To Our Shareholders

The 19th Ordinary
General Meeting of Shareholders

Tokio Marine Group
Business Strategy
June 28, 2021
Satoru Komiya President & Group CEO
Copyright (c) 2021 Tokio Marine Holdings, Inc.

Table of Contents
1 Performance Topics

P.02

2 Our Value Creation Story Starting From Our Purpose

P.07

3

New Mid-Term Business Plan

Copyright (c) 2021 Tokio Marine Holdings, Inc.

P.18

１

1. Performance Topics

Copyright (c) 2021 Tokio Marine Holdings, Inc.

２

1. Performance Topics

Review of FY 2020
Steady growth by acquiring customer's support despite COVID-19. Enhanced
capabilities through solving issues.
◼ Adjusted net
income*◼ Insurance
premiums

0.2%（billions of JPY）

＋

17.2%

＋

3,606.5
3,598.3

2019（ billions of JPY）

336.1
286.7

2020

2019

2020

*: Adjusted Net Income based on financial accounting is used from the perspective ofenhancing transparency and comparability as well as linking with shareholder returns
Copyright (c) 2021 Tokio Marine Holdings, Inc.

３

１. Performance Topics

Review of FY 2020
Managed the impact of COVID-19 and large-scale natural disasters to approx.
20%*1 of income through global risk diversification
Impacts of COVID-19
Event Cancellation
insurance

Impairment losses on
securities

Occurrence of large scale Natural Disasters
Heavy rain in July 2nd year of
Reiwa

Source: Partially processed data from the
Ministry of Land, Infrastructure, Transport
and Tourism website

Mobilized

16 thousand
employees in aggregate

Copyright (c) 2021 Tokio Marine Holdings, Inc.

Typhoons
Haishen (No.10)

Earthquakes originated off thecoast of Fukushima Prefecture

Source: Partially processed data from Jiji
Press Ltd.

Insurance claims for the series of natural
disasters*2

300 billion yen
The Company: over 100 billion yen

Whole industry: over

*1: Ratio of net incurred losses relating to COVID-19 and those relating to natural catastrophes and exceeding the projection at the start of the year
*2: Claims paid (including anticipated) for the whole industry (Source: General Insurance Association of Japan website)
Direct insurance claims for the Company

４

１. Performance Topics

Our Response to COVID-19
Met stakeholder’s expectations while ensuring the safety of our employees
Maintained smooth operations

◼

◼

◼

Met stakeholder’s expectations
Customers

Used smartphone apps torespond to the needs of remote
operation•

Offered free of charge to reduce
health concerns

Improved online conference systems forremote customer outreach
Upgraded IT systems toanswer inquiries during remote work
environment

Online medical
consultations•

COVID-related insurance
payouts exceeded ¥100bn*

SocietySocial contribution activities••

Donated over ¥1.1bn in Japanand overseas
Donated facemasks and otheritems to medical institutions*: Estimated net incurred losses relating to COVID-19

Response to natural catastrophes

Shareholders

Employees

Adopted a fully paperless businessmodel for customer outreach during remote

In view of our growing capabilities,

Ensured safety of employees
and their families

work environment(Multi-location operation)

Copyright (c) 2021 Tokio Marine Holdings, Inc.

expect dividends to increase
for the tenth consecutive term

Organized an environment for
remote working and reduced theratio of employees working at offices

５

1. Performance Topics

Our Understanding and Initiatives on COVID-19
The influence of COVID-19 on our issues is relatively small.
We will accelerate and enhance our efforts by reviewing our strategy.
RemoteAccelerate

DigitalResilience

Enhance■

Fully remote operations in times of emergency■■

Support digitalization of agentsHigh value-added healthcare products/services
Hiring/development of digital personnel■

Further improvement to operation efficiency■■■

Upgrade risk management based on the pandemic
Review HR system/operation to support new challenges
and flexible workstyles

Copyright (c) 2021 Tokio Marine Holdings, Inc.

６

2. Our Value Creation Story
Starting From Our Purpose

Copyright (c) 2021 Tokio Marine Holdings, Inc.

