at Tohoku University, with which Tokio Marine& Nichido has entered into a collaborative agreement. It uses illustrations, comics and games to

Handkerchief bearing disaster prevention information

offer easily understood explanations of the mechanisms behind “earthquakes, tsunamis, volcanoes,
typhoons, tornadoes, torrential downpours and heavy snowfalls, as well as infectious diseases,” alongwith such other topics on how we should prepare ourselves for and respond to disasters. Other
information to help promote disaster awareness includes a simple and useful tool to calculate thenecessary amount of emergency food to be stockpiled at home.
For Tomorrow’s Smiles: Disaster Readiness and Mitigation Information Website (in Japanese)

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Multi-Stakeholder Dialogue

other organizations on issues related to ESG reporting, which companies based in the Asia-Pacific

Tokio Marine Group participates in discussions on climate change, natural disaster risks and climate-

Taiwanese companies as its members. The virtual conference was held amid the sharply growing

related disclosures and proactively engages in multi-stakeholder dialogue aimed at reducing andinterest in ESG reporting, such as TCFD-recommended disclosures, and became a timely opportunity

mitigating the risks placed on economic and social life or encouraging measures against climate

to provide relevant information.

region, including Taiwan, must tackle. CSRone is a sustainability promoting organization with manychange.
• Discussion at the Climate Change Commission of the Government of the Philippines for• Webinar Hosted by the Asian Development Bank Institute (ADBI)

Promoting Climate-Related Disclosures

Tokio Marine & Nichido also engages in discussions to promote sustainable investment in the Asia-

Tokio Marine & Nichido is engaging in capacity building activities to promote disaster risk financing

Pacific region. In line with this activity, the company participated in a webinar, “Strengthening

in the APEC region. Through the APEC network, the company was invited by the Climate Change

Sustainable Investment under the COVID-19 Crisis,” held by the ADBI on February 8–10, 2021

Commission of the government of the Philippines to attend its virtual roundtable conference on

and presented some points of the discussion that had just begun at the TCFD on revisions to its

August 18, 2021, and provided information conducive to promoting TCFD-recommended disclosures

recommended metrics and targets. The company also shared its knowledge on such topics asin the country. To many government and corporate participants, the company presented thechallenges associated with promoting disclosure of climate-related financial impacts now required

then ongoing discussion related to revisions of the TCFD’s metrics and targets and promoted anby the international investment community.

understanding of ideal climate-related disclosures that will help investors make investment decisions.

• “Climate Change and Disaster Prevention” Session at the Asia-Pacific Adaptation Network• Supporting the Formation of a Mexican TCFD Consortium Led by the Bank of Mexico(APAN) ForumIn October 2019, the APEC Finance Ministers’ Meeting was held in Santiago, Chile. At its official side

As part of its efforts to cultivate greater recognition for climate change adaptation measures in theevent, Tokio Marine & Nichido presented how TCFD-recommended disclosures have been promoted

Asia-Pacific region, Tokio Marine & Nichido participated in the APAN Forum held online jointly by thein Japan through companies’ voluntary efforts, with a focus on the activities of the TCFD Consortium.

United Nations Environment Programme (UNEP), APAN and Japan’s Ministry of the Environment on

The information was relayed to the Bank of Mexico, the country’s central bank, via an organization

March 8–12, 2021. During the forum, the company provided a session entitled “Status and Challenges

promoting sustainable financing in the private sector of APEC member nations in Latin America, andfor Linking Scientific Knowledge to Strengthening Socio-economic Resilience to Climate-related

Mexico thereafter started developing a concept of its own consortium based on the Japanese model.

Disasters” and used specific examples to explain the importance of companies’ adaptation measures

The movement gained momentum in around March 2021, and with the related know-how provided

from the standpoint of an insurance company. It also presented an alert system for mega naturalby the company through virtual lectures to the central bank and monetary authorities of Mexico,

disasters, which it can provide in real time as an insurance company, and drew the attention of thethe country established the Consorcio TCFD Mexico on December 7, 2021. The new consortium isaudience.

expected to be an important first step in spreading TCFD-based disclosures in the APEC region.

• Discussion to Promote ESG Reporting in the Asia-Pacific Region• TCFD Summit

As one of the activities to promote ESG reporting, including climate-related disclosures, in the

On October 5, 2021, the third TCFD Summit hosted by Japan’s Ministry of Economy, Trade and Industry

Asia-Pacific region, Tokio Marine Holdings participated in an online event, “The present andwas held online (hybrid of live streaming and video distribution). Tokio Marine Holdings served as

future of ESG reporting,” hosted by Taiwan-based CSRone on March 29, 2021. As a member of thea moderator in a panel discussion entitled “Efforts to improve the quality of TCFD disclosure.” The

TCFD, the company shared knowledge with experts from the Climate Disclosure Standards Board

session first reviewed the background of the needed revisions to the TCFD’s recommended metrics(CDSB), Sustainability Accounting Standards Board (SASB), Global Reporting Initiative (GRI) andand targets and an overview of these revisions and then went over the movement in Japan toward2022 Sustainability Report102

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making such a disclosure virtually obligatory. Discussions ranged from confirming the importance• Roundtable on Pandemic Risk Hosted by the APEC Business Advisory Council (ABAC)of managing and disclosing Scope 3 GHG emissions in becoming carbon neutral by 2050 to raising

Tokio Marine Holdings participated in a virtual roundtable hosted by ABAC, “Enhancing the Region’squestions as to what measures should be considered to increase investors’ rating for a company’s

Resilience through PPPs in Pandemic Risk Transfer,” as a member of the Asia-Pacific Financial Forum

contribution to CO2 reductions.

(APFF) and a private-sector non-life insurance company. The company advocated the establishmentof a public-private risk transfer scheme in the APEC region to financially prepare for a next pandemic•Providing Recommendations to Society via the World Disaster Risk Reduction (Bosai) Forum andfollowing COVID-19. After identifying issues toward its realization, the roundtable discussed initiatives

the National Conference on Disaster Risk Reductionthat can be adopted for the future.

At the Third National Conference on Disaster Risk Reduction held in Tokyo on October 13 and 14, 2018,
the Fourth National Conference on Disaster Risk Reduction held in Nagoya on October 19 and 20,• Asia Pacific Science and Technology Conference for Disaster Risk Reduction2019 and the Second World Disaster Risk Reduction (Bosai) Forum held in Sendai in November 2019,

On April 7, 2022, the United Nations Office for Disaster Risk Reduction (UNDRR), the government of

Tokio Marine & Nichido’s endowed research division (Earthquake-induced Tsunami Risk Evaluation

the Philippines and the Asia-Pacific Scientific and Technical Advisory Group (APSTAG) hosted a hybrid

Field) established within IRIDeS, Tohoku University, ran a booth to hold an exhibition on “Researchmeeting, the 2022 Asia Pacific Science and Technology Conference for Disaster Risk Reduction: Sendai

Activities and Social Contribution Related to Disaster Prevention and Mitigation through an Industry-

Framework and Science and Technology Aspirations in the Asia Pacific Region. Tokio Marine Holdings

Academia Partnership.” The Fifth National Conference on Disaster Risk Reduction in Hiroshima was helddelivered a report and made a proposal for a society with great uncertainty under the theme of “Newonline in November 2020 due to the COVID-19 pandemic, and Tokio Marine Group gave a presentation

Trends in Risk Control and Financing.”

on “Research Findings on Earthquake and Tsunami Risk Assessment, and Education and AwarenessRaising Related to Disaster Prevention and Mitigation.” Jointly with Tohoku University, Tokio Marine
Group participated in the Sixth National Conference on Disaster Risk Reduction held in Kamaishi, Iwate
Prefecture, in November 2021.
• TCFD Webinar Hosted by the Asian Development Bank (ADB)
ADB announced its support for the TCFD on November 26, 2021. Upon this occasion, the bank hosted
a webinar entitled "Importance of Disclosing Climate-related Risks for Listed Companies in Asia." At thewebinar, Tokio Marine Holdings gave a lecture as a member of the TCFD. Among various regions, therecognition for the TCFD still lags in Asia, while Japan has adopted original promotion measures undera public-private partnership (PPP), such as the establishment of the TCFD Consortium, and now boasts
the largest number of TCFD-supporting organizations in the world. Using the example, the lectureemphasized the importance of making country-wide promotion efforts matched to respective local
situations.

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2-2 Tokio Marine Group’s Social Initiatives

SocialInitiatives

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Library❹ Promoting Health and Productivity Management
Tokio Marine Group regards employees as one of our most valuable assets and their health as a critical management issue. We seek to ensure the physical and mental health of employees so that they

2.2.1 Creating Social Value
2.2.1.1 What We Aim for toward Improving Social Valuecan work enthusiastically with higher levels of satisfaction and motivation, support health promotionof customers, local communities and society as a whole and help to resolve related social issues. By
doing so, we ultimately aim to achieve the Group’s sustainable growth. In addition, from the perspective of revitalizing regional economies and local communities, we provide support to companies
working to improve health and productivity management.

We believe that society, in which people live and act, needs to ensure a social environment that gives
consideration to the safety and health of all people and encourages people to respect each otherand take up a new challenge with a sense of security. Tokio Marine Group will work to implement its❺ Contributing to the Creation of a Safe and Secure Society
Tokio Marine Group provides products and services that anticipate changes in the social environment

Corporate Philosophy of building an open and dynamic corporate culture that enables each and every

or customer needs by utilizing the solutions offered by respective Group companies, including insur-

employee to demonstrate his or her creative potential. At the same time, we will make proactive efforts

ance. The Group will contribute to the realization of a society based on good health and longevity

for the entire society, in which we do business, to realize a symbiotic society where everyone respects

through activities to raise awareness about cancer in Japan and around the world, activities to spreadthe other’s personality and individuality and supports each other.

knowledge about nursing care and offering advice through medical professionals. We also aim toinclude everyone both socially and economically, irrespective of age, gender or disability. To this end,

❶ Respect for Human Rights

employees around the world are proactively working on activities that nurture future generations

Tokio Marine Group supports and respects the International Bill of Human Rights, the United Nations

and support the elderly, the deaf and blind, persons with disabilities, athletes and expectant mothers

Guiding Principles on Business and Human Rights and other relevant rules, and as an employer, pro-in conjunction with NGOs.

motes respect for human rights in the value chain through our business in accordance with the Tokio
Marine Group Human Rights Policy.

❻ Improving Quality from the Customer’s Perspective
Aiming to become “a company that delivers sustainable growth by providing safety and security to❷ Promoting Diversity and Inclusion

customers and by always remaining their first choice,” Tokio Marine Group takes feedback from cus-

Tokio Marine Group promotes diversity and inclusion group-wide, believing that for us to further

tomers seriously and works to improve the operational quality on a constant basis. We strive to build

improve the quality of our products and services worldwide, we must enable all of our motivatedtrust-based partnerships with agents and improve our operational quality together in order to truly

and talented employees to demonstrate the maximum of their potential regardless of gender, age,

provide safety and security for customers.

nationality, race, disability, sexual orientation, gender identity or any other attributes.
❸ Promoting the Development and Empowerment of Human Resources❼ Measures and Response to COVID-19
In order to sustain its function integral to social infrastructure, Tokio Marine Group will continue toBased on Tokio Marine Group’s philosophy on human resources, “Tokio Marine Group – Our People,”undertake critical operations, including receiving loss reports, paying insurance claims and protect-

we are working on the strategic development of diverse human resources, both in Japan and over-ing insurance policies, while working to prevent the spread of COVID-19 and ensure the safety of em-

seas, toward the realization of a global insurance group.

ployees.

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2.2.1.2 Overall Picture of Initiatives for Creating Social Value◉Domains of Initiatives

Promoting thedevelopment andTokio Marine Group will promote its social

empowerment ofinitiatives in seven domains, namely respecthuman resourcesfor
ect ights
p
s
r
Re an
m
hu

inclusion, promoting the development andmoting health and productivity manageand secure society, improving quality fromthe customer’s perspective, and measures

Tokio Marine Group’s

SocialInitiatives

and response to COVID-19.
gin m
ov ro r’s
pr y f e e
Im alit stomctiv
que cu spe
th perContributing to
the creation ofa safe andsecure society

the d
oting
Prom pment atnof
endeveplowerm ces
em moan resourhument, contributing to the creation of a safeMand easuresr
to COesponse
VID19

empowerment of human resources, pro-

divProme
inc rsit otin
lus y an g
ion d

Pr
p he omm rod alth oti
an u a ng
ag cti nd
em viten ytfor human rights, promoting diversity andPromotinghealth andproductivity
management

Contributing to
the creationof a safe andsecure society◉Overview of Key Initiatives in Each Domain

Respect forhuman rights

Promotingdiversityand inclusion

Tokio Marine Group fully understands international action principles and guidelines concerning
human rights and participates in and contributes to initiatives concerning social responsibility,and by doing so, fulfills its role toward realizing a sustainable society.
• Promote initiatives in accordance with the Tokio Marine Group Human Rights Policy• Comply with the Tokio Marine Group Code of Conduct• Conduct human rights risk assessment• Respond to the Modern Slavery Act of the United Kingdom and Australia
The group-wide promotion of diversity and inclusion (D&I) includes eliminating the gender gap,
creating a workplace in which older employees and persons with disabilities can take activeroles as well as promoting employment regardless of nationality or race, facilitating mid-career
recruitment and training of employees with diverse experience and promoting employment of
persons with disabilities.
• Set up a structure to promote D&I, including establishment of the Diversity Council, andcultivate an appropriate corporate culture• Accelerate efforts to create an environment that enables female employees to take up a newchallenge based on their willingness and capabilities• Promote active roles and employment of diverse human resources, including older people andpersons with disabilities

Improving quality
fromthe customer’s
perspective

Measures andresponse
to COVID-19

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We are working on the strategic development of diverse human resources, both in Japan andoverseas, by proactively accelerating investment in people. 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 theindividual implementation status.
• Enhance employee satisfaction and motivation through human resources development with afocus on dialogue• Provide continuous support for the growth of each employee based on the human resources
development cycle• Promote the global human resources strategy• Promote work style reform to enable diverse employees to work with high productivity andachieve growth
Tokio Marine Group has been making efforts to create an environment in which employees canwork with enthusiasm by providing both physical and mental healthcare for its employees. In
addition, from the perspective of revitalizing regional economies and local communities, we
support companies working to improve health and productivity management.
• Promote health measures, such as the “Get Healthier” initiative and health support for women,
and create a comfortable workplace environment• Rotate the PDCA cycle for evaluation and improvement of initiatives related to health andproductivity management• Provide support for customers’ health and productivity management
Tokio Marine Group provides products and services that anticipate changes in the social
environment or customer needs in relation to medical treatment, household budget, longevity
and health by utilizing the solutions offered by respective Group companies, including insurance.
We also undertake a range of social contribution and awareness-raising activities.
• Conduct activities to raise awareness of cancer and other diseases across the world, includingJapan• Respond to poverty issues by such efforts as selling microinsurance in farming communities in
India• Continue support activities for the recovery of areas affected by the Great East Japan Earthquake• Engage in social contribution activities for the elderly and awareness-raising and educational
activities for dementia on a volunteer basis
Tokio Marine Group establishes basic policies for the protection of customers’ interests anddevelops a system to thoroughly promote being customer-oriented and to pursue various aspects
including customer protection. In addition, in accordance with the Tokio Marine Group Policy forManagement of Conflicts of Interest and through compliance with these policies by directors,
officers and employees, Tokio Marine Group works to manage transactions involving conflicts ofinterest to ensure that clients’ interests are not unduly harmed.
• Formulate and announce the customer-oriented business conduct policies and promote efforts
under these policies• Develop a structure to utilize customer feedback for improving products and services
To sustain its function integral to social infrastructure, Tokio Marine Group continues to undertake
critical operations while working to prevent the spread of COVID-19 and ensure the safety of
employees. We also add necessary revisions to our products and conduct support activities todeliver safety and security to local community members.
• Continue to undertake critical operations, including receiving loss reports, paying insurance
claims and protecting insurance policies• Provide new insurance products and services• Make donations by Tokio Marine Group companies and employees• Offer COVID-19 vaccination sites free of charge

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2.2.1.3 Targets for Creating Social Value
Respect for human rights
FormulateGroup policy
concerning
human rights

Rotate PDCA
cycle with regard
to respect forhuman rights

Promoting diversity and inclusion
Increase ratioof women in
management
and higher-level
positions to 30%
by fiscal 2030

Promotehuman rights
due diligence

Be selected as“Nadeshiko Brand”
or “SemiNadeshiko Brand”(Tokio Marine & Nichido)

Measures and response to COVID-19
Make
donations, etc.,
in response to
COVID-19

Rotate PDCA
cycle forimprovement
responding tocustomer feedback

Utilize customer
feedback for
improvingproducts andservices

Tokio Marine Group’s

SocialInitiativesgin m
ov ro r’s
pr y f e e
Im alit stomctiv
que cu spe
th perThoroughly
promotecustomeroriented
operations

divProme
inc rsit otin
lus y an gion dContributing to
the creation ofa safe andsecure society

the d
oting
Prom pment atnof
endeveplowerm ces
em moan resourhuImproving quality from the customer’s perspectivert fo spec right
s
e
R an
m
hu

Pr
p he omm rod alth oti
an u a ng
ag cti nd
em viten yt

Add revisions to
products
in response to
COVID-19

Promoting development of human resourcesMand easuresr
to COesponse
VID19

Thoroughly
implement infection
preventive measuresand continue criticaloperations

Promote employmentof persons
with disabilities:
Attain legally
mandated
employment rate,etc.

Raise employee
satisfaction levels:
Continue to
conduct
our culture
and value survey

Achieve 100%executionof working
practices*1
related toworking hours

Support work /childcare balance:
Maintain Kurumin
certification(Tokio Marine & Nichido)

Promoting health and productivity management

Achieve healthrelated targets*2

Continue to be
selected as“Health &Productivity Stock”(Being selected for sevenconsecutive years)

Provide andenhancehealth andproductivity
management
solutionsContributing to the creation of a safe and secure society
Provideproducts andservices
matching
customer needs

Providemicroinsurance

Attain 100%+
employeeparticipation rate
in social contribution
activities*1 Go Go Challenge Day (employees finish work at 5:30 p.m. or within 7.5 hours of actual working 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)*2 Individuals’ health (improving presenteeism and work engagement) and organizational health (improving organization’s
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In December 2021, Tokio Marine Group formulated Tokio Marine Group Basic Policy on Human Rights
in accordance with international guidelines such as UN Guiding Principles on Business and Human

In implementing our Corporate Philosophy, we have formulated Tokio Marine Group Sustainability Charter

Rights. In doing so, the Group clarified its efforts toward respect for human rights as an employer,

as principles of conduct required from the perspective of social responsibility and we strive to respect andrespect for human rights through its main business and respect for human rights in the value chain.

promote the recognition of human rights for stakeholders.

2.2.2.1 Basic Approach to Human Rights
In implementing our Corporate Philosophy, we have formulated Tokio Marine Group Sustainability
Charter as principles of conduct required from the perspective of social responsibility, and strive torespect human rights for all people, including customers, shareholders/investors, insurance agents,
business partners, employees, local communities/society and future generations. The insurance
business has been called a “people’s business,” and respect for human rights form the basis for Tokio
Marine Group‘s sustainable growth.
Tokio Marine Holdings endorses and respects Universal Declaration of Human Rights, OECD

Corresponding Relationship between the Content of the Tokio Marine Group
Human Rights Policy and Various Policies

Our Commitment to Respect Human Rights
Our Approach to Respect Human Rights
Respecting Human Rights as an Employer
Integrating Human Rights into Our Core Business

Guidelines for Multinational Enterprises, ILO Core Labour Standards, UN Guiding Principles on
Business and Human Rights and ISO 26000, and has signed the United Nations Global Compact. Tokio
Marine Group fully understands international action principles and guidelines concerning humanrights and participates in and contributes to initiatives concerning social responsibility, and by doingso, fulfills its role toward realizing a sustainable society.

Respecting Human Rights
in Our Value Chain
Grievance Mechanisms/Education &Training/Communication andDisclosure/Amendment or Repeal

D&I Policy
Tokio Marine Group - Our People
Tokio Marine Group Wellness Charter
Basic Policies for Protection ofCustomers’ Interests

Tokio Marine Group Sustainability Charter (excerpt)
Tokio Marine Group is committed to fulfilling its corporate social responsibility (CSR) by
implementing its Corporate Philosophy to achieve sustainable growth together with thedevelopment of society in accordance with the following principles:
Respect for Human Rights and Dignity• We respect and actively promote the recognition of human rights for all people.
• We strive to ensure an energetic working environment that is both safe and healthy and topromote training and education of our employees.
•W e respect the right to privacy and strive to enforce this right through the management of
personal information.

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Tokio Marine Group Basic Policy on Human Rights
As our Corporate Philosophy states, with customer trust as the foundation for all its activities,
Tokio Marine Group (the “Group”) continually strives to raise corporate value. The foundation
for implementing this Corporate Philosophy is respect for the human rights of all people, suchas customers, society (including business partners and civil society organizations), employees,
shareholders and investors, and future generations, and we are committed to respecting humanrights across all of our business activities. The “Tokio Marine Group Basic Policy on Human Rights”*1 The International Bill of Human Rights is the name given for the set of three documents: the Universal Declarationof Human Rights, and its corresponding two international treaties, namely the International Covenant on Civil andPolitical Rights, and the International Covenant on Economic, Social and Cultural Rights..
*2 The ILO Declaration on Fundamental Principles and Rights at Work sets forth four categories as a minimum
standard to be observed in relation to labor: “freedom of association and the effective recognition of the right tocollective bargaining,” “the elimination of forced or compulsory labour,” “the abolition of child labour,” and “theelimination of discrimination in respect of employment and occupation”.

(the “Policy”) is based on the Corporate Philosophy and Code of Conduct and outlines our

Tokio Marine Group shall comply with applicable laws and regulations in the countries andapproach to respect human rights throughout our business activities, including our entire value

regions in which it operates. If requirements of the local laws and regulations are in conflict

chain.

with internationally recognized human rights, we will seek ways to honor the principles ofEach officer and employee (including temporary staff ) of Tokio Marine Group companies isinternationally recognized human rights while complying with local laws and regulations.

expected to act in line with this Policy to ensure that our business activities comply with the

The Board of Directors of Tokio Marine Holdings is informed of the compliance status of thisGroup human rights commitment.

Policy and has overseeing responsibility of the Group’s human-rights-related efforts. EachWe also expect our business partners to support and practice the principles expressed in thisdepartment of each Group company promotes activities related to respect for human rights in a

Policy and aim to work together towards the promotion of respect for human rights.

proactive manner and in cooperation with one another.

■ Our Commitment to Respect Human Rights■ Our Approach to Respect Human Rights

Tokio Marine Group is committed to respect human rights as stipulated in the International Bill

Tokio Marine Group strives to conduct appropriate human rights due diligence to identify, assess,of Human Rights*1 and the ILO’s Declaration on Fundamental Principles and the Rights at Work*2.

prevent and mitigate, and account for negative human rights impacts related to its businessWe also support international standards such as the Guiding Principles on Business and Humanactivities. We shall also comply with country-specific laws and regulations related to human

Rights, and will base our efforts on these principles. We are also a signatory to the United Nations

rights due diligence, wherever applicable to our operations. Where we identify that our business

Global Compact and support its ten principles.

activities have caused or contributed to negative impacts on human rights, we endeavor to

Tokio Marine Group does not tolerate any form of forced or compulsory labor, human trafficking,remediate such impacts through appropriate processes and by holding dialogue with relevant

child labor, discrimination or harassment, or any other conduct that undermines humanstakeholders.

dignity. We also respect fundamental rights concerning freedom of association and the right tocollective bargaining in accordance with applicable local laws and regulations.

■ Respecting Human Rights as an Employer

Tokio Marine Group respects human rights in its business activities including insurance

In order for Tokio Marine Group to protect customers and society from all forms of emergencies,

underwriting and investment and financing through the signing and supporting of, among

it is important that employees respect the diverse values and work styles of others, find theirothers, the United Nations Environment Programme Finance Initiative (UNEPFI), the Principles

work rewarding and work with enthusiasm with colleagues. It is also essential to gain trust fromfor Sustainable Insurance (PSI) and the United Nations-supported Principles for Responsible

all people and society by always acting in a way to respect human rights. Tokio Marine Group

Investment (PRI). We also endeavor to address human rights issues, where possible, through theshall comply with laws and regulations concerning working conditions, including working hours

provision of insurance products as well as investment and financing.

and wages. We provide a dynamic working environment that is both safe and healthy and we

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promote training and education for our employees. Therefore, the officers and employees ofservices to meet its needs for safety and security.

Tokio Marine Group are expected to respect human rights as set out in this Policy while their

Across our insurance business and others, in compliance with applicable laws, rules andhuman rights are also subject to protection under this Policy.

regulations as well as the Tokio Marine Group Privacy Policy, we shall safeguard private•P rohibition of forced labor and human trafficking: Forced labor is not permitted, nor is any form

information and specific personal information, etc., including customers' information, and weof slave labor, including bonded labor and human trafficking.

shall not use such information except on a need basis to carry out our business operations, in•P rohibition of child labor: We do not tolerate child labor and shall observe the minimum

order to avoid any breach of privacy.

working age as stipulated by law. We do not allow young workers to engage in hazardous work.

Tokio Marine Group endeavors to consider environmental, social and governance (“ESG”)• F reedom of association and the right to collective bargaining: We respect fundamental

issues, including human rights, in its decision-making and other processes related to insurance

rights concerning the freedom of association and the right to collective bargaining of Group

underwriting and investment and financing operations.

employees in accordance with applicable local laws and regulations. We shall not engage in any
intimidation or retaliation against union representatives or members who exercise these rights.

■ Respecting Human Rights in Our Value Chain•P rohibition of discrimination and harassment: We do not discriminate in any way based on

Tokio Marine Group aims to fulfill its social responsibility and achieve sustainable development

sex, gender, sexual orientation or gender identity, age, profession, nationality, race, thought,

together with its business partners.

creed, religion, social status or birth, or physical or mental disability. We do not tolerate any

Tokio Marine Group expects its business partners to support and implement the principles

form of harassment, whether it be physical or mental, including sexual harassment and power

expressed in this Policy and aims to work together towards the promotion of respect for humanharassment.

rights.

•R espect for diversity and promotion of inclusion: We respect the individuality and diversity of

Tokio Marine Group also strives to prevent the occurrence of slave labor and human trafficking

each Group employee and create an environment in which all employees can fully exert theirin its own business and value chain (supply chain) and encourages various stakeholders to work

capabilities regardless of gender, age, nationality, disability, or other attributes. Our employees

towards addressing such issues.

are passionate and bring a challenging spirit to their endeavors and we will be purposeful in ourefforts to provide them with equal opportunities for career development and ongoing personal■ Grievance Mechanisms

growth. Tokio Marine Group's approach to human resources is also outlined in "Tokio Marine

Tokio Marine Group has established internal and external hotlines (whistle-blowing hotlines)

Group - Our People.”where officers and employees of Group companies can report and consult on matters that may
involve human rights concerns. The Group provides its officers and employees with multiple■ Integrating Human Rights into Our Core Businesscontact points and reporting channel options including internal and external hotlines, as well

Tokio Marine Group treats all customers fairly in the provision of its products and services andas a company audit hotline. We prohibit any disadvantageous treatment or retaliation against

does not discriminate against any customer based on unreasonable grounds.

relevant officers, employees and those who cooperate in investigations because of such reports

We strive to be a “Good Company” which is trusted by all people and society by supportingor consultations. In addition, we strictly manage the confidentiality of reports and consultations

customer and society in times of need. We strive not only to prevent and mitigate negativeby ensuring anonymity and sharing information only to the extent necessary for effective

human rights impacts associated with our products and services, but also promote the humaninvestigations and corrective measures. Tokio Marine Holdings monitors the handling of therights of all of our customers and contribute to an inclusive society by providing products andreports and provides support for the appropriate installation and operation of the whistle-

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We express the following in the Tokio Marine Group Code of Conduct, which summarizes importantmatters given the highest priority in our day-to-day business. Under the code, directors, officers andblowing system, thereby establishing a mechanism that allows officers and employees of each

employees act in an honest and fair manner in conformity with laws and social norms and undertake

Group company to report concerns without fear of retaliation.

fair business activities.

■ Education & Training
Tokio Marine Group will provide the necessary training and capacity building for the

Tokio Marine Group Code of Conduct

implementation of this Policy to the officers and employees of each Group company. We further<Scope of application: Tokio Marine Group directors, officers and employees of Tokio

endeavor to provide the latest information and tools related to human rights and foster a cultureof respect for human rights.

Marine Group companies (includes dispatched employees)> (excerpt)
In the event of a violation of this Code of Conduct, laws, regulations and internal rules, thecompanies of Tokio Marine Group shall take necessary measures in accordance with internal■ Communication and Disclosure
Tokio Marine Group will continuously monitor the implementation of its Policy and make
improvements as necessary to ensure its effectiveness. In addition, we regularly disclose ourefforts to respect human rights both internally and externally to ensure transparency andrules, which include investigating the facts, formulating countermeasures, submitting
reports to supervisory authorities, taking disciplinary measures against the involved parties
and formulating measures to prevent recurrences.
Respect for Human Rights and the Environment

accountability.

We shall respect the human rights of our customers, directors, officers, employees and all■ Amendment or Repeal

other people. We shall also act in consideration of the global environment.

This Policy may be amended or repealed by the Board of Directors of the Company.

• Anti-discrimination

Notwithstanding the foregoing, the General Manager of the Corporate Planning Department

Human rights are values widely recognized around the world, and any discrimination on the

may approve minor amendments to the Policy.
This Policy was approved by the Board of Directors of Tokio Marine Holdings, Inc.
Adopted December 21, 2021

grounds of gender, sexual orientation, gender identification, age, profession, nationality,
race, thought, creed, religion, social status or birth as well as any act constituting an
infringement of human rights should never be tolerated.
• Anti-harassment
Sexual harassment, abuse of authority or any other kind of harassment or intimidation
should never be tolerated.
• Private information and specific personal information, etc.
In compliance with applicable laws, rules and regulations as well as the Tokio Marine Group
Privacy Policy, we shall safeguard private information and specific personal information, etc.,
including customers’ information, and we shall not use such information except on a needbasis to carry out our business operations in order to avoid any breach of privacy.
• Protection of the global environment
Acknowledging that the protection of the global environment is an important responsibility,
we shall comply with applicable laws, rules and regulations, and respect the harmonization
with and the improvement of the global environment in all of our activities.

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Rights and Various Initiatives

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Human Rights Risk Mapping: Objective and Process<Objective>• In putting our Corporate Philosophy into practice, Tokio Marine Holdings has established the “Tokio

Tokio Marine Holdings has established an Operations Task Force and Human Rights Subcommittee

Marine Group Sustainability Charter” as our code of conduct to fulfill our social responsibility.

under the Group Sustainability Committee for formulating the Group’s policy for respecting humanThis outlines our commitment to respecting the human rights of all people including customers,

rights and discussing how to promote initiatives. In addition, the Company formulates action policies

shareholders & investors, agents & business partners, employees, local communities & society

concerning human rights, compliance and risk management, and accordingly, monitors businessand future generations. We have also established the “Tokio Marine Group Basic Policy on Human

operations of Group companies on a regular basis to identify any issues related to respect for human

Rights,” and are committed to respecting human rights as an employer, through our main businessrights and implement measures to counter any risk thereof.

operations, and in our value chain.

■Human Rights Due Diligence• Tokio Marine Holdings supports and respects the Universal Declaration of Human Rights, OECD

Tokio Marine Group has established a system to ensure human rights due diligence based on the UN

Guidelines for Multinational Enterprises, ILO’s International Labour Standards, UN Guiding Principles

Guiding Principles on Business and Human Rights.

on Business and Human Rights and ISO 26000, and is a signatory to the UN Global Compact. We
understand internationally recognized principles and guidelines related to human rights properly

For Tokio Marine Group, human rights due diligence means an ongoing, preventive and voluntaryand have identified in particular the human rights issues of our business-related key stakeholders

process to avoid or reduce any negative impact of corporate activities on human rights and tofor fulfilling our role in realizing a sustainable society through participating in and contributing tobecome a “Good Company.” According to the process, Tokio Marine Group conducted a human rights

social responsibility-related initiatives and respecting human rights/promoting human rights due

risk assessment in fiscal 2017 with the assistance of the specified NPO Caux Round Table Japan,

diligence.

and again in 2022, with the assistance of external experts. Going forward, we plan to update theassessment on a periodic basis while considering the impacts of significant changes to our business
operations.
The assessments were conducted on Group companies in and outside Japan, and we identified
potential human rights risks against our major stakeholders, which we need to tackle in order toprevent risks from occurring. For details, please refer to the results of the human rights risk mapping
conducted in 2022.
Tokio Marine Group also ensures that ESG is taken into consideration in the context of mergers andacquisitions (M&As). In reviewing opportunities for acquisition, for example, our M&A transaction
manual lists target company’s ESG policies, such as those relating to “Environment”, “Social” (including
human rights) and “Governance”, as one of the key factors to evaluate. How they are implemented
and how much attention is paid within such company will be important evaluation points as well.

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Human Rights Risk Mapping: Evaluation and Identification Results<Process*1>
Step 1:
Identification of relevant
human rights issues

Identification of potential human rights issues relevant to our business operations according
to the UN Guiding Principles on Business and Human Rights, while also referring to the
Universal Declaration of Human Rights, OECD Guidelines for Multinational Enterprises, ILO’s
International Labour Standards and SA8000.
Evaluation and identification of human rights issues that are most relevant to our key
stakeholders (employees, business partners including insurance agents, insurance customers
and investees). In the evaluation and identification process, the following data and methods
were used to evaluate the likelihood and severity of human rights risks and to identify thesalient human rights issues.
Likelihood*2
Utilization status of whistleblower system

Step 2:
Evaluation andidentification of salient
human rights issues

Step 3: External review

Step 4: Reporting

Severity *2✓

Control Self-Assessment (CSA*3) data of overseas
Group companies✓

Internal interviews and discussions✓

Requests from civil society organizations✓

Guidelines published by internationally recognizedorganizations (UNEP FI, British International
Investment)✓

Risk evaluation results of insurance industry(including industry peer evaluations)✓

Business operations (Stakeholders)
Human rights issues

Employer(Employees andofficers)

Value chain(Partners including
insurance agents)

Core business(Insurance customers)

Core business(Investees)

Right to be free from forced laborand human trafficking

⃝

⃝

⃝

Right to be free from child labor

⃝

⃝

⃝

Right to be free from discriminationand inhumane treatment

⃝

⃝

⃝

⃝

Freedom of association and rightto collective bargaining

⃝

⃝

⃝

⃝

Right to fair and just working
conditions: working hours and wage

⃝

⃝

⃝

⃝

Right to fair and just working
conditions: occupational healthand safety

⃝

⃝

⃝

⃝

⃝

⃝

⃝

⃝

⃝

⃝

Right to health of
local residents⃝⃝

Right to property
and freedom of
movement⃝⃝

Right to an adequate
standard of living⃝⃝

Right to waterand sanitation⃝⃝

Rights ofindigenous peoples⃝⃝

Rights of migrants
and migrant workers*1✓✓✓

Discussions with human rights experts and advisers

Formulation and disclosure of the human rights risk mapping materials⃝

Right to privacy

Negative
impacts on thecommunity*2

Rights of people
in high-risk situations*3

⃝

⃝

⃝

⃝

Right to effective remedy (reporting
system and grievance mechanisms)

⃝

⃝

⃝

⃝

● Dots represent the human rights issues identified in each business operation (stakeholder).

*1 Tokio Marine Group conducted a human rights risk assessment with the assistance of Caux Round Table Japan/external
experts in 2017 and 2022, respectively, and plans to update it periodically considering impacts of significant changes to its
business operations, etc.
*2 The check mark indicates which data and methods were used to assess the likelihood and severity of human rights risks.
*3 CSA refers to Control Self-Assessment which is conducted annually to overseas Group companies to confirm that business
operations are being conducted appropriately based on the prescribed internal control standards.

*1 This refers to foreign-national workers in non-desk work and those employed for the purpose of engaging in routine work
(simple or repetitive work) that does not require licenses or qualifications related to specialized skills. (e.g., foreign-national
workers engaged in administrative work are not included).
*2 This refers to the negative impact on human rights of local residents caused by negative impacts of business operations on
the environment, biodiversity, occurrence of disasters, etc.
*3 This refers to the risk of involvement in human rights violations caused by operating in specific situations with high risks ofhuman rights violations (e.g., areas where conflict, political instability and/or corruption are widespread).

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Human Rights Risk Mapping: Risk Mitigation and Remedy

Business operations (Stakeholders)
Employer(Employees and officers)
Approach to respecthuman rights

Policies foreach business operation

Sites with mitigation
remediation plans
implemented

Core business(Insurance customers)

Core business(Investees)• Tokio Marine Group strives to conduct appropriate human rights due diligence to identify, assess, prevent and mitigate, and account for negative impacts on human rights related to its business operations.
• In the case that we identify that our business operations have caused or contributed to negative impacts on human rights, we endeavor to mitigate and remediate such impacts through appropriate processes and by holding dialogue
with relevant stakeholders.
• We strive to respect human rights through ensuring a rewarding
working environment where each employee upholds diverse
values and working styles.
• Prohibition of forced labor, human trafficking and child labor,
respecting freedom of association and the right to collective
bargaining, prohibition of discrimination and harassment,
promotion of diversity and inclusion• We aim to fulfill our social responsibilities together
with our business partners to achieve sustainable
development together and to promote respect forhuman rights together.

• We prohibit discrimination based on unreasonable grounds in the provision of products and services. We
will not only prevent and mitigate negative impacts on human rights, but also promote the human rights
of all customers and contribute to the realization of an inclusive society. We strive to consider
environmental, social and governance issues, including human rights, in our insurance underwriting andinvestment decision-making processes.

• 68 domestic and international Group companies*For TMNF, 189 branches and divisions (as of Mar. 31, 2022)• Domestic Group companies (TMNF's domestic
subsidiaries)*For TMNF, 189 branches and divisions (as of Mar. 31,
2022)• 68 domestic and international Group companies.
*For TMNF, 189 branches and divisions (as of Mar. 31, 2022)• Conducting human rights training & sustainability training• Providing reporting channels through establishing internal andexternal hotlines• Implementing document inspection system to prevent
Risk mitigation & prevention/ discriminatory practices

remediation(Examples of Specificinitiatives)

Value chain (Business partners
including insurance agents)• Distribution of “Principle of Transactions” (established • Conducting dialogues with experts, civil society organizations and other stakeholders to accurately grasp
in Mar. 2009) to suppliers. (TMNF)
their expectations and requests to our company and reflecting them in our insurance underwriting and• As a result of dialogue with suppliers and NGOs,
investment policy and practices to address environmental and social risks
TMNF has refrained from procuring• As a result, for example, based on dialogues with NGOs in the Arctic region, we established our “Policy tocontroversial paper products, which may have
Address Environmental and Social Risks” (established in Dec. 2021), which includes the screening ofnegative impacts on the environment and local
potential negative impact to indigenous peoples’ rights and the local community in the Arctic region. This
community and is recommending the purchase ofpolicy also prohibits the underwriting and investment on inhumane weapons such as cluster munitions
FSC*1-certified paper and environmentally conscious
and anti-personnel land mines.
paper products. (TMNF)• S upporting global companies in their efforts to reduce human rights risks that may occur in their supply• Distribution of human rights training tools to
chains through the provision of insurance products and services
insurance agents (TMNF)*1 FSC (Forest Stewardship Council®) certification is a tool that guarantees respect for human rights in addition to environmental considerations in the forestry
and forest product industry. Procurement of FSC-certified products means procurement of products that consider their impact on human rights.

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Human Rights Awareness Promotion Structure (Tokio Marine & Nichido)

At each Group company, all employees and other co-workers are working to build a vibrant corporate

Human Rights Awareness All-Branch Promotion Headquarters

culture without discrimination or harassment.

All branch promotion chairperson: President

At Tokio Marine & Nichido, we formulate the Basic Policies and Measures Related to Human Rights
at the beginning of each fiscal year, and under the human rights awareness promotion structure,provide support to all branches for their relevant efforts made in relation with operations that involve

All branch promotion vice chairperson: Director in charge of Human Resources Department

human rights and inspect the status of their efforts at the end of the fiscal year. We go through theHead Oﬃce Secretariat: Human Rights
Awareness and Diversity Promotion Divisionplan-do-check-act (PDCA) cycle on a constant basis to survey the status, identify issues and take
improvement measures.

Principal Initiatives•C onducting human rights awareness training (to be attended by all employees) and
execution of daily business operations with an awareness of human rights•A chievement of diversity and inclusion (achievement of normalization within the Group andpromotion of employment and retention of persons with disabilities)•P revention of, education on and appropriate response to various types of harassment andHuman Rights AwarenessCommittee member of branch oﬃce

Human Rights AwarenessCommittee member of branch oﬃce

Human Rights AwarenessCommittee member of branch oﬃce

・Promotion chairperson
・Promotion vice chairperson
・Promotion committee member

・Promotion chairperson
・Promotion vice chairperson
・Promotion committee member

・Promotion chairperson
・Promotion vice chairperson
・Promotion committee member

fair hiring selection practices• Initiatives to raise human rights awareness of agents■ Process to Monitor the Promotion of Human Rights Awareness (Tokio Marine & Nichido)❶ Establish and thoroughly implement policies for promoting human rights awareness.
❷ D evelop an organizational structure to promote human rights awareness with the president as the

responsible person.
❸ Implement human rights awareness training for all directors, officers and employees at least once a year.
❹ Formulate and thoroughly implement policies aimed at implementing fair recruitment selection practices

and establish the Human Rights Awareness Committee for Fair Selection and Recruitment.
❺ Promote normalization (increasing employment of persons with disabilities and improving theirworkplace environment in terms of both “software” and “hardware”).
❻ Establish rules for the prevention of harassment in the workplace and set up an in-house consultation

desk.
❼ Request and support agents’ voluntary efforts to raise human rights awareness.

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Library• Human Rights Awareness Trainingprescribing rules for handling cases of discrimination events that are discovered or encountered andEvery year, each member company of Tokio Marine Group holds human rights training in the workplacemaking these known internally.

and e-learning training, in which all employees and other co-workers take part to build a vibrant corporate
culture without discrimination or harassment. Training is based on themes that reflect social issues and■ Whistle Blower System (Hotline) [See pages 166-172 for customer feedback]employees learn about a wide range of areas, which include acquiring knowledge concerning a number

In addition to an internal hotline system, we have set up another whistle blower system through whichof human rights issues in Japan of discrimination against people belonging to outcast communities,

employees seek the advice of external experts. The consultation service accepts consultations by phone or

normalization, LGBTQ+ and harassment issues as well as issues regarding foreign residents and thee-mail, and confirms the content of the consultation, the victim's intention, and the facts, while protecting

Sustainable Development Goals (SDGs).

the privacy of the victim and other concerned parties. We have been disseminating information on how
to use these systems and about our initiatives to improve their reliability via various media. Once a year,

At Tokio Marine & Nichido, we have established a promotion structure mainly comprising the Humanwe conduct a questionnaire survey on Group directors, officers and employees as an effort to capture

Rights Awareness All-Branch Promotion Headquarters and the Human Rights Awareness Promotion

employees' opinions from the perspectives of awareness and reliability of each company's hotline system,

Committee members of each branch office. We work to foster a culture of respecting human rights bywhich is aimed at realizing a better workplace environment for employees.

continuing to achieve 100% participation every year for the human rights awareness training held in theworkplace. Other efforts include holding rank-based training, such as executive seminars, publishing the■ Respect for Human Rights in the Value Chain

latest information on human rights and related tools on our in-house intranet and making them always

Tokio Marine & Nichido issues the Principle of Transactions for business partners (suppliers andavailable for all employees. In addition to employees, we provide various training tools to agents to

subcontractors) from the perspective of social responsibility. The Principle of Transactions requests

support their human rights awareness training.

that business partners promote initiatives that encompass human rights as well as “compliance with

Sustainability Performance Data (Human rights training participation rate, etc.)

laws, regulations and social norms,” “promoting fair and honest transactions,” “thorough information
management” and “consideration for the environment.”•F ostering a Culture to Respect Human Rights by Soliciting and Awarding Human Rights-Related

Sustainability in the Value Chain

Slogans
During Human Rights Week that takes place from December 4 to 10 every year, we solicit human rights-■ Respect for Human Rights in Sustainable Investment and Financing

related slogans from all employees and their families within Tokio Marine Group. The aim is to facilitate

Giving consideration to environmental, social and governance (ESG) issues in investment and financing is

an understanding of the importance of respecting human rights and raise human rights awareness in

becoming increasingly important from the perspective of improving long-term risk/return.

the workplace, at home and within local communities. We select excellent slogans and disseminate themthrough our in-house intranet, Group newsletters and posters to be put up in each workplace as an effort

Tokio Marine & Nichido places great importance on the social role and responsibilities that the insurance

to instill and spread the awareness of respecting human rights.

industry is expected to fulfill, and in June 2012 signed as a drafting member the Principles for Sustainable
Insurance (PSI) advocated by the United Nations Environment Programme Finance Initiative (UNEP•K
 eeping the Human Rights Perspective in Daily Business Operations and Thoroughly EnsuringFI). In April 2011, Tokio Marine Asset Management signed the United Nations-supported Principles forPrevention of Discriminatory Practices

Responsible Investment (PRI) initiative, accepting these principles as an asset management company. As

Tokio Marine & Nichido has in place a document inspection system to check for any expression (including

an insurance firm that has taken ESG issues into account in its insurance underwriting, investment analysis

illustrations, photos and videos) or wording undesirable from the perspective of human rights inand other actions, Tokio Marine & Nichido signed the PRI in August 2012. Through PRI and PSI related

its advertisements and insurance soliciting documents for customers as well as in its daily businessactivities, Tokio Marine Group is strengthening its initiatives for human rights in investment and financing.

operations. The system also performs a check to make sure the company does not obtain unnecessary

Efforts for Sustainable Investments

personal information. Moreover, we have established a system to appropriately report and respond by
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SocialInitiatives■ Supporting Initiatives for Reducing Human Rights Risk in Building Supply Chains
In solving human rights problems such as forced labor and child labor globally, rather than relying solely
on initiatives by government institutions, there are increasing demands that global companies takeresponsibility and respond to these problems throughout their entire supply chains. There are also various
instances in which inadequate handling of these issues causes a major decline in the brand value of global
companies, sometimes leading to product boycotts.

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Response to the Modern Slavery Act 2015 of the United Kingdom andModern Slavery Act 2018 of Australia■Modern Slavery Statement
Tokio Marine & Nichido has been publishing its statement every year since 2016 under the Modern
Slavery Act 2015 of the United Kingdom. Starting from 2020, the company also annually reports(registers) its modern slavery statement to and with the Australian government under the country’s

Accordingly, in fiscal 2017 Tokio Marine & Nichido formed a business alliance with NPO Caux Round Table
Japan (CRT Japan), a specified NPO, and has been providing support for initiatives for reducing humanrights risk, such as forced labor and child labor, which could occur within global companies’ supply chainsthat span the world.

Modern Slavery Act 2018. Tokio Marine & Nichido will continue to report its modern slavery statement
without fail, and together with its employees and business partners, will implement initiatives toprevent slave labor and human trafficking.
Tokio Marine & Nichido’s statement under the UK Modern Slavery Act 2015T okio Marine & Nichido’s statement under Australia’s Modern Slavery Act 2018 (Australian government’s

Tokio Marine & Nichido introduces CRT Japan to companies working to promote “responsible supply
chains.” These companies receive advice from CRT Japan and establish systems that aim to reduce humanrights risk throughout their entire value chain.

online register site)

Modern SlaveryM odern Slavery refers to enslavement and servitude, all forms of forced labor and human

Tokio Marine & Nichido then designs and provides custom-made insurance for companies that receive

trafficking, etc. The International Labour Organization (ILO) reported in a 2014 survey that there

advice from CRT Japan. This insurance covers the additional costs of establishing crisis measures when

were approximately 21 million victims of forced labor worldwide (as of 2012) while annual illicit

hidden human rights risks are discovered at second- and third-tier manufacturing subcontractors overseas

profits reached US$150 billion (estimate), which shows that even in present times slave labor

despite having already taken adequate measures for human rights risk when building supply chains.

and human trafficking are serious social problems.
• Modern Slavery Act 2015 of the United Kingdom

Tokio Marine Group will continue to support the building of supply chains of global companies.

In March 2015, the British government enacted the Modern Slavery Act 2015 to prevent forcedlabor and other present-day slave labor as well as human trafficking. The act went into effect in
October 2015. Section 54 of the act requires commercial organizations that undertake businessin the United Kingdom and that have annual sales of £36 million or more to publish a statement

Companyof steps taken each fiscal year to prevent slave labor and human trafficking in their own② Introduce CRT Japan③Advice on reducing
human rights risk in the
supply chain① Consultation④Design custom-madeinsurance to coverhuman rights riskbusinesses and value chain (supply chain).
• Modern Slavery Act 2018 of Australia
Following the United Kingdom, the Australian government enforced the Modern Slavery Act
2018 in January 2018. The act requires entities based or operating in Australia, which have an

CAUX ROUND TABLE
Caux Round Table Japan(CRT Japan)

Alliance

Tokio Marine Holdings

annual consolidated revenue of more than ASD 100 million, to report (register) every fiscal year
on how they assess risks of modern slavery in their operations and supply chains as well as
actions to address these risks.

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2.2.3 Promoting Diversity and Inclusion
Tokio Marine Group believes that for us to further improve the quality of our products and services

A Truly Inclusive Global Insurance Group

worldwide, we must develop all of our motivated and talented employees to the maximum of theirpotential 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 gender
gap, creating a workplace in which older employees and persons with disabilities can take activeroles as well as promoting employment regardless of nationality or race and facilitating mid-career
recruitment and development of employees with diverse experience.

2.2.3.1 Tokio Marine Group’s D&I■Definition of D&I

Attract

EmpowerDevelop/Promote

RetainWe aim to be acompany thateveryone can fully
demonstrate theirinherent capabilities
and that is chosen by adiversity of humanresources regardless of
individual attributes.

We will create a truly
inclusive working
environment where all
employees can fully
thrive, establish anenvironment
necessary forcontributing tocustomers and society
and delegate
employees anappropriate degree of
discretion.

We will oﬀer support
that enables each andevery employee toachieve growththrough their work byproviding all
employees with avariety of experiences
and learning
opportunities as wellas venues to play
active roles.

We will build strong
bonds of trust
between the company
and employees, andemployees will be
evaluated fairly andcompensatedappropriately basedon their contributions.

Tokio Marine Group defines diversity and inclusion (D&I) as below. This definition serves as the basisof various initiatives toward D&I.
What is diversity?

Attributes, qualities andexperiences that shape
the individuality of each
employee

What is inclusion?
Creation of workplaces
where all aspects of diversity
are accepted, cultivatedand respected so that all
employees can maximize
contributions to ourcustomers, business partners
and society“Our People”■Our people are the most valuable asset of our Group and a key driver of ourGood Company vision.
■We aim to attract and retain the best talent in every aspect of our business toensure 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■D&I Vision
Tokio Marine Group has formulated the D&I Vision based on four important elements consistingof Attract, Empower, Develop/Promote and Retain, which we will strive to realize through our D&I
initiatives. In conjunction with “Our People,” which expresses Tokio Marine Group’s philosophy on

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 fullpotential as we continue our endless journey to be a Good Company.

human resources, we will make a group-wide commitment to D&I and evolve our initiatives toward
the attainment of D&I. Through the realization of Attract, Empower, Develop/Promote and Retain, we
aim to become a truly inclusive global insurance group.
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2.2.3.2 D&I Promotion Structure

D&I; facilitate a deeper understanding of the role of Group management members, who are■D&I Promotion StructureGroup company.

expected to lead our transformation; and connect such understanding to specific initiatives at each

Tokio Marine Group established the position of Group Chief Diversity and Inclusion Officer (CDIO)
and Diversity Council in April 2021 to accelerate D&I-related initiatives and create an environment

Tokio Marine Group aims to achieve sustainable growth by promoting D&I across the entire Group.

that enables all Group employees to leverage their diverse backgrounds and fully exercise theircapabilities. 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 discusses important D&I themes withmembers representing Group companies in and outside Japan and promoting D&I while forming a
consensus across the Group.
At the first session convened in August 2021, we confirmed the role of the Diversity Council anddiscussed the formulation of the D&I Vision and future action plans. The D&I Vision was devised basedon these discussions.
Furthermore, we distributed the D&I Booklet to all Group employees in Japan and overseas topromote a deeper understanding of the significance and purpose of D&I and to encourage changes
in the awareness and behavior of each employee. Tokio Marine Group aims to achieve sustainablegrowth by promoting D&I across the entire Group. Additionally, we held D&I sessions for management
members from across Japan, Asia, Europe and the United States. The goal is to vigorously promote

2.2.3.3 D&I Initiatives■Fostering a D&I Culture
Changing the awareness and behavior of each employee is essential in fostering a culture of D&I, andthe entire Group has been undertaking various initiatives in this regard. As part of these initiatives,
we have introduced a group-wide initiative to understand, recognize and change the unconscious
biases that would impede the spread of D&I. Commenced in fiscal 2017, the initiatives originallytargeted management members and have subsequently been expanded to include all employees infiscal 2021.
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 create change.” 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 LGBTQ+
issues but also seminars for male employees to encourage their participation in domestic and childrearing duties. These measures have become an opportunity for individual employees to think about
their own awareness and behavior.
Tokio Marine Group will continue to promote group-wide initiatives for fostering an inclusive
environment.

First session of Diversity Council convened in August 2021

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Initiatives■ Eliminating Gender Gap
Tokio Marine Group regards the promotion of D&I as synonymous with its growth strategy. As such,

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Aside from initiatives undertaken individually by Group companies, Tokio Marine Group as a whole is

the Group CEO has been stressing the importance of such efforts at various meetings and seminars

providing a variety of opportunities for female employees. In fiscal 2019, we launched Tokio Marine

in the form of a top management message. Among matters related to D&I, we place particularGroup Women’s Career College (TWCC), an internal program for female employees of Tokio Marineemphasis on elimination of gender gap and have been tackling this as a universal issue for the entire

Group companies in Japan. It provides the opportunity for willing participants to think about andGroup. We have been making proactive efforts over time to create an appropriate environment andincrease awareness of their own careers as they motivate each other and gain an insight into diverse

promote human resources development so that every female employee at each Group company canvalues and philosophies.

autonomously build their careers and thrive in an even wider range of fields.
As a result of these initiatives, more than 500 women are currently holding management-level❶ Tokio Marine & Nichido’s Initiatives

positions and playing active roles at Group companies in Japan. Tokio Marine Holdings has two

Rooted in its belief that employees with diverse value sets participating in the decision-making process

female directors, one Audit & Supervisory Board Member and two executive officers, while Tokio

increases the quality of its decisions, Tokio Marine & Nichido continues its work toward eliminating gender

Marine & Nichido has one female director, two Audit & Supervisory Board Members and five executive

gap to achieve a state in which women commonly participate in every decision-making process. Based on

officers. Both companies are integrating diverse views into their corporate management.

a policy for initiatives toward eliminating the gender gap via a dual approach of having women participatein every decision-making process and increasing the engagement of each and every female employee,

In recognition of such group-wide efforts and performance in terms of results, Tokio Marine Holdings

the company aims to realize this state by introducing initiatives that create an environment where each

was selected four times as a “Nadeshiko Brand” in fiscal 2013, fiscal 2015, fiscal 2017 and fiscal 2018.

female employee can continue to grow while feeling motivated to work.

Further, the Group CEO announced his advocacy of a declaration of action stating that a group ofmale leaders dedicated to empowering women would accelerate the active participation of women

Tokio Marine & Nichido has set a quantitative target of increasing the ratio of women in management-

who shine as well as the vision of the 30% Club Japan established in May 2019.

and higher-level positions to 30% by 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

Tokio Marine & Nichido has earned the Diversity Management Selection 100, an award sponsoredand capabilities. These include role assignment and year-long on-the-job training (OJT) based onby the Ministry of Economy, Trade and Industry (METI). For this award, METI selects and commends

individual career visions, job transfers across departments and various training.

“companies that have raised corporate value through diversity-oriented management.” Tokio Marine& Nichido was recognized for its efforts such as enabling numerous women to continually takeactive roles by helping protect motherhood, enhancing systems for supporting child rearing andtransforming the overall roles of employees, and for promoting the employment of persons withTarget30

disabilities while raising consciousness of the principle of normalization.
In addition, six other Group companies, including Tokio Marine & Nichido Career Service and Tokio
Marine dR, were granted “Eruboshi” certification by the Minister of Health, Labour and Welfare as

10.4

outstanding companies in terms of conditions related to promoting the active participation of

3.6
2011

2022

2030

Ratio of women in management- andhigher-level positions

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women. The certification has three stages depending on the number of assessment items fulfilled■Overseas Initiatives

and five companies received the top certification.

U.S.-based PURE wants their employees to be passionate about their jobs, devoted to the company

Sustainability Performance Data (Number of directors and managers)

and proactively committed to their work, and it believes that employees perform best in anenvironment where they are respected and treated fairly and equally.
Employee Resource Groups (ERG) are independent, employee-operated entities founded in eachregion since 2021. They operate as resources for the company to make decisions on policy andcommunity issues while simultaneously advancing the following initiatives to build a diverse andinclusive organization.

PURE United (Ally)

Raises employee awareness and fosters a sense of unity by listening to feedback fromthe local community on company activities and promoting solidarity with marginalizedgroups.

Asian & Pacific Islander ERG

Creates a community for employees of Asian and Pacific Islander descent and provides
a venue where members can mutually recognize common traits and different
viewpoints in a psychologically safe environment and grow together.

PURE ＋（LGBQTIA ＋）

Raises awareness for the respect of LGBQTIA+ people, promotes growth and ensuresequality.

PURO Orgullo(Hispanic & Latinx)

Promotes individual and professional growth for members by creating an environmentthat supports PURE’s Hispanic and Latinx community.

The BERG（Black ERG）

Provides a venue for members who share a common purpose to achieve their ideas
and foster individuality through communal participation, cultural literacy and skill
development.

Women’s Leadership Council

Creates a network and support system where competent female members collectively
enhance their skills while strengthening collaboration and multiculturalism and thecommunity.

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2.2.3.4 Utilizing Diverse Human Resources

provides support instead of being a support recipient, 2) be a company in which employees can have

■Empowering an Age-Inclusive Workforce

focusing on creating an environment in which employees can work enthusiastically with a sense of

Tokio Marine Group considers actively promoting continued employment of elder members to be an
important management issue in maintaining sustainable growth of the Group as a whole. In addition
to encouraging continuous self-advancement, awareness and behavioral change 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 Employment of Persons with Disabilities
Aiming to “resolve social issues by promoting employment of persons with disabilities and creating
supportive working environments to contribute to the realization of an inclusive society where
everyone can live with a sense of security,” Tokio Marine Group is promoting the employment of
persons with disabilities at Group companies and working to raise consciousness of normalization. Of
particular note, Tokio Marine Business Support Co., Ltd., a special subsidiary based on the Disabled
Persons Employment Promotion Law, is contributing to the Group by providing services that include
administrative support, printing, logistics and commodity sales.
• Promoting Employment of Persons with Disabilities through a Special Subsidiary
In January 2010, we established Tokio Marine Business Support with the aim of promoting
employment of persons with intellectual and developmental disabilities, and in March 2010, thecompany was the first in the non-life insurance industry to be approved as a special subsidiary under

their dreams and take pride in and 3) expand opportunities for taking active roles, the company issatisfaction. 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.
Sustainability Performance Data (Rate of employment of persons with disabilities)
Tokio Marine Business Support (in Japanese)• Promoting Normalization
Tokio Marine & Nichido Systems has actively been seeking to promote normalization for persons withdisabilities by making offices barrier free, hiring physically challenged persons as IT engineers andhaving visually impaired persons provide in-house massage services.
From September 2009, the company has been running an internal café, Smile Café, and Smile OfficeService, which provides general administrative services such as producing name cards, making
printouts and digitalizing paper documents by members with disabilities. Smile Café is a food store
and providing 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 members with disabilities work together, synergetic effects arebeing created in terms of cheering up each other and enhancing work satisfaction.
Tokio Marine & Nichido Systems (in Japanese)

the Disabled Persons Employment Promotion Law (employs 357 people as of June 1, 2022).
A total of 216 employees with disabilities (as of June 1, 2022), mainly persons with intellectual anddevelopmental 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 operations such asdata input and processing, document enclosure and shipping and printing. Further, employees withdisabilities started selling coffee as part of a welfare program to Tokio Marine & Nichido employees
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 romoting Development andEmpowerment of Human Resources

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2.2.4.2 Various Initiatives to Promote Human Resources

Development■Efforts toward Human Resources Development with a Focus on Dialogue

2.2.4.1 Our Stance on Human Resources

For Tokio Marine Group, our people and the trust built up by our people are the source of our

Tokio Marine Group’s philosophy on human resources has been positioned as “Tokio Marine Group

Group company is building skill development programs and personnel systems appropriate for the– Our People.” Based on this philosophy, we are working on the strategic development of diverse

characteristics of their respective businesses based on the Tokio Marine Group Spirit.

competitiveness, and thus human resources development is an extremely important theme. Eachhuman 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

As an example, Tokio Marine & Nichido aims to be a company where all employees continue to grow

Human Resources Officer (CHRO), while the Board of Directors and Management Meeting of eachand has accordingly been making efforts to develop human resources. The goal is to become aGroup company monitor the individual implementation status.

company which provides customers with a sense of security, is selected by customers and constantly

Our People

grows, as stated in its mid-term business plan.

■Proactively Accelerating Investment in People

Specifically, Tokio Marine & Nichido thoroughly aligns the career visions of individual employees,

The power of our people is the driving force for protecting customers and local communities inwhat they want to become and their strengths and weaknesses. This is done based on the humantimes of need as a “Good Company.” The Tokio Marine Group Spirit has been built up by overcoming

resources development cycle that uses regular interviews throughout the year between supervisors

numerous adversities and constantly taking on challenges since our earliest days that focus on theand their subordinates as milestones. While assigning challenging roles that lead to the growth offive areas of taking on challenges, openness and dynamism, customer orientation, social contribution

Human Resources Development Cycle (Tokio Marine & Nichido):
Aiming for a Positive Cycle of Human Resources Development(contribute to society and people) and a global perspective. This spirit has been passed down overthe generations and even now is the starting point for individual ideas and the source of human

Framework for Year-Round Human Resources Development

resources with a high sense of purpose who boldly take on challenges.

February–April

February–April

In addition, based on the Tokio Marine Group Spirit, we have fostered over many years a nurturing
culture in which both “individual employees” and “companies and organizations” grow and develop.
We are working to spread and pass down this nurturing culture to the entire Group with the aimof having our Group companies around the world work together on the development of humanresources. At the same time, to enable more than 40,000 Group employees worldwide to constantly

As required

March–April

Evaluation ofcompetencies and results

October–November

Competencies andresults feedback
March–Aprilhone and fully demonstrate their individual capabilities, we are making efforts to recruit andsystematically develop diverse human resources both in and outside Japan and create systems toApril–May

more proactive approach in accelerating our investment in people.

Revision of goals subsequent
to interim interviews

June

Human resources
development meeting

support these efforts. With the business environment undergoing drastic changes, we are taking a

Promotion
Appointment of leader class

Review interviews

OJT
Oﬀ-JT/
Self-development

Interim interviews
October

Evaluation of competencies
September

Share organizational visionFirst interview of ﬁscal year
June

Feedback on results ofmultifaceted observations
August–OctoberSelf-assessments

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respective subordinates, the company provides continuous support for their growth and follows up

More specifically, since April 2021 Tokio Marine & Nichido operates “Cafeteria for Learning,” a newon their progress.

training system for all its employees, comprising of about 50 programs. Through the system, thecompany has enhanced a lineup of voluntary participation training programs for employees toWhen assigning roles, we indicate the importance of solving social issues through our business,choose from based on their career visions and strengths. In this way, the system is designed as aand when setting goals, we set goals based on the role and conviction of each employee after

scheme to encourage autonomous career development and self-motivated growth.

considering specific actions to provide value that will help solve issues faced by our customers andlocal communities, while returning to the Group's purpose. As a result, performance bonuses are

In response to the promotion of working from home and telecommuting practices, the system offers

determined by employees' performance, including the resolution of social issues.

more online programs to eliminate location and time constraints and ensure greater ease of learningfor employees. Based on changes in the business environment, the company has also planned andTokio Marine & Nichido also creates and provides an extensive range of programs related to humanorganized the system mainly with training programs on digital transformation (DX), diversity &resources development, including broad training opportunities and e-learning and other learning

inclusion (D&I), management and other themes that will be of particular importance in coming years,

tools, both of which respond to employees’ diverse needs and career visions. The company has also

and seeks the growth of employees together with the company. With the system serving as a venue

established a variety of systems, such as the Project Request System and Job Request System, tofor diverse employees across Japan to connect to and learn from each other, Tokio Marine & Nichido

support employees’ aspirations. From the viewpoint of offering diverse growth opportunities, thealso intends to further foster an open and free-spirited culture where they mutually support thecompany mainly sends young employees to short-term overseas training programs and to businesspursuit of a challenge and growth.

schools in Japan and abroad, universities in non-English-speaking countries and other institutions on
an ongoing basis.

Specific Examples of the “Cafeteria for Learning” Programs
Name

TargetOverview

The New Ship

All employees

A seminar-style program by an external expert serving as a lecturer for thedevelopment of DX personnel. Designed to operate in conjunction with aseparate platform (economic news app) implemented internally to promotelearning 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 employeesof overseas Group
companies
across the world

A program in which young employees working for Group companies acrossthe world get connected online, beyond national borders, to talk about theGroup’s vision and other topics. It aims to further advance D&I throughout theGroup on a global scale.

Leader class andsemi-leader class

A program for supervisors to reflect on their own management and improvetheir leader-style management capability that inspires subordinates. It aims toenable supervisors to guide subordinates to think, express opinions and act
on their own for maximizing organizational strengths and seeks to strengthen
management and leadership.

Leader class

A seminar-style DX learning program for leader-class employees, operated incollaboration with GLOBIS Corporation. The aim is to develop leaders who
guide an organization, which needs to be changed, with a sense of ownershipby cultivating knowledge on corporate strategies and business models
matched to the era of digitalization.

In addition, Tokio Marine & Nichido operates a multifaceted observation system as a 360-degree
evaluation tool for Directors, Audit & Supervisory Board Members and Executive Officers as well as
leader class and semi-leader class employees. The system lets them reflect back on their actions byunderstanding how they are evaluated by others and provides an opportunity to raise awareness andtransform themselves.
Sustainability Performance Data (Employee training)■Example Case of Human Resources Development Program: “Cafeteria for Learning”
Tokio Marine & Nichido provides various rank-based training programs, including introductory
training for new employees, introductory training for mid-career employees, global training andmanagement-level training. Additionally, given changes in the working environment and working
styles and the diversification of knowledge and skills that employees should attain, the company

Leader-StyleManagement
Training Session

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 humanresources development system to allow employees themselves to choose what they need to learn
from among various themes.

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In developing the program, we collaborate with external organizations, such as NewsPicks, which■ External Side Jobs

provides a place for communication based on the latest news content, and the Data Science Hill

External side jobs have certain benefits, such as allowing employees to engage in different work, build

Climb in collaboration with Professor Matsuo of the University of Tokyo, and the partnership with Life

new personal connections and gain diverse experiences, which may drive their individual growth. As such,

Shift University.

Tokio Marine & Nichido has created an environment that enables employees to take up a side job moreeasily by revising its operational rules and simplifying the approval process in January 2021.

Tokio Marine & Nichido HRA, the Group's human resources development company, has developed
programs in 12 categories and 40 different themes and objectives, as well as by rank and industry, toAs a general rule, the company places a limit on the total number of hours allowed for side jobs to 30

provide highly convenient

hours or less per month from the viewpoint of ensuring the health of employees and only approves a side

training tools and training

job if: 1) it does not interfere with employees’ work at Tokio Marine & Nichido; and 2) it is not discreditable

Cafeteria for Learning

programs for the Tokioto the company.

Marine Group.
Tokio Marine & Nichido will support employees who aspire to take up a side job outside the company so

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 oflearning tools, including micro learning□ Divided into groups according to the degree of impact on theorganization of related processes, allowing employees to selecta desired program based on an interview with a supervisor
regardless of their positions

Overall Picture of“Cafeteria for Learning”“Independencexcooperation”
package“Driveorganization”
package“Manageorganization”
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 expertiseand participate in a program they want to learn in more detail□ Lineup and content to be updated as necessary according tochanges of the times and in the surrounding environment

Basic business skills(ability to think, language
proﬁciency, etc.)

Management(empowerment, etc.)

Cross-borderinteraction andcreativity(DX, D&I, etc.)that they can utilize such side jobs as an option to achieve their own personal growth.
■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 forming
and building their careers and to help strengthen the independence of employees based on choice andIndependence interms of career(career plan, etc.)

Human resources
development

Organizational
development(coaching skills, etc.)(team dialogue, etc.)

self-responsibility. It is a key HR development program for maintaining and expanding the energy of
employees by allowing them to apply for jobs they want to try. In particular, locally based employees injobs 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■ Project Request Systemthrough the Job Request System (U-turn and I-turn transfers*).

Tokio Marine & Nichido has introduced Project Request System, which provides motivated employees
across Japan opportunities to take part in various projects of corporate departments at the head office*U-turn and I-turnand other departments, while maintaining their original jobs. There are 78 such projects in the first half offiscal 2022, in which about 500 employees are participating. By introducing and expanding the use of thisU-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 cancontinue working after changing localities due to reasons such as marriage or a parent’s or
spouse’s relocation. Employees are able to relocate while maintaining their position in thecompany at the same level of compensation.

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 expand their network of people and improve their expertise and skills through thepromotion of projects• Spur innovation and improve the quality of output by encouraging employees with diverse capabilities
to take part in projects*Not all employee relocation requests are approved.

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Additionally, when soliciting applicants for fiscal 2021 (for a transfer in April 2022) under the system, theAward 2022 hosted by Link and Motivation, in consecutive years Tokio Marine & Nichido was ranked

company added the Remote Job Request option for employees who had not been able to apply to thesecond in the Large Companies category.

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

Although employee satisfaction levels are high on the whole throughout the Group, we are aiming

working without relocation.

to further boost employee satisfaction by reflecting opinions of employees regularly gathered byeach company in overall management and personnel measures and by providing feedback related to

In addition to the Job Request System, the company offers employees the opportunity to declare theirwishes regarding job transfers and future career visions from the perspective of putting the right people

organizational management.
Sustainability Performance Data (Employee attitude survey results)

in the right jobs based on their career visions and transfer wishes.
Sustainability Performance Data (Job Request System)■Sound Labor-Management Relations
In Tokio Marine Group, Tokio Marine & Nichido and other Group companies conduct good-faithnegotiations and discussions with labor unions on a wide range of topics, from payroll, personnel

2.2.4.3 Dialogue with Employees
Tokio Marine Group values dialogue with employees about overall management, personnel measuressystems and occupational health and safety to management policies, to achieve sound corporate
growth and maintain and improve various working conditions of union members.
Sustainability Performance Data (Labor union participation rate)

and workplace environments and leverages the feedback to improve its management.
■Raising Employee Satisfaction Levels
Tokio Marine Group conducts a culture and value survey of employees around the world every year.
In fiscal 2021, approximately 34,000 employees from 42 Group companies participated in the survey.

2.2.4.4 D eveloping and Securing Human Resources Capableof Engaging in Global BusinessConducting an across-the-board survey makes it possible to understand the entire Group’s inclination■Promotion of Global Human Resources Strategy

toward Group culture as well as each Group company’s culture and values and enables us to promote

Amid the increasing importance of overseas business, Tokio Marine Group considers it essential tovarious initiatives to realize the “Good Company” vision.

build a human resources base that supports development into a global insurance group through thehiring and developing of diverse human resources at Group companies around the world. To achieveGroup companies in Japan have created a group-wide platform for the implementation of a Group

this goal, we formulated a global human resources strategy and have been promoting various

employee awareness survey once each year. In fiscal 2021, the survey was given to 6,610 employees

measures on an ongoing basis since 2012.

in 16 individual companies such as Tokio Marine & Nichido and Tokio Marine & Nichido Life
conducting a similar initiative independently.
In place of its previous employee awareness survey, in fiscal 2020 Tokio Marine & Nichido started
using the Motivation Cloud service provided by Link and Motivation Inc. The service is designed toaccurately capture employees’ job satisfaction and motivation, in other words the status of employee
engagement, and support timely implementation of effective measures. It also has a feature to

Pillars of Tokio Marine Group Global Human Resources Strategy❶ Develop Global Leaders❷ Develop highly professional human resources for each function in line with expertise❸ Expand the base of the global talent pool

❹ Establish systems and infrastructure to spread the Company’s Corporate Philosophy

identify the status through a comparison with other companies. In the Best Motivation Company
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To develop global leaders, we are implementing a number of measures that include training forenvironment and reflect them in corporate management. As a system to stably develop management

Global Leader candidates selected from Group companies worldwide (Global Executive Program,personnel with high levels of expertise and management capability to respond to such significant

Middle Global Leadership Development Program (MGL) and others). In addition, Tokio Marine Groupchanges on a global scale and drive the Group’s management, Tokio Marine Holdings introduced

started the Global Job Rotation Program in fiscal 2011 from the perspective of actively utilizing

a new personnel system in April 2019. Under the system, we have been promoting group-wide

motivated and capable overseas local talent. These and other initiatives are being undertaken to

talent management of such personnel and continually providing a variety of transnational training

develop and utilize highly professional human resources for each function in line with expertise.

programs.
Sustainability Performance Data (Number of employees, basic employee data)

The Management School is a program for mid- to young-level leaders in Japan to experience theprocess of considering new businesses and to foster the innovation mindset skills required of• Data Science Hill Climb

management personnel, and for young leaders in Japan to foster the broad perspective and ability

This is Tokio Marine Holdings‘s original program for developing data scientists truly talented to leadto change required of management personnel through a number of hands-on programs. For young

the digital transformation of Tokio Marine Group. Under the supervision of Professor Yutaka Matsuo

leaders in Japan, we offer the Management School, which fosters the broad perspective and ability toat the graduate school of The University of Tokyo, this long-term development curriculum of morechange required of management personnel through a number of hands-on programs.

than 200 hours is designed to cultivate skills to utilize data in business in a systematic manner.

In addition, we are building a talent pipeline at the management level by developing future• Domestic and Overseas Trainee System (MBA/LLM Course)management personnel at different levels, such as by establishing the Tokio Marine Group Leadership

Tokio Marine & Nichido operates a trainee system that solicits participants from employees andInstitute in FY2023 to permanently develop and produce future management leaders who will be

provides them opportunities to apply for Master of Business (MBA) or Master of Laws (LLM) program

responsible for group management.

offered by Japanese and overseas graduate schools on corporate sponsorship, with an aim to gain
specialized knowledge in management, financial affairs and legal fields and form a network with

Furthermore, we provide various training opportunities such as global training (short-term overseas

people outside the company.

dispatch) for Tokio Marine & Nichido Global Course employees (third-year employees), which started
in fiscal 2012, and overseas trainee dispatches.

• Support for Acquisition of Actuary Qualification
Tokio Marine & Nichido encourages its employees to acquire actuary qualification of The Institute of

A specialized department in charge of global human resources was established at Tokio Marine

Actuaries of Japan and provides relevant support in order to develop mathematical professionals,

Holdings to steadily promote these measures. At the same time, the company regularly holds thewho engage in product development and risk assessment (calculation of insurance premium rate,

Global Human Resources Conference by gathering human resources department managers ofpolicy reserve, etc.) necessary for operating insurance business.

major Group companies to discuss measures to strengthen cooperation among human resources
departments, human resources development common to the Group, personnel strategies and other■ Securing Human Resources Who Will Lead the Future

matters. Going forward, the company will continue to promote the global human resources strategy

Tokio Marine & Nichido endeavors to secure diverse and capable human resources that can playwhile actively incorporating the opinions and requests of Group companies around the world.

active roles globally regardless of gender, nationality or whether being new graduates or mid-career
employees.

■Stably Securing Global Management Personnel and Personnel with Specialized Knowledge
The environment surrounding Tokio Marine Group has been undergoing rapid changes, including

As a new initiative in fiscal 2021, the company conducted fall recruitment of new graduates for thetechnological advancements, globalization and demographic shifts. Consequently, it has become

first time in almost 10 years and successfully recruited students who were not accessible in spring

increasingly important to accurately capture these highly uncertain changes in the external

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company has further strengthened the hiring of human resources who can plan new services andappropriate workforce allocations best suited for organizational sizes. It is difficult to fully rely on

spur innovation from the customer’s perspective through its SPEC Innovation Course and the hiring

People Analytics to implement strategic workforce planning at Tokio Marine Group. However, theof those who are potential candidates for global management personnel through its SPEC Global

effectiveness and efficiency of its strategic workforce planning are improved by utilizing People

Business Course. This has helped the company to secure diverse human resources.

Analytics.

Tokio Marine & Nichido also provides internships for participants to experience its various businesses■Utilizing AI Technology for Recruiting and Hiringin the actual workplace. The company creates an internship program for each workplace accepting

Tokio Marine Group utilizes artificial intelligence technology for selecting interview candidates fromstudents. Each program offers a menu of activities, such as participating in a meeting with outside

new graduate applicants.

parties, an office tour, roundtable discussions with diverse employees of different backgrounds, webconferences with employees working overseas and case studies through group work. In fiscal 2021,■Utilizing People Analytics for Identifying Current Workforce Skills Gapsthe company offered, mainly online, a three-day premium internship in seven cities across Japan and

Tokio Marine has been conventionally and closely exchanging information with each department/a two-day internship at branch offices nationwide, and accepted a total of more than 1,000 students.

branch and/or regional headquarters, and filling vacant positions by transferring employees from

Tokio Marine & Nichido’s internship programs are highly appraised by students, job placement media

other departments and/or replenishing by hiring after identifying shortage of human resourcesand other parties as an “internship that encourages the growth of participants,” as it requires highincluding skills and analyzing from multiple viewpoints including comparative analysis amonglevels of input and output.

organizations and markets analysis, etc.

Moreover, as part of its career education, Tokio Marine & Nichido has launched “Tokio Marine Career■Utilizing People Analytics for Competitive Intelligence

Academy,” an online seminar in which any employee can participate easily at any time, to provide

Tokio Marine has formed the HR Intelligence Team within its Human Resources Department to collectprograms that facilitate a deeper understanding of non-life insurance industry and support for career

information on human resources inside and outside of the company, share such information withpaths. Covering a wide range of topics, including tips for job-seeking activities and lectures by former

general managers and Group Chief Human Resources Officer as needed, and develop, analyze andemployees of Tokio Marine & Nichido, the seminar was held 12 times during fiscal 2021.

implement HR-related policy/strategy if necessary.

In addition, we have established a system to recruit a wide range of personnel by holding the "Tokio

2.2.4.5 Transforming Working Styles

Marine Job Seminar" for women, "Career Seminars" by male area career-track employees, and the

Tokio Marine Group has been striving to transform working styles with the aim of driving sustainable"Tokio Marine U-turn Local Employment Forum" for job seekers who wish to make a U-turn.

growth of the Group and employees by having diverse human resources work with high productivity.

Tokio Marine & Nichido will continue to engage in a broad range of recruitment activities as an effort■Initiatives in Pursuit of Highly Productive Working Styles

to secure excellent and competent human resources, and at the same time provide opportunities for

Tokio Marine Group is pushing ahead with various initiatives in pursuit of highly productive working

participants to explore social issues and new solutions through workplace experiences and exchange

styles in order to provide even higher added value to customers.

with employees, and contribute to the development of future generations.
As examples, Tokio Marine & Nichido initiated Go Go Challenge Day (employees finish work at 5:30
■Utilizing People Analytics for Strategic Work Force Planning

p.m. or within seven and a half hours of actual working once per week) and Season Challenge (allTokio Marine Group needs to implement its strategic workforce planning more effectively andlights off and employees finish work at 8:00 p.m. for one month, four times a year) so as to establish

efficiently, and accordingly, the opportunities of utilizing People Analytics are expanding. Tokiothe custom of each employee controlling his or her own work hours independently. In doing so, theMarine Group utilizes People Analytics for evaluating organizational busyness and analyzing

company aims to achieve 100% execution of these working practices.
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In addition, we allow the use of a dedicated app that enables the confirmation, sending and receiving■ Support for Balancing Work and Childcareof company email from the individual’s mobile device when on the move or with a client. From an

Tokio Marine Group supports the balance between work and childcare at each Group company. In

infrastructure perspective, we provide company mobile devices, and from a system perspective,

recognition of proactive initiatives for employees’ childcare support, Tokio Marine & Nichido, Tokio Marine

home and mobile working are given as options to all employees without imposing a limit on the& Nichido Life, Tokio Marine Millea SAST, Tokio Marine dR, Tokio Marine & Nichido Systems, Tokio Marine &allowed number of times. We aim to ensure that diverse personnel can work at high productivity

Nichido Medical Service, Tokio Marine & Nichido ANSHIN 110 and Tokio Marine Asset Management werelevels by establishing an environment in which people are free to choose work location and work

granted the Next Generation Certification (Kurumin) subsequent to accomplishing the General Businesstimes.

Owner Action Plan based on the Next Generation Nurturing Support Measures Promotion Law by the
Minister of Health, Labour and Welfare. Of theseBy encouraging each employee to effectively utilize the extra time created through these initiatives

companies, Tokio Marine & Nichido, Tokio Marine

for personal growth (higher motivation to work, better health and enriched life) and linking their& Nichido Life, Tokio Marine & Nichido Systems

personal growth to higher added value we provide to customers, we aim to achieve sustainable

and Tokio Marine & Nichido Medical Service havegrowth of both the Group and employees.

been accredited with the Platinum Kurumin for

Sustainability Performance Data (Annual average actual working hours)

introducing and utilizing systems that support both
work and childcare and maintaining these efforts at
a high standard.

■ Personnel Systems Enabling Diverse Employees to Work with Independence
To support the realization of diverse working styles for each employee, Tokio Marine Group companies

Tokio Marine & Nichido has established the “mama & papa career advancement support system” as ahave established a range of systems including the introduction of a system enabling employees to flexibly

system supporting the growth of employees wanting to work and advance their careers while raisingchange daily working hours (working hours free choice system) as well as childcare and nursing carechildren. Specifically, the company has set up systems that go above and beyond what is mandated byleave, volunteer work leave and special consecutive paid holidays. In particular, Tokio Marine & Nichido

law and support measures realizing a smooth return to work as well as a good balance between work andhas expanded the special paid leave system, which allows employees to take five consecutive days off forchildcare. The number of people using these systems is increasing every year.

any reason, to all employees, including those with fixed-term contracts.

•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

Through these systems, each employee has the ability to choose the best working style to fit theextended up to two years depending on circumstances

circumstances he or she has been placed in. This has enabled us to create an environment in which•A shortened work hours system that can be used from pregnancy to the end of the fiscal year when theemployees with diverse values and a variety of experiences, including childcare and nursing care, canchild is in the third year of elementary school

continue to make a meaningful contribution. I-turn transfers* of Tokio Marine & Nichido’s Job Request•A paid parental leave 5 days from the start of paternal leave in excess of legally required minimum

System are also available to realize flexible working styles.

•A paid parental leave up to 7 days before the spouse gives birth in excess of legally required minimum

Sustainability Performance Data (Nursing care leave system)a system allowing the viewing of company information from home during childcare leave•Introducing
•Implementing a telecommuting system for all employees* 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.

•H olding seminars and opinion exchange meetings for system users and their superiors and partners
Sustainability Performance Data (Retiree rehiring system, maternity leave system, etc.)

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2.2.5 Promoting Health and Productivity Management
2.2.5.1 O ur Approach to Promote Health and Productivity Management
Maintaining and enhancing the physical and mental healthof our employees, the driving force enabling us to continue

Health and Productivity Management Vision

as a company that provides safety and security to customers
and is trusted and chosen by customers, is a critical themeof utmost priority. Each Tokio Marine Group company has
been making efforts to create an environment in which
employees can work with enthusiasm by establishing themanagement system of enhancing occupational safety

Initiatives
to ensureemployeehealthand health standards, striving to continuously improve thePreventing disease
aggravation (measures for
employees with anomalies
in health checkup results)

Expanding the scopein line with changes
in health issues

Preventing
lifestyle-related diseases(behavior change)

Achieving sustainablegrowthContributing to resolving
related social issues

Every employee being healthy both physically and mentally

performance of the management system, and promoting
the maintenance and enhancement of both physical andmental healthcare for its employees.

◉ Health and Productivity Management Vision

Impacton theorganization

For the entire business activities, Tokio Marine Group
regards employees who are responsible for such activities

physical and mental health of employees so that they canwork enthusiastically with higher levels of satisfaction
and motivation, support health promotion efforts ofcustomers, local communities and society as a wholeand help to resolve related social issues. By doing so, we

Organizational
vitalization

Reducing the burden as a caregiver to help
employees balance work with family care

Impact on
external
evaluation

Higher brand image

Favorable eﬀects on
recruitment

Group-wide implementation (Group companies in Japan and overseas)

ultimately aim to achieve the Group’s sustainable growth.
In addition, Tokio Marine Group ensures compliance withoccupational health and safety(OHS)-related laws andBetter businessperformance and higher
corporate andshareholder value

Promoting changes in the organization

as one of our most valuable assets and their health asa critical management issue. We seek to ensure theWork stylereform (creating
an appropriate
environment)

Higher employee satisfaction andmotivation (work engagement)

Corporate Philosophy and Tokio Marine Group Wellness Charter

Establishing health andproductivity management
as a corporate culture
to support growth asa “Good Company”

regulations and respects for OHS-related international
standards and norms as a signatory to the United Nations
Global Compact.
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Library◉ Tokio Marine Group Wellness Charter◉R elationship between Tokio Marine Group’s Health and Productivity Management
Vision and Health-Related Measures

In order to instill Tokio Marine Group’s vision of and thinking behind health and productivity

Tokio Marine & Nichido considers there are two types of health it pursues through its health andmanagement throughout Group companies in and outside Japan, we have formulated the Tokio

productivity management efforts, namely the health of individual employees and the health of the

Marine Group Wellness Charter as health-related guidelines for employees. To disseminate the charterorganization. Accordingly, the company has established the following four items as its ultimate

to Group companies overseas, we created both Japanese and English versions.

health-related target indexes and defined numerical targets for three of them, and rotated the PDCA
cycle, aiming to continuously enhance the level of industrial safety and health. It is necessary to

Tokio Marine Group regularly holds training sessions for employees responsible for health andimplement measures to reduce absenteeism related to non-occupational illness or injury. Equally

productivity management at each Group company in Japan. In addition to applying health andimportant is creating systems and a corporate environment that enables employees to take time off

productivity management measures throughout the Group and improving content, we havewhen necessary. These elements are vital in developing workplaces that enable employees to thrive

distributed a video message from the Group Chief Wellness Officer (CWO) in English for employees atand have long careers. For this reason, Tokio Marine & Nichido will focus on the analysis of factors

overseas Group companies and put together a feature story on health and productivity management

without setting specific targets for the time being.

in the Group newsletter, among various efforts, to help employees internalize the philosophy behind
the Tokio Marine Group Wellness Charter throughout Group companies in and outside Japan.
I n addition, the Group established

Ultimate health-related target indexes

Health ofindividual employees"Responsible Procurement Guidelines"
and is striving to care for safety, healthand living conditions of employees

Health of the organizationand others of business partners, andTargets for 2023

Improvement in presenteeism*1

63.0

Improvement in absenteeism—

Enhancement of work engagement*2

2.75

Enhancement of the organization’s vibrancy level*3

3.00*1 Absolute presenteeism identified by the WHO Health and Work Performance Questionnaire (WHO-HPQ) (maximum: 100)
*2 Measured by work engagement indicators in a simple survey of new work stress (maximum: 4.0)
*3 Measured by organization unity indicators in a simple survey of new work stress (maximum: 4.0)

e n s u r e t h e e nv i r o n m e n t i n w h i c hemployees and others can work withenthusiasm and enhance the health and

For the four indexes, Tokio Marine & Nichido collaborated with the Health Insurance Association

productivity of employees and others.

and analyzed health-related data, including the results of health checkups. It has been shown
Tokio Marine Group Wellness Charter

that presenteeism, absenteeism, work engagement and the organization’s vibrancy level are all
statistically related to lifestyle-related disease risk, mental health risks and the work environment.

Declaration of Health and Productivity Management
Tokio Marine & Nichido, a major Tokio Marine Group company, is promoting an array of initiatives

Tokio Marine & Nichido has always worked to promote health through four priority measures. They

under its Declaration of Health and Productivity Management, which states that employees represent

are “measures to promote health” based on a population approach to improving lifestyle habits;

the most important driving force in becoming and continuing to grow as a “Good Company” chosen“measures to prevent lifestyle-related diseases” that prevent the aggravation of lifestyle-related

by customers, and that Tokio Marine & Nichido proactively seeks to maintain and promote thediseases and encourage various types of health checkups; “measures to realize a better working life,”

physical and mental health of employees and their families. In addition, we promote health andwhich include mental health measures; and “measures to enhance health literacy” that constituteproductivity management initiatives on a societal level by providing know-how accumulated throughthe basis for all health-related behavior. As the analysis of data has confirmed that these efforts

these initiatives with customers which promote health and productivity management, and so on.

contribute to the enhancement of individual and organizational performance, we will continuously
focus on promoting these health-related measures.
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Relationship between Tokio Marine Group’s Health and Productivity Management Vision and Health-Related Measures

Eﬀects of health investment

Health investment(measures)

Indicators for employees’
awareness and behavior
changes

Indicators for ultimate health-related targets

Management issues to beresolved throughhealth and productivity
management

Measures to accommodate diversifying work styles(Promoting “Our Future Project” and teleworking, etc.)(Establishing work rules and infrastructure)

Measures topromote health

Health Promotion Months(“My Challenge” program: individual eﬀorts)(“Our Challenge” program: organizational eﬀorts)(Holding health-related seminars)
Mimosa Health Committee (health support for women)(Cancer examinations for women)(Holding health promotion seminars for women)(Setting up a Mothers’ Room)Measures to prevent disease aggravation(Preventing aggravation of high blood pressure and diabetes)
Follow-up after health checkups(Giving health guidance to obese employees and employees
showing anomalies in health checkups)
Speciﬁc health guidance(Programs to improve lifestyle habits)
Fitness program for younger employees(Holding online seminars for younger employees)(Programs to improve lifestyle habits)
Support for stop-smoking eﬀorts(No smoking during working hours / Reducing smoking areas)(Subsidies for outpatient treatment to stop smoking / Stop
Smoking Course)(Electronic distribution of newsletters encouraging no smoking)Mental health measures(Promoting line care eﬀorts,
measures for early detection and treatment)(Interviews with new employees)(Providing support to employees with a high stress level)(Supporting return to work and preventing relapse)

Measures to realize
a better working life

(Providing learning tools)(Encouraging employees
to take relevant
certiﬁcation tests)(Electronic distribution ofhealth information
newsletters)

Measures to prevent
lifestyle-related diseases

Health checkups (examinations)(Periodic health checkups and checkups for lifestyle-relateddiseases)(Cancer examinations)(Encouraging employees to receive secondary examinations)

Measures to enhance
health literacy

Tokio Marine Group Wellness Charter and
Declaration of Health and Productivity Management“Get Healthier” Initiative(Health declaration through “Get Healthier” Initiative card)

Countermeasures against infection(Various measures to prevent infection)(Health management of infected employees / Measures toprevent the spread of infection)

Individual
Enhancing health literacy(Employee questionnaire)
Improving lifestyle habits(Rate of employees withdietary habit-related risk)(Rate of employees withsleeping habit-related risk)(Smoking rate)
Improving medical
treatment status(Rate of employees
continuously receiving
treatment)(Rate of employees notreceiving treatment)
Increasing the rates of
employees receiving various
health checkups andexaminations(Rate of employees receiving
periodic health checkups andcheckups for lifestyle-relateddiseases)(Rate of employees receiving
cancer examinations)(Rate of female employees
receiving cancer examinations)(Rate of employees receiving
secondary examinations)
Increasing awareness andeﬀorts for work style reform(Results of employeequestionnaires on work stylereform)(Total overtime hours)

Maintaining and promoting
physical health(Rate of employees
maintaining appropriate BMI)
(Rate of anomalies inhealth checkups)(Rate of employees athigh risk of diseases)(Subjective views of own
health)Maintaining and promoting
mental health(Number of employeeswith a high stress level)(Number of workplaces
with a high stress level)(Job satisfaction levels)

Improving presenteeism
Check by attribute(gender, age, position,
department, etc.)

Improving absenteeism(absence rate and rate of
employees on leave)
Check by attribute(gender, age, position,
department, etc.)

Improving individuals’
work engagement
Check by attribute(gender, age, position,
department, etc.)

Social value
Regards employees as one ofits most valuable assets andensures the physical andmental health of employees
and their families so that they
can work enthusiasticallyHigher employee
satisfaction and motivation

More active roles of women

Organizational vitalization
Improving working
conditions(Number of employees
working long hours)(Paid leave taken)

Contributing to the resolution ofissues in local communities
and society;Supporting health and productivity management of corporate
customers and agents

Organization

Higher productivity

Corporate value
Achieving sustainable growththrough higher market value andbrand value

Improvingorganization’s
vibrancy level

Measures to help employees balance workwith medical treatment(Collaboration among employees, their superiors,
industrial health staﬀ and external organizations)
Measures to improve work engagement levels(Implementing “Discovery Time” initiative to consider what
employees aspire to and how they want to work)(Measures to remedy stiﬀ shoulders and back pain)(Holding seminars, setting up a counseling desk andencouraging employees to take paid leave)* The chart shows a simpliﬁed view of the relationship between each item of healthinvestment (measure) and investment eﬀects for ease of understanding.

Group-wide implementation (Group companies in Japan and overseas)
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2.2.5.2 H ealth and Productivity Management / Occupational

Health and Safety Initiatives and External Evaluation

Overseen by the Group CEO, our efforts to promote health and productivity management andindustrial safety and health management are led by the Group Chief Wellness Officer (CWO), who
is also the Group Chief Human Resources Officer (CHRO), and the Wellness Promotion Team set up◉ Efforts to Ensure Employee Healthwithin Tokio Marine Holdings. We are also making collaborative health promotion efforts jointly withIn order to ensure employee health, as described in Tokio Marine Group’s Health and Productivity

the Health Insurance Association.

Management Vision, Tokio Marine & Nichido has defined the following priority measures based on“Data Health” plans created in collaboration with the Health Insurance Association as well as the

Additionally, with the aim of extending efforts to ensure employee health to all employees working

results of analysis of health checkup and various other health-related data.

across Japan, Tokio Marine & Nichido has established a system of collaboration between industrial
health staff (including industrial physicians and public health nurses) stationed at 46 locations• Measures to Enhance Health Literacy

nationwide and key persons appointed in each workplace respectively for human resources skills

We regard health literacy as a basis of health actions and work to raise the level of health literacy

development and health promotion. Using this Tokio Marine & Nichido’s effort as a benchmark, weamong employees so that they become mindful of their own health and that of people around them,

are implementing a similar system in other Group companies in a phased manner. In addition, we

willingly learn about health measures and voluntarily make health promotion efforts.

strive to reflect ideas of employees and/or employee representatives to our initiatives by making• Measures to Promote Healthefforts to engage with them at the time of promoting health and productivity management andWe believe ongoing efforts by employees themselves are essential in maintaining and promoting

industrial safety and health management.

their health. We strive to enhance the health of all employees by implementing measures to support
their efforts, providing necessary tools and encouraging individual and organizational efforts.

Group CEO,
Tokio Marine Holdings• Measures to Prevent Lifestyle-Related Diseases
A lifestyle-related disease is a health issue that greatly affects both the current life of an employee
and his or her life after retirement. As an effort to prevent the onset and aggravation of lifestyle-Group Chief Wellness Oﬃcer(CWO)

related diseases, we proactively provide support by industrial health staff as necessary based on the
results of health checkups.

Wellness Promotion Team,
Human Resources Department

Health Insurance Association• Measures to Realize a Better Working Life
In order to ensure the physical and mental health of employees, attention needs to be paid not only

Tokio Marine & Nichido

Group businesscompany

Group businesscompany

Group businesscompany

to the health status of individuals but also to factors affecting it, such as the workplace environment
and their attitude toward work. We implement mental health measures led by supervisors in each
workplace and industrial health staff and help employees balance work with medical treatment so as
to enable them to work with vitality and with a higher level of work engagement and lead a fulfilling

Wellness Promotion Oﬃce, Human
Resources Planning Department(industrial health staﬀ)

life.
• Measures to Control Infectious Diseases

Human resources skills
development key persons
and health promotion key
persons in each workplace

Human resources skills
development key persons
and health promotion key
persons in each workplace

Human resources skills
development key persons
and health promotion
key persons in each workplace

We take thorough measures to prevent infection, implement countermeasures against infection andencourage vaccination to protect employees from influenza, COVID-19 and other infectious diseases
in order to minimize their impact on the continuity of our business operations.
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GovernanceInitiatives

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Library• Legal Compliance and consultation with employee representatives

The committee, composed of an industrial physician, health officer, persons in charge of health

The Industrial Safety and Health Act, Health Promotion Act and other relevant laws and regulations

management and persons selected from the employee labor union, meets once per month toform the basis of all our initiatives in this area. We comply with these laws and regulations indeliberate on measures for physical and mental health maintenance and promotion and improving

every aspect, from conducting periodic health checkups and stress checks to protecting personal

the workplace environment as well as measures for preventing health disorders, including those

information.

resulting from overwork.

In addition, the labor agreement stipulates that the company will take necessary safety and health-◉ Examples of Major Health Measuresrelated measures to maintain and enhance the health of employees and others and prevent■“Get Healthier” Initiative

endangerment of them, and that the union will cooperate in this.

[Goals]Reduce the number of employees facing imminent lifestyle-related risks. ⇒ Increase the number

Each Group company has established an industrial safety and health management framework inof employees with healthy BMI value. ⇒ Reduce the number of employees with lifestyle-related

accordance with the Industrial Safety and Health Act to fulfill its obligation to ensure the appropriate

diseases. ⇒ Improve presenteeism and absenteeism.

consideration of safety. Specifically, Group companies appoint an industrial physician and health[Initiatives]

officer and set up a health committee at each domestic business site with more than 50 employees.

This is an all-participation health promotion initiative designed to enable employees to maintainand promote their health. As part of this initiative, we have carried out Health Promotion Months
campaign every October and November since 1990. We have also been working to increase therate of participation and achieve better effects in improving lifestyle habits by making adjustments
to how we conduct the initiative. Adjustments to date include providing menus of activities (“MyChallenge” and “Our Challenge” programs) to support individual and workplace efforts, respectively.

Employees’ eﬀorts along with company’s health measures
Measures to prevent
lifestyle-related diseases

Measures to promote health
Individual and organizational eﬀorts forhealth maintenance and promotion

Avoid future health risks and reduce rate ofpeople with tendency toward these diseases

Measures to accommodate
diversifying work styles

Measures to realize
a better working life

“Get Healthier” Initiative

Health checkups (examinations)

Mental health measures

Health Promotion Months

Measures to prevent disease
aggravation

Accommodate new work styles

Mimosa Health Committee(health support for women)

Follow-up after health checkups
Speciﬁc health guidance

Help employees balance workwith medical treatment
Work engagement

Fitness program for younger
employees

Comply with laws

Provide learning tools

based challenge program. We also organize a President’s Award program and have introduced an AIbased health app course. In fiscal 2020, we started providing a course to learn lifestyle habits suitedfor the times of COVID-19 and made it possible for participants to choose course settings in fiscal
2021.
[Verification of Impact]
Statistical analysis has confirmed that participants of each “My Challenge” course tended to benefit
from the respective improvements in lifestyle habits related to the corresponding course they
participated in. For example, many employees who participated in the Walking Course and the“My Exercise” Course aiming to improve physical health with a favorite sport in fiscal 2019 saw

Support stop-smoking eﬀorts

Measures to enhance health literacy

We have also appointed health promotion key persons in each workplace and introduced a web-improvements in their exercise habits at the time of health checkups conducted in the following
Encourage employees to takevarious certiﬁcation tests(Industrial Safety and Health Act, Labor Contract Act, Labor Standards Act,Act on the Protection of Personal Information, etc.)

year (Figure 1). Moreover, participants in the Sleep Improvement Course and the Eat Breakfast Every
Morning Course showed an improvement in their sleeping habits the following year and participantsin the Give Your Liver a Break (Reducing Alcohol Consumption) Course showed improvements ineveryday lifestyle habits.
2022 Sustainability Report133Tokio Marine Group’s
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Initiatives

Improved exercise habits

2.0

1
0

1.4

1.3

1

Did not
participate

WalkingRadio
calisthenics

GovernanceInitiatives

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Library

Verification of the Cost Effectiveness of the “Get Healthier“ Initiative

3
2

SocialInitiatives“My Exercise”
CourseFigure 1: Potential for improvements inparticipants’ exercise habits in the following
fiscal year’s health checkup
Compared with employees who did not participate inany of the “My Challenge” courses, participants of the
Walking Course, Radio Calisthenics Course and the My
Exercise Course were 2.0 times, 1.3 times and 1.4 times,
respectively, more likely to show an improvement intheir exercise habits.

A Tokio Marine & Nichido data analysis of 396 participants in both the“Get Healthier“ Initiative’s “My
Challenge” Sleep Improvement Course and “Our Challenge” during fiscal 2019 showed improved
presenteeism from fiscal 2018 to fiscal 2020 compared to employees who participated only in the Sleep
Improvement Course.
Calculating the financial cost of the improved presenteeism (compared to employees who participatedonly in the Sleep Improvement Course) showed roughly 85 million yen in cost effectiveness afterfactoring in the cost of implementing the “Get Healthier“ Initiative for these participants. As the results
suggest that participating in both the “My Challenge” and “Our Challenge” courses contributes toimprovements in cost effectiveness in the following year, we will have the “Get Healthier“ Initiative focus
on both “My Challenge” and “Our Challenge” in the future and examine the impact on cost effectiveness.

Participants in Our Challenge program, which encourages participation per organization, showed
improved results in lifestyle habits and performance indicators. Additionally, those who combined thischallenge with a “My Challenge” course showed improved liver functionality and better sleeping habits(Figure 2).

Expenses for
implementing the initiative
for respective members
Approx. 200,000 yen

Effect of
improving presenteeism
Approx. 85 million yen

Also, compared to employees who did not participate in the “Get Healthier“ Initiative, participants showeda tendency toward a higher level of the organization’s vibrancy the following year. These programs are
expected to serve as measures to increase the organization’s vitality and also provide positive effects onpresenteeism and work engagement.
Figure 3: Cost effectiveness of the “Get Healthier” Initiative

Rate of reduced risk to liver functionality
40(%)

Presenteeism improved for 396 employees who participated in both the Sleep Improvement Course of
the “Get Healthier” Initiative and “Our Challenge” program. The benefits (approx. 85 million yen) greatly
outweighed the expense of implementing the initiative for these employees (approx. 200,000 yen).

37.7%
27.5%
Figure 2: Rate of reduced risk to liverfunctionality from the following year’s healthcheckups among participants in the Radio
Calisthenics Course

20

0
Did not
participate

Participated inboth “My Challenge” and“Our Challenge” programs

Employees who participated in both the “My
Challenge” and “Our Challenge” Radio Calisthenics
Courses reduced risk to liver functionality in thefollowing year’s health checkups compared to
employees who did not participate in the Get
Healthier Initiative.

[Future initiatives]
According to an employee questionnaire, approximately 96.5% of participants in fiscal 2020 were“satisfied” or “somewhat satisfied” with the “Get Healthier” Initiative. Going forward, we will also
consider ways to present data demonstrating the benefits of participating in the initiative as aneffective means of preventing lifestyle-related diseases. In this way, we will exercise ingenuity toensure that employees are able to voluntarily, as opposed to passively, participate in the initiativeand have fun, which in turn is expected to improve the satisfaction level of participants.
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SocialInitiatives■Measures for Employees at High Risk of Lifestyle-Related Diseases

GovernanceInitiatives

Sustainability
Library[Future initiatives][Goals]Increase the percentage of employees receiving medical treatment. ⇒ Reduce the percentage of high-risk
employees. ⇒ Improve presenteeism and absenteeism.

With the average age of our workforce rising, measures to aid high-risk employees are becoming
increasingly important. Looking ahead, we will continue to implement two-pronged measures toprovide support for the health of our workforce. One is to arrange an intervention to aid high-risk
employees and another is to prevent an inflow of more employees into the high-risk group so that

[Initiatives]
We conduct an interview by an industrial physician with all applicable high-risk employees andencourage appropriate medical treatment and behavior change by recommending medical consultation,
collaborating with their primary doctors and providing health guidance through public health nurses. We
follow through until there is an improvement in their data. We set a predetermined threshold for bloodpressure and blood sugar levels and categorize high-risk employees according to age, whether they haveundergone treatment and other criteria. After that, we decide the intervention methods that are mostnecessary for the employees in each category.
Moreover, the results of multi-year analysis on health checkup data revealed that 50% of employees
showing high blood pressure (levels II and III in some guidelines) did not apply to these levels in theprevious year. To prevent aggravation and suppress an increase in the number of employees developing
higher blood pressures, our public health nurses are providing health guidance and disseminating related
information via e-mail to such employees.

employees can promote their health to thrive over long careers.
■Fitness Program for Younger Employees[Goals]Reduce the percentage of employees at risk of obesity due to exercise and eating habits. ⇒ Increase
the percentage of employees maintaining a desirable BMI. ⇒ Reduce the percentage of high-risk
employees. ⇒ Improve presenteeism and absenteeism.
[Details]
The program is designed to help younger employees below the age of 40 maintain a healthy bodyweight. We had to suspend the program in fiscal 2020 due to the spread of COVID-19, but reinstatedit in fiscal 2021 to prevent and improve issues that emerged during the pandemic such as weightgain. In addition to conventional programs aimed at addressing obesity and metabolic syndrome, ourfiscal 2022 health literacy initiatives include online seminars for younger employees.

These initiatives reduced the rate of high-risk employees from 1.9% in fiscal 2020 to 1.7% in fiscal 2021.

[Results]
In fiscal 2021, 79% of the 263 participants completed the program. Among those who completed the[Benefits]
In fiscal 2020, 71.5% of employees with high blood pressure and 65.5% of employees with high blood
sugar levels were diagnosed as not having symptoms in the following fiscal year (Figure 4).
0
Blood pressure

20

40

60

71.5%

80

100%

28.5%

course, 59% lost weight (2.18 kg on average) and 87% responded that they pay more attention totheir health.
[Future initiatives]
An analysis of presenteeism factors indicates that risks related to obesity and eating habits canaggravate presenteeism. The fitness program for younger employees is thus expected to indirectly
improve the presenteeism.

Blood sugar

65.5%
Improved

34.5%
Not improved

Figure 4: Percentage of employees who participated in measures to address high-risk
conditions in fiscal 2018 who showed improvements in the following fiscal year

2022 Sustainability Report135Tokio Marine Group’s
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Initiatives◉ Other Health-Related Measures■Health Support for Women

SocialInitiatives

GovernanceInitiatives

Sustainability
Librarybalance of physical and mental health and provides opportunities to improve the everyday habits offemale employees.

[Applicable priority measures]

As we develop these measures, we also examine women’s presenteeism and work engagement overMeasures to promote health; Measures to enhance health literacy; Measures to realize a betterthe years.

working life
In addition, Tokio Marine & Nichido set up a Mothers’ Room within its head office where many female[Initiatives]

employees are working. It is a space used by female employees for lactation or resting when they are

Systematic and continuous initiatives throughout the year are extremely important for active andnot feeling well because of a hormonal imbalance. It has been well received as a comfortable space,personalized lifestyles. We founded the Mimosa Health Committee to provide stronger support forand it also fulfills the need to return to work early after giving childbirth.

women’s health in fiscal 2021 and continue to promote a variety of policies. The primary measures
include holding seminars and providing a variety of related information.

■Mental Healthcare[Applicable priority measures]

Our women’s health support seminars include supporting working women’s health from the

Measures to realize a better working life

perspective of health and productivity management in fiscal 2019, mindfulness in fiscal 2020,
balancing hormones as a way to manage emotions in fiscal 2021 and preconception care in fiscal[Initiatives]

2022. These seminars featured outside speakers and were available online for all employees.

Each Tokio Marine Group company actively promotes mental health measures as we recognize theimportance of pursuing the maintenance and improvement of employees’ mental health in terms

We also strived to increase literacy on women’s health by providing information through suchof corporate management. Tokio Marine & Nichido has established the Basic Policy on Mental

channels as e-learning programs and mailing lists from the Mimosa Health Committee. Regarding

Health Measures. Under this policy, supervisors at respective workplaces and industrial healththe examples of providing a variety of information, we send internal notifications, individual notices

staff collaborate to proactively implement various measures. These include efforts to maintainof an upcoming health checkup and e-mail messages as a means to encourage female employees

sound mental health (primary prevention), measures to encourage early detection and treatment

to receive examinations for breast and uterine cancers. In an effort to increase their motivation(secondary prevention) as well as measures to care for employees with mental health issues (tertiary

to receive the screening, we include in these notices various data, such as the prevalence andprevention). Since 2012, the company has also been making efforts to improve work engagement,

mortality of these cancers; the cure rate following early detection; screening rate by age group; andwhich is considered a primordial prevention measure for mental illnesses.

Q&As about cancer examinations. By sending related information to all employees, we intend tocommunicate and facilitate an understanding of our health support measures for female employees

Specific efforts for primary prevention include using stress checks to promote self-care and analyze

in the hope that they provide an opportunity for employees to think about the health of womenissues at an organizational level in order to maintain a good workplace environment. We have also

around them, including families and colleagues. Besides providing information, we set up a hotline

been proactively promoting mindfulness. In addition, for employees working in the claims service

dedicated to receiving health-related consultations from female employees so that they can feel at

departments, we have also launched a mind care program to enable them to always maintain goodease in seeking advice.

mental health conditions as professionals when facing customers who have encountered an accident
or disaster. For secondary prevention, in addition to setting up a mental health counseling desk,

The “Get Healthier” Initiative, a part of the Health Promotion Months project, includes the Women’sfor new employees, in particular, we promote care efforts not only in the workplace but have also

Health Course that focuses on health issues unique to women, promotes efforts to maintain theestablished a system to check their health condition periodically and provide early support using a
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multifaceted approach involving public health nurses, human resources personnel and other relevant

We have also been taking a holistic approach to ensure smooth communication, which becomes anparties.

issue when encouraging flexible work styles, including the “Discovery Time” initiative involving all
branch offices. The initiative is aimed at achieving various beneficial effects, such as facilitating active

Our tertiary prevention efforts include initiatives that encourage adapting to the workplace and thecommunication in workplaces, improving the quality of work relationships and enhancing employees’

work duties in order to seamlessly support employees returning to work. Analyses have revealed thatwork engagement.

deteriorations in mental health are connected to absenteeism and we will continue to implement
the plan-do-check-act (PDCA) cycle and help employees work with enthusiasm, particularly with the

We are striving to find out how the prolonged remote working due to COVID-19 has been mentally

prolonged COVID-19 pandemic and changes in workstyles.

and physically impacting employees at Group companies both in and outside Japan as well as how
they are trying to alleviate the effects while considering the appropriate application of best practices■Creating a Comfortable Workplace Environment

at each Group company. We will appropriately respond to identified issues and consider applying[Applicable priority measures]

good practices to other Group companies.

Measures to realize a better working life

Sustainability Performance Data (Percentage of employees who received health checks, industrial accidents, etc.)[Initiatives]
Tokio Marine Group is not only satisfying various standards stipulated under laws and regulations
related to the workplace environment but also promoting the creation of a comfortable workplace◉ Evaluation and Improvement of Health and Productivity Management Initiatives(PDCA)

environment that takes into consideration lighting, noise, ventilation, temperature, humidity andWhile discussing with management the analysis results of various health-related data, including

other ergonomic aspects. At the same time, we are working to prevent health problems caused

the results of health checkups, stress checks and employee questionnaires, Tokio Marine & Nichido

by sedentary work by installing stand-up meeting spaces and other office facilities to increase thedefines key performance indicators (KPIs) for its entire health and productivity management efforts

amount of physical activity and encouraging employees to have a break standing up.

(e.g., improvement of presenteeism), intermediary KPIs (e.g., rate of anomalies in health checkups)
and indicators for awareness and behavior changes (e.g., improvement in lifestyle habits and rates ofFurther, we are committed to increasing job satisfaction as part of efforts to improve our workplaces.

employees receiving health checkups and other examinations) linked to these intermediary KPIs andAs an example, Tokio Marine & Nichido established the “Our Future Project” to encourage the use ofrespective targets.

digital technology to streamline work and realize new work styles. The company is taking concerted
efforts to eliminate the use of paper in all of its tasks to facilitate more efficient work operations.

The company monitors the trends of KPIs for individual measures, verifies the effectiveness ofeach measure and works for improvement while rotating the PDCA cycle. As for its entire healthWhat’s more, we have worked to enable them to flexibly choose where and when to work by

and productivity management efforts, the company also implements industrial safety andenhancing the “hardware” aspects of work, which include providing laptops and smartphones andhealth management by rotating the PDCA cycle by continuously evaluating and analyzing theincreasing the availability of web communication tools. To support the “software” aspects of work, we

corresponding KPIs, reviewing the conditions by attribute (gender, age, department, position,

have enhanced the “My Select” system to enable employees to choose their own working hours. In

geographical area, etc.) and checking if there are health issues for which new measures should bethis way, we are actively encouraging flexible work styles that best suit our employees’ lifestyles.

considered. Toward realizing Tokio Marine Group’s Health and Productivity Management Vision,
which serves as a framework to evaluate its initiatives to enhance its corporate value in a sustainable
manner, the company also verifies the impact on external evaluation on a continuous basis.

2022 Sustainability Report137Tokio Marine Group’s
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SocialInitiatives

GovernanceInitiatives<Example Verification Results for KPIs for Entire Health and Productivity Management Efforts>

2.0[Presenteeism](%)

Presenteeism improved company-wide over the two-year period from fiscal 2019 to fiscal 2021

1.5

(Figure 5). The analysis of factors into presenteeism showed a relationship between feelings of

1.6% Women

1.4%

Men

0.8%

1.2%

1.0

depression and aptitude for the work on hand, while the analysis of the results of a health survey
conducted during the COVID-19 pandemic suggests that employees who spent more of their working

0.5

hours at home tended to fare better in terms of presenteeism. The telecommuting system, which has

0been strongly encouraged as a new work style, may have contributed to the improvement.
A data analysis also indicates that the “Get Healthier” Initiative, a concerted company-wide health

Sustainability
Library

0.8%

0.9%

2018

2019

2020
* As of September 2022

Figure 6: Change in absenteeism

effort, continuously demonstrated improvements to presenteeism. We will keep working to get more
employees involved in the “Get Healthier” Initiative while verifying other measures that are expected[Work engagement]

to generate benefits in terms of improved presenteeism with the aim of further increasing theWork engagement at Tokio Marine & Nichido fares better than national and industry averages (Figure

effectiveness of our health measures.

7). An analysis has identified that work engagement is closely related to job satisfaction and work
aptitude. Therefore, these improvements are expected to improve work engagement in the future.

Cost Effectiveness of the “Get Healthier” Initiative

Results indicate that the “Get Healthier“ Initiative improves work engagement. We will conduct a
65.0

60.0

60.0

61.2

61.4

deeper analysis of how the continuation of various measures, such as work engagement seminars andreform of work styles, influences the index. In this way, we will work to develop effective measures toimprove work engagement.

3.0

55.0
2019
Figure 5: Change in presenteeism

2020

2021

2.8

* As of September 2022

2.6

2.69

2.74

2.68

2019

2020

2021

2.4

[Absenteeism]
Figures for absenteeism (the percentage of employees who miss one or more days of work in a year)
from fiscal 2019 to fiscal 2020 are falling for both men and women (Figure 6). Women’s absenteeism

2.2

Figure 7: Change in work engagement* As of September 2022

is largely attributed to illnesses related to pregnancy and childbirth. We believe this is a result of
our institutional efforts to make it easier for employees to take leaves of absence and improve ourworkplace climate in pursuit of workplaces that enable women to have long careers.

2022 Sustainability Report138Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library■Other Related Indexes[The Organization’s Vibrancy Level]
The organization’s vibrancy level is the index that Tokio Marine & Nichido began monitoring in fiscal

Sustainability Performance Data (Employee attitude survey)

2016 as a KPI for health and productivity management. The rate for both men and women from fiscal■Example Verification Results for External Evaluation

2020 to fiscal 2021 has remained stable (Figure 8).

• E valuating the impact of career choice popularity rankings on recruitment (Results of verification:
According to an analysis of factors involving an organization’s vibrancy levels, an organization’sHigh rankings have been maintained in company popularity sur veys among job-seeking

vibrancy is related to its work environment, including relationships in the workplace and support

undergraduates conducted by Mynavi Corporation and Nikkei Inc. since being selected for the firstfrom superiors and colleagues. At the same time, it is also related to the health condition of individual

time as a Health & Productivity Stock.)

employees that make up the organization, such as the maintenance of a desirable weight as well• I dentifying changes in the number of corporate customers to which Tokio Marine Group has

as the minimization of depression, irritation and other physical and mental health issues. Since

provided support in health and productivity management (Results of verification: There has been

the organization’s vibrancy level is also strongly correlated with work engagement, another KPI,

an increase in the number of corporate customers being recognized under the Certified Healthimproving these two indexes has the potential to generate synergistic effects.

& Productivity Management Outstanding Organizations Recognition Program sponsored by the
Ministry of Economy, Trade and Industry (METI).)

Based on the “Get Healthier“ Initiative’s demonstrated improvements to an organization’s vibrancy

Supporting Customers’ Health and Productivity Managementlevels, we will remain committed to providing support for female employees’ health, mental
healthcare, the “Get Healthier” Initiative and other health initiatives as we continue to monitor how

Health issues change constantly in line with changes in society, companies and the workplacethese efforts will enhance our performance in the index in order to promote individual employees’

environment. As more attention is being paid to human asset management, we will recommit

health and develop better relationships in the workplace.

ourselves to actively invest in health as a company that prioritizes the health of our employees
and their families. In recent years, in response to the promotion of diversity and inclusion, we havebeen providing finely tuned support to health-related issues specific to women by leveraging our

3.3
3.1
2.9

workplace-based industrial health system.

2.92

2.97

2.97

As another measure to support the health promotion efforts of employees, we operate sports
facilities, including a sports field and gymnasium, in which we have invested some 270 million

2.7

yen. We also offer a variety of welfare systems, including welfare programs that provide a menu ofactivities to encourage the use of fitness clubs. These are believed to have had a positive impact on

2.5
2019

2020

Figure 8: Change in the organization’s vibrancy level2021

the effectiveness of individual health and productivity management measures.

* As of September 2022

In the future as well, we will anticipate an impact of these changes on employee health and support
work styles with higher productivity from the health aspect by preventing health issues frombecoming prevalent.

2022 Sustainability Report139Tokio Marine Group’s
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SocialInitiatives◉ Selected as Health & Productivity Stock and Recognized under METI’s CertifiedHealth & Productivity Management Outstanding Organizations Recognition Program

GovernanceInitiatives

Sustainability
Library

Nichido Partners Kansai, Tokio Marine & Nichido Partners Chugoku Shikoku, Tokio Marine & Nichido
Partners Kyushu, Tokio Marine & Nichido Anshin Consulting, Tokio Marine & Nichido Auto Support
Center, Tokio Marine & Nichido Finance, MMC Insurance Services and Nisshin Fire Insurance Service.

As a result of these initiatives, Tokio Marine Holdings was selected as a “2022 Health & Productivity

Of these companies, Tokio Marine & Nichido Partners TOKIO and Nisshin Fire Insurance Service were

Stock” co-sponsored by METI and the Tokyo Stock Exchange for the seventh consecutive year sincecertified as “Bright 500” companies.

2016 for its outstanding health and productivity management.
Efforts to ensure the physical and mental health of employees and their families, enhance healthAt the same time, many Tokio Marine Group companies were recognized under METI’s 2021 Certified

literacy and voluntarily and continuously maintain health are becoming increasingly important

Health & Productivity Management Outstanding Organizations Recognition Program. Tokio Marine

as they form the foundation of employee productivity and make Tokio Marine Group’s products

Holdings, Tokio Marine & Nichido and Tokio Marine & Nichido Life were selected for the sixthand services an attractive option for customers. We will use this selection as motivation to work

consecutive year; Tokio Marine & Nichido Systems for the fifth consecutive year; Tokio Marine dR

to enhance the health of employees and the level of industrial safety and health as well as further

for the fourth consecutive year; Nisshin Fire & Marine Insurance, Tokio Marine Assistance and Tokio

expand and develop health and productivity management.

Marine & Nichido Outsourcing Management for the third consecutive year; Tokio Marine AssetManagement, Tokio Marine Nichido Better Life Service and Tokio Marine & Nichido ANSHIN 110
for the second time; and Tokio Marine & Nichido Communications for the first time. Of these, Tokio
Marine Holdings, Tokio Marine & Nichido, Tokio Marine & Nichido Life, Tokio Marine & Nichido Medical
Service, Tokio Marine & Nichido Systems and Tokio Marine dR were in the top 500 group and certified

2.2.5.3 Efforts to Spread Health and Productivity

Management throughout Society

as “White 500” companies.
Tokio Marine Group is committed to its own health and productivity management. At the same
In the small to medium-sized enterprise category, the program recognized E. design Insurance, Tokiotime, from the perspective of revitalizing regional economies and local communities, we provide

Marine Millea SAST Insurance, Tokio Marine International Assistance, Tokio Marine & Nichido Partners

support to companies working to improve health and productivity management. For example, we

Hokkaido, Tokio Marine & Nichido Partners Tohoku, Tokio Marine & Nichido Partners East, Tokio

have organized health and productivity management seminars in various locations, engaged in

Marine & Nichido Partners TOKIO, Tokio Marine & Nichido Partners Tokai Hokuriku, Tokio Marine &awareness-raising activities in cooperation with local governments, chambers of commerce andother organizations and provided information through our sales representatives. In the Partnership
Declaration we created together with business partners, we have announced our commitment tohealth and productivity management and our support for local companies, which are a part of ourinitiatives spanning the entire value chain.

◉ Supporting Customers’ Health and Productivity Management
As Japan’s labor force shrinks, managing employee health and creating a good working environment
have become important management issues in order to ensure sustainable corporate growth. Tokio
Marine Group has formulated a philosophy and policy with employee health positioned as a core
theme for management, and related issues are being addressed.

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We were selected as a “Health & Productivity Stock” for the seventh consecutive year in recognition<Initiatives of Tokio Marine dR (TdR)>of these efforts. We support the promotion of corporate health and productivity through a range of

In enforcing health and productivity management more effectively within a company, it is crucial

services in order to deliver the know-how we have gained from these initiatives to customers.

that the company and its health insurance association make collaborative efforts to promote healthmeasures while appropriately capturing employees’ health issues.

In the Tokio Marine Group Wellness Charter, we declare that we will contribute to the resolutionof social issues and realization of a healthier and more prosperous future by supporting health

TdR analyzes various data held by companies and health insurance associations, including healthpromotion efforts of our customers, communities and society as a whole.

checkup results, prescriptions data and health measure outcomes. The company then performs
quantitative evaluation* of the relationship between the data and medical expenses or health<Initiatives of Tokio Marine & Nichido>

inhibiting factors to develop highly effective health promotion measures. By doing so, TdR supports

Tokio Marine & Nichido works to raise awareness for health and productivity management andthe reduction of health-related risks and improvement of productivity (such as lower presenteeism).

supports relevant efforts of local companies by issuing booklets compiling example initiatives of

TdR also provides support for the establishment of various corporate systems essential for promoting

companies engaging in health and productivity management, hosting related seminars acrosshealth and productivity management and for implementation of health promotion measures as well

Japan and cooperating with local governments, chambers of commerce and other organizations.

as support for the introduction and promotion of human asset management systems to develop

The company also provides support to companies seeking to obtain certification as a Health &human resources, foster organization, increase employee motivation and raise engagement.

Productivity Management Organization. The number of companies we support has increased
year after year. In fiscal 2021, we provided support to approximately 2,300 corporate customers
and, consequently, many of our corporate customers and agents have successfully received thecertification.

* Using insight and knowledge gained through an ongoing joint research project since 2014 with the Healthcare Data Science
Research Unit of the Institute for Future Initiatives (formerly the Policy Alternatives Research Institute), The University of Tokyo◉ Support for Mental Health Management
Tokio Marine & Nichido Medical Service offers the Employee Assistance Program (EAP) to support

We also support employee health management at our corporate customers through various

the mental health management of companies. Besides conducting stress tests as required under

initiatives, including using internal health improvement events like the Get Healthier Initiative

the Industrial Safety and Health Law, EAP provides a comprehensive menu of services by a team ofCampaign Tools, offering informational materials such as our Health Improvement Bulletins andexperts including psychiatrists, clinical psychotherapists and personnel and labor consultants. These

incorporating incidental services into insurance products.

services range from follow-up for employees based on the results of employee stress checks andsupporting improvement activities for individual workplace environments to providing supportive<Initiatives of Tokio Marine & Nichido Medical Service (TMS)>

care during a leave of absence or when returning to work, preventing recurrence, analyzing stress

TMS has doctors, nurses and licensed psychologists in-house and carries out business in the medical

level tendencies in organizations and consulting on how to create a mental health framework.

and health fields. As a total healthcare consulting company, TMS offers health promotion measures toincrease health knowledge of corporate customers’ employees and encourage their behavior change

As mental health measures for employees, many companies have adopted the support services

in addition to a 24/7 telephone health consultation service and a mental health support service.

of Tokio Marine & Nichido Medical Service’s expert team. The purpose is to improve their working

TMS recently enhanced its lineup of industrial health-related services and expanded the coverage

environment both for prevention and early detection of mental illness caused by workplace

area in order to provide services across Japan that help corporate customers promote health andharassment and other factors as well as for increasing employee engagement. EAP is currently being

productivity management.

used by more than 700,000 employees. The company will continue to offer this program to everyone
needing this type of support to assist them in maintaining better mental health.
Tokio Marine & Nichido Medical Service TMS NAVIGATOR (in Japanese)
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2.2.6 C ontributing to the Creation of

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Hokenbito Activities

a Safe and Secure Society

Hokenbito Activities = Learning, Conveying and Assisting
Resolving Social Issues in an Era of the 100-Year Life

2.2.6.1 B asic Approach to the Creation of a Safe and Secure

Signiﬁcant changes involving a declining and aging population have driven us into an era of the
100-year life with an unprecedentedly aging society. To live energetically and by one’s own values
in such an era, it is essential to lengthen the following three “lives.” Tokio Marine & Nichido Life
continues to protect customers by providing value that supports these lives.

Society
Tokio Marine Group provides products and services that anticipate changes in the social environment
or customer needs by utilizing solutions offered by respective Group companies, including insurance,
thereby contributing to the creation of a safe and secure society.

Customers

Healthy Life

Natural Life

(Average Longevity)

Asset Life

Tokio Marine & Nichido Life supports customers’ healthy and enriching lives by working to resolve
social issues in an era of the 100-year life.

Tokio Marine & Nichido Life and its agents/consignees make full eﬀorts to protect
customers not only by providing death coverage, the basic component of life
insurance, to prepare for an emergency but also by delivering information andproducts needed in an era of the 100-year life.

In addition, the entire Tokio Marine Group engages in a variety of activities as a member of society
and respective local communities in order to promote social and economic inclusion of all people.
These include activities to raise awareness of cancer and other diseases, spread knowledge about
nursing care and support recovery of disaster-affected areas.

2.2.6.2 B uilding a Society Based on Health and Longevity■Tokio Marine & Nichido Life’s Initiatives for Building a Society Based on Health and Longevity• Initiatives for Living Benefits: For Customers to Live with a Sense of Security after Falling Ill
Cancer and other serious diseases may require outpatient treatment and rehabilitation for a longtime after being discharged from the hospital.
Tokio Marine & Nichido Life has been thinking hard about what an insurance company can do to• Initiative of Hokenbito (True Insurance Professionals) Activities: Resolving Social Issues in an

help customers live with a sense of security with their families after falling ill. In October 2012, theEra of the 100-Year Life

company rolled out an initiative called the Life Insurance Revolution to Protect One’s Living and has

Since its founding, Tokio Marine & Nichido Life has sought to protect as many customers as

since been conveying the importance of living benefits broadly to customers through a message: “Wepossible. Under the three initiatives called the “Movement to Protect Customers from Cancer,” “Life

have a life after being released from the hospital.”

Insurance Revolution to Protect One’s Living” and “Life Insurance Revolution Nextage,” the company
has engaged in activities that focus on “learning,” “conveying” and “assisting.” In October 2019, theThe initiative evolved into the Life Insurance Revolution Nextage in November 2017, and thecompany put a collective name, Hokenbito Activities, to its ongoing initiatives. Specifically, thesecompany has been carrying out activities to provide optimum safeguards by protecting customers

activities include stepping up efforts to protect customers against social issues that emerge andin all domains. These safeguards encompass “new protection” in preparation for advancements inchange with the times, including the need to lengthen “a natural life,” “a healthy life” and “an asset life”

medical technology, “asset building” in preparation for old age with expectations of longer lifespansin the current era of the 100-year life.

and “prevention and pre-symptomatic health” with the aim of maintaining health and preventing
illness.
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Library■ Tokio Marine & Nichido Life’s Products to Support a Society based on Health and Longevity• Launch of New Riders for Medical Kit Yell

• Launch of Anshin Nenkin Kaigo and Anshin Nenkin Kaigo R

As we enter an era of the 100-year life, the extension of the healthy life spans of senior citizens has

On August 23, 2021, Tokio Marine & Nichido Life launched new products including Anshin Nenkin

become a social issue. In response, in August 2020 Tokio Marine & Nichido Life launched Medical

Kaigo. It pays a pension for a specific period during which customers have been deemed to be in

Kit Yell, a medical insurance product with relaxed underwriting criteria, for customers with healthneed of nursing care, so as to respond to the diverse coverage needs of customers related to nursing

concerns or chronic illnesses. Medical Kit Yell addresses diverse customer needs by offering various

care and dementia.

types of riders. The company has added three new riders to respond to an even broader range ofcustomer needs.

This is a lineup of savings-based products, including Anshin Nenkin Kaigo R, which will refund an
unused portion of insurance premiums, and an option that gives customers a cash contribution if(1) Rider for Specific Cancer Treatments (with relaxed underwriting criteria)

they remain healthy without being deemed to be in need of nursing care. Moreover, an option to

In response to the ongoing development of advanced cancer treatment technologies, this rider

receive an extra lump-sum payment when customers are deemed to be in need of nursing care orprovides coverage of up to 100 million yen in total, the largest in the life insurance industry, fordiagnosed with dementia is also available. All these products come with a service to check brain

customers receiving specific treatments, including those they receive at their own expense.

performance and to maintain and enhance brain functionality. In addition, any of these products canbe enrolled in a simple three-step health conditions notification process to insure a wider range of(2) Female Disease Benefit (with relaxed underwriting criteria)

customers.

This rider provides coverage for hospitalization for diseases specific to women and breastreconstruction surgery received after breast cancer treatment.

• Launch of a New Product, Anshin Cancer Treatment Insurance and Revision of Cancer Diagnosis
Insurance R(3) Lump-Sum Payment Endorsement for Hospitalization (with relaxed underwriting criteria)

On February 2, 2022, Tokio Marine & Nichido Life launched Anshin Cancer Treatment Insurance to

A generous lump-sum payment is made for short-term hospitalization, including day cases, as

respond to the latest environment surrounding cancer treatment. To customers receiving the threehospitalization periods have been getting shorter.

major cancer treatments (surgery, radiotherapy and anticancer drug treatment) and cancer pain relief
treatment, this product pays a benefit based on the duration of treatment, thus enabling them tomake rational preparation for treatment expenses.

•L aunch of Market Link Protect, a New Variable Insurance Product (Fixed-Term) with a Rider That
Exempts Customers with Specific Diseases from Paying Insurance Premiums
With the advent of a society with greater longevity, well-planned asset building for spending a

A rider for specific cancer treatments is also available to provide coverage of up to 100 million yen

comfortable life in retirement has become a social issue. To address this issue, in August 2017 Tokiofor receiving expensive medical treatment at their own expense so that customers can concentrate

Marine & Nichido Life launched Market Link, a variable insurance product with premiums paid inon treatment with peace of mind. Further, Tokio Marine & Nichido Life has relaxed the underwriting

installments (monthly or annual payments). On August 1, 2022, the company launched Market Link

criteria for customers who have suffered from cancer before. At the same time, the company has

Protect, a new plan featuring a rider added to Market Link that exempts customers with specificadded to Cancer Diagnosis Insurance R an option that exempts customers from paying insurance

diseases from paying premiums. It allows customers to continue building assets as initially planned

premiums in the future if they are diagnosed with a malignant neoplasm. The company has also

even if they suffer from cancer or other serious diseases and face an increase in treatment expenses, aintroduced a new service that supports the early detection of cancer to help protect customers fromdecline in income or other problems.

the disease.

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Library■ Enhancement of Accompanying Services“Needing detailed test” and to select a hospital from among those that provide specialized medical

Tokio Marine Group provides a broad range of services that come with products, such as those for theservices. It is available free of charge for insurees of Tokio Marine & Nichido Life (excluding those ofpromotion of customers’ health and for providing support in case of emergency.

group insurance).

• Medical Assist: Providing 24/7 Telephone Support for Customers Seeking Advice on Illness or• “Calomama Plus” to Support Customers’ Health Promotion

InjuryTo support customers’ health management and the prevention of disease aggravation, we have

Medical Assist is a free health and healthcare consultation service that supports the health of

introduced “Calomama Plus,” a health guidance app developed by Link & Communication Inc., inpolicyholders and insurees of Tokio Marine & Nichido and Tokio Marine & Nichido Life, including their

which an AI managerial dietician supports users’ everyday life in terms of food, exercise and sleep.

families. Assistance is provided via telephone 24 hours a day, seven days a week, including advice on

The app utilizes an original algorithm based on nutrition management data of over 100,000 people

everyday physical troubles, methods for handling emergencies such as sudden illnesses or injuries,

and provides the most appropriate advice in real time from among more than 200 million patterns.

information about hospitals, clinics and other medical facilities that examine patients on holidays or

A fee-based service used for employee health management by more than 6,000 companies, the app

late at night, consultation with specialists in a range of more than 30 medical examination fields (byis available free of charge to insurees of Tokio Marine & Nichido Life’s medical insurance with relaxedappointment only) and arrangements for transfer to other hospitals on behalf of patients.

underwriting criteria, pension-type nursing care insurance and whole life insurance for longevity.
The app enables customers to choose a program according to their individual objectives and work to

Such concerns are addressed by experienced and knowledgeable healthcare professionals including

promote their health or prevent disease aggravation readily and comfortably.

emergency medical specialists who take leading roles in emergency medical institutions, medical
specialists qualified as university professors or assistant professors, and nurses with a wealth of• Checking Brain Performanceclinical experience. Nurses make the initial response to customer inquiries and depending on the

NouKNOW™ is a digital tool provided by Eisai Co., Ltd. to check brain performance (brain health)case, emergency medical specialists and other medical staff address the issue thereafter as necessary.

through four simple card tests. These tests evaluate psychomotor function, attentiveness, visual

For example, in the case of providing consultation about a child stung by a bee, an inquiry is firstlearning and working memory by using personal computers, tablet devices and smartphones in a

made to the caller about symptoms the child is showing. Then, the caller will be advised whether torelatively short time (about 15 minutes). The tool also provides lifestyle advice for maintaining brain

seek emergency medical care, while receiving instructions on first aid best suited for the symptoms.

performance in daily life. It is available free of charge for insurees of a pension-type nursing care

Medical Assist: Tokio Marine & Nichido Life (in Japanese)coverage plan with additional coverage for dementia of Tokio Marine & Nichido as well as pensiontype nursing care insurance and whole life insurance for longevity of Tokio Marine & Nichido Life.

• “Medical Note for Tokio Marine Group” Online Service“Medical Note for Tokio Marine Group” is an online service that allows customers to easily, directly• Training for Enhancing Brain Functionality

and individually consult and ask questions of healthcare professionals, mainly medical specialists,“Train Your Brain” developed by NeU Corporation is designed to maintain and enhance working

from their personal computers and smartphones. It offers a menu that includes an online medical

memory, attentiveness and other brain functions. The training program content has been supervised

consultation service, a service to make a reservation for customers to obtain a second opinion atby Dr. Ryuta Kawashima, the company’s director and CTO who is well known for a series of braina hospital they choose from the list and a service to make an appointment with a listed doctor ortraining video games, and is based on the findings of brain science research over the years.

hospital of their choice. In addition, in February 2022, we began to provide a service that allows
customers to make a reservation for more detailed cancer tests when their result of preliminary

By continuing this training, users can achieve noticeable positive effects in terms of maintaining andcancer screening by the local government or other medical institutions come back as “Suspected” orenhancing working memory, attentiveness and other brain functions. The program is available free

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insurance for longevity of Tokio Marine & Nichido Life.

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2.2.6.3 Responding to Technology Innovation
In the face of growing corporate social responsibility and cyber risks to companies, Tokio Marine
Group sells insurance products that offer comprehensive coverage for each risk and has launched a• Services for Receiving Tests for Detecting Cancer Risk at Preferential Prices

portal site, “Tokio Cyber Port,” to disseminate information on cyber security.

Available since February 2022 to detect ovarian cancer, these tests provided by Craif Inc. use urine todetect cancer risk, with a phased plan for other cancers. These services are available for policyholders

As for responding to traffic technology innovation, Tokio Marine Group offers accident supportof cancer insurance of Tokio Marine & Nichido Life, as well as insurees and their families. They canservices and services to assist safe driving utilizing telematics and the Internet of Things (IoT). For

receive the tests at preferential prices at partner medical institutions.

individual customers, the Group also promotes insurance product and service offerings that facilitate
traffic safety and respond to traffic technology innovation, including One Day Auto Insurance.

• Service of Supporting the Creation of Family Trusts
This service, provided by famitra Inc., is aimed at supporting the creation of family trusts for■Launching an Online Cyber Security Information Portal Site, “Tokio Cyber Port”

preventing assets from being frozen due to the onset of dementia. The company provides

In recent years, it is becoming increasingly difficult to completely block cyberattacks, as work stylecomprehensive support, ranging from explanations and suggestions around family trusts to thereforms and the widespread use of telecommuting have increased online business operations.

creation of a trust contract. After the trust has been created, the company continues to support the

Cyberattacks targeting companies have also become highly advanced and sophisticated. In thefamilies in operating the trust as a trust supervisor. This service is available at a preferential price formeantime, increasing companies’ cyber security awareness and reinforcing their related structures

policyholders of pension-type nursing care insurance and whole life insurance for longevity of Tokio

have become an urgent task.

Marine & Nichido Life, as well as insurees and their families.
Against this backdrop, Tokio Marine & Nichido launched “Tokio Cyber Port,” an online information■Supporting the Provision of Japanese-Language Medical Services in the United Stateslounge that compiles the latest information on cyber security measures, in January 2020. It provides

The Japanese Medical Practice outpatient clinic operated by Mount Sinai Health System in New Yorka broad range of the latest information and services related to cyber security, including the latest

City with donations from Tokio Marine & Nichido has been providing medical services in Japanese

news on cyberattacks and cyber security, columns by experts, free security services and a telephone

since 1990. This clinic, which just celebrated its 30th anniversary, plays a major role in providing

consultation service for security incidents. The aim is to familiarize companies with cyber security andmedical and health checkup services to the local Japanese community. Even under the COVID-19
pandemic, it has continued to provide medical services by also utilizing online means and played an
additional role of giving vaccinations. The clinic is highly regarded by the Japanese Consulate Generalin New York as a medical institution providing services to Japanese people.

Tokio Cyber Port (in Japanese)
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encourage them to utilize “Tokio Cyber Port” for their cyber security measures.
Tokio Marine & Nichido was the first among leading non-life insurance companies in Japan todevelop Cyber Risk Insurance in 2015 to support many companies in the country’s cyber security
domain as an insurer forming a part of social infrastructure. The company will continue to contributeto the creation of a safe and secure society by playing the role of backing up innovation of related
technologies in Japan.
■Introduction of Drive Agent Personal
For the first time as a major insurance company in Japan, Tokio Marine & Nichido started providing
Drive Agent Personal, an advanced service for individual customers utilizing its original driving
recorder, as a rider for auto insurance in April 2017. The company lends its driving recorder to eachpolicyholder and provides a set of leading-edge services as shown below.
In recognition of these services as making great contribution to the safety and security of consumers,❷ Accident prevention support service
The recorder detects sudden braking, acceleration and steering, getting too close to the car in front,

Tokio Marine & Nichido received the ACAP Consumer-Oriented Activities Award from the Association

not staying centered in a lane and not looking at the road (only for models with two built-in cameras)of Consumer Affairs Professionals (ACAP) in February 2021.

in customers’ day-to-day driving and issues warning in real time. Tokio Marine & Nichido delivers aneven greater sense of security with the addition of a feature to send an SOS signal when the driver

Additionally, as a new offering from April 2021, the company provides a driving recorder equippedsuddenly falls ill or is harassed by a reckless driver. When such a trouble occurs, the driver will receivewith two built-in cameras, which can film not just front views but also side and rear views.

appropriate advice from a partner security company by pressing the corresponding button four ormore times in three seconds.

For mitigating damage caused by traffic accidents, Tokio Marine & Nichido is also working to builda system to request a dispatch of an emergency medical helicopter when an accident occurs, using
the data from a driving recorder. The company plans to initiate a test operation of the system in fiscal
2022, aiming for its full-scale operation in fiscal 2023.

❸ Safe driving diagnosis service
The recorder provides safe driving diagnosis reports, which are created by using Tokio Marine &Nichido’s original algorithm, based on each customer’s tendency toward reckless driving.

❶ Advanced accident response service
Upon detecting a serious collision, the recorder reports the incident automatically to a partnercompany, allowing the customer to have a voice call with an operator and eliminating his or her■Drive Agent for Corporate Policyholders
We sell Drive Agent for corporate policyholders. The product not only includes the same featuresanxieties immediately following the accident. The operator also calls an ambulance depending on theoffered by Drive Agent Personal but also provides a system to check safe driving and operationalsituation. Moreover, the recorder automatically sends a video of an accident covering before and after

management data on a cloud service. It allows both drivers and responsible managers to review daily

the detection of the collision to Tokio Marine & Nichido and releases, when appropriate, the customer

driving conditions from the same perspective and enables corporate customers to make company-

from the burden of explaining how the accident has occurred. This video can also be used for resolution

wide efforts for safe driving.

of the accident case.
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Library■Winning a Good Design Award: Best Mix of People’s Ability and Digitalization■Efforts to Ensure Swift and Appropriate Claims Payments by Utilizing AI

We intend to resolve social issues by redesigning our customer contact points and business processes

Tokio Marine Group is working to resolve a social issue of false insurance claims by utilizing AI andbased on the concept of “a best mix of people’s ability and digitalization.” For example, Tokio Marine

digital technology. Combating false claims has become an important issue in the entire non-life& Nichido’s departments tasked with insurance claims payments (claims services departments) haveinsurance industry from the perspectives of operating a sound and stable non-life insurance system,

been leading a project to advance digital transformation (DX) of claims services. The project, “Securemaintaining trust in the insurance business and ensuring fairness. Methods of making false claims

and comfortable incident settlement process utilizing a best mix of people’s ability and digitalization,”are becoming increasingly complex and sophisticated in recent years, and a broad understandinguses various digital tools in incident response processes of auto and fire insurance, while placing theirof these methods and a high level of expertise are required to implement countermeasures. P.T.

value on eliminating anxieties and stress of customers from their perspective instead of on increasing

Asuransi Tokio Marine Indonesia (TMI) and Tokio Marine & Nichido are striving to increase the level

the efficiency of internal business operations. In recognition of this approach and its seamless serviceof sophistication of their countermeasures by incorporating AI and digital technology, along withdesigned to cover the entire incident settlement process from the beginning through to the end, theenhancing the expertise of responsible personnel working in the departments tasked with insurance

project won a 2021 Good Design Award.

claims payments.

For customers wishing to apply for insurance claims fully online, the use of various digital tools• Solution Adopted by TMI

in the incident settlement process allows them to complete the procedures by themselves using

In emerging countries in Asia and elsewhere, a rise in false insurance claims has become a social

their smartphone and other devices. For those who feel uneasy about such online procedures, ourissue, posing a challenge for insurance companies. In response, in March 2020 TMI adopted an AI-

personnel in charge of claims services and agencies are available to help them and provide a secure

driven fraud detection system of Shift Technology of France in its claims handling process for autoand comfortable experience until the settlement of an incident. With our personnel providing

insurance.

services with a human touch, we seek to realize a “strikingly impressive” claims settlement service
through the best mix of people’s ability and digitalization.
DX special website (in Japanese)

The system gives a score (possibility of fraud) along with its rationale for each claim, allowing
TMI’s fraud response team to concentrate on more suspicious cases. Through the solution, TMI has
detected and handled many more false claims that had been difficult to find in the conventional
manual process (about 50 times more compared to before it was adopted). This significant result

Image 1

Image 2＋→

Example of fraud detection in accident images: An analysis by AI indicated that images 1 and 2 were derived fromthe same image and that the front part in each image has been deliberately doctored to disguise as being repaired.

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has consequently led to more swift insurance claims payments to customers and appropriate levels■One Day Auto Insuranceof premiums (for maintaining social trust and ensuring fairness). The solution has also generated

Tokio Marine & Nichido provides One Day Auto Insurance (driver insurance available in the unit

many side benefits, such as deterring fraud by externally announcing the use of the system andof days), which can be purchased anytime via smartphone and at convenience stores. This auto

incorporating lessons learned from the identified false claims into insurance underwriting rules.

insurance product allows infrequent drivers using cars owned by their parents or friends to purchase

TMI collaborates with Shift’s data scientists on a daily basis to improve the fraud detection accuracy,

insurance at the reasonable cost of 800 yen a day (24 hours) for just the number of days needed. The

utilize external data and deal with the emerging trends of fraud in the market. These constant efforts

product was launched in January 2012 by Tokio Marine & Nichido as the first of its kind in the non-life

are geared toward realizing the Group’s core mission of “To Be a Good Company,” providing better

insurance industry in Japan, and the cumulative number of subscriptions exceeded 10 million (as of

insurance services to customers in Indonesia and resolving social issues in the country.

January 2022).

• Solution Adopted by Tokio Marine & Nichido

Our One Day Auto Insurance received the Nikkei Veritas Award for Superiority at the Nikkei Superior

Tokio Marine & Nichido adopted an AI-driven fraud detection system in its claims handling process

Products & Services Award 2011, an annual award organized by Nikkei Inc. to recognize exceptional

for auto insurance (developed by U.S.-based Metromile Inc.) and accident insurance (developed

new products and services. In addition to the novelty of enabling customers to buy auto insurance at

in-house) in October 2021 and for fire insurance (developed by France-based Shift Technology) ina reasonable price, with greater ease and when and where needed, the product was highly acclaimed

August 2022.

for its ability to help resolve one social issue of increasing traffic accidents involving uninsured
drivers.

More specifically, these systems extract certain elements from policy details, loss and injury
reports and other relevant information, which could lead to fraud, and give a score for each case to

In March 2020, we started providing Alexa skills to subscribe to One Day Auto Insurance using voice

quickly identify cases that require closer scrutiny. Previously, responsible personnel in the relevant

through Amazon Echo-series and other Alexa-equipped devices, including speakers, home electric

departments had checked every case for its connection with false claims. The adopted solution,

appliances and tablet devices. One Day Auto Insurance has become the first insurance product inon the other hand, allows different and effective response to each case. It will lead to a further

Japan that can be purchased by using voice commands.

improvement in the quality of claims services as suspicious cases are handled more carefully while
even more considerate response is made to legitimate ones. The company is also proceeding withThrough this product, Tokio Marine & Nichido will continue tothe introduction of a system to allow customers to complete everything from incident reporting tocontribute to the reduction of uninsured drivers involved inreceipt of insurance claims at any time over the Internet, not just during business hours on weekdays,

traffic accidents and ensure safety and security by providing

by increasing AI’s accuracy of identifying legitimate cases eligible for early claims payments and by

products and services that are useful in people’s daily lives andcombining it with other advanced technologies.

business activities.
Tokio Marine & Nichido: One Day Auto Insurance (in Japanese)

Tokio Marine & Nichido will continue to fuse AI and digital technology with people’s ability andendeavor to provide swift and comfortable claims services to customers.

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2.2.6.4 Responding to Poverty Issues

Sankat Haran Bima Yojna, low-cost accident insurance available for 1 rupee (about 2 yen) per year

As problems caused by widening poverty and inequality and discrimination become more serious, it

including Janta Suraksha Bima Yojna, property insurance available for 100 rupees (about 160 yen) per

is an urgent issue to resolve these issues through financial inclusion efforts.

year; and Mahila Suraksha Bima Yojna, accident insurance aimed at women in farming communities.

as an incidental to fertilizer. Since then, the company has released other microinsurance products,

Based on the SDG philosophy of leaving no one behind, Tokio Marine Group, in cooperation
with its stakeholders, will strive to understand the characteristics of countries and regions, theircircumstances, and needs of people in difficult circumstances. Through the development andprovision of financial inclusion-related products and services (including distribution channels andmethods), we will strive to improve access to basic insurance products and financial services forpeople in difficult circumstances, so that they can enjoy the benefits of these products and services.
We also support people in difficult circumstances and their families by providing financial andinsurance education, and contribute to improving their standard of living.

IFFCO-TOKIO headquarters

Accident insurance available as an attachment of
fertilizer sold in collaboration with IFFCO

We will strive to promote understanding of sustainability issues, including financial inclusion,

IFFCO-TOKIO offers Barish Bima Yojna/Mausam Bima Yojna, an index-based weather insurance

among management (through the Sustainability Committee, etc.), educate employees (throughproduct that takes into account the impact on grain harvest yields in farming communities due

sustainability training, etc.), and develop mechanisms for handling complaints (through human rights

to unseasonable climate in the wet monsoon season (June to September) and the dry rabi season

due diligence initiatives, etc.).

(October to April).

■Development of Weather Insurance and Microinsurance Jointly with IFFCO-TOKIO

Development of this revolutionary product leveraged IFFCO-TOKIO’s capabilities in market surveys

In 2001, Tokio Marine Group established IFFCO-TOKIO General Insurance Co., Ltd. (IFFCO-TOKIO), a

aimed at local farmers and Tokio Marine Group’s years of expertise in insurance underwriting

non-life insurance company, as a joint venture with Indian Farmers Fertiliser Cooperative Limited

accumulated in Japan to evaluate climate risks such as precipitation volume and temperature in all(IFFCO), which has a nationwide network of 38,000 member cooperatives, and began offering auto,

areas of India. To gain communities’ understanding

fire and other insurance in India.

of the weather insurance mechanism and spread its
use, the company has been conducting briefings for

From the start, the business tackled the issue of resolving uncertainty faced by farmers in India

farmers in every state in India on an ongoing basis

through the mechanism of insurance and looked into the development of weather insurance andtogether with banks, NGOs and other partners.

microinsurance (i.e., insurance available at low cost).
Currently, the company sells weather insurance,
These products have become essential in stabilizing the lives of people in farming communities, withmainly its own as well as other government-sponsoredannual premiums written amounting to 10.0 billion to 20.0 billion rupees (approximately 18.0 billion

products such as Pradhan Manti Fasal Bima Yojana

to 36.0 billion yen).

(RMFBY) and Weather Based Crop Insurance Scheme(WBCIS), to more than 4 million farming households

In 2001, the company, in collaboration with IFFCO, started sales in India’s rural communities ofper year.

Members of the Rural Marketing Team of IFFCOTOKIO and Rural Community Area Managers of
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Crop and weather insurance details
FY2021: GWP INR 9,405 million, Claims Paid INR 10,361 million

schemes for low-income families mentioned above have become available to more people withgreatly expanded benefits. In addition, IFFCO-TOKIO started offering Ayushman Bharat - Sarbat Sehat
Bima Yojana (AB-SSBY), a medical insurance scheme for low-income families, in the state of Punjab
in fiscal 2019 and fiscal 2020. From fiscal 2021, the company offers Ayushman Bharat Pradhan Mantri

19,341 18,833

Jan Arogya Yojana (AB-PMJAY) SEHAT, an insurance scheme for low-income households in the state

15,413of Jammu and Kashmir. The state governments subsidize all insurance premiums, enabling them to

15,00012,552

10,000

9,405

10,773

receive medical treatments of up to roughly 800,000 yen per year per family free of charge.
These have become essential medical insurance schemes for people who previously could not receive
sufficient medical services because of their economic situation.

5,000

2,058 2,013

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Under the Ayushman Bharat (National Health Protection Scheme) announced in 2018, the insurance

Crop and weather insurance sales (Premiums written; Unit: million rupees)
20,000GovernanceInitiatives

2012
-13

2013
-14

1,571
2014
-15

911
2015
-16

2016
-17

2017
-18

2018
-19

2019
-20

2020
-21

2021
-22

■ Initiative to Support Low Incomes in the United States
The Tokio Marine North America Services (TMNAS) Finance Team has implemented an initiative tosupport low income households via the reduced tax burden with Philadelphia Insurance Companies(PHLY) and their long-time business partner Affordable Equity Partners (AEP).

■Efforts to Increase Prevalence of Medical Insurance for Low-Income Earners
Rashtriya Swasthya Bima Yojna (RSBY ) is a medical insurance scheme for low-income earners

The housing complexes developed by AEP and their partners are financed through the sale of the tax

sponsored by the government of India. It was launched in 2008 in India through joint efforts among

credits to PHLY, and when completed are rented to low income members of the communities. PHLY

insurance companies, medical institutions and the government. Subscribers to RSBY only need tobenefits via the reduced tax burden made possible by the tax credits purchased from AEP. So far,pay 30 rupees (about 48 yen) per household as a registration fee with coverage up to 30,000 rupees

PHLY has invested over US$2.65 million, which has gone toward the 2,500 units across six states inannually (about 48,000 yen) for a maximum

the United States. The relationship is a “win-win-win” for PHLY, TMNAS and AEP and the 2,500 familiesof five persons per household in case medical

living in the beautiful new facilities.

services are required for injury or illness.
IFFCO-TOKIO began selling RSBY in 2011 andlaunched add-on medical insurance in 2014
under Biju Krushak Kalyan Yojana (BKKY ),another insurance scheme for low-income
families sponsored by a state government.
The company has delivered security to people
with low incomes.
Insurance soliciting

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2.2.6.5 Support for Small and Medium-Sized Enterprises■Launch of an Insurance Product for Financial Institutions with Comprehensive M&A Coverage

Regional small and medium-sized enterprises (SMEs), which form the foundation of the Japanese

Tokio Marine & Nichido has launched Financial Institution Advisory M&A Insurance to contribute toeconomy, are facing numerous business challenges. Tokio Marine Group supports the development

the development of regional economies by supporting smooth business succession by SMEs. The

of SMEs by capturing changes in the risks surrounding them and developing and providing insurance

increasing number of SMEs that are closing down due to the absence of successors has emerged as

products and services that help SMEs continue their businesses, take on new challenges and achievea social issue. According to the Small and Medium Enterprise Agency, 34.5% of SMEs seek advice on

growth.

business succession from their correspondent financial institutions. This product comprehensively(Representations and Warranties Insurance)covers M&A projects in which a financial institution serves as the advisor to the buyer or the■Opening BUDDY+ Website to Provide Solutions Exclusively to SMEs

mediator. Simplification of underwriting examination and low insurance premiums were achieved by

Tokio Marine & Nichido has opened BUDDY+, a website that provides SMEs with online services,setting certain due diligence requirements and standardizing coverage (covering the indemnification

including the provision of information about and solutions to the diverse business challenges SMEs

of breaches of representations and warranties concerning tax affairs and financial affairs).

face. Highly specialized contents, including support for M&As for business succession and a subsidy
and grant-in-aid diagnosis system, are available regardless of whether users are policyholders or not.

Financial
institutions
The insurance covers all projects
in which a ﬁnancial institution
serves as a mediator or an advisor
to the buyer and performs acertain degree of DD*

Payment of
insurance
premium

Claim for insurance

M&A
SellingcompanySigning of
insurance
contract

Buyingcompany
Payment of insurance claim■Test Run of a New Sales Model Using Digital Technologies
Tokio Marine & Nichido is testing a website for online enrollment for Super Business Insurance for* Due diligence

SMEs. It features an easy-to-understand description of the risks that SMEs should prepare for andenables easy estimations of insurance premiums, which can be done simply by answering a few
questions. Available 24/7 via PC or smartphone, the website is a value provision model that is highly
convenient for busy SME owners.
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2.2.6.6 Social Contribution and Awareness-Raising Activities◉Medical and Nursing Care

Tokio Marine Group Social Contribution Strategy■ Providing Companies with Various Solutions to Help Their Employees Balance Work withIn order to accomplish our goal of protecting customers and society in times of need, Tokio Marine

Caregiving

Group will cooperate and work with our stakeholders and promote social contributions with theAmid the rapidly aging society, leaving full-time employment for elder care has become a social

participation of all employees around the world.

issue of increasing prevalence. According to the government’s statistics, about 100,000 workers leave
their job every year for the reason of elder care, while about 3.5 million people work while taking

Motivated employees work with sincerity and empathy, continue to find new ways to address

care of their elderly parents or relatives. For companies, it is an issue of losing the core group of theirsocial issues and spread those mindsets and actions to the entire organization and Group. This in

workforce since people leaving their job are mainly in their 40s and 50s. These caregivers, on theturn fosters a corporate culture of resolving social issues as a natural course of action and creates aother hand, also bear a significant burden both economically, physically and mentally because they

positive cycle between solving social issues and facilitating corporate growth (enhancing corporate

have no idea how long such caregiving will continue.

value) that will contribute to achieving the SDGs.
Tokio Marine Nichido Better Life Service provides the following solutions for helping employees of
Tokio Marine Group promotes social contribution activities to work alongside our stakeholders,

corporate customers balance work with caregiving by leveraging know-how accumulated in the

including future generations, on our four key sustainability issues of taking climate action, improving

operation of caregiving services for the elderly.

disaster resilience, supporting people’s healthy and enriching lives, and promoting and supporting• Service to understand the actual caregiving situation

D&I. We established the Group Sustainability Committee and the Social Contribution Subcommittee• Seminars on balancing work with caregiving: For employees and managers

to deliberate and review policies and targets for the Group’s social contribution activities, while the• Creating a handbook for balancing work with caregiving

Board of Directors of Tokio Marine Holdings considers and determines the policies and targets for the• Consultation service for caregiving: Online consultation and individual consultation by industrialsocial contribution strategies.

care managers

Tokio Marine Group’s Code of Conduct will apply to all social contribution activities, donations andSupport for balancing work with caregiving (in Japanese)collaborations.

Of these services, seminars on balancing workwith caregiving, which are created at Tokio Marine
Nichido Better Life Service’s own dedicated studioand distributed online, have garnered high praise
for their applicability, interactive features likevoting functions, as well as easy-to-understand,specific explanations by a caregiving specialist
with a wealth of practical experience.

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Sustainability
Library■AED & Basic Life-Saving Workshop to Build a Society That Can Practice Life-Saving Skills• Collaboration with Local Authorities

Tokio Marine & Nichido provides a workshop to practice using automated external defibrillators

An urgent task is to improve cancer examination rates in order to detect the disease at an early stage.

(AEDs) and to perform cardiopulmonary resuscitation (CPR). Approximately 750 employees from

However, the checkup rate is lower than 50% targeted by the government and local authorities.

Tokio Marine Group have attended the workshop in fiscal 2021.

Based on the belief that joint action with as many people as possible is indispensable for improving
the situation, Tokio Marine Group has signed agreements with 44 prefectural bodies and 18 cities (asof March 31, 2022) and has been actively promoting collaboration with them to call more attention tocancer and raise examination rates.
In October 2009, Tokio Marine & Nichido Life and Tokio Marine & Nichido became promoting partners
for Corporate Actions for Cancer Checkups, a national project commissioned by the Ministry of
Health, Labour and Welfare to raise the cancer examination rate to more than 50% through joint
efforts by the government and companies. By taking part in this public-private partnership, we
intend to contribute to the improvement of the cancer examination rate in Japan.
• Nationwide Regional Activities■Movement to Protect Customers from Cancer

Tokio Marine & Nichido Life encourages cancer education activities in its daily sales operations withthe aim of disseminating cancer knowledge and increasing cancer examination rates. In addition• Background of the Initiative

to periodic cancer-related study sessions, exchange meetings and seminars for agents/consignees

As part of efforts to fulfill its social mission as an insurance company providing cancer insurance,at branch offices across the country, we have also introduced the Movement to Protect Customers

Tokio Marine & Nichido Life has been supporting the Pink Ribbon Movement since March 2005.

from Cancer and hold an annual national insurers conference of employees and agent/consignee

Extending these activities, we have decided to steadily offer comprehensive solutions for customers’

representatives who are committed to engaging in Hokenbito (True Insurance Professionals) Activities.

concerns. As a first step, upon the release of an insurance product to support cancer treatment

The entire conference is streamed online to promote the unwavering conviction that everythingin September 2007, we rolled out a company-wide, ongoing and perpetual initiative called the

Hokenbito does is to protect customers and act as a venue to brainstorm actionable items. The 15th

Movement to Protect Customers from Cancer.

conference was held in fiscal 2021 and featured lectures from experienced nurses and health care
professionals to increase participants’ understanding of nursing, cancer and incapacity, as well as• Basic Policy

bolster their sense of purpose in providing customers with information and security.

In Japan, cancer is considered a national disease and is a source of much grief. The fact has fueled
our desire to protect our customers from cancer to help ease the suffering of cancer patients and toassist their families going through the ordeal. For us, the social role of an insurance company now
extends beyond insurance payments to working to prevent cancer and providing mental support.
Accordingly, Tokio Marine & Nichido Life has launched the Movement to Protect Customers from
Cancer. The movement consists of the following three steps: (1) Getting to know cancer; (2) Talking
about cancer; and (3) Helping with cancer countermeasures.

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Library• Agreement with Shizuoka Cancer Center• Providing Encouragement to Cancer Patients by Making Terry Cloth Caps

In 2007, Tokio Marine & Nichido Life and Tokio Marine & Nichido Medical Service (TMS) concluded a

Since 2009, Tokio Marine & Nichido Life has joined initiatives undertaken by Iwate Hospicecomprehensive agreement on joint research into the best ways to provide consultation, support andAssociation, a citizens’ group in Morioka City, Iwate Prefecture, to support cancer patients and theirinformation regarding the treatment of cancer with the Shizuoka Cancer Center. This joint researchfamilies and help them gain courage to fight against the disease. The company has been making terryprogram has focused on such areas as jointly developing tools to communicate in plain language thecloth caps for patients undergoing anticancer drug treatment.

importance of preventive medicine and medical checkups as well as knowledge on cancer.
Every year, participants from Tokio Marine & Nichido Life and other Tokio Marine Group companies
and their families stitch the caps together and donate more than 1,000 caps as Christmas presents tocancer hospitals nationwide through the Iwate Hospice Association.

Shizuoka Cancer Center• Promoting the Pink Ribbon Movement• Education Support for Orphans

Tokio Marine & Nichido Life has been promoting the Pink Ribbon Campaign in support of J.POSH,

Tokio Marine & Nichido Life established a fund in 2016 to financially support children who have lostan NPO engaged in pink ribbon movements for breast cancer awareness in Japan, to convey theone or both parents due to illness, including cancer, and offers benefit-type scholarships to university

importance of medical exams and early detection of breast cancer. Tokio Marine Group employees,

students and others with the cooperation of the Japan Philanthropic Association. Benefit-type

led by Tokio Marine & Nichido Life employees, have held street campaigns nationwide and handed

scholarships of 300,000 yen per year are provided to students.

out awareness leaflets* since 2005.
* The certified NPO J.POSH collaborates with medical
institutions nationwide on the Japan Mammography
Sunday (J.M.S) initiative to create an environment
enabling women who are busy on weekdays to havemammograms on the third Sunday in October. Tokio
Marine & Nichido Life also supports this initiative andhands out a list of available medical institutions.

• Donation to Organizations Helping Children and Elderly People under Treatment for an Illness
Donations from Tokio Marine & Nichido Life’s employees and agents are used to support activities
of organizations helping children undergoing medical treatment and elderly people. Employees of
the company also provide support to the activities of these organizations through participation andother means. Donations have been made to the following organizations since fiscal 2016.
• NPO CliniClowns Association• NPO The Support Network for NANBYO Children of Japan• NPO Dementia Friendship Club

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Initiatives■Supporting and Collaborating with the Center for iPS Cell Research and Application (CiRA),
Kyoto University

SocialInitiatives

GovernanceInitiatives

Sustainability
Library■N Program to Support Young Physicians in Clinical Study Programs in the United States
In collaboration with the Mount Sinai Health System, Tokio Marine & Nichido continues to offer the N

In January 2015, Tokio Marine & Nichido donated

Program. Since 1991, this medical residency program promotes exchange between the two countries

a total of 100 million yen to Kyoto University’s iPS

in the medical field by annually supporting the education of young Japanese doctors with the desire to

Cell Research Fund, covering a five-year period.

gain clinical experience in the United States. In general, people wishing to experience clinical training

In addition, the company called for donations toin the United States are selected by way of a nationwide recruitment system. The N Program is handled

the fund from employees of Tokio Marine Groupdifferently, however, and has become an invaluable program for young Japanese doctors who wantcompanies and other individuals and made an

to undergo clinical training at an educational hospital in the United States. The N Program has madeadditional donation exceeding 2 million yen inremarkable progress thanks to the cooperation of doctors at U.S. medical institutions and the efforts of

2021.

residents who participated as trainee physicians. To date, the total number of trainees and graduates ofthis program has grown to over 200.

Tokio Marine & Nichido is also collaborating witha project called the iPS Cell Stock for Regenerative
Medicine (transferred from CiRA to the CiRA
Foundation (CiRA F), also at Kyoto University, in

Presenting a certificate for the donation for fiscal 2021
* Presenting the award to Professor Shinya Yamanaka(Director at the time, retired in March 2022). The current
Director is Jun Takahashi.
* Held online to prevent the spread of COVID-19

April 2020) to stockpile induced pluripotent stem (iPS) cells for medical use. The project involves collecting
blood from donors having a special type of human leukocyte antigens (HLAs), which is thought to cause
less immune rejection. In August 2016, in addition to Kyoto University Hospital, blood collection also
started at the medical corporate foundation Kaijo Building Clinic, a tie-up medical institution of Tokio
Marine Group. The provision of iPS cells for regenerative medicine started in August 2015, and the stock
has grown to cover about 40% of people in Japan. CiRA F is currently working with CiRA to promote aplan to provide iPS cells with reduced risk of immune rejection by using genome editing technology
and conducting technology development with the goal of enabling the provision of iPS cells of patientsthemselves at the cost of around 1 million yen by 2025.
CiRA is working on research every day to enable the development and clinical application of nextgeneration iPS cell technology. Through our donations to the research fund, we hope to ease the sufferingof people with intractable diseases and injuries and contribute to the establishment of a research
environment that can stably obtain a pool of excellent researchers and research supporters and to thefurther advancement of research in this area. At the same time, we will continue to provide support tohealth, medical and other related fields to deliver safety and security in the form of risk management,
including insurance, and through collaboration among Group companies.

N Program (in Japanese)◉ Disaster Relief
Tokio Marine Group engages in recovery support for disaster-affected areas, including employee volunteer
activities.
■Initiatives to Support Recovery of Areas Affected by the Great East Japan Earthquake
Tokio Marine Group engaged in approximately 30 activities to support areas affected by the Great East
Japan Earthquake. Starting in May 2011 immediately following the disaster, Group company employees,
agents and their families across the country provided support to disaster areas in Iwate Prefecture andMiyagi Prefecture. Their activities included removing disaster debris, cleaning up houses damaged by thetsunami, removing mud from houses and street drainage gutters, assisting agricultural and fishery-related
work, sorting books for donation to libraries in disaster areas and cleaning damaged and mud-covered
photographs and documents.
Tokio Marine & Nichido is also supporting two NPOs engaging in activities to restore tsunami-devastatedcoastal forests in Natori City and Watari-cho, respectively, along the coast of Miyagi Prefecture.
In Natori City, the Organization for Industrial, Spiritual and Cultural Advancement-International (OISCA)
has been leading the Ten-Year Restoration Project of the Coastal Forests of Tohoku Region. In the project,
the company has been participating in activities to restore coastal pine tree forests in the city and to2022 Sustainability Report155

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facilitate regional revitalization throughthe recovery of agricultural land and theSocialInitiatives

GovernanceInitiatives

Sustainability
Library◉ Developing Youth and Promoting Sports

creation of job opportunities in disaster

Tokio Marine & Nichido promotes social contribution activities through three foundations with such aims

areas. Under its policy of never forgetting

as helping young people grow, encouraging international cultural exchange and promoting sports in thethe event and continuing to do whatever

local community.

it can, even in small ways, the company
launched an employee volunteer program

We also encourage children who will take the lead in the next generation to think about environmental

in fiscal 2016. Although it was not possible

issues, disaster preparedness and traffic safety through our lesson programs delivered to schools andto conduct tree-planting tours in fiscal 2020

other environmental initiatives.

and fiscal 2021, the company has organized four tours to date, and a total of approximately 40 people
have participated, including Group employees, agents and their families.
The NPO Watari Greenbelt Project has been engaging in an initiative to restore tide-control forests along
the coastal areas and promote the recovery and new community development of Watari-cho, Watari-gun,
Miyagi Prefecture. Since fiscal 2013, Tokio Marine & Nichido has been soliciting and sending employee
volunteers on tours to assist the initiative. During each tour, they visit the coastal areas devastated by thetsunami, remove weeds in tree-planting areas and assist the cultivation of saplings that will be planted
along the coast. Although it was not possible to conduct tree-planting tours in fiscal 2020 and fiscal
2021, the company has to date conducted 23 such tours, with the participation of approximately 360
employees, including Group employees, agents and their families.
Watari Greenbelt Project (in Japanese)

Also, employees of Tokio Marine & Nichido
and Group companies made paper lanterns
from milk cartons for the Prayer Lanterns
Lighting, a memorial event for the Great
East Japan Earthquake held in Morioka City,
Iwate Prefecture. More than 2,550 lanterns■Nurturing Future Generations, Encouraging International Exchange and Promoting Sports in
Local Communities through Foundations
Tokio Marine Kagami Memorial Foundation was established in 1939 and initiated an academic research
grant program in 1940 and a scholarship program in 1941. The foundation provides scholarships tostudents at Japanese universities and graduate school exchange students from ASEAN nations and assists
academic studies by researchers.
Tokio Marine & Nichido Educational Development Fund, established in 1984, offers assistance toelementary school and junior high school children orphaned through traffic accidents and for educational
research by educators.
The Tokio Marine Sports Foundation was established in 1937 with the aim of promoting sports andeducational activities among the public to help bring bright and enriched lives to the people of Japan. The
two facilities owned by the foundation, Nasu Sports Park and Toda Boathouse (a water sports facility), areused by a wide range of groups from young children to senior citizens. The foundation is also involved inlocal support exchange events planned by members of Tokio Marine & Nichido’s sports teams and charity
concerts given by the company’s orchestra.

were sent to the Morioka Recovery Support
Network, the secretariat of the event. On the
day of the event, 36 employees and theirfamilies from branches as well as agents in
Morioka and other locations volunteered to
set up and light lantern candles.
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Overview and Activities of Each Foundation
Foundation Name

Tokio Marine Kagami
Memorial Foundation

Tokio Marine & Nichido
Educational Development
Fund

The Tokio Marine Sports
Foundation

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Prefecture and Nagoya University, and has been made possible owing to its community-based work that

Summary

Activities in Fiscal 2021

• Provides scholarships to students at
Japanese universities and graduate
school exchange students fromASEAN nations• Provides academic research aid andearthquake research aid to youngsocial science researchers

Scholarships awarded: 159(146 students at Japanese universities and
13 students from ASEAN nations)

Provides assistance for educatorsand to children orphaned throughtraffic accidents

Financial assistance for education andresearch: 102

Promotes sports activities in local
communities

Number of persons using Nasu Sports
Park: 24,938

Research assistance: 9 projects(Academic research aid: 3 projects;
Earthquake research aid: 6 projects)

includes contributing to human resources development.
In August 2021, an aerospace class was held at the Gifu-Kakamigahara Air and Space Museum, which let a
total of 40 elementary school students learn about space and satellites and have a simulated experienceof the training and missions of astronauts. By providing a venue to generate more aerospace-related
human resources in the Tokai region, the classes are expected to contribute to the advancement of Japan’s
aerospace industry.

Scholarships for children orphaned
through traffic accidents: 85

Number of persons using Toda Boathouse:
3,603

T okio Marine Kagami Memorial Foundation / scholarship program to exchange students from ASEAN
nations (in Japanese)
Tokio Marine & Nichido Educational Development Fund (in Japanese)
The Tokio Marine Sports Foundation youth exchange project through sports activities (in Japanese)■ Holding Aerospace Classes with the Local Community to Nurture People Interested in Aerospace
Tokio Marine & Nichido aims to contribute to the advancement of local economies and society by actively
participating in regional revitalization efforts.
Going forward, further growth is expected in the Tokai region, where the aerospace industry isconcentrated. Tokio Marine & Nichido has been running aerospace classes for elementary and junior highschool students that provide education and include experiments related to aerospace. The idea behind
the initiative is a desire to increase the opportunity for children to become interested in aerospace since itis the younger generation who will bear responsibility for the future of the aerospace industry.
The project makes use of know-how accumulated in risk management relating to the aerospace industry
and of Tokio Marine & Nichido’s own industry-government-academia network built on ties with Aichi

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Initiatives■Workshop to Create Local Community Safety Maps to Promote Crime and Disaster Prevention
and Traffic Safety

SocialInitiatives

GovernanceInitiatives

Sustainability
Library■“Group Work on Managing Risks and Opportunities”: Career Development Program for JuniorHigh and High School Students

Since September 2007, Tokio Marine & Nichido has been co-sponsoring the “Daijoubu Campaign,” aTokio Marine Group has promoted career education mainly

movement led by The Mainichi Newspapers, and supporting activities to protect children and local

for junior high and high school students by providing its

residents from disasters and crimes.

own career education program, “Group Work on Managing
Risks and Opportunities,” which was developed jointly with

As part of this campaign, Tokio Marine & Nichido began holding the Workshop to Create Local Community

universities, NPOs and educators.

Safety Maps across Japan in fiscal 2011 in collaboration with The Mainichi Newspapers.
In the program consisting of card games and teamwork
At a training seminar conducted by Professor Nobuo Komiya of Rissho University, an expert in criminal

activities, students become owners of a bakery and thinksociology, Tokio Marine & Nichido employees and local elementary school children identify dangerous

about ways to operate the bakery successfully over a long period, including how to use insurance. The

areas on their ways to and from schools and around schools based on two keywords of “easily accessible”

lesson simulates responses to various risks associated with owning a business, enabling the students toand “not openly visible” to create their own local community safety maps.* This initiative enables them todiscover issues for themselves and solve them collaboratively. From fiscal 2017, the program has beenprotect themselves from crime by learning about the concept of dangerous areas. Starting in fiscal 2021,

expanded throughout Japan, with a cumulative total of 1,600 students receiving career education to date.

this event has been held online to prevent the spread of COVID-19 infections.
■ Ashinaga Charity & Walk
Tokio Marine & Nichido will continue to contribute to the safety and security of local communities throughTokio Marine & Nichido participated inthis and similar initiatives.

a charity walk event, Ashinaga Charity* A local community safety map, developed by Professor Nobuo Komiya of Rissho University, is a map to show “dangerous,”
crime-prone areas, which have been picked based on the two keywords of “easily accessible” and “not openly visible.”& Walk, hosted by Meiji Yasuda Life
Insurance Company. From Tokio Marine
Group, a total of 1,525 employees took
part. A monetary donation of 937,399
yen was collected and used to support
orphans as described below.
❶ Donated to Ashinaga to be used for the following purposes to support orphans:• Construction and operation of Tohoku Rainbow House, a healing space for children orphaned by theGreat East Japan Earthquake• Scholarship loans for orphans who want to attend high school, university, junior college or othereducational institutions❷ Allocated as financial assistance to orphans living in prefectures affected by the Great East Japan
Earthquake through donations to orphan support funds

Daijoubu Campaign (in Japanese)

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Library■Supporting Child Line Support Center Japan

representing one-ninth of all employees, having received training as volunteer lecturers. As of the end of

Tokio Marine & Nichido has invited the specified NPO Child

fiscal 2021, more than 1,700 children have received the lessons at 22 schools in nine provinces and cities

Line Support Center Japan to give a lecture about the(32 administrative divisions and municipalities) in China.

organization’s activities every year since 2012. They discuss
some of the anxieties and other issues brought up by youths• Educational Assistance for Children of Migrant Workers in China

through Child Line, a dedicated phone line that children can

Since 2009, Tokio Marine Group has been collaborating with the All-China Youth Federation tocall free of charge from anywhere in Japan. After this, Tokio

support children of migrant workers (children living in farming villages while their parents work in

Marine Group employees serve as volunteers for delivering

the city). We have established support facilities in over 300 locations throughout China, and Group

cards inscribed with the Child Line telephone number to

employees engage in various volunteer activities every year. In June 2021, 11 employees, includingchildren. (This event was not held in fiscal 2021.)

Keiko Fujita, the Tokio Marine & Nichido Fire Insurance Company (China) representative, undertook

Child Line (in Japanese)volunteer efforts at an elementary school in Sichuan Province in China. It was a meaningful classroom
interchange that included Disaster Prevention Lessons on the themes of firefighting and safety■ Disaster Education Support for Children in China

during school summer holidays with 52 children and was highly praised by a local Communist Youth• Disaster Prevention Lessons in China

League.

In 2016, Disaster Prevention Lessons for elementary and junior high school students were officiallylaunched in China by Tokio Marine & Nichido Fire Insurance Company (China) Limited (TMNCH). It is thefirst case that Tokio Marine & Nichido’s disaster awarenessraising program is implemented overseas and represents
the synergy generated by a sustainability project within
Tokio Marine Group. Disaster Prevention Lessons in China
are an initiative that involves direct participation of TMNCH
employees and fully leverages the experience accumulated
over the 10 years since the company’s founding tocomplement insufficient disaster prevention education
at schools, raise local community awareness for disasterprevention and to fulfill its social responsibility. TMNCH
has developed its own education materials that take into
account the characteristics of disasters in China, and byincorporating such original content, made these lessons
appealing to children to encourage their learning.
The initiative started six years ago, and all five branches of
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Environmental
Initiatives■ Serving as a Special Sponsor of the JOC Junior Olympic Cup Swimming Tournament
Tokio Marine & Nichido started providing support to the Japan Swimming Federation as one of theinitiatives undertaken to commemorate its 110th anniversary in 1989, and has been doing so as one pillarof social contribution activities based on its desire to contribute to the sound development of Japan’s
youth by promoting swimming. SpecificSocialInitiatives

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Social and Economic Inclusion of All People◉ S ocial Contribution Activities and Awareness-Raising Activities for the Elderly and
Dementia

efforts include serving as a special sponsor

Tokio Marine Group undertakes social contribution activities for the elderly and awareness-raisingof the National JOC Junior Olympic Cup

activities for persons suffering from dementia as part of volunteer activities supporting the safety

Swimming Tournament held twice a year

and security of the local community and families.

(spring and summer) and providing support
for the costs of attending competitions andtraining camps for Junior Olympic athletes.

■ Contributing to the Creation of Communities That Understand Dementia: Courses to Foster
Support for Dementia Care
Tokio Marine Group provides support for the Million-Supporter Caravan for Dementia, which is

Go! Go! Junior Swimmers! (in Japanese)

promoted by the Ministry of Health, Labour and Welfare and the nationwide Caravan Mate Liaison

Swimming Support Site “Forever, with Swimming” (in Japanese)

Council, and conducts courses to foster support for dementia care as a volunteer activity to support
the safety and security of local communities and families. With the ultimate goal of creatingneighborhoods where people with dementia and their families can live with peace of mind, the■Participating in Room to Read’s Educational Support Program in Developing Countries

program is designed so that employees who take the course have the correct knowledge about

Tokio Marine & Nichido has participated in the educational support effort led by the international NGO

dementia to share with friends and families as well as support and give compassionate consideration

Room to Read since fiscal 2010. During the 12 years to fiscal 2021, the company has made donations every

to people with dementia and their families in work and private life.

year totaling 106,573,108 yen, thereby providing educational support for a total of about 2,929 girls to
help them attain independence in the future, offering a study environment for children by opening 17

During the one-and-a-half-hour program conducted in each work department, mainly in Tokyo,

reading rooms and supporting the introduction of 355 literacy education programs in India, Bangladesh

attendees watch a DVD, listen to a lecture given by an employee (called a “caravan mate”) who has

and Vietnam.

received special training on this subject and participate in a role-playing session. As of March 2022,
a total of around 5,900 Group company employees have participated in this educational program

For girls not attending school for economic reasons or
because they are tied to household duties as a result of theirparents’ lack of understanding, the program offers financial
aid for tuition fees and endeavors to convey the importanceof education to their families through home visits. These
efforts have allowed girls to continue their education, withmany achieving excellent performance in their schoolwork to
make their dreams a reality.
International NGO Room to Read

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SocialInitiatives

GovernanceInitiatives

Sustainability
Libraryand become supporters for dementia care. We intend to promote this program further, as it gives us■Development of the Universal Consulting Service for Companies Employing People with Disabilities

a good opportunity to deepen our understanding of the aging population and dementia and think

Tokio Marine & Nichido and Tokio Marine dR developed the Universal Consulting Service jointly with

about how we accordingly deal with our customers and our own families.

Mirairo Inc., which provides consulting services from the perspective of people with disabilities. This

Million-Supporter Caravan for Dementia (in Japanese)

consulting service is provided based on the results of analyses of eye tracking data collected from eye
trackers worn by people with disabilities. It is intended to help their companies improve their workplace◉Supporting the Deaf and Blind and Sports for People with Disabilities

environment, the safety of their facilities, their business processes, productivity and other aspects of theirbusiness.

Tokio Marine Group supports the deaf and blind and sports for people with disabilities through its
products, services and social contribution activities, thus contributing to the realization of a symbiotic

Recent years have seen an increase in society’s concerns regarding diversity and inclusion (D&I) thatsociety.

advocates for diverse human resources and their values. Companies are developing organizations■ Collaboration with the Japan Deafblind Association

for creating value by promoting the employment of diverse human resources, including people withdisabilities. On the other hand, various issues have come to the surface regarding the employment

The Japan Deafblind Association is engaged in activities to support people with hearing and visionof people with disabilities. They include delays in companies’ establishment of frameworks, a lack ofimpairments across the country. Their activities include dispatching sign language interpreters andexperience, employees leaving their jobs after a short period due to a mismatch in the employment

helpers, training interpreters and publishing a biannual magazine for the hearing and visually impaired.

relationship and changes in the work environment that have been accelerated due to the COVID-19
pandemic, such as teleworking.

Tokio Marine & Nichido has been a supporting member of the association since 2008. At the association’sannual national conference, which is held to promote the interaction of people with these impairments

By providing this service, which helps promote D&I, Tokio Marine Group will contribute to the creation ofand improve the skills of sign language interpreters and helpers, employees working in offices andopportunities for people with disabilities to express themselves and to the establishment of a symbiotic

branches in different areas serve as volunteer staff to cooperate in the running of the event.

society.

Japan Deafblind Association (in Japanese)* As in fiscal 2020, this conference was cancelled in fiscal 2021 due to the COVID-19 pandemic.

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Initiatives■ Contributing to the Realization of a Symbiotic Society Where Anyone Can Flourish: Learn About,
Watch and Experience Sports with People with Disabilities
Tokio Marine & Nichido started sponsoring the Japanese Para-Sports Association (JPSA) in May 2016 andthe Japan Inclusive Football Federation (JIFF) in October 2016 based on its belief that understanding
and accepting each disability and characteristic and participating in and supporting para-sports lead toan understanding of D&I (the idea of accepting the diversity of humans and leveraging their diversity insociety).

SocialInitiatives

GovernanceInitiatives

Sustainability
Library◉ Re-Evaluating Products Corresponding to LGBT*
In view of rising social interest in sexual minorities, Tokio Marine & Nichido is working to include same-sex
partners in the definition of “spouse” for products that provide coverage for families and married couples.
We respect the diverse family structures of our customers and will provide products that can be helpful intimes of need.
* LGBT is a general term that refers to sexual minorities and is derived from the first letters of the words lesbian, gay, bi-sexualand transgender.

In addition, employees from around Japan conduct volunteer activities and cheer on athletes at the Japan ParaChampionships, which is a series of sports events for people with disabilities held regionally.

◉ Support for Foundations and Donations
In seeking a sustainable society, Tokio Marine Group provides support to NPOs and operates financial
assistance programs.
■ Tie-Up with the Sawayaka Welfare Foundation
The Sawayaka Welfare Foundation forms a network with a number of volunteer organizations across thecountry and works to build a system of mutual assistance in each local community with the ultimate goalof “building a new society in which all people can develop a close rapport with each other” in order tofulfill their desire to lead an enriching life. Tokio Marine & Nichido empathizes with this organizational
philosophy and partners with the foundation.
National volunteer network information of the Sawayaka Welfare Foundation (in Japanese)■ Providing Work Opportunities Broadly to People Seeking Work
Tokio Marine & Nichido Career Service strives to provide work opportunities broadly to people seeking■ Building a Society in Which Anyone Can Take on Active Roles with the Special Olympics

work with an aim to build an inclusive society.

In support of the Special Olympics Nippon Foundation’s vision of creating a society where people withand without disabilities understand and respect each other’s differences and live and grow together, Tokio• Aiding and Collaborating with NPOs Supporting People Having Difficulty Finding a Job

Marine & Nichido became an official sponsor of the foundation in fiscal 2005 and has been supporting its

In collaboration with the NPO Public Resources Foundation, Tokio Marine & Nichido Career Service

activities by providing funds and volunteers.

has established the Tokio Marine & Nichido Career Service Fund to Support People’s Willingness toWork to provide support to NPOs and other organizations that help people having difficulty findinga job for various reasons, such as disabilities, financial challenges, being withdrawn from society,single motherhood or having been raised in an orphanage. In 2021, assistance was provided to eightorganizations. In March 2022, aid was given to the eight organizations matching the purpose of the fundfor a second year. A notable characteristic of the fund is that it is intended to improve the employment
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Sustainability
Librarysituation for people seeking work and help resolve related social issues by supporting innovative and■ Safety First Grant Program for Workers’ Compensation Policyholders

challenging initiatives that could address the fundamental causes of problems.

U.S.-based Safety National is offering the Safety First Grant Program. Under this program, current Safety
National workers’ compensation policyholders that are registered for at least one Safety National MAP

In addition, in collaboration with Collable, an NPO that helps university students with disabilities to find

Client Services online resource are encouraged to submit a nomination. Applicants have a chance to win

a job, Tokio Marine & Nichido Career Service implements an internship program at the company for suchone of three dollar-for-dollar matching reimbursement grants for the most creative risk-reducing solution

students and has begun to support their job-hunting efforts through internship programs in collaborationthat will help create a safer, more productive work environment for their employees. It is designed towith other companies. Through these activities, the company intends to solve issues facing students withfacilitate creative ideas in risk management and promote innovative risk control solutions, while inspiring

disabilities, who have difficulty starting job-hunting activities because they have limited opportunities toother employers who face similar risks.

have work experience through part-time jobs during school years and because the number of companies
which accept internships is insufficient.

Since 2014, Safety National has provided funding for 23 risk control projects, totaling US$122,500 inmatching grants that reduce risks for first responders, manufacturers, school operators and retailers. For• Continuation of Job Assistance for Single Mothers

example, one of the grant-winning solutions in 2021 involved implementing a web-based software toSingle mothers face difficult financial conditions, with their average income being less than 50% ofreview law enforcement incidents and prevent injuries. It captures officer performance, codifies officers’

the income of the average household. To solve this social issue through employment, Tokio Marine &actions and translates them into performance metrics, providing transparency in their performance

Nichido Career Service implemented the Manabi Assist program in cooperation with the NPO Single

improvement efforts. A 25% reduction in claim frequency and severity is anticipated through the solution.

Mothers Forum in 2020 and 2021. This program packages e-learning training which can be done at home,

Safety National is in its ninth year of offering this grant program in an effort to assist policyholders andmonetary benefits during the training period, counselling services for people seeking advice on futuresociety as a whole in building a safer workplace environment for employees.

workstyles and careers and job referrals. Nearly 130 single mothers participated in this program, which ledthem to find new jobs.

A Manabi Assist program session explaining PC settings

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2.2.7 Improving Quality from the Customer’s

Perspective

Aiming to become “a company that delivers sustainable growth by providing safety and security
to customers and by always remaining their first choice,” Tokio Marine Group takes feedback from
customers seriously and works to improve the operational quality on a constant basis. We strive tobuild trust-based partnerships with agents and improve our operational quality together in order totruly provide safety and security from a customer standpoint.

2.2.7.1 Basic Approach to Quality Improvement
Tokio Marine Group has earned high regard from its customers by providing products and services
that are ahead of the times in accordance with the Group’s Corporate Philosophy: “Through theprovision of the highest quality products and services, Tokio Marine Group aims to deliver safety andsecurity to all its customers.”
In the medium to long term, changes in living and business environments resulting from frequent
natural disasters, demographic shifts and technological innovation in the world will generate many
new opportunities and risks. In response to the diversifying needs of both individual and corporate
customers in connection with such new opportunities and risks, Tokio Marine Group will combine

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

customers correctly understand the important matters about the products and services we provide(including risks and details that may be detrimental to customers) and will strive to provide clear
and appropriate explanations that is appropriate to the sales and marketing method. In addition
to complying with various laws and regulations, we will strive to provide and conduct solicitation
activities on products and services that reduce negative impacts on the environment and society andcontribute to the creation of a sustainable future.
3. Initiatives toward High-Quality Non-Life Insurance Services
Tokio Marine Group continuously promotes the enhancement of the quality of its products andservices from the customers’ standpoint by repeating the plan-do-check-act (PDCA) cycle of
implementation, verification and improvement.
4. Initiatives to Instill Customer-Oriented Business Conduct
To provide safety and security that truly is based on customers’ standpoint, Tokio Marine Groupwill develop its internal system to provide regular training to people in sales. In addition, we will
endeavor to build partnerships based on trust and improve the quality of our operations throughsmooth communication with agents.

Basic Policies for Protection of Customers’ Interests

the capabilities of all Group companies and will do its best to provide new products and services that

Tokio Marine Group establishes basic policies for the protection of customers’ interests and develops

anticipate the changing times and extend beyond the framework of conventional insurance productsa system to thoroughly promote being customer-oriented and to pursue various aspects including

and services in areas such as the financial, medical and consulting fields. At Tokio Marine Group,

customer protection. In addition, in accordance with the Tokio Marine Group Policy for Management of

improvements necessary to enhance the quality of products and services are identified and managed

Conflicts of Interest and through compliance with these policies by directors, officers and employees,

by the responsible departments under the oversight of the President of each group company.

Tokio Marine Group will work to manage transactions involving conflicts of interest to ensure that clients’interests are not unduly harmed.

1. Response to Customer Feedback
Tokio Marine Group strives to improve the quality of its services by regarding customer feedback as
an important indicator for the evaluation of service quality. We also continuously monitor the social
impact and risks of products and services to improve their development and provision.

The Tokio Marine Group Policy for Management of Conflicts of Interest

Customer-Oriented Business Conduct Policies
To more thoroughly carry out customer-oriented insurance business while remaining close to customers
and accurately identifying their diversifying needs, Tokio Marine & Nichido, Tokio Marine & Nichido Life

2. Initiatives toward High-Quality Insurance Solicitationand some other Group companies have formulated and announced their respective policies on customer-

Tokio Marine Group will work to provide products and services that are based on a correctoriented business conduct and have been working with agents to promote specific initiatives under theseunderstanding of risks surrounding the customers, their needs and circumstances while providing

policies. We will review our policies on a periodic basis to constantly realize better business conduct,necessary information when concluding an insurance contract. We will also strive to ensure that

thereby earning the lasting trust of customers.
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Library◉ Tokio Marine & Nichido Customer-Oriented Business Conduct Policies◉Tokio Marine & Nichido Life Customer-Oriented Business Conduct Policies

Business Conduct Policy 1: Business conduct utilizing customer feedback

Business Conduct Policy 1: Business conduct utilizing customer feedback

Under its corporate philosophy of placing customer trust at the base of all its business

Under its corporate philosophy of placing customer trust at the base of all its businessactivities, Tokio Marine & Nichido has formulated a customer feedback response policy toactivities, Tokio Marine & Nichido Life regards it as extremely important that all employees

encourage employees and agents to take customer feedback seriously and use it proactively

and agents seriously take feedback from customers, including complaints, requests andin corporate activities. The company will pursue customer-oriented business conductsuggestions, and meet their expectations. The company has accordingly formulated its

according to the policy.

customer feedback response policy and will work to make its business conduct even morecustomer-oriented.

Business Conduct Policy 2: Insurance solicitation
Tokio Marine & Nichido will work to provide appropriate products and services based on a

Business Conduct Policy 2: Insurance solicitation

correct understanding of risks facing customers and their needs and purposes while providing(1) Tokio Marine & Nichido Life will work to develop life insurance products and services

necessary information when concluding an insurance contract.

matched to customer needs while also paying attention to social and economic trends andchanges in the business environment.

Business Conduct Policy 3: Payment of insurance claims (claims service)
To be of help to customers in times of need, remain by their side while correctly understanding
their situations and positions and respond to their trust, Tokio Marine & Nichido will work toensure the quality of its claims service and make swift and appropriate claims payments.

(2) Tokio Marine & Nichido Life will deliver security by providing custom-tailored solutions thatmeet increasingly diverse customer needs and protect customers and their families.
(3) Tokio Marine & Nichido Life will implement initiatives to provide detailed information on
products and explain them in a thorough manner to customers and have them confirm,based on a correct understanding of the products, that our solutions match their needs

Business Conduct Policy 4: Initiatives to instill these policies

and purposes.

Tokio Marine & Nichido will provide training programs and promote initiatives to instill thesebusiness conduct policies in agents and employees so that they will always act in a customer-

Business Conduct Policy 3: Follow-up services and payment of insurance claims and benefits

oriented manner.

Recognizing that paying insurance claims and benefits is one of the most basic and important
responsibilities of an insurance company, Tokio Marine & Nichido Life will make sure to explain

Business Conduct Policy 5: Management of transactions involving conflicts of interest

policy and other details to all customers in an easily comprehensible manner and make swift

In accordance with the Tokio Marine Group Policy for Management of Conflicts of Interest andand accurate payments, working always from a customer standpoint. The company will also

through compliance with these policies by directors, officers and employees, Tokio Marine &set up a system to provide follow-up services to elderly customers to ensure that they will

Nichido will work to manage transactions involving conflicts of interest to ensure that clients’

make claims for which they are entitled to without omissions.

interests are not unduly harmed.

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2.2.7.2 R esponse to Customer Feedback
Business Conduct Policy 4: Initiatives to instill these policies
In order to encourage employees, agents and direct sales employees (“Life Partners”) to act ina customer-oriented manner in all business conduct, Tokio Marine & Nichido Life will establish
necessary evaluation and training programs and continue to implement initiatives to instillthese business conduct policies among them.
Business Conduct Policy 5: Management of transactions involving conflicts of interest
In accordance with the Tokio Marine Group Policy for Management of Conflicts of Interest andthrough compliance with these policies by directors, officers and employees, Tokio Marine& Nichido Life will work to manage transactions involving conflicts of interest to ensure that(Business Conduct Policy 1)

Each Tokio Marine Group company strives to improve the quality of its services by regarding customer
feedback as an important indicator for the evaluation of service quality.
■ Customer Feedback Response Policy
Critical opinions and demands as well as compliments from customers are valuable assets for us to provide
more quality services to customers. Based on the Group’s basic policy related to customer feedback,each company of Tokio Marine Group has formulated a response policy to utilize customer opinions for
improving products and services.

clients’ interests are not unduly harmed.
Business Conduct Policy 6: Asset management

Tokio Marine & Nichido Customer Feedback Response Policy

In order to ensure future payments of insurance claims and benefits, Tokio Marine & Nichido

Basic Philosophy

Life will conduct asset management while paying due consideration to the distinctive

Tokio Marine & Nichido sincerely accepts and actively applies customer feedback to its corporatecharacteristics of insurance contracts and by applying appropriate risk control.

activities with customer trust as the basis of all of its business activities.
Basic Policy❶ We will proactively accept and appreciate customer feedback.
❷ We will undertake company-wide initiatives to responsibly address customer feedback

through to the end.
❸ We will utilize customer feedback to enhance the quality of our operations, including

products and services.
❹ We will deliver greater safety and security based on customer feedback.

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Library■ Structure to Make Improvements Based on Customer Feedback■ Listening to Customer Feedback

Customer surveys and feedback received directly from customers by employees and agents lead to quality

Each Tokio Marine Group company actively listens to customer feedback through various means such

improvements in terms of products, services and other aspects. For example, Tokio Marine & Nichido, Tokioas customer surveys, telephone calls from customers, company websites and information gathering via

Marine & Nichido Life and Nisshin Fire enter such feedback into a central management system that is set

agents and sales personnel.

up on their respective intranets for later analysis. This feedback is then utilized for the said improvements.
From the perspective of enhancing the transparency of initiatives regarding customer feedback, theAdditionally, Tokio Marine & Nichido conducts regular meetings with external advisors and consumer

number of feedback comments received, details of these comments and examples of products andmonitors in order to receive advice from the perspective of the consumer. These activities have translated

services developed or improved based on such feedback are made public via company websites in greater

into various improvements, including easier-to-understand notices and documents.

detail.
Tokio Marine & Nichido is conducting customer surveys regarding auto insurance, fire insurance andSuper Insurance at the time of contract. The aim is to confirm whether the company is providing easy-tounderstand explanations of details of coverage, premiums payments, rider services and important terms.
Tokio Marine & Nichido also asks for cooperation in surveys after paying insurance claims to customers
in order to obtain a wide range of opinions regarding responses to accidents. The company constantly
makes efforts to improve quality based on this customer feedback.
Tokio Marine & Nichido Life is obtaining customer feedback by enclosing surveys along with notices
regarding contract details, insurance policies and other relevant documents that are sent to allpolicyholders once a year.

<Initiatives in Compliance with ISO 10002>
As a means of standardizing the response to customer feedback companywide, Tokio Marine & Nichido
and Tokio Marine & Nichido Life have established operation systems in conformity with ISO 10002, theNisshin Fire strives to identify customer needs through various surveys, for example, on staff response
during the contracting process and accident response services and works together with its agents toenhance the quality of its services to bring even greater satisfaction to customers.

international standard for management of the complaints handling process.
Moreover, these two companies were the first in the domestic financial industry to verify compliance with
the ISO 10002 standard in June 2007 and subsequently made an external announcement in July. Under
these operation systems, we will continuously strive to enhance the quality of operations in terms of
products, services and other relevant aspects based on customer feedback. Nisshin Fire also made a selfdeclaration of compliance with the ISO 10002 standard in July 2008.

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Sustainability
Library<Structure for Listening to Customer Feedback>AnalysisComplaint
RequestCompliment

System using
customer feedback
to makerecommendations•Analysis of customer
feedback with information
analysis software•Conﬁrmation from theperspective of external
consumer advisors•Determination of the levelof importance

Customerfeedback
Agents’ requests
Employees’
recommendations

Uniﬁed managementwith an internal
system

Improvement
Improvement proposal

Collection

Feedback•Disclosure of
improvement examples

Responsible
servicedepartment

Reportingresults ofconsideration

Request forreconsideration•External perspective•Determination of thelevel of importance•Monthly cycle

Instructions for
improvement•Important matters

Operational
Quality Department

Feedback
categories

Report to the
management team
Board of Directors

Important matters(reported on atimely basis)

Management
Meeting
Operational Quality
Committee

Reporting• Status of improvementof products, etc.

Customers
Insurance Agents"Life Partners"

Sales Bases andHead Oﬃce

Customer Centers.
Sections Providing Consultations on
Insurance Claims Re-Examination.
Customer Consultation Sections

Various Surveys

System for Using Customer
Feedback and Making
Recommendations

Risk Management
Committee

WebsiteSupervisory Agency.
The Life Insurance
Association of Japan etc.

Head Oﬃce
Departments

Board of Directors

Improving Operational Quality

Customers

Customer Feedback[Tokio Marine & Nichido Life]

Business Quality Department

Sales Bases

Each Group
Company
Management
Meeting

Business Quality
Management Committee

Customers

Feedback[Tokio Marine & Nichido]

Shareholders
Society

Improvement of Quality ofOperations, Including
Products and Services

Insurance Agents

Employees*An internal cross-sectional committee of the Board of Directors composed of full-time directors and generalmanagers and established for the purpose of utilizing feedback from customers to improve operational quality

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Library<Fiscal 2021 Number of Customer Feedback Comments>[Nisshin Fire][Tokio Marine & Nichido]
Customer feedback
categories

Customer Feedback (Including Feedback Received via External Organizations)Representative examples

Apr.- Jun.
2021

Jul.- Sep.
2021

Oct.- Dec.
2021

Jan.- Mar.
2022

Fiscal2021

Number ofcomments

Number ofcomments

Number ofcomments

Number ofcomments

Total as ofMar. 2021

Products and services
Questionnaire
Surveys

WebsiteCustomer Consultation
Oﬃce Telephone
Service Center

Customer Feedback
HotlineSales Departments
Claims Service
Departments

Head Oﬃce andAdministration
Departments

System for Using Customer Feedback
Check
and
Veriﬁcation

Analysis
andBusiness
Improvement

Customer Feedback
Committee

External
Disclosure

Responsible
Head Oﬃce
Departments

Risk Management Business Quality Department /Business Process Planning Department

Business Quality
Improvement Committee

Commitment
byManagement

Management Meeting

Board of Directors

Policy and pamphlet
related

Policy and pamphlet details difficult tounderstand

351

321

336

348

1,356

Products and services
relatedRequests for improving products andservices, others

1,948

1,818

1,840

1,757

7,363

2,299

2,139

2,176

2,105

8,719

996

974

938

915

3,823

277

335

281

251

1,144

1,273

1,309

1,219

1,166

4,967

Subtotal: Products and services
Enrollment: Contract procedures
Contract renewal
procedures

Delays in sending renewal information,othersExplanation of contract Insufficient explanation of contract
details
details, others
Subtotal
Enrollment: Contract management

Dissatisfied

AgentsFeedback to Customers

ReceivingandResponding
to Customer
Feedback

Policy deficiencies

Errors in listed policy details

193

183

169

145

690

Non-arrival of policy

Delay in sending of policy

15

13

25

20

73

Modification
procedures

Delay in modification procedures,
others

1,033

1,025

981

859

3,898

Account transfers

Unable to make account transfers,
others

121

159

153

121

554

1,362

1,380

1,328

1,145

5,215

598

538

496

463

2,095

23

32

27

11

93

3,256

3,259

3,070

2,785

12,370

1,495

1,486

1,473

1,330

5,784

749

726

755

645

2,875

1,567

1,505

1,485

1,450

6,007

3,811

3,717

3,713

3,425

14,666

Subtotal
Enrollment: Response and etiquette
Response andetiquette

Telephone response and visitation
etiquette

Enrollment: Others
Matters concerning enrollment not corresponding to the above
Subtotal : Enrollment total
Insurance claims payments: Insurance claims payment
Contacting andresponses
Payment amount
Advisability of
payment
Subtotal

Delay in being contacted by staff,
insufficient explanation of procedures
Insufficient explanation about insurance
claims payments
Advisability of payment

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Library［ Nisshin Fire］(Number of Comments of Dissatisfaction Only)
Customer feedback
categories

Representative examples

Apr. - Jun.
2021

Jul. - Sep.
2021

Oct. - Dec.
2021

Jan. - Mar.
2022

Fiscal2021

Number ofcomments

Number ofcomments

Number ofcomments

Number ofcomments

Total as ofMar. 2021

Insurance claims payment: Response and etiquette
Response and etiquette

Telephone response and visitation
etiquette

651

626

639

535

2,451

Dissatisfied

Insurance claims payments: Others
Matters concerning payment not corresponding to the above
Subtotal: Total for insurance claims payments

43

32

6

7

88

4,505

4,375

4,358

3,967

17,205

61

49

67

41

218

Matters concerning personal information
OthersItem

FY2020

FY2021

1. Contracting and soliciting activities❶ Product details (coverage, others)

1016❷ Contracting procedures (incomplete, delays, others)

166

135

❸ Soliciting activities (not thoroughly confirming with customers their needs and purposes, others)

85

91❹ Insufficient or erroneous explanation about policy details, conditions and others

272

188

❺ Enrollment (conditions, restrictions, others)

26

17❻ Error in insurance premium calculation

38

27❼ Staff interaction with customers

25

21❽ Contents of forms and other documents (application forms, invoices, leaflets, others)

1732❾ Other

171

150

Subtotal

810

677

79

70

41

46

236

10,200

9,892

9,712

8,944

38,7482. Management and protection of contracts, collection of premiums

Requests

1,212

1,100

1,241

1,036

4,589

❶ Insurance policies not reaching customers or errors in policies

23

16❷ Availability of payment in installments or account transfer

46

51

Compliments

2,093

2,137

2,396

2,040

8,666

❸ Procedures for changing policies

188

181

13,505

13,12913,34912,02052,003❹ Procedures for canceling policies

Dissatisfied Total

Total［ Tokio Marine & Nichido Life］(Number of Comments of Dissatisfaction Only)

202

156

❺ Processing of maturity repayment (processing delay, amount repaid, others)

37❻ Staff interaction with customers

1110❼ Other

30

55

Subtotal

503

476

Apr. 1, 2021–
Mar. 31, 2022

Percent of
Total (%)

New contract related

Dissatisfied with explanations and with presentments on
insurance policy at time of enrollment, others

2,331

14.6

❶ Amount of insurance claims paid

163

125

Receipt related

Dissatisfied with insurance premium payment methods andmodification procedures, others

3,036

19.0

❷ Delay in response and method of response

557

541

Protection related

Dissatisfied with contract details modifications, policyholder
loans, cancellation procedures, others

4,228

26.5

Insurance claims andbenefits related

Dissatisfied with payment procedures for insurance claims,
benefits, maturity proceeds, others

1,695

10.6

Others

Dissatisfied with after-service, etiquette and telephone response,
others

4,685

29.3

15,975

100.0

Item

Total

Principal Details of Feedback

3. Insurance claims❸ Advisability of payment

1735❹ Staff interaction with customers

167

242

❺ Other

66

Subtotal

910

949

4. Other (including complaints on the handling of personal information)

52

84

2,275

2,186

Total

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GovernanceInitiatives■Customer Satisfaction Targets

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大変満足

Every year, Tokio Marine & Nichido discloses customer satisfaction indicators on its Japanese website

大変満足

満足

満足

<Tokio Marine & Nichido Life: Level of Customerやや満足
Satisfaction (Fiscal 2021)>

reporting the status of its initiatives based on the customer-oriented business conduct policies. We also

やや満足
どちらともいえない

どちらともいえない

Overall Level of Satisfaction
やや不満
at the Time of Enrollment

strive to improve customer satisfaction* through various initiatives.

やや不満

不満

*Numerical targets: Improvements YoY

不満(Overall Level of Satisfaction regarding Contract
大変不満 Procedures, Product Details, etc.)

The level of customer satisfaction is confirmed by conducting customer questionnaire surveys when

Very dissatisfied + dissatisfied

Neither satisfied
nor dissatisfied

soliciting insurance and paying insurance claims and benefits to find the overall level of satisfaction

0.3%

7.1％

regarding contract procedures and the overall level of satisfaction regarding payment of insurance claims

大変不満

とても満足 + 満足

and benefits.

Very satisfied + satisfied
普通

92.6％

Previously, questionnaire surveys were also conducted as mail surveys. At present, however, the surveys

不満 + とても不満

are conducted online to ensure that data is promptly shared within the company and with agents andanalyzed quickly. In addition, moving forward, we will not only find out the overall level of satisfaction but
also conduct surveys on new measures of the company and from a new angle, such as by using the Net
Promoter Score (NPS), to make more sophisticated analysis.

<Nisshin Fire: Level of Customer Satisfaction (Fiscal 2021)>
Overall Level of Satisfaction regarding
Accident Response Services

In this way, we take these valuable evaluations and opinions from customers seriously and work to
improve our efforts, aiming to develop initiatives for the continued improvement of customer satisfaction.

(Auto Insurance)<Tokio Marine & Nichido: Level of Satisfaction (Fiscal 2021)>

Dissatisfied 0.9%
Neither satisfied nor
dissatisfied 3.5%

 Level of Satisfaction regarding Overall
Claims Services

Overall Level of Satisfaction regarding
Contract Procedures(Auto Insurance)(Auto Insurance / Fire Insurance / Super Insurance)

Somewhat dissatisfied 1.19%

Very dissatisfied
0.86% 大変満足

Neither satisfied nor
dissatisfied 3.11%

Somewhatsatisfied

満足
やや満足

6.25%

Very satisfied

Very dissatisfied
0.2% 大変満足
大変満足

満足
Somewhatsatisfied
やや満足

満足

満足

やや満足

46.50％
やや不満

41.32％

Somewhat satisfied to very satisfied:

94.1%

どちらとも言えない
Very satisfied

やや満足

Satisfied

34.8％

Very satisfied
どちらとも言えない

60.6％
満足

満足
57.5％

Satisfied: 95.0%

31.6％

大変満足

Satisfied:
大変不満
95.4%
不満

どちらともいえない
どちらともいえない

やや不満

やや不満

やや不満

不満

不満

不満

不満

大変不満

大変不満

大変不満

大変不満

Satisfied

45.5％

Somewhat satisfied to very satisfied:

88.7%

とても満足 + 満足とても満足 + 満足

普通

大変不満
不満

大変満足

Very satisfied

どちらともいえない
どちらともいえない

Satisfied

大変不満

Very dissatisfied
0.5%

Neither satisfied nor
dissatisfied 3.2%

不満

35.7％

Neither satisfied nor
dissatisfied
9.6%
大変満足

11.6%

Dissatisfied 0.9%
Very dissatisfied
0.7%

Satisfied

Dissatisfied 0.4%

Somewhat dissatisfied 1.1%

Dissatisfied 0.76%(Fire Insurance / Specialty Insurance)

どちらとも言えない

Status of customer feedback: Respective Group company websites

満足

大変満足
Tokio Marine & Nichido: Number of customer comments received and customer
survey results(in Japanese)
Tokio Marine & Nichido Life: Status of customer feedback (in Japanese)
Nisshin Fire: Response to customer complaints (in Japanese)普通

不満 + とても不満不満 + とても不満

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Initiatives■ Main Examples of Items That Have Been Developed and Improved Based on Customer
Feedback (Fiscal 2021)

SocialInitiatives

Please provide paperless procedures for registering an account from which insurance premiums arewithdrawn.
[Response]
We introduced an online procedure for setting an account from which insurance premiums will bewithdrawn.
Tokio Marine & Nichido Life
[Customer Feedback]Please develop a system which enables contract procedures to be completed online.
[Response]
In August 2021, we introduced the Anshin Remote Raku Raku Tetsuzuki (Quick and Easy Online Procedures),which enables all procedures, from non-face-to-face proposals and explanation of fixed amount insurance
to enrollment application on the customer’s own smartphone or other devices, to be completed online.
In addition, we introduced the Anshin Remote Hengaku Tetsuzuki for completing procedures for variableannuities in October 2021.
Nisshin Fire
[Customer Feedback]
We prefer to take time to closely examine the planned details of coverage and conduct the contract
procedures at our convenience.
[Response]
We introduced the Web Raku Tetsuzuki (Easy Online Procedures) for our auto insurance, which allows
customers to conduct the contract procedures on their smartphones, tablets and other devices in October
2021, in addition to the existing means of conducting the procedures by telephone or mail.
Status of Customer Feedback: Respective Group Company Websites
Tokio Marine & Nichido: Improvement examples based on customer feedback (in Japanese)
Tokio Marine & Nichido Life: Major and specific development and improvement examples based on
customer feedback (in Japanese)
Nisshin Fire: Examples of improvements that have been carried out based on customer feedback

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2.2.7.3 I nitiatives toward High-Quality Insurance Solicitation(Business Conduct Policy 2)

Tokio Marine & Nichido[Customer Feedback]GovernanceInitiatives■ Supporting Safety and Security via Smartphones
In 2020, smartphones were used by more than 80% of households, and they have become very familiar
devices.
Tokio Marine & Nichido provides the free smartphone app on the Tokio Marine & Nichido website(renamed from Mobile Agent in January 2022) to customers. Policyholders use this app to check the pointsof contact of specific insurance companies and responsible agents and view the details of their policies
anytime, anywhere. It also has several features that support customers for the smooth handling of traffic
accidents.
These include an accident reporting feature that identifies the location of an accident via GPS, a simple
procedure to request a tow truck in a minimum of three taps, a function to easily send photographs ofa damaged vehicle or accident site taken by a policyholder to Tokio Marine & Nichido and a function to
enable the real-time monitoring of accident response status via push notifications.
In February 2022, Tokio Marine & Nichido introduced the Document Box, a new structure which permits
agents and customers to exchange files, images and messages in a secure and convenient manner.
Tokio Marine & Nichido will continue to strengthen its digital points of contact with customers throughthe My Page of the Tokio Marine & Nichido website.
Additionally, E. design Insurance allows customers to complete overall procedures, from requestingan estimate to final application for auto insurance, via smartphone. A dedicated web page is set up foreach customer to report accidents and verify accident response status in addition to making changes tocontract details and renewal procedures.
In November 2021, E. design Insurance launched a new auto insurance product named &e (pronounced“Andy”), which uses IoT sensors linked to the customer’s smartphone. Information about the customer’s
driving behaviors, such as sudden braking and abrupt steering, is converted into a score based on datafrom the sensor and delivered to the customer as a Trip Report. Should an accident occur, the IoT sensor(in Japanese)
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automatically detects the impact and enables the customer to report the accident to the company witha system to allow them to apply for insurance on their own, anytime and anywhere. The company also

one tap on the smartphone. It also makes it possible to check data regarding the speed of the customer’srolled out the Remote Raku Raku Tetsuzuki in December 2020. It is a seamless, paperless and at-ease service

car, the impact and the damage to the car, and it shows a video reproducing the accident, thus helping tothat uses a web conferencing app to complete everything online on smartphones and other devices, fromreduce the customer’s anxiety and burdens.

proposing and explaining insurance products to customers to helping them apply for a product.

Tokio Marine Group will work further to support the safety and security of customers by utilizing

The initiative received a 2014 Ministry of Economy, Trade and Industry (METI) Minister’s Award insmartphones.

recognition of its contribution to informatization of the economic society. It also won the top IT Overall

Tokio Marine & Nichido: My Page (in Japanese)Award at the 31st Information Technology Award 2013 sponsored by the Japan Institute of Information

E. design Insurance: Annual Report (in Japanese)

Technology. In the future as well, Tokio Marine & Nichido will strive to further enhance comfort andconvenience for customers through a diverse range of initiatives.

■ Examples of Initiatives toward High-Quality Solicitation
In April 2012, Tokio Marine & Nichido rolled out an initiative that utilizes tablet devices to enhance comfort■ Introducing a Function to Propose Insurance Products Using AI

and convenience for customers.

For the first time in the insurance industry, we have developed a function in which AI designs
recommended insurance plans that combine life and non-life insurance products based on customers’

For Super Insurance, auto insurance, fire insurance, accident insurance and life insurance, its main products

attribute information, including age, gender and family composition as well as which life and non-life

for individual customers, the company introduced the paperless Raku Raku Tetsuzuki (Quick and Easy

insurance products they have enrolled in. For this function, we have filed an application for a business

Online Procedures), which allows customers to request a premium estimate, view product descriptions

model patent.

and apply for insurance on a tablet and other devices. These procedures enable the company to provide
easy-to-understand product descriptions with videos and electronic pamphlets. The company has also

We have adopted this function in our Super Insurance and have initiated the process of transforming

introduced “Your Enrollment at a Glance,” a list that enables customers to check their family’s insurance

ourselves toward the realization of a new form of insurance proposal, in which agents with excellent

enrollment status on their tablet and other devices.

consulting abilities utilize this function to propose insurance products to customers.

In January 2020, the company launched the Smart Raku Raku Tetsuzuki service for customers to enroll in* This function was developed jointly with PKSHA Technology Inc., which possesses a strength in AI technology.

an insurance product on their smartphones, personal computers and tablet devices, thereby setting up

Screen images of Raku Raku Tetsuzuki contract procedures

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2.2.7.4 Q uality Improvement Initiatives for Non-Life

Insurance Services (Business Conduct Policy 3)

Tokio Marine Group continuously promotes the enhancement of quality from a customer standpoint by
repeating the plan-do-check-act (PDCA) cycle of implementation, verification and improvement.

GovernanceInitiatives

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We have made online insurance claims procedures available for a wider range of purposes, enablingcustomers to make insurance claims easily via their smartphones or PCs. In addition, an AI automatedvoice response service has been introduced to enhance after-hours call center services in pursuit ofgreater customer convenience in requesting insurance claims payments and insurance benefits.
■ Raising the Quality of Call Centers
Tokio Marine Group’s call center departments have formulated the Contact Center Standard for Tokio■ Anshin (“Reassuring”) Quality
As an effort to meet customers’ expectations and gain their satisfaction, Tokio Marine & Nichido defines
Anshin Quality, a level of quality that must be assured by anyone at the company, at anytime andanywhere by ensuring to achieve or execute things naturally expected of our products and services bycustomers.

Marine (CCST) and have been evaluating and verifying the status of their operations based on thestandard for the purpose of raising the quality of customer responses throughout the Group’s call centers.
We also conduct a customer satisfaction survey on a periodic basis and undertake improvement activities
to satisfy customer needs. At the same time, we have been implementing various common measures,such as holding a “telephone response contest” of all call centers within the Group, for mutually refining

Based on this Anshin Quality approach, the company has formulated its Anshin Quality Standards asquality standards that must be assuredly satisfied by anyone at the company, at anytime and anywhere.
There are specific standards for each of the main business processes related to products and services,
including solicitation, claims payment and basic customer response etiquette. Tokio Marine & Nichido
is strongly committed to being customer-oriented under a firm determination to never providing tocustomers products or services that do not satisfy these standards.
■ Providing Information That Enables Customers to Make Claims without Any Omissions
To ensure that customers request insurance claims payments and insurance benefits without any
omissions, Tokio Marine & Nichido Life provides

customer response skills.
In addition, we utilize digital technology and enhance our website infrastructure to support customers
when making inquiries or going through various procedures, while further upgrading response skills andstriving to ensure quality response tailored to individual customers and stable operation of call centers.
As a result of these initiatives, we received three stars, the highest rating, in HDI-Japan’s quality benchmark
for both contact for inquiries and online support in fiscal 2021.
■ Providing Anshin Quality of Claims Services to Customers
At Tokio Marine & Nichido, we believe that our value as an insurance company is tested when an accident

information to customers regarding insurance claims

occurs. To prepare ourselves for such an emergency, we define Anshin Quality as specific quality standards

payments and insurance benefits when they enter

that are indispensable for the products and services provided to customers and, together with agents,

into an insurance contract, during the contract

have been making full, concerted efforts toward the realization of Anshin Quality. Also in terms of claims

validity period and when requesting insurance claims

services, we seek feedback broadly from customers and constantly endeavor to improve quality based on

payments and insurance benefits.

such feedback while repeating the cycle of implementation, verification and improvement.

Additionally, through such means as our website,

As one example, we have implemented the following operational improvements based on the evaluation

we ask customers to contact Tokio Marine & Nichido

results and opinions we gather through a customer survey, which is conducted after insurance claims are

Life if they have any uncertainties about receiving
insurance claims payments and insurance benefits.

SocialInitiatives

paid to policyholders of our auto insurance, who have been involved in an accident.
Guidebook on receiving insurance claims payments
and insurance benefits• Information regarding details of coverage and a list of available coverages (insurance claims) are sent tocustomers upon receipt of the notification of an accident, and personnel in charge provide information
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Libraryon the amount of claims payable in an easy-to-understand manner.

To provide high-quality claims services in case of an emergency to deliver safety and security to customers• When insurance claims are paid, personnel in charge will explain in an easy-to-understand manner whileby leveraging our high level of expertise, we are making various related efforts on top of the enhancement

also sending a statement of claims payable that not only verifies the amount but also provides a detailedof the resolution capabilities of employees. In the following sections, we divide the process of claims

breakdown.

services into five steps (receiving loss reports, initial response, loss adjustment, reporting progress and• When insurance claims cannot be paid, we inform customers of the reason both verbally and in written

payment of insurance claims) and describe our efforts in each.

form in an easy-to-understand manner. Additionally, inquiries and claims from customers are accepted
via an exclusive toll-free telephone line. Assistance from external specialists such as lawyers is also

[Receiving Loss Reports]

available via the Re-examination Request System*.

Receiving a loss report from a customer is our first customer contact point in claims services. We work toeliminate anxieties held by a customer who just had an accident by asking whether or not he/she wasinjured and what exactly happened and simultaneously giving considerate and appropriate advice.

* Re-examination Request System
We have introduced the Re-examination Request System for ensuring the fair payment of
insurance claims.
It is a system for customers (including policyholders and insured persons) to request reexamination when they disagree with the decision not to pay insurance claims made byclaims service bases in accordance with policy details.
In response to a written request for re-examination and other documents submitted by acustomer, the Claims Service Re-examination Committee, which is a closed-door committee
composed of external specialists (doctors, lawyers and legal experts), re-examines thedecision. The committee examines the appropriateness of our decision from a legal or
medical point of view and reports its results in written form to the customer who requested
the re-examination.
However, this system does not apply to cases that are outside the activity scope of thecommittee, which is to make a decision from a legal or medical viewpoint. For details, pleasecontact the responsible claims service base.
Tokio Marine & Nichido: Re-examination Request System (in Japanese)
Tokio Marine & Nichido: Re-examination Results by the Claims Service Re-Examination Committee(in Japanese)[Initial Response]
After receiving a loss report, we confirm how the customer wishes to proceed with the accident response
and provide a detailed description of the process from the beginning to the final resolution. It is only after
we consult with the customer that we will contact the parties and others concerned. We try to relieve thecustomer’s anxiety by reporting back to him/her the results of contacting these parties.
[Loss Adjustment]This step involves checking the status of a car or building damaged by the accident. At the same time, we
scrutinize details of necessary repairs and estimated repair costs to confirm an adequate loss amount andexplain it to the customer in an easy-to-understand manner.
[Reporting Progress]
To eliminate the customer’s anxiety and provide a greater sense of security, we ensure that wereport progress in an appropriate manner based on the customer’s intentions through the means ofcommunication desired by the customer.
[Payment of Insurance Claims]
We calculate payable insurance claims and explain the details of these claims to the customer in an easyto-understand manner. We then work to swiftly go through the payment procedures after confirming withthe customer if he/she wants to file a claim.
We also utilize a system to check for other applicable policies and inform the possible payment of otherinsurance claims, if any, to the customer. For auto insurance, in particular, we have in place a system that2022 Sustainability Report175

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does not allow us to close the case until the payment of all payable insurance claims is made. By means• Shared Value for Caring for Customers as Our First Priorityof this system and various types of training, we ensure to make an appropriate payment of claims to

Tokio Marine & Nichido believes that putting customers first and foremost translates into the quality ofcustomers.

claims services, which are intangible and not readily perceivable.

Moreover, we constantly strive to improve the quality of our customer response over the telephone

Accordingly, we distribute a booklet entitled Kokorokara (“From Our Hearts”) to all members engaged inthrough employee training and by conducting a survey on its telephone responses by an external survey

claims services, including new employees who join the company each year. The booklet summarizes thecompany. Efforts are geared toward ensuring all responsible personnel always make a considerate andvalues on which we place importance, including the shared ideas of all members involved with claims

honest response to customers.

services for customers, working in harmony with colleagues and in pursuit of expertise.

■ Resolution Capabilities of Team Experts

We hope to continuously hand down our purpose, pride and sincerity in claims services from a customer

We consider it our mission to provide high-quality claims services when a customer is involved in an

standpoint as part of our DNA.

accident. In auto insurance, smooth claim settlement requires a team approach in which highly specialized
and experienced staff members work as a team toward the same goal.
At Tokio Marine & Nichido, our experienced claims service staff team up with our nationwide network ofhighly specialized experts including adjusters, lawyers and consulting physicians as well as accountants
and tax accountants to provide the resolution capabilities of Team Experts. This allows us to protect ourcustomers in the event of an accident.
In addition to our reliable and extensive network of 232 service bases nationwide, we satisfy 94.1% of ourcustomers who have filed claims under their insurance by exercising our sophisticated negotiating power

Kokorokara booklet cover page and inside text. The English version is also available.

backed by our industry dominance with more than around 2.73 million accident settlements per year.
Claims Service System in Japan (As of March 2022)
Tokio Marine & Nichido

Nisshin Fire

232

101

Approx. 10,800*

Approx. 900

Lawyers

Approx. 550

Approx. 50

Consultant physicians

Approx. 110

Approx. 10

Tax accountants/Accountants

Approx. 70—

Number of automobile accident
settlements (Annual)

Approx. 2.73 million

Approx. 190,000

Number of service bases
Claims service staff and adjusters“Our ceaseless pursuit for expertise is really a quest for better human qualities, andthis quest never ends.”“Face to face with a person who needs your help, as a fellow human being, what
does your heart tell you? Everything starts from here. I want to help because a person
needs my help. This strength of emotion is our raison d’etre.”* As of July 2021

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2.2.7.5 I nitiatives to Instill Customer-Oriented BusinessConduct Policies (Business Conduct Policy 4)

SocialInitiatives

GovernanceInitiatives

Sustainability
Libraryand services to customers and respond to an accident and other emergencies and business soundness,stability and growth potential as an insurance agent, based on the standards specified by the company.
The General Insurance Total Planner qualification is the most prestigious solicitor qualification given by

Working Together with Agents to Improve Quality

The General Insurance Association of Japan to insurance solicitation professionals who have acquired

To provide safety and security that truly is based on customers’ points of view, Tokio Marine Groupother matters related to non-life insurance.

consultation-related knowledge and operational skills on top of basic knowledge of laws, tax affairs andendeavors to build partnerships based on trust and together improve the operational quality throughsmooth communication with agents.
■ The Role of Agents in Tokio Marine Group

Going forward, we will promote reforms toward a new business model utilizing tablet devices andsmartphones to realize an even more comfortable experience for customers. We will work hand in handwith our agents to deliver quality to all customers and gain higher recognition from customers.

In auto, life and other insurance, the role of agents in Tokio Marine Group is to protect customers fromrisks by providing various kinds of insurance products and services as intermediaries between customers

Nisshin Fire has also established its Customer Trust Standards for agent operations concerning contractand each insurance company in the Group. Agents are carrying out a broad range of consulting activities

procedures, product presentations and response to customers involved in accidents or other incidents, assuch as introducing optimal insurance tailored to the needs of each customer and quickly providing

well as proceeding with initiatives accordingly to ensure that all its agents across Japan provide customers

support to deliver security to customers in the event of disasters or accidents.

with the same, high level of services. Additionally, Nisshin Fire’s agent commission system emphasizes
the quality of contract procedures and responses to accidents, and the company evaluates the level of

For agents to meet customers’ expectations and trust and be indispensable persons truly relied upon byachievement of operations to determine agents’ commissions.

customers, each Tokio Marine Group company has promoted initiatives directed toward its agents suchas various kinds of training, establishment of administrative procedures and IT systems and businessadministration management support.

Education and Training Systems for Agents
In order to meet customer expectations and earn their trust so that customers are able to consult us about■ Working Together with Agents on Initiatives to Improve the Quality of Operations

insurance with peace of mind, we support the development of professional human resources through a

At Tokio Marine & Nichido, we define Anshin (“Reassuring”) Quality Standards as specific quality standards

qualifications system and training programs.

that are indispensable for the products and services provided to customers and work together with agentsto improve quality. In addition, with regard to an agent commission system, we conduct assessments in■ Original Learning Program

terms of quality, growth (scale, revenue increase rate, claims ratio) and partnership (including consulting

In order to foster salespersons capable of providing meticulous and excellent services to customers,

capability, quality of agent business administration and claims service response capability). By doing so,

Tokio Marine & Nichido offers a learning program that covers a broad range of operational knowledge on

we have established a system to support agents that delivers sustainable growth by providing safety andproduct details, claims services, compliance and other business-related topics. A course on basic products

security to customers and by always remaining their first choice.

knowledge, in particular, is provided as a mandatory course, which salespersons must take before they
engage in product sales. Salespersons can take each course through various means, including our online

As qualifications of excellent agents and salespersons (insurance solicitors), we use an internal systemagent system (TNet).

to certify “Top-Quality Agents” and an external qualification program to certify “General Insurance
Total Planners.” The Top-Quality Agent certification is given to Tokio Marine & Nichido’s agents, which

Tokio Marine & Nichido Life provides the Tokio Marine & Nichido Life Training College training program

demonstrate a superior level of performance overall in terms of the abilities to propose insurance products

for life insurance agents to develop professional insurance salespersons. In this program, for roughly
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Libraryfour months agent salespersons and the company’s responsible employees take part together in groupassume the role of a professional salesperson highly specialized in his or her area of expertise at thetraining and web-based training, in which the most advanced training program has been adopted, while

respective corporate agents.

also carrying out practical activities on the front lines of business.
The program can also be utilized as a broader supportive measure to help agents grow, as it has
With regard to these practical activities, the company provides the latest programs for supporting

expanded its scope from specialized agents to include part-time agents in the auto, real estate

sales activities of participants, such as the adoption of Antore Hiroba, a website where participants canand financial fields. Since fiscal 2020, all the training programs have been provided online, and theexchange information with each other. Also, the company gives salespersons opportunities to continuecompany introduced a curriculum that combines live streaming and on-demand delivery, including

helping each other to improve their skills after the completion of their training, including follow-up

online role-playing. The program enables trainees to receive training more flexibly matched to theirtraining at branch offices.

level of growth and the roles they have taken on.
Nisshin Fire also operates the Risk Advisor Employee System, a similar trainee system to develop
specialized professional agents. The system is designed to acquire various knowledge and practicalwork experience that are necessary for selling insurance while being engaged in soliciting contracts
and related work for a certain period.

2.2.8 Measures and Response to COVID-19
Tokio Marine Group has been taking measures to combat and respond to COVID-19.
■ Continuing Important Business Operations through Extensive Measures to Prevent the Spread of
Infectious Diseases and Revising the Details and Procedures of Products
To sustain its function integral to social infrastructure, Tokio Marine Group is continuing to undertake
critical operations, including receiving loss reports, paying insurance claims and protecting insurance■ Agent Trainee System

policies, while working to prevent the spread of COVID-19 and ensure the safety of employees.

With a view to responding to diversifying customer needs and nurturing corporate agents’ employees
who have excellent consulting capabilities to propose appropriate insurance products, Tokio Marine

For accident insurance, Super Business Insurance (liability clause) and other products that conventionally& Nichido has established an Insurance Planner System. It is a human resources development systemcover Classes I to III infectious diseases specified in Japan’s Infectious Diseases Act, Tokio Marine & Nichidothat provides early-stage education, starting with the acquisition of knowledge on the policy renewal

expanded the scope of coverage in April 2020 to the designated infectious diseases under the act, which

process of the corresponding agents, to facilitate the learning of solicitation skills. Under this system,

include COVID-19. The Infectious Diseases Act was then revised in February 2021, and COVID-19 wasagents’ employees are temporarily transferred to Tokio Marine & Nichido for a maximum of two years

moved from the category of designated infectious diseases to the category of novel influenza and otherto acquire specialized knowledge on insurance products, learn techniques of consultation-based

infectious diseases. The company accordingly revised its products to provide continued coverage forsales in a phased and systematic manner and gain solicitation skills. The goal is to enable them to

COVID-19.

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For overseas travel insurance with coverage for diseases, the requirement for the period from the end■ Donations Made in Relation to COVID-19 by Tokio Marine Group Companies and Employeesof policy duration to the start of medical treatment has been relaxed from within 72 hours to within 30

COVID-19 has spread globally and caused unprecedented impacts in various forms. To back up efforts

days for COVID-19. The company has also expanded the definition of hospitalization under its medicalof Group companies across the world to provide support in relation to COVID-19, Tokio Marine Holdings

and other insurance and decided to pay hospitalization and related benefits to cases in which COVID-19

donated a total of more than 1 billion yen as a matching gift added to the amount donated by employees

patients stay at temporary facilities (including hotels) or at home as per doctor’s instructions and receiveof Group companies in and outside Japan over the period of two years from fiscal 2020 to fiscal 2021.

treatments comparable to those provided by hospitals. On March 1, 2021, Tokio Marine & Nichido started
providing Infectious Diseases Choice Assist to policyholders who have added a rider to cover specified

Specifically, each Group company has made monetary donations to support financially challenged

infectious diseases risk to the medical coverage (fixed-amount accident insurance) of Super Insurance. For

students for expenses to advance to higher education, tuition fees and living expenses; art and cultural

mitigating concerns of customers about COVID-19, it prepares them for hospitalization and outpatientorganizations forced to suspend or curtail activities; medical institutions; single-parent households; andtreatment while also covering various household expenses that will be necessary during the period whenchildren orphaned by traffic accidents. Monetary donations have also been made to provide support

they are undergoing treatment.

for research and development of curative drugs and vaccines against COVID-19; international medical(Explanation Applicable As of August 1, 2022)

assistance; learning and food assistance for children facing school closures; and support for preventionof infection for persons with disabilities. The Group also donated medical supplies stockpiled in-house

For its customers affected by COVID-19, Tokio Marine & Nichido Life has extended the grace period forto medical institutions and other entities across Japan (more than 300,000 N95 medical masks and more

premium payments and the period allowed for policy renewal and simplified the procedures for receiving

than 10,000 items of protective clothing).

payments of insurance claims, benefits and refund upon policy cancellation. Additionally, in order toensure the safety and convenience of customers and enable them to consider enrolling in insurance with

■ Offering COVID-19 Vaccination Sites Free of Charge (August 2021)

a sense of security, the company has introduced the Anshin Remote Raku Raku Tetsuzuki (online application

For supporting swift and smooth implementation of vaccinations for preventing the spread of COVID-19,

procedures). It is a seamless and comfortable procedural system to complete everything online, from

Tokio Marine & Nichido has offered two of its own facilities, namely Tokio Marine & Nichido Tama General

exploring proposed insurance products using a web conferencing app to applying for a product via

Ground and Tokio Marine & Nichido Shakujii Sports Center, free of charge to Hachioji City and Nerima-smartphone and other devices. The company has also utilized IT tools internally to promote the practiceku, respectively. The two local governments in Tokyo are using these facilities as a venue for massof working from home as an effort to control infections. In the future as well, the company intends tovaccinations.

respond to any emergency flexibly and with a sense of speed.
Tokio Marine Group will strive to resolve social issues while also working with local governments in order■ Efforts Overseas

to accomplish the purpose of protecting customers and society in times of need, which the company has

For COVID-19 vaccines, insurance underwriting had been difficult as they will spoil if not maintained

upheld since its founding, as well as continue to deliver safety and security to local community members.

within an appropriate temperature range. Tokio Marine Kiln, our subsidiary in the U.K., has developed jointlywith Lloyd’s cargo insurance to cover temperature fluctuation risk during transportation by installing IoT
equipment to vaccine transportation vehicles. The company is contributing to the smooth transportationof vaccines to developing countries by paying insurance claims within three days after vaccines are not
kept within an appropriate temperature range and spoiled.

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2-3 Tokio Marine Group’s Governance Initiatives

2.3.1.2 Corporate Governance System

2.3.1 Corporate Governance■ Corporate Governance System

2.3.1.1 Tokio Marine Holdings Fundamental Corporate

Governance Policy
To earn the trust of all people and society and achieve sustainable growth, Tokio Marine Group mustraise the quality of initiatives for “business strategies,” “governance” and “social responsibility” andbuild a structure for resilient, highly sound and transparent management as a global insurance group.
Accordingly, as initiatives serving as the basis of such a management structure, Tokio Marine Groupis making efforts for compliance, fraud prevention, information security, privacy, respect for humanrights, sustainability in the value chain and sustainable investment.

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The Company’s corporate governance system is designed as a hybrid structure whereby the
Nomination Committee and Compensation Committee are discretionarily established in addition to
the fundamental structure of a company with an Audit & Supervisory Board. The Company believes
that the above structure is optimal at this point, and in light of the following measures taken, theCompany determines significant business execution by resolution of the Board of Directors as aninsurance holding company and makes high-quality decisions reflecting the insight of Outside
Directors and Outside Audit & Supervisory Board Members; Audit & Supervisory Board Members who
hold no voting rights at the Board of Directors meeting conduct unbiased and objective audits; andthe transparency of the decision-making process of nomination of and compensation for Directors,
Audit & Supervisory Board Members and Executive Officers is ensured by those issues being
deliberated at the Nomination Committee and Compensation Committee.
Corporate Governance Report (Last Update: June 27, 2022) (PDF / 1.1MB)

Through these initiatives, Tokio Marine Group will meet the expectations of stakeholders, beginningwith continuously enhancing shareholder value, and contribute to realizing a sustainable society.
■ Basic Approach to Corporate Governance
Tokio Marine Holdings (“the Company”) is committed to the continuous enhancement of corporate
value by fulfilling its responsibilities to customers, society, employees, shareholders/investors, future
generations and other stakeholders as set forth in the Tokio Marine Group Corporate Philosophy.
For this purpose, the Company recognizes the importance of establishing a sound and transparent
corporate governance system and exercising appropriate control over its Group companies as aholding company and has formulated the Tokio Marine Holdings Fundamental Corporate Governance
Policy. In this policy, the Company defines the rights of shareholders and securing fairness, and the
responsibilities of the Board of Directors, etc.
Tokio Marine Holdings Fundamental Corporate Governance Policy

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Corporate Governance System

General Meeting of Shareholders
Appointment/dismissal

Independent auditors

Coordination
Evaluation of theappropriateness ofaccounting audit

Accounting audit

Appointment/dismissal

Audit & Supervisory
Board Members(Audit & Supervisory Board)
Business
Execution
SectionAppointment/dismissal
Recommendations

Audit

Recommendations

Management Meeting

Coordination

Internal audit

Internal Audit Section

Nomination Committee

Board of Directors (Directors)

Compensation Committee

Planning and
Administrative Section

Internal audit

Reports

Subsidiaries, etc.

Internal Control Committee

Record of Measures to Strengthen Corporate Governance
FY2002

Structure

FY2004

April
Millea Holdings (currently
Tokio Marine Holdings)
established as a company
with an Audit & Supervisory
Board

FY2005July
Nomination
Committee
andCompensation
Committee
discretionallyestablished

FY2011FY2013

FY2015

Membership

3

Compensation

FY2018June
4FY2019FY2020

FY2021 FY2022

June
4

Ratio of Outside
Directors raised toon-third

June
5

June
6

3 (decreased in FY2005)

Non-Japanese
ExecutiveOﬃcers
Policies

FY2017

November
Evaluations of eﬀectiveness of Board of Directors (surveys administered to all Directors and Audit & Supervisory Board
Members) commenced

OutsideDirectors
Outside Audit &Supervisory
2
Board Members

FY2016

June
First non-Japanese ExecutiveOﬃcer appointed

April
Millea Group Corporate
Philosophy established

August
4

June
6

April
5

April
6

June
5

May
Corporate Governance Policy formulatedMay
Corporate Governance Policy renamed Tokio Marine
Holdings Fundamental Corporate Governance Policy

NovemberAppointment conditions and dismissal
policies for the President revised

July
Stock options introduced

July
Ratios of performance-linked bonuses increased forcertain oﬃcers

July
Same as previous update

July
Share deliver
trust
introduced

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Library• Structure of the Board of Directors

appointment and policy for the dismissal of the President & Chief Executive Officer, Directors, Audit &The Board of Directors is responsible for deciding on important matters relating to the execution ofSupervisory Board Members and Executive Officers.

the Company’s business such as determining the Group’s business plan and various basic business
policies, supervising the performance of individual Directors and establishing an effective internal

The Compensation Committee shall deliberate on the following matters and otherwise andcontrol system.

report to the Board of Directors: Evaluation of the performance of the President & Chief Executive
Officer, Directors (full-time) and Executive Officers, the compensation system and the level of

As a general rule, one-third or more of the Company’s Directors shall be Outside Directors. In

compensation for the President & Chief Executive Officer, Directors and Executive Officers and policy

addition, Directors are appointed for a term of office of one year and may be reappointed. To

for determination of compensation for Directors, Audit & Supervisory Board Members and Executive

ensure its effectiveness, the Board of Directors shall have a balanced composition based on various

Officers.

viewpoints of diverse fields, gender, internationality, career and age as well as specialized knowledge.
As of the end of June 2022, the Company had 14 Directors, of whom six were Outside Directors. The

As a general rule, a majority of the members of each committee is selected from outside of theschedule of the Board meeting is carefully planned to ensure that the attendance rate of the Board ofCompany, and the chairman of each committee is one of the outside members.

Directors is 100%.
• Conditions for Selection of Directors and Audit & Supervisory Board Members•A udit & Supervisory Board Members and Structure of the Audit & Supervisory Board

Directors of the Company and its principal business subsidiaries shall have a deep understanding ofAudit & Supervisory Board Members, as an independent body entrusted by shareholders, audit the

the Company’s business type, possess a wide range of knowledge required for management, and as aperformance of Directors, with the aim of ensuring sound and fair management and accountability.

member of the Board of Directors, have the ability to make decisions that are necessary to determine

Audit & Supervisory Board Members shall endeavor to conduct a high-quality audit in accordance

significant business execution matters. Audit & Supervisory Board Members of the Company andwith the regulations of the Audit & Supervisory Board, auditing standards, auditing policies andits principal business subsidiaries shall have operational abilities and previous achievements andauditing plans determined by the Audit & Supervisory Board.

experience, etc., as Audit & Supervisory Board Members, and through implementation of high quality
audits, secure sound and continuous growth of the Company, contributing to the establishment of a

As a general rule, a majority of the Company’s Audit & Supervisory Board Members shall be Outsidesuperior corporate control system that can respond to societal trust.

Audit & Supervisory Board Members. As of the end of June 2022, the Company had five Audit &Supervisory Board Members, of whom three were Outside Audit & Supervisory Board Members.

• Outside Officers
The presence of Outside Directors ensures the effective supervision of director performance by the•S tructure of the Nomination Committee and Compensation Committee

Board of Directors. In addition, Outside Directors provide advice based on their insight as experts in

The Company has established the Nomination Committee and the Compensation Committee, which

various fields, thus ensuring an organization that enables appropriate decisions on important mattersconsist mainly of Outside Directors, to raise the transparency of the processes for selecting as well as

relating to the execution of the Company’s business. The presence of Outside Audit & Supervisory

determining compensation for Directors, Audit & Supervisory Board Members and Executive Officers

Board Members creates an auditing organization with an independent and objective perspective.

of the Company and principal business subsidiaries.

Moreover, it enhances the effectiveness of the Audit & Supervisory Board and ensures an organizationthat maintains sound, transparent management.

The Nomination Committee shall deliberate on the following matters and otherwise, and report to
the Board of Directors: the appointment and dismissal of the President & Chief Executive Officer,

The Company has established conditions for selection and standards for determining independence

Directors, Audit & Supervisory Board Members and Executive Officers and the criteria for the(Exhibit of the Tokio Marine Holdings Fundamental Corporate Governance Policy) when selecting
Outside Officers.
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As of the end of June 2022, the Company has six Outside Directors and three Outside Audit &The Board of Directors shall set the level of compensation for each position held by Directors andSupervisory Board Members and has determined their independence from the Company with

Executive Officers according to their responsibilities, while taking into consideration factors such as

reference to the above criteria. Accordingly, the Company has registered all nine Outside Officers as

the business performance of the Company and the level of compensation in other companies.

independent directors/auditors as prescribed by the Tokyo Stock Exchange.
Of the different types of compensation for Directors and Executive Officers, fixed compensation•C ompensation for Directors, Audit & Supervisory Board Members and Executive Officers

and performance-linked compensation shall be paid monthly, while stock compensation shall be

The Company shall ensure transparency, fairness and objectivity when determining compensation fordelivered upon resignation.

Directors, Audit & Supervisory Board Members and Executive Officers. The following structure shallapply to compensation for Directors, Audit & Supervisory Board Members and Executive Officers.

The Board of Directors shall determine the details of compensation to individual Directors andExecutive Officers and other important matters concerning compensation to Directors, Audit &Applicable personnel

Fixed compensation

Performance-linked
compensation

Stock compensation

Supervisory Board Members and Executive Officers. Decisions on any matter requiring consultations
with the Compensation Committee shall be made after obtaining opinions of the said Committee.

Directors (Full-Time),
Executive Officers

○

○

○

Outside Directors,
Directors (Part-Time)

○

ー

○

Audit & Supervisory
Board Members

○

ー

ー

<Officer compensation to promote ESG initiatives>
For Tokio Marine Group, our initiatives for sustainability and ESG are part of our business aims
themselves. It is our belief that we can realize sustainable growth for the Company as a result ofsolving social issues through our business. To further advance our ESG initiatives, for example,
in officer compensation governance, the Compensation Committee has continuously discussed
whether to have compensation reflect performance in ESG initiatives, based on the thinking that the* With respect to the component ratios of each type of compensation within the base amount of compensation for Directors
and Executive Officers, in principle, the higher their positions, the greater the ratios of performance-linked compensation andstock compensation become.

degree to which initiatives are accomplished ought to serve as incentives. As a result, while we have
had a system where appropriate incentives applied to officers by setting targets for their individual
performance linked to their officer compensation, from fiscal 2022 we are introducing “employee
engagement indicators” and “sustainability indicators” as KPIs to determine corporate performance

The purpose of each type of compensation is as described below.

compensation, thereby creating a system that reflects compensation linked with performance.
In the future, we will aim to continuously raise the level and realize high and consistent incentive

Compensation type

Purpose

Performance-linked
compensation

Performance-linked compensation reflects the performance of an organization or anindividual against the predetermined corporate and individual targets and is introduced
to strengthen individuals’ incentives to raise the Company’s corporate value.

Stock compensation

Stock compensation is linked to the Company’s share price and is introduced toencourage the recipients to fulfill their accountability to shareholders by sharing returns
on the Company’s shares with them.

accountability based on new developments in internal discussions about sustainability strategies
and trends in the maturation and establishment of ways to evaluate non-financial indicators in themarket.

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Sustainability
Library■Strengthening Governance through Integrated Group Managementmonitoring, and the Board of Directors confirms the details of these deliberations. Moreover, theThrough the function-based chief officer system and Global Committees, etc., the Company utilizes

Company continually strengthens and improves its internal control system in light of the results of

its global expertise and knowledge to solve the Group management issues. In addition, the Company

this monitoring. The Internal Audit Section maintains close coordination with Audit & Supervisory

is also promoting initiatives to spread our Group culture, led by the Group CCO. These efforts have

Board Members to ensure the effectiveness of their audits.

resulted in Group synergies that contribute approximately 30 billion yen in annual profits in 2020.

Basic Policies for Internal Controls

Tokio Marine Holdings
Coordination

Audit & Supervisory Board Members(Audit & Supervisory Board)

Board of Directors(Directors)

Audit

Oﬃce of Audit &Supervisory Board

ReportAudit

Financial
Auditors

Internal Control Audit
Accounting Audit

Management Meeting

Internal Control
Committee

Evaluating theappropriateness ofan accounting audit

P

Director in Charge ofInternal Controls

P PlanA

D Do

D

C Check
A Act

CCoordination
Internal Audit

Internal Audit Section

Respective Sections
Basic Policies for Internal Controls

Compliance

CustomerProtection

2.3.1.3 Internal Control■ Internal Control System
The Company has formulated the Basic Policies for Internal Controls. In accordance with theseauditing of Group companies. In addition, the Company monitors the status and practical application

Risk
Management

Auditor’s
Audit

Internal Audit

Management, Guidance, Adjustments, Monitoring, Reporting, others

Group Companies
Domestic
Insurance Business

Domestic Life
Insurance BusinessP

policies, the Company has established an internal control system for the entire Tokio Marine Group
that encompasses structures for management control, compliance, risk management and internal

Response to
Antisocial
ForcesInformation
Security
Management

A

P
D

C

International
Insurance Business

A

P
D

C

Finance andOther Businesses

A

P
D

C

A

D
C

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2.3.2 Compliance
Tokio Marine Group defines compliance as “observing applicable laws, rules and regulations andinternal regulations and conducting fair and equitable business activities within social norms” andthoroughly implements compliance in this manner.
The Company has formulated the Tokio Marine Group Basic Policies for Compliance and the Tokio
Marine Group Code of Conduct. The Company has maintained the Compliance System for the entire

2.3.2.1 Compliance System for Tokio Marine Group

Tokio Marine Holdings
Audit & Supervisory Board Members(Audit & Supervisory Board)

Board of Directors

Internal Control Committee

Management MeetingGroup in accordance with the Policy and the Code. Also, the Company has built a structure to ensuregroup-wide compliance by periodically monitoring the status of compliance within the Group;
receiving reports from Group companies on important matters; discussing these matters among
the Board of Directors, Management Meeting and the Internal Control Committee; and providing
guidance and support about the activities of Group companies when necessary.
Group companies proactively undertake thorough compliance in accordance with the Tokio Marine
Group Basic Policies for Compliance, etc. In addition, Group companies have created compliancestructures suited to the content of their respective businesses while reporting to the Company on the

Legal and Compliance Department, Individual Business Divisions
Indication of basic policies, guidance,
administration, monitoring

Reporting, etc.

Group Companies

Audit & Supervisory Board Members(Audit & Supervisory Board)

Board of Directors

status of thorough compliance and important issues concerning compliance.
Tokio Marine Holdings: Compliance

Compliance Committee, etc. (Tailored to actual conditions at each company)

Tokio Marine Group Code of Conduct (excerpt)

Compliance Department

The Group has established a system whereby the Internal Control Committee, which is under the
Board of Directors, receives reports on the results of monitoring the status of compliance (including
anti-bribery and anti-corruption), deliberates on them as appropriate and are supervised by the
Board of Directors. In addition, "serious compliance-related incidents" discovered at each Group
company are handled appropriately under the supervision of the Group Chief Legal and Compliance
Officer (CLCO) and are reported to the Board of Directors.
The Legal and Compliance Department of Tokio Marine Holdings is responsible for the prevention ofbribery and other forms of corruption, and has established the Group's response policy. In addition,
the Group CLCO is responsible for its management and supervision.

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2.3.2.2 C ompliance Manual, Compliance Training and

Evaluation and Improvement Activities

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Group companies in Japan have established a system necessary to respond to whistle-blowing inaccordance with the Amendment to the Whistleblower Protection Act, which came into effect onJune 1, 2022.

Based on the Tokio Marine Group Compliance Standards formulated by Tokio Marine Holdings, Tokio
Marine Holdings and its Group companies have prepared their own compliance manuals and havemade these manuals well known to directors, officers and employees.
The Group nurtures an awareness of compliance while providing persons in charge of business
operations with necessary knowledge about compliance through training on laws, regulations andinternal regulations, such as anti-corruption including prohibition of bribery and ethical standards,
with which directors, officers and employees must comply. The training is conducted regularly for
all employees (including part-time and temporary employees) on a risk-based basis for each Group
company. In addition, a risk assessment is conducted annually for all operations, based on theGroup's ethical standards and anti-corruption policies, and internal audits are conducted on a riskbased basis.
Tokio Marine & Nichido's employees performance appraisal system

2.3.2.3 Hotline System (Internal Whistle Blower System)
There may be cases where it is not appropriate to report non-compliance or potential noncompliance incidents (including corruption issues, labor rights and labor issues) through a usual
reporting channel set up within the organization. To prepare for such cases, we operate internaland external hotlines (whistle blower contact points) to receive reports and inquiries from directors,
officers and employees of Group companies around the clock, 365 days a year. From Group
companies outside Japan, we accept reports and inquiries in 18 major languages, and each Group
company communicates the existence of these hotlines through various means.
In fiscal 2022, the Group received 316 reports and inquiries (110% compared to the previous fiscal* Of the number of reports and inquiries received in fiscal 2022, 115 were issues related to human rights such as harassment.
This figure also includes reports and inquiries where no violations were found as a result of the investigation.

2.3.2.4 Anti-Corruption Initiatives
Tokio Marine Group formulated the Tokio Marine Group Sustainability Charter in 2004. It states, “While
striving to maintain high ethical standards at all times, we will pursue strict compliance in all aspectsof our business activities.” With this in mind, we are committed to promoting fair operating practices(including anti-corruption) in accordance with international standards. Pledging agreement with
the intent and purpose of the United Nations Global Compact (UNGC) in 2015, we are working on
activities based on The Ten Principles of the UNGC relating to human rights, labor, the environment
and anti-corruption. Our anti-corruption activities are designed to help us become a “Good Company”
and are indispensable in the creation of a sustainable future.
As specific efforts to prevent bribery, we state in the Tokio Marine Group Code of Conduct that weshall not give any improper entertainment, gifts, benefits or other advantages to a public official
or to a person who holds a status equivalent thereto. At the same time, under the Tokio Marine
Group Policies for Prevention of Bribery, Group companies in and outside Japan have established
an appropriate management system and regulations and have been working to prevent bribery(including charitable contributions and sponsorship).
It stipulates a process for the accurate preparation and retention of accounting records, pre-approval,
and post-reporting to prevent company expenses from being diverted to bribery.

year)*. We conducted appropriate investigation and response about these reports and inquiries
and took corrective and preventative measures when we find compliance violations. The use of
the hotline system has led to the prevention, early detection, and correction of violations. We also

2.3.2.5 Response to Anti-Social Forces

clearly specify in our regulations that we will never allow persons making reports or inquiries andTokio Marine Group has formulated the Tokio Marine Group Basic Policies Concerning Responses

those cooperating in investigations to be exposed to negative consequences because of their action

to Anti-social Forces so that Group companies can resist anti-social forces and make concerted andand keep details of reports and inquiries strictly confidential. The system also supports anonymous

uniform responses. Initiatives are being promoted based on the Basic Stance and the Basic Principles

reporting.

to Prevent Damage from Anti-Social Forces.
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2.3.2.6 Prevention of Money Laundering[Tokio Marine Group Basic Policies Concerning Responses to Anti-social Forces (Excerpt)]<Basic Stance>
Article 4: To ensure it consistently undertakes fair management and widely contributes tothe development of society as a good corporate citizen, Tokio Marine Group shall sever

Tokio Marine Group has formulated the Tokio Marine Group Policy for Anti-Money Laundering andCounter-Terrorist Financing and has been making group-wide efforts to prevent money laundering,terrorist financing and financing of the proliferation of weapons of mass destruction (collectively,“Money Laundering, etc.”).

all relationships with anti-social forces and forcefully repudiate any illicit demands madeby them as a basic matter in the application of its Corporate Philosophy. In association[Tokio Marine Group Policies for Prevention of Money Laundering (Excerpt)]

with lawyers, police and other professionals, it will respond to anti-social forces in an<Basic Concept>

uncompromising and organized manner.

Article 4: Tokio Marine Group, as a corporate group operating globally, shall, in order tofulfill its responsibilities in the international community, endeavor to prevent its business<Basic Principles to Prevent Damage from Anti-Social Forces>❶ Take action as a unified organization

operations from being exploited for the purpose of Money Laundering, etc.

With regard to illicit demands from anti-social forces, we will take action as a unified<Development of Internal Control Framework for the Prevention of Money Laundering, etc.>

organization without leaving it to the person or the department in charge. In addition,

Article 5: Based on this Policy, Tokio Marine Holdings and Tokio Marine Group Companies

we will ensure the safety of officers and employees who are tasked with handling illicit

shall develop an internal control framework for the prevention of Money Laundering, etc.

demands from anti-social forces.

that is consistent across the entire Tokio Marine Group.

❷ Contact relevant external institutions that specialize in such matters

In preparation for illicit demands from anti-social forces, we will always endeavor to build

2. The organizational scheme for ensuring the proper implementation of this Policy is as

relationships of close cooperation with external specialized institutions, including police,

follows.

anti-violence promotion centers and lawyers, and coordinate with such institutions as(1) Tokio Marine Holdings has designated its Legal and Compliance Department as

necessary in case illicit demands are made.

the department responsible for overall control of the activities for preventing Money❸ S ever all known relationships, including transactions

Laundering, etc. across the entire Tokio Marine Group and also designated the executive

We will not have any relationship with anti-social forces, including business relationships

officer responsible for that department as the person with overall responsibility for such(including transactions through business partners). We will also repudiate any illicit

activities.

demands from anti-social forces.
❹ Take legal action at either the civil or criminal level for any contingency

We will take both civil and criminal action against illicit demands from anti-social forces.
❺ Prohibit backroom deals and funding(2) Each Designated Company shall set up a department controlling its own activities forpreventing Money Laundering, etc. and appoint an officer with overall responsibility forsuch activities.

We will never make backroom deals to cover up a case even if a misconduct of a Tokio
Marine Group company has resulted in an illicit demand from anti-social forces. We will

3. Based on this Policy, Tokio Marine Holdings and the Designated Companies shall eachnever provide funds to anti-social forces in any form, such as giving rebates, inflating

establish management systems that are necessary for them to perform their respective roles

profits or dispatching employees.

in the prevention of Money Laundering, etc., including the establishment of policies, rules,
etc., and the creation, evaluation and improvement of organizational structures, etc.

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2.3.2.7 Initiatives Concerning Appropriate Tax Reporting
Tokio Marine Group has formulated the Basic Policies for Accounting and the Group’s Basic Policy

With regard to tax compliance, considering that proper tax payment is a corporate social

for Internal Controls over Financial Reporting and established a structure for ascertaining the

responsibility and that the strengthening of the international taxation framework is progressing

Company’s consolidated financial condition and the financial condition of Group companies andrapidly, Tokio Marine Group files highly transparent and appropriate tax returns for the entire Groupfor appropriately undertaking approval and reporting procedures directed at shareholders andin accordance with the following Global Tax Policy.

supervisory agencies as well as for tax reporting.

[Tokio Marine Group Global Tax Policy]❸ Achieving Appropriate Tax Payments

T he Group comprehensively manages all business endeavors, including any relevant tax❶ Basic Approach

Tokio Marine Group is committed to the continuous enhancement of its corporate value, withconsiderations. The Group ensures that where appropriate the Group applies tax incentives,
exemptions and allowances, optimizing its tax position.

customer trust at the base of all its activities.
All tax planning initiatives follow the substance and purpose of our business activities. The GroupNot only does the Group assiduously comply with all local tax laws and regulations in the countries

does not engage in tax planning such as using tax-free or low tax jurisdictions (known as tax

where there are operations, there is also a strong commitment to respect the traditions, cultures

havens) solely to reduce tax, without a suitable commercial rationale or in a way contrary to theand practices in these countries. Business is conducted in a fair and equitable way conforming withpurpose of relevant tax laws and regulations.

social norms. The tax policy follows this commitment and the Group seeks to maintain a robust tax
management framework, whilst achieving appropriate tax payments through understanding andapplying tax rules.

❹ Approach to Tax Risk

The Group is cautious to review potential significant tax risks before making business decisions.
T he Group carries out necessary due diligence and consults with external experts and tax

This approach is intended to further enhance corporate value.
❷ Maintaining a Robust Tax Management Framework

authorities as required.
The Group proactively manages transfer pricing and ensures that inter-company transactions

In accordance with “Tokio Marine Group Basic Policies for Accounting,” the Group ensures timely

are conducted based on the arm’s length principle, in accordance with OECD transfer pricing

and appropriate tax compliance, including return submissions. The Group also adheres to theguidelines and applicable local tax rules. The Group complies with all necessary transfer pricing

relevant tax rules, such as OECD transfer pricing guidelines.

documentation requirements.

Tokio Marine Holdings strives to maintain a robust tax management framework utilizing effective
cooperation throughout the Group.

❺ Relationship with Tax Authorities

T he Group is transparent in its dealings with tax authorities and proactively manages therelationship with these authorities, based on open communication and presentation of the relevantfacts as appropriate.

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GovernanceInitiatives■ Income Taxes by Country and Region (Fiscal 2021)
Country & region

United StatesJapan

Ordinary
income17,081

39,207

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Library(Unit: billions of yen, people)

Incomebefore tax

2,227

3,622

Amount of
tax incurred

315

1,155

Amount of
tax paid

443

428

Number of
employees

10,15625,212Major subsidiaries

Major business

Tokio Marine North America, Inc.

International insurance

Philadelphia Consolidated Holding Corp.

International insurance

Delphi Financial Group, Inc.

International insurance

HCC Insurance Holdings, Inc.

International insurance

Privilege Underwriters, Inc.

International insurance

Tokio Marine & Nichido Fire Insurance Co., Ltd.

Domestic non-life insurance

Nisshin Fire & Marine Insurance Co., Ltd.

Domestic non-life insurance

E. design Insurance Co., Ltd.

Domestic non-life insurance

Tokio Marine Millea SAST Insurance Co., Ltd.

Domestic non-life insurance

Tokio Marine & Nichido Life Insurance Co., Ltd.

Domestic life insurance

Tokio Marine Asset Management Co., Ltd.

Financial and general businesses

Tokio Marine Kiln Group Limited

International insurance

United Kingdom

3,051

341

57

62

783

Brazil

1,764

85

26

33

2,233

Tokio Marine Seguradora S.A

International insurance

751

134

21

22

1,276

Tokio Marine Insurans (Malaysia) BerhadInternational insurance

Tokio Marine Safety Insurance (Thailand) Public Company Limited

International insurance

Tokio Marine Asia Pte. Ltd.

International insurance

Tokio Marine Life Insurance Singapore Ltd.

International insurance

Malaysia

Other countries and regions

3,181

243

70

55

3,388

Consolidation adjustment, etc.

(6,399)(1,112)

—

—

—

Total

58,637

5,542

1,647

1,046

43,048* The figures conform to the calculation method of Country by Country Reporting.

■Efforts for Maintaining a Robust Tax Management Framework
In order to maintain a robust tax management framework throughout the Group, we periodically holdto explain points to be noted regarding standards of international taxation and share information ongroup meetings, either in person or remotely, with persons responsible for tax affairs in Group companies

revisions to taxation systems of major countries.

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2.3.3 Enterprise Risk Management (ERM)
2.3.3.1 ERM Framework
Tokio Marine Group is committed to Enterprise Risk Management (ERM) as a pillar of management topromote the Mid-Term Business Plan. Specifically, we are constantly aware of the relationship between“risk,” “capital” and “profit,” and by achieving “sufficient capital” and “high profitability” in relation to risk, wewill strive for the sustainable expansion of corporate value.

2.3.3.2 Tokio Marine Group’s ERM Structure
The risks surrounding Tokio Marine Group are becoming more diversified and complex due to global
business development and changes in the business environment. In addition, in today’s uncertain andSocialInitiatives

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Examples of emerging risks
Emerging risks

Main anticipated scenarios

Intensifying
competition forhuman resources

Risk of intensifying competition for human resources with the latest IT and AI skills and talented
new graduates; risk of losing talented human resources and difficulty in replacing them due tothe diversification of work patterns or other factors caused by the COVID-19 pandemic

Risk ofuncontrollabilityof innovative newtechnologies

Risk of damage or accidents involving third parties occurring or increasing at contracted
companies due to inadequate controls over innovative new technologies

Innovations inmedicine andbiotechnology

Risk that medical costs will increase due to innovations in cancer diagnosis and genetic
diagnosis technologies

Risks related to theglobal protection ofhuman rights

Risk of unintentional violations of stakeholders’ human rights due to increased global
awareness of human rights and economic security measures, resulting in social judgment andrestrictions on business development in some countries and regions

rapidly changing political, economic and social climate, we must constantly watch for the emergenceof new risks and take appropriate action. From this point of view, we are not limited to conventional risk
management for the purpose of risk mitigation and avoidance, but are comprehensively assessing risk inqualitative and quantitative ways.
Material risks for fiscal 2022 and main anticipated scenarios

2.3.3.3 Qualitative Risk Management

Material risks (FY2022)

In qualitative risk management, all risks, including risks that emerge due to changes in the environment,
are identified and reported to management, while risks to the Group are discussed at the managementlevel as needed. Risks identified in this manner are evaluated not only in terms of the economic loss or
frequency of occurrence but also in terms of business continuity and reputation. Risks that have a large

Domestic or overseas
economic crisis, chaos
in financial and capital
markets

impact on the financial soundness and business continuity of the Group or of individual Group companies
are identified as “material risks.” For identified material risks, we assess the sufficiency of capital throughthe quantitative risk management process described below, draw up control measures before the risks

Loss of confidence in
JGBs

emerge and countermeasures* to be taken if the risks do emerge, and conduct plan-do-check-act (PDCA)❶ A global economic crisis on the magnitude of the 2008 global financial crisis occurs, and thevalue of the Group’s assets falls substantially.
❷ The value of the Group’s assets declines significantly due to turmoil in financial and capital

markets caused by a further deterioration or prolongation of the situation in Ukraine or the
emergence of other geopolitical risks, etc.
❶ Japanese government bonds (JGBs) plummet in value due to a decline in the government’s

creditworthiness, and the value of the Group’s assets falls substantially.

❶ An inland earthquake occurs below Tokyo, resulting in large insurance payouts. This also

management.
* Pre-emergence risk control measures include monitoring and centralized risk management based on the market environmentand regulatory trends, while post-emergence risk response measures include manuals (including business continuity plans)
and mock drills.

Main anticipated scenarios

Major earthquakes

results in a significant impact on the Group’s business continuity, as well as a substantial fallin the value of the Group’s assets.
❷ A mega earthquake in an ocean trough, such as the Nankai Trough, occurs, resulting in large
insurance payouts. This also results in a significant impact on the Group’s business continuity,
as well as a substantial fall in the value of the Group’s assets.

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Main anticipated scenarios❶ Major wind and flooding disasters caused by huge typhoons and torrential rains occur in

Major wind andflooding disasters*

Japan, resulting in large insurance payouts. This also results in a significant impact on theGroup’s business continuity.
❷ Multiple major hurricanes hit the American East Coast in the same year, resulting in large
insurance payouts.
❶ Massive volcanic ash fallout is caused by a major eruption of Mt. Fuji, causing issues such

Volcanic eruptions

as widespread transportation network disruptions, power outages and telecommunication
failure, paralyzing Tokyo’s capital city functions. This also results in a significant impact on theGroup’s business continuity, as well as a substantial fall in the value of the Group’s assets.

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2.3.4 Responding to Disasters■Basic Policy for Responding to Disasters (Tokio Marine & Nichido)
In the event of a natural disaster such as an earthquake or a typhoon, Tokio Marine & Nichido has a crucial
social mission of ensuring that it can continue its important business operations as a non-life insurer suchas receiving loss reports, paying claims, maturity refunds and other payables and concluding policies inboth the disaster-stricken area and elsewhere.
Therefore, Tokio Marine & Nichido has prescribed the following two points as its Basic Policies of theBusiness Continuity Plan for Disasters and formulated a business continuity plan (BCP).

❶ The spread of a new infectious disease leads to many deaths, resulting in large insurance

Pandemics

Innovative newtechnologies leading totransformation of theindustrial structure

payouts. This also results in a significant impact on the Group’s business continuity, as well asa substantial fall in the value of the Group’s assets.
❷ The current situation for COVID-19 infections continues for several years, and the world
economy stagnates. The value of the Group’s assets falls substantially.

Terrorism and riots❶ Principles of employees’ conduct in times of disasters

The priority order for employees’ conduct in times of disasters is as follows.

autonomous driving, car sharing and electric vehicles.
❷ Earnings decline as companies from other industries enter the insurance industry and erode
the Group’s business foundation, particularly in the individual insurance market.
❸ The Group loses its competitive advantage due to delays in addressing changes in thebusiness environment from digital transformation and in the post-COVID-19 era, resulting ina decline in earnings.

• Assure the safety of human life
• Cooperate in securing the safety of local communities• Continue important operations (business continuity)
In other words, the principle of employees’ conduct is to give precedence to “assure the safety of humanlife” and “cooperate in securing the safety of local communities” before conduct related to “businesscausing serious impact on the Group’s business continuity. In addition, the emergence ofreputational risk harms corporate value.
❷ Cyberattacks on corporate customers increase sharply, resulting in large insurance payouts.

continuity.”❶ Major acts of terrorism and/or riots occur near main Group company locations, resulting in a

The following three business operations shall be regarded as important during a disaster. Management

serious impact on the Group’s business continuity.
❶ The practices of the Group and the insurance industry deviate from societal norms andConduct risk<Basic Policies of the Business Continuity Plan for Disasters>❶ Earnings decline, especially in automobile insurance, due to the spread of connected cars,❶ A cyberattack causes a failure in the Group’s systems or those in its distribution channels,

Cyber risk

Tokio Marine & Nichido’s Business Continuity Plan for Disasters, excerpt (PDF/115.5KB) (in Japanese)are regarded as inappropriate corporate behavior, and corporate value is damaged by the
emergence of reputational risk.

❷ Basic policy for business continuity

resources (personnel, funds) shall be accordingly transferred as needed and top priority shall be given to
the continuation of these important business operations.
• Receiving of loss reports• Payment of claims, maturity refunds and other payables• Conclusion of insurance contracts

Violation of laws
and regulations❶ The Group’s transactions violate domestic or overseas laws or regulations, forcing paymentof significant fines or settlement fees to regulatory authorities. In addition, the emergence ofreputational risk harms corporate value.

* The effects of climate change could become more frequent and severe.

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Initiatives■Building a Structure for Paying Insurance Claims in the Event of a Disaster Striking the Tokyo
Metropolitan Area
At Tokio Marine & Nichido, should the head office facilities in particular become unusable because of a

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2.3.5.1 P olicies and Regulations Related to Information

Security Management

natural disaster striking the metropolitan area, such as a major earthquake or large-scale flooding due toTokio Marine Holdings recognizes the importance of personal information and confidential informationa typhoon, earthquake claims cases for residential earthquake insurance shall be handled in the Kansai(“information assets”). To ensure the appropriateness and trustworthiness of Tokio Marine Group’s

region. Additionally, backup offices shall be established at multiple bases throughout Japan, including inoperations, we have formulated the “Tokio Marine Group Policies for Information Security Management”

the Kansai region, and claims payment service responses, excluding on-site assessments after receiving

and use appropriate methods to conduct information security management at each company inclaims, shall be made by all branches throughout Japan.

accordance with their line of business, scale, location and other factors. The Group is also taking necessary
measures, including revising its Privacy Policy, in response to the Amendment to the Act on the Protection

If the metropolitan area is struck by a disaster, a Claims Service Headquarters would be set up withinof Personal Information, which came into effect on April 1, 2022.

the Head Office Disaster Response Headquarters. At the same time, a satellite office led by the Claims
Service Department in charge of Tokyo, Chiba, Saitama and Kanagawa prefectures shall be set up and will

Based on the Tokio Marine Group Policies for Information Security Management, each company

accept support personnel from throughout Japan and handle customer responses, mainly on-site claims

establishes departments to oversee information security management and formulate policies andassessments, in disaster-stricken areas.

regulations. To protect information assets from various information leakage risks, including leak, loss andunauthorized use, we ensure the confidentiality of information assets and manage them so that they

The infrastructure needed to provide claims services swiftly to the metropolitan area in the event of acan be used when necessary. Furthermore, the Company regularly monitors the information security

natural disaster has been built in advance in the locations where the above-mentioned backup offices

management of Group companies, setting up structures and providing information when necessary.

and satellite offices would be established. In this way, a structure for claims payment services during
times of emergency is being established. Non-earthquake regular claims cases in the disaster-stricken
metropolitan area shall be allocated to and handled by claims service bases throughout Japan prescribed<Tokio Marine Group Privacy Policy> (Excerpt)

in advance. Preparations are under way to quickly establish a structure to respond to a situation when an

Tokio Marine Group (the “Group”) is committed to the continuous enhancement of corporate

infectious disease breaks out simultaneously during a natural disaster.

value, with customer trust at the foundation of all its activities. Guided by this corporate
philosophy, we, the Group, shall take all possible measures to protect customers’ personal

2.3.5 Initiatives for Information Security

information, individual numbers and specific personal information (individual numbers andspecific personal information are hereinafter collectively referred to as “Specific Personal
Information, etc.”) by causing each of our officers and employees to comply with the following

Tokio Marine Holdings set an executive officer oversighting the Legal and Compiance Department (L&C

group-wide privacy policy under the supervision of the manager in charge of group-wide

Dept) (Managing Director) as Information security overall administrator, and L&C Dept as the information

protection of personal information based on the recognition of our social responsibility tosecurity controlling department for the entire Group , and established information security controlling

properly manage customers’ personal information and Specific Personal Information, etc., in

sections at each Group company. In this manner, the Group is working to build an effective management

compliance with the Act on the Protection of Personal Information, Act on the Use of Numbers

structure for information security (including privacy). In adition, the Board of Directors oversights theto Identify a Specific Individual in the Administrative Procedure and other relevant laws, rules,

execution of executive director on information security.

regulations and guidelines.
* “Personal information” and “personal data” provided in this Privacy Policy exclude Specific Personal Information, etc.

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1. We shall acquire personal information and Specific Personal Information, etc., of our customers

5. We shall provide thorough supervision, instructions and education to our employees in charge

in a manner that is both legal and fair. Unless prescribed by laws, rules or regulations, we

so that the personal information and Specific Personal Information, etc., of our customers areshall notify or publicize the purposes for using personal information and Specific Personal

managed appropriately.

Information, etc., of our customers and shall use such information within these limits. We
shall set the purposes for using and use Specific Personal Information, etc., within the limitsprescribed by applicable laws, rules and regulations (for three areas of social security, taxes

6. We shall continue to revise and aim to improve our internal systems and procedures to protect
the personal information of our customers.

and disaster control measures).
Tokio Marine Group Privacy Policy

2. Unless prescribed by laws, rules or regulations, we shall not provide personal informationof our customers to third parties without prior consent of each such customer. We do notprovide Specific Personal Information, etc., to third parties except in cases provided by law.
There shall be no joint use of Specific Personal Information, etc., with Group companies andbusiness partners. In addition, unless otherwise prescribed by law, rule or regulation, whenproviding personal data to a third party, we shall record matters concerning such provision,

2.3.5.2 Initiatives for Information Security

and when collecting personal data from a third party, we shall confirm and record matters• Information Security Management System

concerning such collection.

Based on the “Tokio Marine Group Policies for Information Security Management”, we thoroughly
adhere to information security management rules to prevent information leakages. In particular,

3. W
 e shall strive to prevent the divulgence, destruction, impairment and unauthorized accesseach Group company is adopting physical and technological safety control measures that include

of personal information and Specific Personal Information, etc., of our customers, implement

locking away customers’ personal information and confidential documents when not in use, placing

appropriate safety control measures, keep the information accurate and updated, and delete

restrictions on taking documents and other items outside the company, using encryption and setting

the information without delay if it becomes no longer necessary. We shall promptly takepasswords for electronic information.

corrective measures if any unauthorized access or the like occurs. When we contract out the
management of personal information and Specific Personal Information, etc., of our customers

Tokio Marine & Nichido has installed thin-client* terminals for its in-house intranet. Thin-client

to an outside service provider, we shall supervise the service provider appropriately, as

terminals are not equipped with hard disks and information is centrally managed and deployed fromneeded.

a server, which thereby further strengthens information security.

4. Whenever we receive requests from our customers to view, suspend the use of, delete, update* A method whereby the PC environment (client OS and applications) for each user is consolidated into and operated by theserveror otherwise process their personal data and Specific Personal Information, etc., that we hold,
we shall respond promptly in accordance with laws, rules and regulations. We also welcomecomments, questions and other inquiries regarding the management of personal informationand Specific Personal Information, etc., of our customers.

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Environmental
Initiatives• Acquisition of External Certification
At Tokio Marine Group, Tokio Marine & Nichido Systems managing and oprating information systems

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2.3.6 Cybersecurityof Tokio Marine Group's primary business entities (Tokio Marine & Nichido, Tokio Marne & Nichido

Recognizing cybersecurity as one of its important management issues, Tokio Marine Group sets a

Anshin Life, etc.) has acquired external certification for information security including Information

Group Chief Information Security Officer (CISO) as a supervisor for cybersecurity and is maintaining a

Security Management System (ISMS) certification. These achievements recognize the initiatives

management system for the entire Group companies in Japan and Overseas under the leadership of

taken within the Group to protect personal information. The Group intends to make continuous

management. Tokio Marine Group also reports and discusses on cybersecurity at the Board of Directors

improvements and to strengthen further its information security management structure.

meeting which member includes an outside director with IT-related expertise twice a year.

・Company name: Tokio Marine & Nichido Systems
・Certificate: ISO/IEC 27001:2013, JIS Q 27001:2014

・S cope of registration: Operation and related IT services on information
system at Tokio Marine Group provided by IT infra services Department
・Registration number: IS 508253
・Registration date: August 24, 2006
・Expiry date: September 1, 2023

In particular, we have adopted global standard frameworks and standard architectures such as ISO 27001*
and NIST SP800 and is promoting countermeasures. The basic ideas and compliance standards in ourgroup are defined from the standpoints of people, processes and technologies, and execute constantmonitoring, log analysis, periodically vulnerability diagnosis, penetration testing and risk assessment, etc.
Furthermore, for issues generated by these operations, we are preventing, identifying and responding
to cyberattacks that are becoming more sophisticated year by year, by implementing the PDCA cyclethat formulates and implements improvement plan with consideration of Group company's risk amount,intelligence collected from inside and outside of the company, and adoption of new technologies.

• Response when incident such as information leakage occurs
At Tokio Marine Group, when an incident such as information leakage, etc. (including cyber security

In addition, under the oversight of the Tokio Marine Group Computer Security Incident Response Team

incident), we will promptly respond to such incident based on Information Security Management(CSIRT), the entire Tokio Marine Group been organized into three regions; North America, Europe andManual, etc.

Japan/Asia, and promotes high-level centralization of organizations and standardization of technologies<Tokio Marine & Nichido Number of incident reported by customers on personal information>and processes. Group companies in each region are conducting daily cyber security monitoring, employee

FY2020: 209, FY2021: 218, FY2022: 207

training cyber security exercises (multiple times a year for employees in charge), and targeted email

FY2022 Breakdown of incidents reported by customers on personal information

trainings (multiple times a year for all members) in normal times.

• Information security audit

In times of cyber security emergencies, Tokio Marine Group is working to implement efficient and effective

Tokio Marine Group conducts risk assessments and a risk-based internal audit every year for all

systems by promptly and collaboratively specifying the scope of impacts, implementing early response

business operations including the Group's information security (including cybersecurity).

for reducing damage expansion, recovery operations, and preventive countermeasures for preventing
recurrence among regions.

• Training Programs and Assessments on Information Security
Tokio Marine Group periodically provides training programs for its employees and agents andTokio Marine Group strives to protect customers and local communities in times of need by centralizing

conducts assessments to raise awareness of information security and promote appropriate

knowledge of Japan and Overseas at the committee comprising of security experts across the Group andmanagement. At Tokio Marine & Nichido whch handlies customers information, we provides all

promoting advanced security countermeasures.

employees and outside on-site regular staffs with an information security education program
annualy and confirm the attendance sistuation by using e-learning system.

* Tokio Marine Group's core system company "Tokio Marine & Nichido Systems" aquires ISO27001 Certificate.

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2.3.7 Sustainability in the Value Chain
Primarily through Tokio Marine & Nichido, the Group is executing environmental, social and governance(ESG) initiatives that are integrated into the value chain. As for sustainability in the value chain, weare engaging in three initiatives. These are supply chain management in which we fulfill our social
responsibilities together with business partners; promotion of ESG initiatives among customers, projects
and companies, to whom and which we provide products and services; and sustainable investments thatgive due consideration to ESG issues in investment activities.

2.3.7.1 Supply Chain Management
In the value chain, Tokio Marine Group carries out activities aimed at fulfilling its social responsibility
and achieving sustainable development together with its business partners and at raising customer
protection and convenience and assuring the soundness and appropriateness of its business.
■ Fulfilling Social Responsibilities Together with Business Partners
To implement ESG initiatives that are integrated into the value chain, Tokio Marine Holdings aims
to have Tokio Marine Group and business partners fulfill their social responsibility and achieve

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Tokio Marine & Nichido Group Principle of Transaction
Tokio Marine & Nichido Group conducts transactions based on the following policies and aims torealize sustainable development with business partners (purchasers and consignees) and to fulfill
its social responsibilities.
❶ Compliance with laws, regulations and social norms

Tokio Marine & Nichido Group complies with laws, regulations and social norms in every
country and area when conducting transactions. We make every effort to reject relationships
with anti-social forces and any undue claims from them.
❷ Promoting fair and honest transactions

Tokio Marine & Nichido Group selects business partners in a fair and honest manner based oncomprehensive consideration of compliance with laws, regulations and social norms, businessconditions, reliability, environmental activities, quality and prices of products, services andcertainty of delivery period, among others.
❸ Thorough information managementT okio Marine & Nichido Group thoroughly conducts appropriate management and protectionof information acquired through business partners.

sustainable development together. In working to realize this objective, Tokio Marine & Nichido
formulated the Principle of Transactions, which outlines the items that should be followed in termsof conducting transactions, and is applying this across its Group. Tokio Marine & Nichido issues
the Principle of Transactions to such Group business partners as suppliers and subcontractors andrequests that these business partners promote initiatives for “compliance with laws, regulations andsocial norms,” “promoting fair and honest transactions,” “thorough information management” and“consideration for the environment.”
Through a questionnaire that is given once every two or three years, Tokio Marine & Nichido❹ Consideration for the environment

Tokio Marine & Nichido Group promotes the purchase of products with the least impact on theenvironment (purchase of green products) and works in cooperation with business partners topromote the creation of a recycling-oriented society.
❺  Strengthening relationships of trustT okio Marine & Nichido Group endeavors to build good partnerships based on trust throughfrequent communication with domestic and overseas business partners and mutually gaining a
deeper understanding.

questions suppliers and subcontractors about the implementation of the contents of the Principle ofTransactions. The results of the questionnaire are compiled and are reflected in the next fiscal year’s
action plan for the value chain.

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2.3.7.2 Policies for Outsourcing Management
Tokio Marine Group has established the Tokio Marine Group Policies for Outsourcing Management inorder to protect customers, enhance convenience and ensure the soundness and appropriateness of
its operations in the event of outsourcing a portion or all of its operations.
Based on these policies, Tokio Marine & Nichido selects its contractors according to the Standard for
Selecting Outsourcing Contractors and the Information Security Management System Standard. At
the same time, each year the company conducts investigations of the actual status of outsourcing
contractors based on the Regulations Related to Outsourcing Contractor Management, which
stipulate the management system for outsourcing contractors, and makes improvements when
inadequacies are discovered.
In the future as well, Tokio Marine Group will promote initiatives integrated into the value chain
together with its business partners.

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2.3.7.4 Efforts to Promote ESG Initiatives throughthe Provision of Products and Services
Tokio Marine Group strives to gain an understanding of ESG risks that have a significant impact
on society and utilize the knowledge accumulated through its participation in various studies andinternational initiatives to develop insurance products and services while working with customers
and business partners to respond to these risks.
Relationship between Our Eight Material Issues and 17 SDG Goals
Engagement with Brokers on climate-related risks and opportunities■System for Sustainable Consumption
Tokio Marine Group developed microinsurance and weather insurance for low-income earners inthose developing countries with vulnerability to climate change, natural disasters, illnesses andaccidents. Also, Tokio Marine Group supplies products and services that support the building andintroduction of renewable energy facilities and also operates the Green Gift Project. Under thisproject, when customers choose web-based insurance contracts on our website, Tokio Marine &2.3.7.3 Study and Research on Promotion of ESG Initiatives

through the Provision of Products and Services

Nichido donates funds corresponding to a portion of the value of the reduction in paper used tosupport environmental protection activities in Japan and overseas. The organizational structures forundertaking these initiatives are as follows.

Environmental, social and governance (ESG) factors facing society are increasingly affecting

Initiatives

traditional risks. Tokio Marine Group believes that one of its crucial responsibilities is to provide
high-quality and reliable products and services while working with customers and business partners
to understand and respond to ESG risks that have a significant impact on society. To fulfill this
responsibility, Tokio Marine Group will promote ESG initiatives through the provision of products
and services across its sphere of influence based on the United Nations Environmental Programme

Microinsurance and weather insurance (India)

IFFCO-TOKIO General Insurance Co. Ltd.

Products and services that support the building andintroduction of renewable energy facilities

Tokio Marine & Nichido (Sales Development
Department, Sales Department)

Green Gift Project

Tokio Marine & Nichido (Sales Planning
Department, Sustainability Department)

Finance Initiative – Principles for Sustainable Insurance (UNEP FI-PSI).
Research on Climate Change and Natural Disaster Risks

United Nations Environmental Programme Finance Initiative – Principles for Sustainable
Insurance (UNEP FI-PSI)

Company

Major ESG products of Tokio Marine Group (PDF/205KB)

https://www.unepfi.org/
https://www.unepfi.org/psi/

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Sustainability
Library■ESG Integration into Insurance Underwriting Risk Management

friendly auto insurance that allows policyholders to participate in activities to reduce environmental

In fulfilling our responsbility to customers and society as an insurance company, Tokio Marine &impact through the Green Gift Project. Becoming carbon neutral in its domestic business activities in

Nichido revised its Insurance Product Development and Revision Procedure in July 2017 so as tofiscal 2009 and 2010 was another point that was recognized by JEA.

include CSV (resolving social issues through business) as one of the goals of product development
and revision, and also provides environmental and social risks as checkpoints when developing and/Tokio Marine & Nichido will continue to offer Eco Mark-certified auto insurance products that have aor revising an insurance product.

low environmental impact throughout the lifecycle and is recognized as beneficial for environmental
preservation.

Additionally, in April 2018, Tokio Marine & Nichido revised its Insurance Underwriting Risk
Management Manual so as to clearly include assessment of impact and risks on environmental andsocial factors as checkpoints for insurance product development and revision. Tokio Marine & Nichido
conducts Sustaiability Training (e-Learning) whose contents include Policy to Address Environmental

2.3.7.5 Study and Research on Sustainable Investments andFinancingand Social Risks for all employees every year, and strives to enhance employees' understanding by

Tokio Marine Group believes that one of its basic roles is to give consideration to the environment,

distibuting "Handbook on Policy to Address Environmental and Social Risks".

including climate change, as well as to society and governance in its investment and financing
operations and contribute to the creation of a sustainable society. The sustainable growth of society■First Auto Insurance Eco Mark Certification Acquired for Financial Products and Continuous

is essential in securing long-term, stable income through investments. In an effort to solve various
environmental, social and governance (ESG) issues, we join study and research activities such as theCertification
certification for financial products from the

UNEP FI Principles for Sustainable Insurance (UNEP FI-PSI), UN Principles for Responsible Investment

Japan Environment Association (JEA) in December 2010, Tokio Marine & Nichido continues to receive(PRI), Principles for Financial Action for the 21st Century and the Japan Sustainable Investment Forumcertification annually for its efforts to promote various initiatives in the environment-related field.

and leverage the findings of these activities to execute sustainable investments and financing.

Ever since acquiring the first auto insurance Eco Mark

*1

These included promotion of the Green Gift Project, dissemination of information on eco-safe driving
and accident reduction via the company website, increased use of recycled parts in auto repairs andTokio Marine Group is making group-wide efforts to promote sustainable investments and financing,premium discount services for hybrid, electric and compressed natural gas vehicles.

and Tokio Marine & Nichido and Tokio Marine Asset Management, two companies accounting for asignificant portion of the Group’s entire investment activities, have become a signatory to the UN-

In 2011, Tokio Marine & Nichido won the Silver Prize in the Eco Mark Award 2011*2 sponsored by JEA,

supported PRI.

becoming the first company in the financial industry to receive an Eco Mark award. In granting theaward, JEA highly recognized the company’s efforts to promote the widespread use and increase theUnited Nations Environment Programme Finance Initiatives – Principles for Sustainablevisibility of Eco Mark-certified auto insurance products (creation of Eco Mark awareness posters andInsurance (UNEP FI-PSI)

extensive use of the Eco Mark label on auto insurance leaflets and renewal notices) and to offer eco-https://www.unepfi.org/
https://www.unepfi.org/psi/*1 The Eco Mark environmental label is granted to products that are
certified as having less impact on the environment throughout theirlifecycles and being effective in preserving the environment.
*2 The first award scheme established in 2010 in relation to the EcoMark. Awards are presented to companies and organizations
proactively engaged in activities to achieve the objective of the
Eco Mark project: “Creation of a sustainable society through thewise choice of environment-friendly products by consumers andenvironment improvement efforts by companies.”

UN Principles for Responsible Investment (PRI)
https://www.unpri.org/

Principles for Financial Action for the 21st Century
https://www.pfa21.jp/

Japan Sustainable Investment Forum
http://www.jsif.jp.net/
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Environmental
Initiatives

2.3.7.6 Policies and Operational System for Sustainable

Investments

SocialInitiatives

GovernanceInitiatives

Sustainability
Libraryfinancing, which take into account both financial information and ESG elements, and seek to increase
investment performance over the medium to long term and to resolve social issues.
https://www.tokiomarine-nichido.co.jp/company/about/policy/stewardship.html (in Japanese)

With Tokio Marine Asset Management and Tokio Marine & Nichido taking the lead, Tokio Marine
Group has formulated sustainable investment policies and aims for the sustainable growth of<Tokio Marine Asset Management>

investee companies and thus promotes such initiatives as holding constructive “purposeful dialogue”

One of Tokio Marine Asset Management’s management principles is to contribute to the developmentwith investee companies and publicly announcing the exercise of voting rights and the results of theof an enriched and comfortable social life and economic growth of society. Tokio Marine Asset

exercise of voting rights.

Management, in conformance with its fiduciary responsibility, executes responsible investmentsthat not only focus on financial elements of investee companies but also appropriately consider■ Investment Policies

nonfinancial elements such as environmental, social and governance (ESG) issues. In addition, Tokio

The investment policies of Tokio Marine & Nichido and Tokio Marine Asset Management are as

Marine Asset Management actively engages investees to promote their growth over the medium tofollows.

long term with the aim of increasing medium- to long-term returns for customers.

<Asset Management Policy from the Tokio Marine & Nichido Disclosure Report 2022 (excerpt)>

Tokio Marine Asset Management adopts an ESG integration approach, which integratedly ascertains

Besides focusing on safety, profitability and liquidity in preparation for the payment of insurance

and systematically evaluates financial and non-financial elements, into its investment decision

claims, Tokio Marine & Nichido also undertakes asset management that contributes to society andprocess. This process is commonly applied to all asset classes based on the recognition that ESG

public welfare. For this reason, with a main focus on Asset Liability Management (ALM), Tokio Marine

integration enables even higher-precision investee analysis and investment decisions.

& Nichido aims at securing long-term, stable income and carrying out efficient liquidity management
under appropriate risk control giving due consideration to the characteristics of insurance products.
https://www.tokiomarine-nichido.co.jp/company/pdf/TMNF_2022_d.pdf (in Japanese)

Tokio Marine Asset Management regards ESG as a fundamental element to ensure medium- to longterm returns for customers and has placed its focus on governance in all asset classes while also
appropriately considering environmental, social and other aspects as well.

Additionally, in order to fulfill its corporate social responsibility, Tokio Marine & Nichido posts its

https://www.tokiomarineam.co.jp/company/responsible_investment/ (in Japanese)

ESG Investment and Financing Policy, which also gives appropriate consideration to ESG and othernonfinancial elements, at the link listed below.

■Organization Structure
The organization structures of Tokio Marine & Nichido and Tokio Marine Asset Management are as follows.

<ESG Investment and Financing Policy from Tokio Marine & Nichido’s Corporate Website (excerpt)>
Tokio Marine & Nichido envisions to be a “Good Company” that supports customers and local<Tokio Marine & Nichido>

communities in times of need even 100 years from now. To achieve this goal, we will integrate

At Tokio Marine & Nichido, ESG investment planning is carried out in the Financial Planningconsideration for society and public welfare into our investment process based on our social

Department and sustainable investment and financing initiatives are implemented in collaboration

responsibility as a non-life insurance company and contribute to the creation of a safe, secure andwith the Corporate Investment Department/Global Investment Department, which executesustainable future.

transactions. Moreover, by receiving the evaluation of an external organization through PRI’s annual
assessment, Tokio Marine & Nichido is identifying any issues in its efforts and process related to ESG

Specifically, as a signatory to the Principles for Responsible Investment (PRI) supported by theinvestments and financing for continuous improvement.

United Nations, we will promote environmental, social and governance (ESG) investments and2022 Sustainability Report198

Tokio Marine Group’s
Sustainability

Environmental
Initiatives<Tokio Marine Asset Management>
Tokio Marine Asset Management has established the Responsible Investment Committee, led bySocialInitiatives

GovernanceInitiatives

Sustainability
Library

2.3.7.7 Efforts for Sustainable Investments

the head of the Investment Business Division and comprising asset managers of each asset class

Tokio Marine Group contributes to the creation of a safe, secure and sustainable future together with its

and other relevant parties, to formulate responsible investment policies and establish required

stakeholders by developing and providing ESG investment products.

processes. The committee also creates basic policies and guidelines for the exercise of voting rights.
Tokio Marine Asset Management will work to further deepen its understanding of responsible■ Sustainable Investment Initiatives as an Institutional Investor

investment, which is a responsibility of an institutional investor, and continue to fulfill this and otherIn order to realize a sustainable society, as an institutional investor, we are promoting investments in ESG-

responsibilities as an institutional investor by making investments in a manner that comprehensively

themed green bonds and sustainability bonds. The total balance of such themed investments was about

takes into consideration ESG and other issues.

65 billion yen as of March 31, 2022, for Tokio Marine & Nichido, Tokio Marine & Nichido Life and Nisshin
Fire. Tokio Marine & Nichido executed its first green loan in August 2022. In addition, in fiscal 2022, Tokio■ Principles for Responsible Institutional Investors (Japan’s Stewardship Code)
The Council of Experts established within the Financial Services Agency announced in February
2014 the “Principles for Responsible Institutional Investors (Japan’s Stewardship Code) – To promote

Marine & Nichido began making impact investments in renewable energy funds and other funds withmeasurable social returns.

sustainable growth of companies through investment and dialogue.” The Code was revised in May■ Providing Funds to Invest in Companies Proactively Responding to Climate Change

2017 and thereafter in March 2020.

In October 2021, Tokio Marine Asset Management started providing the Tokio Marine Climate Change
Response Fund (without currency hedging)/(with currency hedging) (“Green Future”) to promote response

Under the Code, “Stewardship Responsibility” means bearing responsibility for expanding medium-

to climate change, which is an international issue. The fund invests in companies proactively engaging

and long-term investment returns for “customers and beneficiaries” (including end beneficiaries)

in businesses to reduce greenhouse gas emissions and those to prevent or mitigate damage due to thethrough constructive “purposeful dialogue” (engagement) by institutional investors based on a deep

impacts of climate change.

understanding of investee companies and their business environments as well as consideration forsustainability (medium- to long-term sustainability, including ESG factors) consistent with investment

For institutional investors, the company launched the Tokio Marine Japanese Equity ESGR Fund in January

management strategies to raise the corporate value of these companies and promote their

2006. Leveraging the comprehensive risk management know-how of Tokio Marine Group, this fundsustainable growth.

aims to obtain long-term and stable added value based on the Group’s unique environmental, social,governance and risk management (ESGR) analysis and evaluation.

In May 2014, Tokio Marine & Nichido agreed with the intent of the Principles for Responsible
Institutional Investors (Japan’s Stewardship Code) and also announced it would adopt the Code.

Tokio Marine Asset Management intends to fulfill its social responsibilities as an institutional investor andSince then, the company has been reviewing its Policy on Japan’s Stewardship Code and other related

improve investment performance over the long term while giving due consideration to ESG issues in its

policy in a timely manner based on the revisions made to the Code.

asset management operations.

Tokio Marine & Nichido: Policy on Japan’s Stewardship Code and Other Related Policy (in Japanese)

In May 2014, Tokio Marine Asset Management (TMAM) announced its adoption of the Principles for
Responsible Institutional Investors (Japan’s Stewardship Code). Since then, the company has beenreviewing its TMAM Stewardship Statement in a timely manner based on revisions to the Code.
Tokio Marine Asset Management: Stewardship Statement (in Japanese)
2022 Sustainability Report

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Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library■ Providing a Renewable Energy Fund

■ Providing Japan’s First Fund Specialized for Cancer Treatment

Since 2012, Tokio Marine Asset Management has been operating the TM Nippon Solar Energy Fund for

As an initiative to contribute to the achievement of the SDGs, since July 2019, we have been providing theinstitutional investors, including corporate pension funds, to invest in solar power plants as an investment

Tokio Marine Investment Trust to Fight Cancer (without currency hedging)/(with currency hedging) for

product targeting Japan’s national infrastructure. The company has also been operating the TM Nippon

investment in companies with a high probability of making a significant contribution to the resolution of

Renewable Energy Fund that invests in various types of renewable energy, including wind power, biomass,cancer treatment, a major social issue.

hydropower and geothermal power in addition to solar power, since 2017. These funds are investment
products that diversify investments among Japan’s renewable energy generation businesses and provide
investment income to investors from sales of electric power.
A number of initiatives have been under way in Japan to achieve carbon neutral status, and the utilization

2.3.7.8 Exercise of Voting Rights and Disclosure of theResults of Exercise of Voting Rightsof renewable energy is positioned as one of the most important efforts.
Tokio Marine Asset Management believes that this fund will contribute to the realization of carbon neutral
status. By offering investment opportunities of social significance through this fund, the company strives
to fulfill its social roles and responsibilities as an asset management company.
■ Providing an Engagement-Focused Fund to Invest in Japanese Companies
With the launch of the Principles for Responsible Institutional Investors (Japan’s Stewardship Code)in February 2014, the importance of engagement between institutional investors and companies isfurther increasing its significance from a viewpoint of responsible investment. Taking an early start, Tokio
Marine Asset Management, jointly with Governance for Owners Japan KK*, launched an engagementfocused fund in March 2012. This fund primarily invests in small to medium-sized Japanese companies
having strong core businesses. By promoting engagement with investee companies based on a fullunderstanding of the corporate culture in Japan, the company intends to deepen mutual understanding

Based on the intent of the Principles for Responsible Institutional Investors (Japan’s StewardshipCode), Tokio Marine & Nichido and Tokio Marine Asset Management have formulated clear policies on
publicly announcing the exercise of voting rights and the results of the exercise of voting rights andare disclosing details of their stewardship activities that include the results of the exercise of voting
rights.
<Tokio Marine & Nichido>
Overview of stewardship activities (PDF/188KB) (in Japanese)<Tokio Marine Asset Management>
Stewardship activities and results of self-assessment (August, 2022) (in Japanese)
Disclosure of the results of the exercise of voting rights (Japanese equities) (in Japanese)

between investors and Japanese companies and provide increased corporate value over the long term.

*Governance for Owners Japan KKStarted operation as a subsidiary in Japan of GO Investment Partners (GO), an independent asset management partnershipbased in London. GO is the pioneer in the field of responsible stock ownership and is characterized by its investment strategy
that focuses on enhancement of long-term corporate value through amicable engagement with investee companies listed on
European stock markets.

Tokio Marine Asset Management

2022 Sustainability Report 200

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

2.3.8 Policy to Address Environmental and Social Risks
Tokio Marine Group’s business purpose has been to protect our customers and local communities byCompared to other power generation, coal-fired power generation emits more greenhousegases and also produces toxic substances such as sulfur oxides and nitrogen oxides.

providing safety and security in times of need. With this in mind, Tokio Marine Group has made it our coreidentity “To Be a Good Company” — one that can still be trusted by customers and society in their times ofneed 100 years from now.

2.Coal-fired power
generation

From our long history in the insurance industry, we have accumulated knowledge and experience thathas enabled us not just to provide safety and security but to contribute to social development as well. In
continuing to contribute toward resolving social issues, we help build a safe, secure and sustainable futurethat generates value for all of our stakeholders and our society more broadly.

3.Thermal coal mining

undertakes transactions (insurance underwriting, investments and financing) based on the customer’s
consideration for the environment and society. We position the mitigation of negative environmental
and social impacts resulting from our business activities as an important management issue that must be
addressed and will take appropriate measures while referencing international principles of conduct and4.Oil sands■ Environmental and Social Risks to be Identified and Assessed
the environment and society in accordance with the Group’s Basic Policy on Environment and Basic Policyon Human Rights. For example, deforestation not only has the risk that has a negative impact on theenvironment but also various risks including human rights abuses. In identifying and managing such risks
as well as recommendations from various stakeholders and will identify the sectors where such risks arelikely to occur.
■ Sector specific policies

We recognize that oil sands mining has the potential to emit large amounts of greenhousegases compared to conventional oil and gas extraction due to that oil sands mining requires
more energy and water resources in the extraction and refining process. We also recognize therisks of infringing indigenous peoples’ rights and negatively impacting the surrounding wildlife
and ecosystems.
In light of the negative impacts on climate change, ecosystems and human rights, we will notundertake new business transactions (insurance underwriting, investment and financing) for oilsands mining projects.

Tokio Marine Group will strive to appropriately identify and manage risks that have a negative impact on

appropriately, we will identify environmental and social risks based on the nature and severity of the risks

As with coal-fired power generation, the development of coal mines for power generation
projects may result in increased greenhouse gas emissions through combustion at thermal
power plants in the future. We also recognize the risks to the workers' occupational health andsafety and the impacts of hazardous waste on local biodiversity.
In light of the negative impacts on climate change, ecosystems and human rights, we will notundertake new business transactions (insurance underwriting, investment and financing) for
thermal coal mining projects*1, regardless of whether they are new projects or not.

Tokio Marine Group pays attention to the risks of negatively impacting the environment and society, andguidelines.

Given the high risk of contributing to environmental impacts such as climate change and air
pollution, we will not undertake new business transactions (insurance underwriting,investment and financing) for coal-fired power plants*1, regardless of whether they are new
projects or not.

5.Arctic oil and gas

Oil and gas extraction projects in the Arctic Circle (all areas north of latitude 66°33,
including the Arctic National Wildlife Refuge, ANWR) entail significant risks of altering thehabitats and ecosystems of rare species and marine life. We are also aware of the negative
impacts on the livelihoods and cultures of indigenous peoples.
In light of the negative impacts on ecosystems and biodiversity, as well as on theindigenous peoples’ rights, we will not undertake new business transactions (insurance
underwriting, investment and financing) for oil and gas extraction projects*2 in the Arctic
Circle.

For details on Tokio Marine Group's transaction policy on climate change risk (insurance underwriting,
1.Inhumane weapons
・Biological weapons・Chemical weapons
・Cluster munitions・A nti-personnel
landmines

investment and financing), please refer to "Tokio Marine: Our Climate Strategy".
We will not undertake business transactions (insurance underwriting, investment andfinancing) with the inhumane weapons sector, which manufactures inhumane weapons, asthese pose major humanitarian concerns.

*1 Exceptions for projects with innovative technologies and approaches, such as CCS/CCUS (carbon dioxide capture and storage / carbon
dioxide capture, utilization and Storage) and mixed combustion, may be granted after careful consideration, aiming to achieve the goals of
the Paris Agreement*2 Exemptions for projects with decarbonization plans that are aligned with the Paris Agreement

The number of high-risk ESG cases
2022 Sustainability Report

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3

Sustainability Library
We introduce the editorial policy of this report and other information.

3.1 Overview of Group Sustainability Reporting • • • • • • • • • • • • • • • • • • • • 203

3.4 GRI Standards Content Index • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 214

Overview of Tokio Marine Group sustainability reporting and the Group’s

Sustainability activities of Tokio Marine Group that have a high degree ofcommunication tools

importance and are highly relevant as topics

3.2 Sustainability Performance Data • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 204

3.5 Recognition about ISO 26000 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 222

Principle quantitative data for the sustainability activities of Tokio Marine

Tokio Marine Group is reviewing its sustainability activities based on ISO

Group

26000 standards to further improve its sustainability initiatives.

3.3 Third -Party Assurance•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••

213

Tokio Marine Group has received assurance from a third-party institution for
its Sustainability Report from the point of view of ensuring the credibility of
disclosure and greater transparency.

3.6 Editorial Policy • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 224
Our editorial policy is to report on the principal sustainability activities of
Tokio Marine Group in fiscal 2021 to all of our stakeholders.

2022 Sustainability Report 202

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

3.1 Overview of Group Sustainability Reporting
We introduce the Tokio Marine Group Overview of Group Sustainability Reporting and sustainability communication tools.

About the Group’s Sustainability Report
Tokio Marine Group began publishing the Environmental Report in 2000. Along with the creation

Tokio Marine Group’s Principal Sustainability
Communication Toolsof Tokio Marine & Nichido Fire Insurance through the merger of Tokio Marine and Nichido Fire in
October 2004, from 2005 Tokio Marine Group has been publishing the CSR Report, which summarizes
the Group’s sustainability activities. In 2012, we changed the name of this report to the Sustainability

Tool

Content

Main readers

Report and from the perspective of conserving paper resources and enhancing convenience, we

Date ofpublication(scheduled)

PDF

Japanese:
September●

English:November●Japanese:
August●●English:September●●Bookletdiscontinued the printed version and began publishing web-based and PDF versions.
In 2015 we revamped our home page and created the Tokio Marine Holdings Corporate Website(sustainability page) as part of efforts to communicate sustainability information in an easier-tounderstand manner and on a timely basis through multiple devices, including smartphones andProvides details of Tokio Marine
Sustainability
ReportGroup’s approach to sustainability
and related strategies using

All readers

relevant datatablet devices.
Tokio Marine Group is working to enhance communications with stakeholders toward a secure, safe
Concisely describes how Groupand sustainable future. For this reason, Tokio Marine Group believes that familiarizing numerous

financial information relates tostakeholders with its sustainability efforts and collaborating and cooperating with them is important.
Therefore, we regard the Sustainability Report as absolutely essential in undertaking the Group’sbusiness operations and are disclosing information through this report.

Integrated Annual
Reportsustainability and non-financial
information while presenting
medium- to long-term corporate
initiatives concerning value
creation

Investors

2022 Sustainability Report 203

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

3.2 Sustainability Performance Data
We provide principal sustainability performance data for Tokio Marine Group.

◉ Reporting Period and Reporting Organizations• Reporting period: Report on results for fiscal 2021 (April 1, 2021 – March 31, 2022)• Reporting organizations: Tokio Marine Holdings and major subsidiaries
Method of Calculation and Scope in Data Collection for Key Sustainability Indicators (PDF/178KB)◉ Corporate GovernanceFor details, please refer to Corporate Governance Report.
Corporate Governance (Corporate Governance Report)
Dialogue with Shareholders and Investors
◉ Internal Control

SocialInitiatives

55,633 tons, overseas: 27,850 tons) versus the initial-year target of 88,995 tons (-1% from the previous
fiscal year) and -7.13% compared with the previous fiscal year, thereby achieving the target. The principal
factor was efforts to reduce environmental loads.
[Data coverage rate]
We calculate 100% (employee base) of Tokio Marine Holdings and major subsidiaries (excluding Scope 3“Category 5: Waste generated in operations” and “Category 6: Business travel (by air)).
(Unit: tons)

CO2 emissions
Breakdown• Reduction target in fiscal 2022 : -1% compared with the previous year

111,172

89,894

83,483☑

Domestic*1

73,47064,54855,633☑

*2

37,701

25,34527,850☑

13,163
Domestic: 7,150
Overseas: 6,013

13,022☑
Domestic: 7,079☑
Overseas: 5,942☑
47,435☑*3

Overseas

Scope 2

Indirect(Electricity, chilled/hot water, etc.)

62,100
Domestic: 42,433
Overseas: 19,668

53,977
Domestic: 39,732
Overseas: 14,245

Domestic: 31,603☑
Overseas: 15,832☑

Total

31,594
Domestic: 22,178
Overseas: 9,416

22,754
Domestic:17,666
Overseas: 5,088

23,026☑
Domestic: 16,950☑
Overseas: 6,075☑

Category 1: Purchased goods andservices (Paper usage)

13,184
Domestic: 11,491
Overseas: 1,693

11,172
Domestic: 9,958
Overseas: 1,214

10,349☑
Domestic: 9,365☑
Overseas: 985☑

Category 3: Fuel- and energyrelated activities not included in
Scope 1, 2 (Electricity, steam andchilled/hot water usage)

9,670
Domestic: 6,530
Overseas: 3,140

8,638
Domestic: 6,385
Overseas: 2,253

10,875☑
Domestic: 6,195☑
Overseas: 4,679☑

Category 5: Waste generated inoperations (Waste generation)

1,101

1,045

1,038☑

7,639
Domestic: 3,056
Overseas: 4,583(Coverage rate: 100%)

1,900
Domestic: 279
Overseas: 1,621(Coverage rate: 100%)

764☑
Domestic: 353☑
Overseas: 411☑
(Coverage rate: 100%)

2.70

2.08

1.94

41,101 persons

43,260 persons

43,048 persons

Our Progress for Eight Material Issues (Materiality)• Long-term target (fiscal 2030) : -60% (compared with fiscal 2015 level)

Fiscal 2021

Direct(Gas, heavy oil, gasoline, etc.)◉ Results of Tokio Marine Group’s Sustainability Initiatives[Reduction targets for CO2 emissions]Fiscal 2020

Scope 1

Improving Quality from the Customer’s Perspective(Tokio Marine Holdings and major subsidiaries)

Fiscal 201917,478Domestic: 8,860
Overseas: 8,618◉ Improving Quality from the Customer’s Perspective■ CO2 Emissions from Energy Sources and CO2 Reduction and Fixation

Sustainability
Library

emissions (Scope 1+2+3) for Tokio Marine Holdings and major subsidiaries were 83,483 tons (domestic:

Internal Control◉ Environment

GovernanceInitiatives

Scope 3Category 6: Business travel (by air)

CO2 emissions per employee[CO2 emissions]

Number of employees

From fiscal 2015, we began calculating Scope 3 “Category 1: Purchased goods and services (Purchased

CO2 reduction (Excluding CO2 fixation
through mangrove planting)

3,617

3,531

3☑

CO2 fixation through mangrove planting

130,000

120,000

130,000

paper),” “Category 3: Fuel- and energy-related activities not included in Scope 1, 2” and “Category 5: Waste
generated in operations” as we expanded the scope of calculation for CO2 emissions. For fiscal 2021, CO2(consolidated fiscal year base)2022 Sustainability Report 204

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

Data calculation method (☑items)

GovernanceInitiatives

Sustainability
Library

Data calculation method (☑items)

Method of Calculation and Scope in Data Collection for Key Sustainability Indicators (PDF/178KB)

Method of Calculation and Scope in Data Collection for Key Sustainability Indicators (PDF/178KB)“1. Calculation Method of CO2 emissions originating from energy consumption and CO2 reduction”“1. Calculation Method of Environmental load data”

Data collection scope (☑items)
Data collection scope (☑items)

Method of Calculation and Scope in Data Collection for Key Sustainability Indicators (PDF/178KB)*1

Companies of “2. Tokio Marine Holdings and its subsidiaries (as of March 31, 2022)”

Method of Calculation and Scope in Data Collection for Key Sustainability Indicators (PDF/178KB)

Companies in which the headquarters is in Japan of “2. Tokio Marine Holdings and its subsidiaries (as of March 31, 2022)”*2

Method of Calculation and Scope in Data Collection for Key Sustainability Indicators (PDF/178KB)

Companies in which the headquarters is located overseas of “2. Tokio Marine Holdings and its subsidiaries (as of March
31, 2022)”■ CO2 Emissions from Energy Sources (Tokio Marine & Nichido)[CO2 emissions reduction targets]• Long-term target (fiscal 2050): -60% reduction (compared with fiscal 2006 level)*3 Reflects the CO2 reduction effect of 8,597 tons from green power purchases.

• Reduction target in fiscal 2022: -1% compared with the previous year

■ Environmental Load Data (Tokio Marine Holdings and major subsidiaries)[CO2 emissions]
From fiscal 2015, we began calculating Scope 3 “Category 1: Purchased goods and services (Purchased

Units

Fiscal 2019

Fiscal 2020

Fiscal 2021

Electricity usage

1,000kWh(GJ)

134,685（484,866）

118,313（425,928）

119,473 ☑
（430,104）

Gas usage

1,000m3(GJ)

1,488（64,880）

1,342（58,653）

1,215 ☑
（53,115）

49,345 tons (-1% from the previous fiscal year) and -16.2% compared with the previous fiscal year due to

Steam and chilled/
hot water usage

GJ

14,765

17,337

83,128 ☑

[Data coverage rate]

Gasoline usage

kℓ
(GJ)

5,949
（205,858)

3,766（130,319)

3,905 ☑
（135,097)

Heavy oil usageℓ(GJ)

35,683（1,395）23,832（931）

29,657 ☑
（1,160）Business travel(by air)

1,000km

81,26318,0927,100 ☑

Paper usage

t

7,204

6,105

5,655 ☑

Renewable energy(electricity) usage

1,000kWh­—ー

21,068 ☑

paper),” “Category 3: Fuel- and energy-related activities not included in Scope 1, 2” and “Category 5: Waste
generated in operations” as we expanded the scope of calculation for CO2 emissions. For fiscal 2021, CO2
emissions (Scope 1+2+3) of Tokio Marine & Nichido were 41,779 tons versus the initial-year target ofenergy conservation efforts.

100.0% of Tokio Marine & Nichido overall (employee base)2022 Sustainability Report 205

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives(Unit: tons)

CO2 emissions

Fiscal 2019

Fiscal 2020

Fiscal 2021

56,844

49,843

41,779☑

GovernanceInitiatives

Sustainability
Library■ Environmental Load Data (Tokio Marine & Nichido)
Units

Fiscal 2019

Fiscal 2020

Fiscal 2021

Electricity usage

1,000 kWh
(GJ)

67,489（242,960）

65,580（236,088）

62,118 ☑
（223,626）

Gas usage

1,000 m3
(GJ)

667
（29,618）654（29,177）658 ☑
（29,288）

Scope 1

Direct(Gas, heavy oil, gasoline, etc.)

6,427

4,991

5,068☑

Scope 2

Indirect(Electricity, chilled/hot water, etc.)

32,77230,35323,140☑

Total

17,646

14,49913,571☑

Category 1: Purchased goods andservices (Paper usage)

9,904

8,601

7,700☑

Steam and chilled/hot
water usage

GJ

14,06014,771

17,000 ☑

Category 3: Fuel- and energy-related
activities not included in Scope 1,2 (Electricity, steam and chilled/hot
water usage)

5,064

4,957

4,794☑

Gasoline usage

kℓ
(GJ)

2,067
（71,535）

1,464（50,662）

1,504 ☑
（52,046）

Category 5: Waste generated inoperations (Waste generation)

965

783

848☑

Heavy oil usageℓ(GJ)

Category 6: Business travel (by air)

1,713

158

229☑

23,653（924）

22,949（897）

16,958 ☑
（663）

3.31

2.88

2.42

Business travel(by air)

1,000km

16,6671,366

1,980 ☑

17,146 persons

17,253 persons

17,098 persons
Water usage

1,000m3

302

215

207 ☑

Paper usage

t

5,412

4,700

4,208 ☑

Waste

t

3,585

2,895

2,995 ☑

Recycling rate

%

51.6

56.6

55.7 ☑

Scope 3CO2 emissions per employee
Number of employees

Data calculation method (☑items)

Method of Calculation and Scope in Data Collection for Key Sustainability Indicators (PDF/178KB)
“1. Calculation Method of CO2 emissions originating from energy consumption and CO2 reduction”
Data collection scope (☑items)
Tokio Marine & Nichido

Data calculation method (☑items)

Method of Calculation and Scope in Data Collection for Key Sustainability Indicators (PDF/178KB)
“1. Calculation Method of Environmental load data”
Data collection scope (☑items)
Tokio Marine & Nichido
2022 Sustainability Report 206

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives◉ Human Rights and Labor

GovernanceInitiatives

Sustainability
Library[Basic employee data (Tokio Marine & Nichido)]■Data Coverage Rate

Fiscal 2019

Fiscal 2020

Fiscal 2021

Average age

Male: 47
Female: 37
Overall: 42

Male: 47
Female: 37
Overall: 42

Male: 47
Female: 38
Overall: 42.1

Average years
continuously employed

Male: 12
Female: 12
Overall: 12

Male: 12
Female: 12
Overall: 12

Male: 13
Female: 12
Overall: 12.4

Average annual salary

Approx. ¥7.57 million

Approx. ¥7.73 million

Approx. ¥8.30 million

Turnover rate*

2.1%

2.0%

2.7%

Tokio Marine Holdings and major subsidiaries (employee base) are calculated as 100%.
Tokio Marine Holdings and domestic major subsidiaries:
58.4% of Tokio Marine Holdings and major subsidiaries (employee base)Tokio Marine & Nichido:
39.7% of Tokio Marine Holdings and major subsidiaries (employee base)■Basic Data
[Number of employees (Tokio Marine Holdings and major subsidiaries)]*The turnover rate is calculated based on the number of personnel who quit voluntarily (excluding the age-limit retirement).

Fiscal 2019

Fiscal 2020

Fiscal 2021

Total number of employees(consolidated fiscal year base)41,101

43,26043,048

Fiscal 2019

Fiscal 2020

Fiscal 2021

Tokio Marine Holdings anddomestic major subsidiaries

Male: 12,695
Female: 12,638
Overall: 25,333

Male: 12,674
Female: 12,797
Overall: 25,471

Male: 12,421 ☑
Female: 12,701 ☑
Overall: 25,122 ☑

Male: 183
Female: 395
Overall: 578

Asia: 4,870
North and Central
Americas: 12,262
Europe: 777
Overall: 17,909

Asia: 4,768
North and Central
Americas: 12,473
Europe: 787
Overall: 18,028

Male: (New graduates)
195(Mid-career hires)
38
Female: (New graduates) 408(Mid-career hires) 6
Overall: (New graduates) 603(Mid-career hires) 44

Tokio Marine Holdings andoverseas major subsidiaries

Asia: 4,159
North and Central
Americas: 10,996
Europe: 734
Overall: 15,889

Male: (New graduates)
206(Mid-career hires)
34
Female: (New graduates) 418(Mid-career hires) 8
Overall: (New graduates) 624(Mid-career hires) 42[Number of new hires (Tokio Marine & Nichido)]◉ Fair Personnel System and Management[Employee attitude survey (Tokio Marine & Nichido)]
Fiscal 2019

Fiscal 2020

Fiscal 2021

Respondents

15,851(Response rate: 89%)

16,126(Response rate: 91.6%)

16,541(Response rate: 93.1%)

Level of satisfaction

Male: 88%
Female: 80%
Overall: 83%

Male: 95.2%
Female: 92.0%
Overall: 93.4%

Male: 95.1%
Female: 91.7%
Overall: 93.2%[Basic employee data (Tokio Marine Holdings)]

The ratio between the total annual compensation of the Chief
Executive Officer and the mean employee compensation*

Fiscal 2020

Fiscal 2021

Fiscal 2022

11.5%

13.0%

17.7%

*The total CEO compensation / The mean employee compensation

Data calculation method (☑items)
Method of Calculation and Scope in Data Collection for Key Sustainability Indicators (PDF/178KB)
“1. Calculation Method of Basic data on human rights and labor, and use of diverse human resources”

Data collection scope (☑items)
Method of Calculation and Scope in Data Collection for Key Sustainability Indicators (PDF/178KB)[Labor union participation rate (Tokio Marine Holdings and domestic major subsidiaries)]
Fiscal 2019

Fiscal 2020

Fiscal 2021

100%

100%

100%

Companies in which the headquarters is in Japan of “2. Tokio Marine Holdings and its subsidiaries (as of March 31, 2022)”
2022 Sustainability Report 207

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library◉ Development of Human Resources◉ Utilizing Diverse Human Resources[Employee training (Tokio Marine & Nichido)][Number of directors and managers (Tokio Marine Holdings and major subsidiaries)]

Total training hours

Fiscal 2019

Fiscal 2020

Fiscal 2021

314,659 hrs.

226,503 hrs.

313,721 hrs.

Fiscal 2019

Fiscal 2020

Fiscal 2021

Male: 209
Female: 13
Overall: 222

Male: 204
Female: 13
Overall: 217

Male: 296 ☑
Female: 52 ☑
Overall: 348 ☑

General managers

Male: 796
Female: 36
Overall: 832

Male: 804
Female: 37
Overall: 841

Male: 1,078 ☑
Female: 191 ☑
Overall: 1,269 ☑

Section managers

Male: 2,558
Female: 349
Overall: 2,907

Male: 2,518
Female: 361
Overall: 2,879

Male: 3,911 ☑
Female: 1,322 ☑
Overall: 5,233 ☑

Male: 3,354
Female: 385
Overall: 3,739

Male: 3,322
Female: 398
Overall: 3,720

Male: 4,989 ☑
Female: 1,513 ☑
Overall: 6,502 ☑

Male: 1,638
Female: 492
Overall: 2,130

Male: 1,605
Female: 619
Overall: 2,224

Male: 1,536
Female: 739
Overall: 2,275

Directors(including executive officers)

Average training hours
per employee

21.00 hrs.

15.29 hrs.

21.04 hrs.

Total training cost

¥1,107,696,463¥737,803,807¥870,346,000

Average training cost
per employee¥75,159¥49,804¥58,362

Managers(general managers andsection managers)[Job request system (job posting system) (Domestic major subsidiaries)]
Fiscal 2019
Applicants: 449
Approval: 227

Fiscal 2020
Applicants: 433
Approval: 224

total

Fiscal 2021
Applicants: 612
Approval: 241*Approved requests take effect in the fiscal year after that of the application.
*Figures for fiscal 2019 and fiscal 2020 are for Tokio Marine & Nichido only.

(Deputy managers)*Only Tokio Marine & Nichido*Figures for fiscal 2019 and fiscal 2020 are for Tokio Marine & Holdings and domestic major subsidiaries only.

Data calculation method (☑items)
Method of Calculation and Scope in Data Collection for Key Sustainability Indicators (PDF/178KB)“1. Calculation Method of Basic data on human rights and labor, and use of diverse human resources”

Data collection scope (☑items)
Method of Calculation and Scope in Data Collection for Key Sustainability Indicators (PDF/178KB)
Companies in which the headquarters is in Japan of “2. Tokio Marine Holdings and its subsidiaries (as of March 31, 2022)”[Diversity-related data]
Diversity-related data

[Number of female directors (Tokio Marine & Nichido, as of March 31, 2022)]
Directors and officers

Rate

7

11.5%

2022 Sustainability Report 208

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives[Number of employees using the system for continued employment of older employees(Tokio Marine Holdings and domestic major subsidiaries)]

GovernanceInitiatives

Sustainability
Library[Resumption of work support system (Tokio Marine Holdings and domestic major subsidiaries)]

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2019

Fiscal 2020

Fiscal 2021

773

831

925

1,265

1,210

1,357

[Rate of employment of persons with disabilities](as of December 1 of each fiscal year)[Return to work rate after taking childcare leave (Tokio Marine Holdings and major subsidiaries)]

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2019

Fiscal 2020

Fiscal 2021

2.39%

2.35%

2.39%

Male: 100％
Female: 89.1％

Male: 100％
Female: 77.7％

Male: 99.3％
Female: 94.8％* R eporting organizations: Applicable Group companies (Tokio Marine Holdings, Tokio Marine & Nichido, Tokio
Marine Business Support, Tokio Marine & Nichido Career Service and Tokio Marine Nichido Better Life Service)[Employee retention rate after taking childcare leave (Tokio Marine Holdings and major subsidiaries)]◉ Reform of Working Styles[Retiree rehiring system (Tokio Marine Holdings and domestic major subsidiaries)]
Fiscal 2019

Fiscal 2020

Fiscal 2021

21

6

5

Fiscal 2019

Fiscal 2020

Fiscal 2021

Male: 100％
Female: 94.3％

Male: 100％
Female: 76.5％

Male: 95.4％
Female: 90.0％*Figures for fiscal 2019 and fiscal 2020 are for Tokio Marine & Holdings and domestic major subsidiaries only.

[Maternity leave system (Tokio Marine Holdings and domestic major subsidiaries)]
Fiscal 2019

Fiscal 2020

Fiscal 2021

721

603

756

[Spouse childbirth leave (Tokio Marine Holdings and domestic major subsidiaries)]
Fiscal 2019

Fiscal 2020

Fiscal 2021

30

17

33

[Childcare leave system (Tokio Marine Holdings and domestic major subsidiaries)]
Fiscal 2019

Fiscal 2020

Fiscal 2021

Male: 102
Female: 1,259
Overall: 1,361

Male: 123
Female: 1,271
Overall: 1,394

Male: 464
Female: 1,842
Overall: 2,306[Short working hours system (Tokio Marine Holdings and domestic major subsidiaries)][Nursing care leave system (Tokio Marine Holdings and domestic major subsidiaries)]
Fiscal 2019

Fiscal 2020

Fiscal 2021

31

53

191

[Nursing care temporary retirement system (Tokio Marine Holdings and domestic major subsidiaries)]

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2019

Fiscal 2020

Fiscal 2021

1,369

1,481

1,515

20

7

6

2022 Sustainability Report 209

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives[Annual average actual working hours (Tokio Marine & Nichido)]

GovernanceInitiatives

Sustainability
Library[Specific health guidance implementation rate (Tokio Marine & Nichido)]

Fiscal 2019

Fiscal 2020

Fiscal 2021

1,925 hrs.

1,987 hrs.

1,978 hrs.

[Monthly average overtime hours (Tokio Marine & Nichido)]

Category

Fiscal 2017

Fiscal 2018

Fiscal 2019

Fiscal 2020

Specific health guidance
implementation rate

59.8%

57.3%

52.4%

60.0%

Fiscal 2021
numerical
targets

Over 60.0%[Awareness on health (Tokio Marine & Nichido)]

Fiscal 2019

Fiscal 2020

Fiscal 2021

20.28 hrs.

22.63 hrs.

23.11 hrs.

Fiscal 2023

Category

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

Status of health literacy*1

4.13

*2

4.10

4.08

4.13

Subjective sense of health*1

ー

ー

ー

3.47

3.50

numerical
targets*Including legal overtime hours[Number of annual paid leave days taken (Tokio Marine & Nichido)]
Fiscal 2019

Fiscal 2020

Fiscal 2021

16.9 days

15.8 days

16.6 days*1: Response to employee questionnaires (on a maximum scale of 5 points)*2: Not implemented due to system change[Participation in health improvement measures (Tokio Marine & Nichido)]◉ Health Management and Occupational Health and Safety

Category

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Number of employees who
participated in Health Promotion
Month/Health Challenge

7,478

7,060

8,101

7,997

Fiscal 2022
numerical
targets

8,130[Percentage of employees who received health checks (Tokio Marine & Nichido)][Health status of employees (Tokio Marine & Nichido)]
Category

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Percentage of employees
who received health checks

100%

100%

100%

100%

Fiscal 2022

Fiscal 2022

numerical
targets

Category

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

100%

Findings
at a regular health checkup

50.5%

51.8%

54.0%

54.0%

Under 50.0%

Persons maintaininga healthy body weight (BMI)

68.4％

68.3％

67.8%

67.8%

Over 70.0%

Smoking rate

14.5％

13.7％

12.7%

12.3%

12.2%

numerical
targets

Percentage of employees who
underwent a detailed examination
after a regular checkup

88.5%

Uterine cancer screening rate

62.8%

66.0%

60.5%

62.8%

68.0%

Rate of employees who havedeveloped physical exercise habits

18.1％

18.4％

19.5%

20.0%

Over 20.0%

Breast cancer screening rate

78.2%

81.1%

74.6%

77.8%

82.2%

Stress test execution rate

97.9%

98.4%

98.7%

98.8%

Over 98.0%

Prostate cancer screening rate

75.3%

76.0%

73.1%

75.6%

ー

Rate of employeeswith a high stress level

9.9％

9.9％

8.2%

9.7%

Under 10.0%

86.4%

87.2%

92.5%

90.0%

2022 Sustainability Report210Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

Fiscal 2018

Number of
employees participating
in anti-obesity initiatives
for young employees

Fiscal 2019

230

301

Fiscal 2020*

Sustainability
Library◉ Human Rights[Independent initiative implementation status (Tokio Marine & Nichido)]
Category

GovernanceInitiatives

Fiscal 2021

Fiscal 2022

263

[Human rights training participation rate (Tokio Marine Holdings and domestic major subsidiaries)]

numerical
targets

270* Postponed due to the COVID-19 pandemic

Fiscal 2019

Fiscal 2020

Fiscal 2021

100%

100%

100%

[Human rights training hours (Tokio Marine & Nichido)][Industrial accidents (Tokio Marine Holdings and domestic major subsidiaries)]
Occupational accidents

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2019

Fiscal 2020

Fiscal 2021

Total training hours

21,622 hrs.

21,789 hrs.

21,664 hrs.

106

72

59☑

Training hours
per employee

1 hr.

1 hr.

1 hr.

Participation rate

100%

100%

100%

Commuting accidents
Fiscal 2019

Fiscal 2020

Fiscal 2021

70

63

43☑

Fiscal 2020

Fiscal 2021

Fiscal 2022

0.98%

1.19%

1.37%☑

[Absentee rate* (Tokio Marine & Nichido)］*Total days lost due to absenteeism / Total days scheduled to be worked

Data calculation method (☑items)
Method of Calculation and Scope in Data Collection for Key Sustainability Indicators (PDF/178KB)“1. Calculation Method of Basic data on human rights and labor, and use of diverse human resources”

Data collection scope (☑items)
Method of Calculation and Scope in Data Collection for Key Sustainability Indicators (PDF/178KB)
Companies in which the headquarters is in Japan of “2. Tokio Marine Holdings and its subsidiaries (as of March 31, 2022)”

2022 Sustainability Report211

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library◉ Local Community and Social Contribution Activities[Employee participation rate in volunteer activities(Tokio Marine Holdings and domestic major subsidiaries)][Social contribution activity expenditure(Tokio Marine Holdings and domestic major subsidiaries)]

Fiscal 2019

Fiscal 2020

Fiscal 2021

144.9%

113.5%

110.6%

Category

Fiscal 2020

Fiscal 2021

Approx. ¥1,491 million (72%)

Approx. ¥1,556 million (71%)

Participation/dispatch of employees¥0 (0%)

Approx. ¥3 million (0%)

In-kind donations¥0 (0%)

Approx. ¥17 million (1%)

Approx. ¥569 million (28%)

Approx. ¥605 million (28%)

Approx. ¥2,060 million (100%)

Approx. ¥2,181 million (100%)

Donation*Figures for fiscal 2019 and fiscal 2020 are for Tokio Marine & Holdings and domestic major subsidiaries only.

[Number of employees who took volunteer leave(Tokio Marine Holdings and domestic major subsidiaries)]
Fiscal 2019

Fiscal 2020

Fiscal 2021

94

9

90

Social contribution-related
management fees
Total

[Social contribution activity expenditure by category(Tokio Marine Holdings and domestic major subsidiaries)]
Category[Donations (Including monetary and in-kind donations by Tokio Marine Holdings, domestic major
subsidiaries and other affiliated companies)]

Fiscal 2020

Fiscal 2021

Charitable donation

Approx. ¥684 million (33%)

Approx. ¥162 million (7%)

Fiscal 2019

Fiscal 2020

Fiscal 2021

Investments in communities

Approx. ¥736 million (36%)

Approx. ¥1,330 million (61%)

Commercial initiatives

Approx. ¥640 million (31%)

Approx. ¥689 million (32%)

Approx. ¥1,280 million(includes disaster support ofapprox. ¥13 million)

Approx. ¥2,062 million(includes disaster support ofapprox. ¥8 million)

Approx. ¥2,188 million(includes disaster support ofapprox. ¥5.3 million)

Total

Approx. ¥2,060 million (100%)

Approx. ¥2,181 million (100%)*This includes donations by miscellaneous expenses for social contribution
programs, payments in kind, opened facilities and employee dispatching.
*Monetary donations by employees and agents in fiscal 2021: Approx. ¥6.3 million

2022 Sustainability Report212

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

3.3 Third-Party Assurance
Tokio Marine Holdings has received a third-party assurance of the Tokio Marine Group Sustainability
Report 2022 from Ernst & Young ShinNihon LLC with the aim of further improving the level ofTranslation

communication with stakeholders. (The independent third-party assurance logo☑ is marked where

The following is an English translation of an independent assurance report prepared in Japanese and is for information
and reference purposes only. In the event of a discrepancy between the Japanese and English versions, the Japaneseversion will prevail.

appropriate).

September 30, 2022

TO:
Mr. Satoru Komiya
President
Tokio Marine Holdings, Inc.

By obtaining the external assurance, we will work to improve the quality of Tokio Marine Groupsustainability reporting. Tokio Marine Holdings has consecutively received same third-party
assurances from fiscal 2016 to fiscal 2020 as well.
Environment

1.

☑ Environmental Load Data (Tokio Marine Holdings and major subsidiaries)☑ CO2 Emissions from Energy Sources (Tokio Marine & Nichido)☑ Environmental Load Data (Tokio Marine & Nichido)2.

Human Rights and Labor☑ Number of employees (Tokio Marine Holdings and domestic major subsidiaries)☑ Number of directors and managers (Tokio Marine Holdings and major subsidiaries)

Kenji Sawami
Makoto Kubodera
Engagement Partner
Ernst & Young ShinNihon LLC
Tokyo, Japan

We, Ernst & Young ShinNihon LLC,, have been commissioned by Tokio Marine Holdings, Inc. (hereafter the “Company”)
and has carried out a limited assurance engagement on the Key Sustainability Indicators (hereafter the "Indicators") of theCompany and its major subsidiaries for the year ended March 31, 2022 as included in the Company’s Tokio Marine
Holdings, Inc. Sustainability Report 2022 (hereafter the “Report”). The scope of our assurance procedures was limited to
the Indicators marked with the symbol "☑" in the Report.

☑ CO2 Emissions from Energy Sources and CO2 Reduction(Tokio Marine Holdings and major subsidiaries)

Independent Assurance Report3.

☑ Absentee rate (Tokio Marine & Nichido)☑ Industrial accidents (Tokio Marine Holdings and domestic major subsidiaries)

4.

The Company’s Responsibilities
The Company is responsible for preparing the Indicators in accordance with the Company’s own criteria, which it
determined with consideration of Japanese environmental regulations as presented in 1. Calculation Method of Method of
Calculation and Scope in Data Collection for Key Sustainability Indicators(https://www.tokiomarinehd.com/en/sustainability/pdf/sustainability_indicatorsFY2021.pdf). Greenhouse gas (GHG)
emissions are estimated using emissions factors, which are subject to scientific and estimation uncertainties given
instruments for measuring GHG emissions may vary in characteristics, in terms of functions and assumed parameters.
Our Independence and Quality Control
We have met the independence requirements of the Code of Ethics for Professional Accountants issued by the International
Ethics Standards Board for Accountants, which is based on the fundamental principles of integrity, objectiveness,
professional competence and due care, confidentiality, and professional behavior.
In addition, we maintain a comprehensive quality control system, including documented policies and procedures forcompliance with ethical rules, professional standards, and applicable laws and regulations in accordance with theInternational Standard on Quality Control 1 issued by the International Auditing and Assurance Standards Board.
Our responsibilities
Our responsibility is to express a limited assurance conclusion on the Indicators included in the Report based on theprocedures we have performed and the evidence we have obtained.
We conducted our limited assurance engagement in accordance with the International Standard on Assurance
Engagements: Assurance Engagements Other than Audits or Reviews of Historical Financial Information - (“ISAE 3000”)(Revised) and, with respect to GHG emissions, the International Standard on Assurance Engagements: Assurance
Engagements on Greenhouse Gas Statements (“ISAE 3410”), issued by the International Auditing and Assurance Standards
Board. The procedures, which we have performed according to our professional judgment, include inquiries, document
inspection, analytical procedures, reconciliation between source documents and Indicators in the Report, and the following:• Making inquiries regarding the Company’s own criteria that it determined with consideration of Japanese environmental
regulations, and evaluating the appropriateness thereof;• Inspecting relevant documents with regard to the design of the Company’s internal controls related to the Indicators, andinquiring of personnel responsible thereof at the Company and 2 major subsidiaries visited ;• Performing analytical procedures concerning the Indicators at the Company and 2 major subsidiaries visited; and• Testing, on a sample basis, underlying source information and conducting relevant re-calculations at the Company and 2
major subsidiaries visited.
The procedures performed in a limited assurance engagement are more limited in nature, timing and extent than areasonable assurance engagement. As a result, the level of assurance obtained in a limited assurance engagement is lower
than would have been obtained if we had performed a reasonable assurance engagement.
Conclusion
Based on the procedures performed and evidence obtained, nothing has come to our attention that causes us to believethat the Indicators included in the Report have not been measured and reported in accordance with the Company’s own
criteria that it determined with consideration of Japanese environmental regulations.

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Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

3.4 GRI Standards Content Index◉ Specifying Material GRI Indicators (Topics)

Sustainability Report 2022 is prepared in accordance with the Core option of the Global Reporting

corresponding to “Eight Material Issues (Materiality) and Four Priority Issues” and those closely related

Initiative (GRI) Standards.

to “Disclosure of Environmental, Social and Governance Contents” and conducive to clarification of

Tokio Marine Group considers GRI items (topics) as material topics. GRI items (topics) are thoseand comparability with GRI reporting principles.
Materiality (★Four designated as priority issues)
Material GRI Indicator

102: General Disclosures 4. Governance❶ Take climate
action★

❷ Improve disaster
resilience★

❸ Support people’s
healthy andenriching lives★

❹ Promote andsupport diversity
and inclusion★

❺ Facilitate andfoster innovation
through
digitalization❻ Protectthe naturalenvironment❼ Provideeducation tochildren❽ Disclose highly
transparent andtimely information

Disclosure of Environmental,
Social and Governance Contents
Corporate governanceRisk management

201: Economic Performance

Responding to climate change
Promoting research on climate change and natural disaster risks
Promoting Disaster Prevention and Mitigation

203: Indirect Economic Impacts

Contributing to the creation of a safe and secure society based on healthand longevity

205: Anti-Corruption

Compliance and anti-corruption initiatives

206: Anti-Competitive Behavior

Compliance and anti-corruption initiatives

207: Tax

Initiatives concerning appropriate tax reporting

301: Materials

Creating environmental value

302: Energy

Responding to climate change

303: Water

Creating environmental value

304: Biodiversity

Protecting the global environment through products and services
Promoting activities to protect the global environment

305: Emissions

Responding to climate change

306: Waste

Creating environmental value

307: Environmental Compliance

Creating environmental value

308: Supplier Environmental Assessment

Sustainability in the value chain

401: Employment

Developing and utilizing diverse human resources403: Occupational Health and Safety

Promoting health and productivity management404: Training and Education

Developing and utilizing diverse human resources

405: Diversity and Equal Opportunity

Promoting diversity and inclusion

412: Human Rights Assessment

Respect for human rights

413: Local Communities

Social contribution and awareness-raising activities

414: Supplier Social Assessment

Sustainability in the value chain

417: Marketing and Labeling

Improving quality from the customer’s perspective

418: Customer Privacy

Information security

419: Socioeconomic Compliance

Compliance and anti-corruption initiatives

Development of Clean Energy (Topic)

Combating global warming by promoting the development of clean energy

Sustainable Investment and Financing (Topic)

Sustainability in the value chain

Disasters, Accidents and Microinsurance (Topic)

Contributing to the creation of a safe and secure society based on healthand longevity

Comprehensive Insurance Service Encompassing
Treatment, Finance, Longevity and HealthContributing to the creation of a safe and secure society based on healthand longevity

2022 Sustainability Report214

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library◉ GRI Content Index (in Accordance with Core)GRI Standards

General Disclosures

References (Reasons for Omission)GRI Standards

General Disclosures

GRI 101: Foundation 2016 (GRI 101 does not include General Disclosures)

2. Strategy

Universal Disclosures102-14 Statement from seniordecision-maker

1. Organizational profile
102-1 Name of the organization

About Us > Company Information

102-2 Activities, brands, products, andservices

About Us > Tokio Marine Group

102-3 Location of headquarters

About Us > Company Information

102-4 Location of operations

About Us > Tokio Marine Group

102-5 Ownership and legal form

Investor Relations > Stock Information > Stock Information

102-6 Markets served

About Us > Tokio Marine Group

102-7 Scale of the organization

About Us > Tokio Marine Group

102-8 Information on employees andother workers

3.2 Sustainability Performance Data > ◉ Human Rights andLabor > ■ Basic Data [Number of employees (Tokio Marine
Holdings and major subsidiaries)][Information on employee gender at overseas major
subsidiaries, employment contract and employment typeare not disclosed.]

102-9 Supply chain

2.3.7 Sustainability in the Value Chain

102-10 Significant changes to theorganization and its supply chain

3.6 Editorial Policy > ◉ Scope of This Report102-11 Precautionary principle ofapproach

1.1 Top Message
1.3 CSUO Message

Investor Relations > Financial Data

GRI 102:
GeneralDisclosures
2016

References (Reasons for Omission)

3. Ethics and integrity
102-16 Values, principles, standards,
and norms of behavior

2.3.2 Compliance > 2.3.2.4 Anti-Corruption Initiatives

4. Governance102-18 Governance structure

2.3.1 Corporate Governance > 2.3.1.2 Corporate Governance
System
1.4 Organizational Structure for Promoting Sustainability

5. Stakeholder engagement

GRI 102:
GeneralDisclosures2016

102-40 List of stakeholder groups

1.8 Stakeholder Engagement102-41 Collective bargaining
agreements

3.2 Sustainability Performance Data > ◉ Fair Personnel
System and Management > [Labor union participation rate
(Tokio Marine Holdings and domestic major subsidiaries)]

102-42 Identifying and selecting
stakeholders

1.8 Stakeholder Engagement[Engaged stakeholders are selected by eliminating antisocial
forces and adhering to guidelines and policies of related
businesses. Sustainability dialogue participants are selectedbased on their suitability for the theme.]

1.9 External Evaluations and Participation in Initiatives
2.1.6 Research on Climate Change and Natural Disaster Risks
2.3.3 Enterprise Risk Management (ERM)

102-12 External initiatives

1.8 Stakeholder Engagement

1.9 External Evaluations and Participation in Initiatives
2.3.7 Sustainability in the Value Chain > 2.3.7.5 Study andResearch on Sustainable Investments and Financing

102-13 Membership of associations

102-43 Approach to stakeholder
engagement

1.9 External Evaluations and Participation in Initiatives

1.8 Stakeholder Engagement > Sustainability Dialogue >102-44 Key topics and concerns raised ■ Opinions Received from Experts in the Past andSubsequent Responses (for the past two years)

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GRI Standards

General Disclosures

Environmental
Initiatives

References (Reasons for Omission)

GRI 102:
GeneralDisclosures
2016

About Us > Tokio Marine Group

102-46 Defining report content andtopic Boundaries
102-47 List of material topics❶ Tokio Marine Group’s Sustainability > Reference: Specifying

102-48 Restatements of information

3.6 Editorial Policy > ◉ Scope of This Report102-49 Changes in reporting

Not applicable

102-50 Reporting period

3.6 Editorial Policy > ◉ Scope of This Report102-51 Date of most recent report102-52 Reporting cycle
102-53 Contact point for questions
regarding the reportGRI Standards

GovernanceInitiatives

General Disclosures

GRI 103:
Management
Approach 2016

GRI 103:
Management
Approach2016

2.2.6 Contributing to the Creation of a Safe and Secure
Society > 2.2.6.6 Social Contribution and Awareness-Raising
Activities > ◉ Medical and Nursing Care
3.5 Recognition about ISO 26000

3.6 Editorial Policy
3.4 GRI Standards Content Index

102-56 External assurance

3.3 Third-Party Assurance❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

103-2 The management approach andits components
103-3 Evaluation of the management
approach

1.8 Stakeholder Engagement203-1 Infrastructure investments andservices supported

GRI 203:
Indirect Economic
Impacts
2016

201-1 Direct economic value
generated and distributed

3.2 Sustainability Performance Data > ◉ Local Community
and Social Contribution Activities

201-2 Financial implications and otherrisks and opportunities due to climatechange2.1.2 Responding to Climate Change > 2.1.2.3 ClimateRelated Financial Disclosure Based on the TCFD
Recommendations
2.1.1 Creating Environmental Value > 2.1.1.5 Performance
Reporting: Environmental Accounting

2.2.6 Contributing to the Creation of a Safe and Secure
Society > 2.2.6.6 Social Contribution and Awareness-Raising
Activities > ◉ Developing Youth and Promoting Sports >■ Nurturing Future Generations, Encouraging International
Exchange and Promoting Sports in Local Communities
through Foundations
2.2.6 Contributing to the Creation of a Safe and Secure
Society > 2.2.6.6 Social Contribution and Awareness-Raising
Activities > ◉ Medical and Nursing Care

203-2 Significant indirect economic
impacts

2.2.6 Contributing to the Creation of a Safe and Secure
Society > 2.2.6.4 Responding to Poverty Issues

Anti-corruption❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

2.3.1 Corporate Governance2.3.2 Compliance > 2.3.2.4 Anti-Corruption Initiatives

1.6 Our Progress for Eight Material Issues(Materiality)

2.1.6 Research on Climate Change and Natural Disaster Risks

3.6 Editorial Policy > ◉ Dates of Publication

102-54 Claims of reporting inaccordance with the GRI Standards
102-55 GRI content index

1.4 Organizational Structure for Promoting Sustainability

2.1.5 Protecting the Global Environment > 2.1.5.2 Protecting
the Global Environment through Products and Services

Economic PerformanceGRI 201:
Economic
Performance
2016

References (Reasons for Omission)❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

103-2 The management approach andits components
103-3 Evaluation of the management
approach

Eight Material Issues (Materiality); 3.4 GRI Standards Content
Index > ◉ Specifying Material GRI Indicators (Topics)

Material Topics

GRI 103:
Management
Approach2016

Sustainability
Library

Indirect Economic Impacts

6. Reporting practice102-45 Entities included in the
consolidated financial statements

SocialInitiatives

GRI 103:
Management
Approach2016

103-2 The management approach andits components
103-3 Evaluation of the management
approach

2.3.1 Corporate Governance > 2.3.1.3 Internal Control
2.3.2 Compliance > 2.3.2.3 Hotline System (Internal Whistle
Blower System)
2.3.2 Compliance > 2.3.2.4 Anti-Corruption Initiatives
3.5 Recognition about ISO 26000

GRI 205:
Anti-corruption
2016

205-1 Operations assessed for risks
related to corruption

2.3.2 Compliance > 2.3.2.4 Anti-Corruption Initiatives[Details regarding risk assessment are not disclosed.]

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GRI Standards

General Disclosures

Environmental
Initiatives

References (Reasons for Omission)

Anti-competitive Behavior

103-2 The management approach andits components
103-3 Evaluation of the management
approach

2.3.1 Corporate Governance > 2.3.1.3 Internal Control
2.3.2 Compliance > 2.3.2.3 Hotline System (Internal Whistle
Blower System)
2.3.2 Compliance > 2.3.2.4 Anti-Corruption Initiatives

GRI 206: Anticompetitive
Behavior 2016

206-1 Legal actions foranti-competitive behavior, anti-trust,and monopoly practices

GRI Standards

GRI 103:
Management
Approach2016

3.5 Recognition about ISO 26000

GRI 301:
Materials 2016

Not applicable

Energy❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

103-2 The management approach andits components
103-3 Evaluation of the management
approach

207-1 Approach to tax

GRI 207: Tax 2019
Management
approachdisclosures

GRI 103:
Management
Approach2016

2.3.1 Corporate Governance > 2.3.1.3 Internal Control

References (Reasons for Omission)❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

103-2 The management approach andits components
103-3 Evaluation of the management
approach301-1 Materials used by weight orvolume103-2 The management approach andits components
103-3 Evaluation of the management
approach302-1 Energy consumption within theorganization
302-2 Energy consumption outside of
the organization

GRI 302:
Energy 2016

2.3.2 Compliance > 2.3.2.7 Initiatives Concerning Appropriate
Tax Reporting

Water and Effluents

2.3.2 Compliance > 2.3.2.7 Initiatives Concerning Appropriate
Tax Reporting > [Tokio Marine Group Global Tax Policy]

2.3.2 Compliance > 2.3.2.7 Initiatives Concerning Appropriate
Tax Reporting > [Tokio Marine Group Global Tax Policy]
Securities Report > Independent Auditor's Report andInternal Control Report207-3 Stakeholder engagement and2.3.2 Compliance > 2.3.2.7 Initiatives Concerning Appropriate
management of concerns related to tax Tax Reporting > [Tokio Marine Group Global Tax Policy]
2.3.2 Compliance > 2.3.2.7 Initiatives Concerning Appropriate
Tax Reporting > Income Taxes by Country and Region (Fiscal
2020)

1.4 Organizational Structure for Promoting Sustainability
2.1.1 Creating Environmental Value

GRI 103:
Management
Approach2016

3.2 Sustainability Performance Data > ◉ Environment❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

2.3.2 Compliance > 2.3.2.3 Hotline System (Internal Whistle
Blower System)

207-2 Tax governance, control, and risk 2.3.2 Compliance > 2.3.2.3 Hotline System (Internal Whistle
Blower System)
management

GRI 207: Tax 2019
207-4 Country-by-country reporting
Topic-specificdisclosures

General Disclosures

Sustainability
Library

3.5 Recognition about ISO 26000

Tax

GRI 103:
Management
Approach2016

GovernanceInitiatives

Materials❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

GRI 103:
Management
Approach2016

SocialInitiatives

1.4 Organizational Structure for Promoting Sustainability
2.1.1 Creating Environmental Value
3.5 Recognition about ISO 26000

3.2 Sustainability Performance Data > ◉ Environment❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

103-2 The management approach andits components
103-3 Evaluation of the management
approach

1.4 Organizational Structure for Promoting Sustainability
2.1.1 Creating Environmental Value
3.5 Recognition about ISO 26000

GRI 303: Water
and Effluents 2018
Management
Approach
Disclosures

303-1 Interactions with water as ashared resource
303-2 Management of water
discharge-related impacts

2.1.1 Creating Environmental Value > 2.1.1.4 Structure for
Promoting Environmental Management

GRI 303: Water andEffluents 2018 Topicspecific Disclosures

303-3 Water withdrawal

3.2 Sustainability Performance Data > ◉ Environment( ■ Environmental Load Data (Tokio Marine & Nichido))

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Sustainability

GRI Standards

General Disclosures

Environmental
Initiatives

References (Reasons for Omission)

SocialInitiatives

GRI Standards

Biodiversity

GRI 103:
Management
Approach2016❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

103-2 The management approach andits components
103-3 Evaluation of the management
approach

1.4 Organizational Structure for Promoting Sustainability

304-3 Habitats protected or restored

2.1.5 Protecting the Global Environment > 2.1.5.2 Protecting
the Global Environment through Products and Services >◉ Green Gift Project: Mangrove Planting > ■ Benefits ofMangrove Planting for the Environment and Local Life

Emissions❶ Tokio Marine Group’s Sustainability > Reference: Specifying

GRI 103:
Management
Approach2016

103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)
103-2 The management approach andits components
103-3 Evaluation of the management
approach

2.1.1 Creating Environmental Value

GRI305:Emissions
2016

Method of Calculation and Scope in Data Collection for Key
Sustainability Indicators

GRI 306: Effluents
306-3 Waste generated
and Waste 2016

3.2 Sustainability Performance Data > ◉ Environment( ■ Environmental Load Data (Tokio Marine & Nichido))

Environmental Compliance

GRI 103:
Management
Approach2016❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

103-2 The management approach andits components
103-3 Evaluation of the management
approach

1.4 Organizational Structure for Promoting Sustainability
2.1.1 Creating Environmental Value
3.5 Recognition about ISO 26000

GRI 307:
Environmental
Compliance 2016

3.2 Sustainability Performance Data > ◉ Environment

GRI 103:
Management
Approach2016❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

103-2 The management approach andits components

References (Reasons for Omission)

307-1 Non-compliance withenvironmental laws and regulations

Not applicable

Supplier Environmental Assessment

Waste

GRI 103:
Management
Approach2016

Sustainability
Library

2.1.1 Creating Environmental Value > 2.1.1.1 What Our
306-1 Waste generation and significant Environmental Initiatives Aim for: Corporate Philosophy
waste-related impacts
and Policy > ◉ Reduction of Environmental Footprint in Our
306-2 Management of significant
Value Chain
waste-related impacts
2.1.2 Responding to Climate Change > 2.1.2.4 Initiatives
for Responding to Climate Change > ◉ Reduction ofEnvironmental Footprint in Business Activities >■ Promoting Waste Recycling

1.4 Organizational Structure for Promoting Sustainability

3.5 Recognition about ISO 26000
305-1 Direct (Scope 1) GHG emissions
305-2 Energy indirect (Scope 2) GHG
emissions305-3 Other indirect (Scope 3) GHG
emissions305-4 GHG emissions intensity

General Disclosures

2.1.1 Creating Environmental Value
3.5 Recognition about ISO 26000

GRI 304:
Biodiversity 2016

GRI 306: Waste
2020
Management
approachdisclosure

GovernanceInitiatives

1.4 Organizational Structure for Promoting Sustainability
2.1.1 Creating Environmental Value
3.5 Recognition about ISO 26000❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

103-2 The management approach andits components
103-3 Evaluation of the management
approach

1.4 Organizational Structure for Promoting Sustainability
2.3.7 Sustainability in the Value Chain
3.5 Recognition about ISO 26000

GRI 308:
Supplier
Environmental
Assessment
2016308-1 New suppliers that werescreened using environmental criteria

2.3.7 Sustainability in the Value Chain[According to Tokio Marine & Nichido’s Principle ofTransactions, we ask suppliers for confirmation of“compliance with laws, regulations and social norms” and“consideration for the environment.” However, the indicators
are not disclosed.]

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GRI Standards

General Disclosures

Environmental
Initiatives

References (Reasons for Omission)

Employment❶ Tokio Marine Group’s Sustainability > Reference: Specifying

103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

GRI 103:
Management
Approach2016

103-2 The management approach andits components
103-3 Evaluation of the management
approach

1.4 Organizational Structure for Promoting Sustainability

2.2.4 Promoting the Development and Empowerment of
Human Resources401-1 New employee hires andemployee turnover

3.2 Sustainability Performance Data > ◉ Human Rights andLabor

401-3 Parental leave

3.2 Sustainability Performance Data > ◉ Reform of Working
Styles[Discloses the number of employees using work/life balance
related systems]

Occupational Health and Safety

GRI 103:
Management
Approach2016❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

103-2 The management approach andits components
103-3 Evaluation of the management
approach403-1 Occupational health and safety
management system

GRI 403:
Occupational
Health and Safety
2018Management
Approach
Disclosures

1.4 Organizational Structure for Promoting Sustainability
2.2.5 Promoting Health and Productivity Management
3.5 Recognition about ISO 26000
2.2.5 Promoting Health and Productivity Management >2.2.5.1 Our Approach to promote Health and Productivity
Management > ◉ Tokio Marine Group’s Health andProductivity Management Vision

2.2.5 Promoting Health and Productivity Management >403-2 Hazard identification, risk
2.2.5.1 Our Approach to promote Health and Productivity
assessment, and incident investigation Management > ◉ Relationship between Tokio Marine
403-3 Occupational health services
Group’s Health and Productivity Management Vision and
Health-Related Measures403-4 Worker participation,
consultation, and communication on
occupational health and safety

2.2.5 Promoting Health and Productivity Management >2.2.5.1 Our Approach to promote Health and Productivity
Management > ◉ Promotion Structure403-5 Worker training on occupational
health and safety403-6 Promotion of worker health403-7 Prevention and mitigationof occupational health and safety
impacts directly linked by business
relationships

2.2.5 Promoting Health and Productivity Management >2.2.5.2 Health and Productivity Management / Occupational
Health and Safety Initiatives and External Evaluation
2.2.5 Promoting Health and Productivity Management> 2.2.5.3 Efforts to Spread Health and Productivity
Management throughout Society > ◉Supporting Customers’
Health and Productivity Management

GovernanceInitiatives

GRI Standards

General Disclosures

GRI 403:
Occupational Healthand Safety 2018403-9 Work-related injuries
Topic-specific
Disclosures

Sustainability
Library

References (Reasons for Omission)
3.2 Sustainability Performance Data > ◉Health Management
and Occupational Health and Safety > [Industrial accidents(Tokio Marine Holdings and domestic major subsidiaries)]

Training and Education

2.2.3 Promoting Diversity and Inclusion

3.5 Recognition about ISO 26000

GRI 401:
Employment
2016

SocialInitiatives

GRI 103:
Management
Approach2016❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

103-2 The management approach andits components
103-3 Evaluation of the management
approach

1.4 Organizational Structure for Promoting Sustainability
2.2.4 Promoting the Development and Empowerment of
Human Resources
3.5 Recognition about ISO 26000

GRI 404:
Training and
Education
2016404-2 Programs for upgrading
employee skills and transition
assistance programs

2.2.4 Promoting the Development and Empowerment of
Human Resources
3.2 Sustainability Performance Data > ◉ Developmentof Human Resources > [Job request system (job posting
system) (Domestic major subsidiaries)]

Diversity and Equal Opportunity

GRI 103:
Management
Approach2016

GRI 405:
Diversityand Equal
Opportunity
2016❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

103-2 The management approach andits components
103-3 Evaluation of the management
approach

1.4 Organizational Structure for Promoting Sustainability

405-1 Diversity of governance bodies
and employees

3.2 Sustainability Performance Data > ◉ Utilizing Diverse
Human Resources > [Number of directors and managers(Tokio Marine Holdings and major subsidiaries)]

2.2.3 Promoting Diversity and Inclusion
3.5 Recognition about ISO 26000

3.2 Sustainability Performance Data > ◉ Human Rights andLabor > ■ Basic Data

Human Rights Assessment

GRI 103:
Management
Approach2016❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

103-2 The management approach andits components
103-3 Evaluation of the management
approach

1.4 Organizational Structure for Promoting Sustainability
2.2.2 Respect for Human Rights
3.5 Recognition about ISO 26000

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General Disclosures412-1 Operations that have been
subject to human rights reviews or
impact assessments

GRI412:
Human Rights
Assessment
2016412-2 Employee training on humanrights policies or procedures

Environmental
Initiatives

References (Reasons for Omission)
2.2.2 Respect for Human Rights > 2.2.2.2 Management
Stance concerning Respect for Human Rights and Various
Initiatives > Human Rights Risk Mapping: Risk Mitigation andRemedy2.2.2 Respect for Human Rights > 2.2.2.2 Management
Stance concerning Respect for Human Rights and Various
Initiatives > ■ Respect for Human Rights within the Group,■ Process to Monitor the Promotion of Human Rights
Awareness (Tokio Marine & Nichido)

SocialInitiatives

GovernanceInitiatives

GRI Standards

General Disclosures

Local Communities❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

GRI 103:
Management
Approach2016

103-2 The management approach andits components
103-3 Evaluation of the management
approach103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

GRI 103:
Management
Approach2016

1.4 Organizational Structure for Promoting Sustainability

2.2.6 Contributing to the Creation of a Safe and Secure
Society > 2.2.6.6 Social Contribution and Awareness-Raising
Activities > ◉ Medical and Nursing Care

GRI 414:
Supplier Social
Assessment 2016414-1 New suppliers that werescreened using social criteria

2.3.7 Sustainability in the Value Chain

GRI 415:
Public Policy

415-1 Political contributions

Value of political contributions❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

GRI 103:
Management
Approach2016

103-2 The management approach andits components
103-3 Evaluation of the management
approach

2.2.6 Contributing to the Creation of a Safe and Secure
Society > 2.2.6.6 Social Contribution and Awareness-Raising
Activities > ◉ Medical and Nursing Care

1.4 Organizational Structure for Promoting Sustainability
2.2.7 Improving Quality from the Customer’s Perspective >2.2.7.2 Response to Customer Feedback (Business Conduct
Policy 1)
2.3.5 Information Security, 2.3.6 Cybersecurity

2.1.5 Protecting the Global Environment > 2.1.5.2 Protecting
the Global Environment through Products and Services >◉ Green Gift Project: Mangrove Planting > ■ Benefits ofMangrove Planting for the Environment and Local Life
2.1.6 Research on Climate Change and Natural Disaster Risks*1

Customer Privacy

3.5 Recognition about ISO 26000

GRI 413:
Local
Communities
2016

2.3.7 Sustainability in the Value Chain
3.5 Recognition about ISO 26000

2.1.5 Protecting the Global Environment > 2.1.5.2 Protecting
the Global Environment through Products and Services
2.2.6 Contributing to the Creation of a Safe and Secure
Society > 2.2.6.3 Responding to Technology Innovation

413-1 Operations with local
community engagement, impact
assessments, and development
programs

1.4 Organizational Structure for Promoting Sustainability

Public Policy❶ Tokio Marine Group’s Sustainability > Reference: Specifying

103-2 The management approach andits components
103-3 Evaluation of the management
approach

References (Reasons for Omission)

Supplier Social Assessment

3.2 Sustainability Performance Data > ◉ Human Rights >[Human rights training participation rate (Tokio Marine
Holdings and domestic major subsidiaries)]
3.2 Sustainability Performance Data > ◉ Human Rights >[Human rights training hours (Tokio Marine & Nichido)]

Sustainability
Library

3.5 Recognition about ISO 26000

GRI 418:
Customer Privacy
2016418-1 Substantiated complaints
concerning breaches of customer
privacy and losses of customer data

2.3.5 Information Security, 2.3.6 Cybersecurity
2.2.7 Improving Quality from the Customer’s Perspective >2.2.7.2 Response to Customer Feedback (Business Conduct
Policy 1) > <Fiscal 2021 Number of Customer Feedback
Comments>

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GRI Standards

General Disclosures

Environmental
Initiatives

References (Reasons for Omission)

Socioeconomic Compliance

SocialInitiatives

GRI Standards

GRI 103:
Management
Approach
2016

General Disclosures

1.4 Organizational Structure for Promoting Sustainability
2.2.2 Respect for Human Rights > 2.2.2.2 Management
Stance concerning Respect for Human Rights and Various
Initiatives > ■ Hotline Systems (Whistle Blower Systems)

2.3.2 Compliance > 2.3.2.4 Anti-Corruption Initiatives

GRI 103:
Management
Approach2016

103-2 The management approach andits components
103-3 Evaluation of the management
approach419-1 Non-compliance with laws andregulations in the social and economic Not applicablearea

Promoting ESG Initiatives through the Provision of Products and Services*❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

103-2 The management approach andits components
103-3 Evaluation of the management
approach

2.3.7 Sustainability in the Value Chain > 2.3.7.3 Study andResearch on Promotion of ESG Initiatives through theProvision of Products and Services, 2.3.7.4 Efforts to Promote
ESG Initiatives through the Provision of Products andServices

Development of Clean Energy*

GRI 103:
Management
Approach2016❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

103-2 The management approach andits components
103-3 Evaluation of the management
approach

2.1.3 Promoting Green Transformation > 2.1.3.2 Providing
Solutions for Promoting the Widespread Use of Clean Energy

2.3.7 Sustainability in the Value Chain > 2.3.7.5 Study andResearch on Sustainable Investments and Financing, 2.3.7.6
Policies and Operational System for Sustainable Investments
and Financing, 2.3.7.7 Efforts for Sustainable Investments,
2.3.7.8 Exercise of Voting Rights and Disclosure of the Resultsof Exercise of Voting Rights
2.3.8 Policy to Address Environmental and Social Risks

Disasters and Traffic Safety*

3.5 Recognition about ISO 26000

GRI 103:
Management
Approach2016

References (Reasons for Omission)❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

2.3.2 Compliance > 2.3.2.3 Hotline System (Internal Whistle
Blower System)

GRI 419:
Socioeconomic
Compliance 2016

Sustainability
Library

Sustainable Investment*❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

103-2 The management approach andits components
103-3 Evaluation of the management
approach

GovernanceInitiatives

GRI 103:
Management
Approach2016❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

103-2 The management approach andits components
103-3 Evaluation of the management
approach

2.1.4 Responding to Natural Disasters
2.2.6 Contributing to the Creation of a Safe and Secure
Society > 2.2.6.3 Responding to Technology Innovation

Comprehensive Insurance Service Encompassing Treatment, Finance, Longevity and Health*

GRI 103:
Management
Approach2016❶ Tokio Marine Group’s Sustainability > Reference: Specifying
103-1 Explanation of the material topic
Eight Material Issues (Materiality); 3.4 GRI Standards Content
and its Boundary
Index > ◉ Specifying Material GRI Indicators (Topics)

103-2 The management approach andits components
103-3 Evaluation of the management
approach

2.2.6 Contributing to the Creation of a Safe and Secure
Society* Material issues identified by Tokio Marine Group that have no relevance to any of the items in the standards.
*1 In Fiscal 2021/2022, Tokio Marine Group made political donations amounting to 18.2/18.3 million yen. In Japan, it is mandatory forpolitical organizations to release the status of income and spending of political funds. Therefore, the above mentioned amountis to be disclosed in the Official Gazette and prefectural public notice. Tokio Marine Group contributed 24.9/26 million yen to The
General Insurance Association of Japan for its sustainability-reated activities in FY2021/2022.

2022 Sustainability Report221

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

3.5 Recognition about ISO 26000

GovernanceInitiatives

ISO 26000 Core Issues
and Issues

In Tokio Marine Group, the departments handling each respective function are responsible forApproach regarding impact

implementing initiatives for each sustainability issue. By referring to the core subjects addressed in
ISO 26000, specifically organizational governance, human rights, labor practices, the environment, fair

Policies/
Commitment

operating practices, consumer issues and community involvement and development, Tokio Marine Group
reviews the materiality of its sustainability issues and makes efforts to improve them. The management

Preventionof pollution/
Sustainable
resource use

systems for each issue are listed within each section of this report.
Management Elements

Human rights

2.1.1 Creating Environmental Value
  Tokio Marine Group Sustainability Charter
2.1.1 Creating Environmental Value > ■ 2.1.1.1 What Our
Environmental Initiatives Aim for: Corporate Philosophy and
PolicyGoals and targets 1.6 Our Progress for Eight Material Issues(Materiality)
Management
Responsibilities
and 2.1.1 Creating Environmental Value > 2.1.1.4 Structure formethods
management
Promoting Environmental Management
resources

Policies/
Commitment

Goals and targets

Tokio Marine Group Sustainability Charter (Respect for Human
Rights and Dignity)
2.2.2 Respect for Human Rights > 2.2.2.1 Basic Approach to
Human Rights

2.2.2 Respect for Human Rights > 2.2.2.2 Management StanceComplaint handling concerning Respect for Human Rights and Various Initiatives >mechanism■2.2.2 Respect for Human Rights > 2.2.2.2 Management Stanceconcerning Respect for Human Rights and Various Initiatives

Specific steps

2.1.1 Creating Environmental Value

Approach regarding impact

2.1.2 Responding to Climate Change

Policies/
Commitment

2.2.2 Respect for Human Rights

Management Responsibilities and 2.2.2 Respect for Human Rights > 2.2.2.2 Management Stancemanagement
methods
concerning Respect for Human Rights and Various Initiatives
resources

Specific steps

Complaint handling for Promoting Environmental Management "Green Assist
mechanism
environmental management system"

2.2.2 Respect for Human Rights > 2.2.2.1 Basic Approach to
Human Rights

Hotline Systems (Whistle Blower Systems)

Goals and targets
Responsibilities andClimate change
management
mitigation andresources
Management
adaptation
methods
Complaint handlingmechanism

Employment
andemployment
Policies/
relationships/
Commitment
Conditions ofwork and social
Goals and targets
protection/
Social dialogue/
Responsibilities and
Health andmanagement
Management
safety at work/
resources
methods
Human
Complaint handlingdevelopment
mechanismand training in
the workplace
Specific steps

2.2.3 Promoting Diversity and Inclusion, 2.2.4 Promoting theDevelopment and Empowerment of Human Resources
Tokio Marine Group Sustainability Charter (Respect for Human
Rights and Dignity)
1.6 Our Progress for Eight Material Issues(Materiality)
2.2.3 Promoting Diversity and Inclusion, 2.2.4 Promoting theDevelopment and Empowerment of Human Resources
2.2.4 Promoting the Development and Empowerment of Human
Resources > 2.2.4.2 Dialogue with Employees > ■ Raising
Employee Satisfaction Levels
2.2.3 Promoting Diversity and Inclusion, 2.2.4 Promoting theDevelopment and Empowerment of Human Resources, 2.2.5
Promoting Health and Productivity Management

  Tokio Marine Group Sustainability Charter
1.6 Our Progress for Eight Material Issues(Materiality)
2.1.1 Creating Environmental Value > 2.1.1.4 Structure for
Promoting Environmental Management
2.1.1 Creating Environmental Value > 2.1.1.4 Structure
for Promoting Environmental Management "Green Assist
environmental management system"
2.1.2 Responding to Climate Change

Specific steps

2.2.5 Promoting Health and Productivity Management

Approach regarding impact

Labor practices

Reference

2.1.1 Creating Environmental Value > 2.1.1.4 Structure

Approach regarding impact

Due diligence/
Human rights
risk situations/
Avoidance ofcomplicity/
Discriminationand vulnerable
groupsReference

The environment

ISO 26000 Core Issues
and Issues

Management Elements

Sustainability
Library

2.1.3 Promoting Green Transformation > 2.1.3.2 Providing
Solutions for Promoting the Widespread Use of Clean Energy

Approach regarding impact

2.1.5 Protecting the Global Environment > 2.1.5.4 Preservationof Biodiversity and Wetlands > ■Tokio Marine Group’s Vision for
Preserving Biodiversity and Wetlands

Policies/
Commitment

2.1.5 Protecting the Global Environment > 2.1.5.4 Preservationof Biodiversity and Wetlands > ■ Tokio Marine Group’s Vision for
Preserving Biodiversity and Wetlands

Goals and targets 1.6 Our Progress for Eight Material Issues(Materiality)
Biodiversity andrestoration of
Responsibilities and 2.1.1 Creating Environmental Value > 2.1.1.4 Structure fornatural habitats Management
management
Promoting Environmental Management
resources
methods
2.1.1 Creating Environmental Value > 2.1.1.4 Structure

Complaint handling for Promoting Environmental Management "Green Assist
mechanism
environmental management system"
Specific steps

2.1.1 Creating Environmental Value, 2.1.5 Protecting the Global
Environment > 2.1.5.2 Protecting the Global Environment
through Products and Services

2022 Sustainability Report 222

ISO 26000 Core Issues
and Issues

Environmental
Initiatives

Management Elements
Approach regarding impact

Fair operating practices

Anticorruption/
Responsible
political
involvement/
Fair
competition/
Respect for
propertyrights

Policies/
Commitment

Management
methods

Reference

2.3.2 Compliance > 2.3.2.1 Compliance System for Tokio Marine
Group

Complaint handling 2.3.2 Compliance > 2.3.2.3 Hotline System (Internal Whistle
mechanism
Blower System)

Goals and targets

Management Elements
Approach regarding impact
Policies/
Commitment

  Tokio Marine Group Compliance Code of Conduct

Responsibilities
and management
resources

Policies/
Commitment

ISO 26000 Core Issues
and Issues

  Tokio Marine Group Sustainability Charter

1.6 Our Progress for Eight Material Issues(Materiality)

Approach regarding impact

GovernanceInitiatives

2.3.2 Compliance > 2.3.2.4 Anti-Corruption Initiatives

Goals and targets

Specific steps

Promotingsocialresponsibility
in the value
chain

SocialInitiatives

2.3.2 Compliance > 2.3.2.4 Anti-Corruption Initiatives
2.3.7 Sustainability in the Value ChainT okio Marine Group Sustainability Charter (Respect for Human
Rights and Dignity)

Consumer dataprotection
and privacy

Goals and targets

2.3.7 Sustainability in the Value Chain > 2.3.7.1 Supply Chain
Management > Tokio Marine & Nichido Group Principle ofTransaction

Approach regarding impact
Policies/
Commitment
Goals and targets
Sustainableconsumption

2.3.7 Sustainability in the Value Chain

Management
methods

Approach regarding impact

2.2.7 Improving Quality from the Customer’s Perspective > 2.2.7.2
Response to Customer Feedback (Business Conduct Policy 1)

Policies/
Commitment

Consumer
service,support, andcomplaint
and dispute
resolution/
Education andawareness

Goals and targets

2.2.7 Improving Quality from the Customer’s Perspective > 2.2.7.1
Basic Approach to Quality Improvement
1.6 Our Progress for Eight Material Issues(Materiality)
2.2.7 Improving Quality from the Customer’s Perspective

2.2.7 Improving Quality from the Customer’s Perspective > 2.2.7.2
Management Responsibilities andResponse to Customer Feedback (Business Conduct Policy 1)
management
methods
resources
2.2.7 Improving Quality from the Customer’s Perspective > 2.2.7.5
Initiatives to Instill Customer-Oriented Business Conduct Policies(Business Conduct Policy 4)

Complaint handling 2.2.7 Improving Quality from the Customer’s Perspective > 2.2.7.2
mechanism
Response to Customer Feedback (Business Conduct Policy 1)
Specific steps

2.2.7 Improving Quality from the Customer’s Perspective

Community involvementand development

Consumer issues

Policies/
Commitment

2.2.7 Improving Quality from the Customer’s Perspective

2.3.5 Information Security > Tokio Marine Group Privacy Policy
1.6 Our Progress for Eight Material Issues(Materiality)

2.3.5 Information Security, 2.3.6 Cybersecurity
2.3.7 Sustainability in the Value Chain > 2.3.7.4 Efforts to Promote
ESG Initiatives through the Provision of Products and Services >■ System for Sustainable Consumption
  Tokio Marine Group Sustainability Charter
1.6 Our Progress for Eight Material Issues(Materiality)

Responsibilities and 2.3.7 Sustainability in the Value Chain > 2.3.7.4 Efforts to Promote
ESG Initiatives through the Provision of Products and Services >management■ System for Sustainable Consumption
resources

Specific steps

2.2.7 Improving Quality from the Customer’s Perspective > 2.2.7.2
Response to Customer Feedback (Business Conduct Policy 1)

2.3.7 Sustainability in the Value Chain

Approach regarding impact

2.3.5 Information Security, 2.3.6 Cybersecurity

Complaint handling 2.2.7 Improving Quality from the Customer’s Perspective > 2.2.7.2
mechanism
Response to Customer Feedback (Business Conduct Policy 1)

concerning Respect for Human Rights and Various Initiatives >Complaint handling ■ Hotline Systems (Whistle Blower Systems)

Specific steps

Reference

Responsibilities andManagement
2.3.5 Information Security, 2.3.6 Cybersecurity
management
resources
methods

Specific steps

Responsibilities and1.4 Organizational Structure for Promoting Sustainability
management
Management
resources
methods
2.2.2 Respect for Human Rights > 2.2.2.2 Management Stancemechanism

Sustainability
Library

Complaint handling 2.2.7 Improving Quality from the Customer’s Perspective > 2.2.7.2
mechanism
Response to Customer Feedback (Business Conduct Policy 1)

Consumer issues

Tokio Marine Group’s
Sustainability

Goals and targets

2.2.6 Contributing to the Creation of a Safe and Secure Society >2.2.6.4 Responding to Poverty Issues
1.2 Our Progress in Solving Social Issues and Achieving
Sustainable Growth
  Tokio Marine Group Sustainability Charter
1.6 Our Progress for Eight Material Issues(Materiality)

Responsibilities and1.4 Organizational Structure for Promoting Sustainability
management
resources
Community
involvement

Management
methods

Complaint handling 1.8 Stakeholder Engagement
mechanism
2.1.5 Protecting the Global Environment > 2.1.5.5 Participation
in Social Contribution and Awareness-Raising Activities for theProtection of the Global Environment

Specific steps

2.2.6 Contributing to the Creation of a Safe and Secure Society >2.2.6.6 Social Contribution and Awareness-Raising Activities >■ Developing Youth and Promoting Sports
2.2.6 Contributing to the Creation of a Safe and Secure Society> 2.2.6.6 Social Contribution and Awareness-Raising Activities >Social and Economic Inclusion of All People

2022 Sustainability Report 223

Tokio Marine Group’s
Sustainability

Environmental
Initiatives

SocialInitiatives

GovernanceInitiatives

Sustainability
Library

3.6 Editorial Policy
This report is intended to report on the principal sustainability activities of Tokio Marine Group in fiscal
2021 to all our stakeholders.

◉ Guidelines Referred to in Preparing this Report• Global Reporting Initiative (GRI) Sustainability Reporting Standards• ISO 26000 Guidance on Social Responsibility

The Tokio Marine Group Sustainability Report 2022 focuses mainly on the philosophy and direction of• United Nations Global Compact, “Guidelines for Communication on Progress (COPs)”

Tokio Marine Group’s sustainability initiatives as well as our activities based on eight material issues andfour priority issues, and discloses detailed information.

◉ Scope of This Report•R eporting organizations

We also publish Integrated Annual Report 2022 for investors.
Integrated Annual Report 2022

Fundamentally, this report covers Tokio Marine Holdings and its major domestic and overseas
Group companies*.
* Tokio Marine & Nichido, Nisshin Fire, Tokio Marine & Nichido Life, Tokio Marine Asset Management, etc.

• Reporting period
This report covers activities conducted primarily during fiscal 2021 (April 2021 - March 2022).
However, for the purpose of further clarification, on occasion, reference is made to activities
undertaken outside the reporting period.
• Principal changes during the reporting period
None◉ Dates of Publication• Previous edition: February 2022
• Current edition: November 2022
• Next edition: November 2023 (scheduled)

For inquiries concerning the Sustainability Report, please contact:
Sustainability Division, Corporate Planning Department
Tokio Marine Holdings, Inc.
Tokiwabashi Tower 2-6-4
Otemachi, Chiyoda-ku, Tokyo 100-0004, Japan
Tel. +81-3-6704-4549
e-mail: CSR@tokiomarinehd.com

2022 Sustainability Report 224

東京都千代田区丸の内1-2-1東京海上日動ビル新館 〒100-0005
Tel.03-6212-3333（代表）

Tokiwabashi
2-6-4
Tokio MarineTower
NichidoBuilding Shinkan,
1-2-1, Marunouchi,
Chiyoda-ku,
Otemachi,Chiyoda-ku,
Tokyo 100-0004, JapanTokyo, 100-0005 JapanTel:+81-3-6704
-7700
+81-3
-6212-3333
東京都千代田区丸の内1-2-1 東京海上日動ビル新館 〒100-0005