７

2. Our Value Creation Story Starting From Our Purpose

Changes in the Global Environment

Technological Innovation

Increasing inequality

COVID-19

Climate change

Copyright (c) 2021 Tokio Marine Holdings, Inc.

Rising geopolitical risk

８

2. Our Value Creation Story Starting From Our Purpose

Our Consistent Purpose

Protect our customers and communities in their times of needContribution to stakeholders

For Customers

Contributing to the realization of healthy and enriched lives of our customers by deliveringsafety and security and by supporting them in challenges that lead to the future

For Society

Contributing to creating a sustainable society where can live in safety and security, andtake on any challenges

For Shareholders / Investors• Sustainable growth of shareholder returns• Working to gain the trust of shareholders / investors and improve corporate value throughappropriate disclosure and constructive dialogue

For Employees

For Future Generations

Copyright (c) 2021 Tokio Marine Holdings, Inc.

Contributing to employees’ high performance by providing opportunities to work
brightly and vibrantly and through engagement
Passing on a sustainable environment to the future generations９

2. Our Value Creation Story Starting From Our Purpose

What we need to achieve our purpose
To achieve our purpose, we have developed and continued enhancing ourunique “three strengths” for 142 years since our foundation by trying tosolve various social issues
Ability to deliver safety andincrease a sense of security

Ability todiversify risks

Integrated
group management(Online) CEO meeting in Jan. 2021

Copyright (c) 2021 Tokio Marine Holdings, Inc.

10

2. Our Value Creation Story Starting From Our Purpose(1) Ability to deliver safety and increase a sense of security
Comprehending the challenges faced by our customers and communities
ahead of others, we have developed and delivered to our customers products
designed to solve these challenges based on meticulous consulting services
Ability to comprehend challenges
on the ground

Ability to develop products/services
Solve problems
leveraging world-classexpertise andunderwriting capability

Copyright (c) 2021 Tokio Marine Holdings, Inc.

Promptly and accurately
comprehend the challenges
faced by customers andcommunities

Ability to deliver
Consulting service
entirely focused on
meeting customer
needs

11

2. Our Value Creation Story Starting From Our Purpose(1) Ability to deliver safety and increase a sense of security
Expand the area of insurance and deliver safety that goes beyond insurance
payments
Disaster prevention / reduction
Water disaster risk prediction
systemInsurance payment
New challenges

Swift payment

Prompt recovery
from disaster
Use cleaning technologyof the company
specializing disasterrecovery
BeforeVisualize hazardous areas

to support local governments’decision-making“Sumainohoken” insurance x Red
Feather disasterprevention/reduction program
Donate part of the expenses saved by Web
contracts/securities for disasterprevention/reduction activities,
recovery support, etc. in the area where thesecustomers live
Copyright (c) 2021 Tokio Marine Holdings, Inc.

Insurance to protect
SMEs
from COVID-19

Use smartphone toclaim insurance payment
After

Insurance to promoteclimate change
mitigation

Use satellites topromptlycomprehend
damaged area

Support prompt
resumption of business122. Our Value Creation Story Starting From Our Purpose(1) Ability to deliver safety and increase a sense of security
Rigorous use of technology:
Safe and secure car life using Drive Agent Personal (DAP)
Accident reenactment system
AI reenacts an accident using videos
recorded by a drive recorder and otherinformation and calculates thepercentages of liability for prompt
resolution of an accident

Dual-camera drive recorder with messaging function [industry first]

Offered in April 2021 to customers with DAP contract⚫

In addition to the existing automatic messaging function upon impact
detection and various other safety functions, DAP offers the services andfunctions below to help customers have safer and more secure car life⚫

✓

Simultaneous recording of the front, rear and sides [industry first]✓

Attention assist function✓

SOS messaging function [industry first]✓

Recording while parking [industry first]✓
Received the top award at the 2020 Nikkei
Superior Products and Services Awards✓

Safe drive diagnosis for each driver using facial recognition function,etc. [industry first]

Monitoring function by family, etc.

*: ”Industry first” is based on the services and functions of drive recorders offered by domestic non-life insurance companies for their individual
car insurance policyholders (as of November 30, 2020).

Copyright (c) 2021 Tokio Marine Holdings, Inc.

13

2. Our Value Creation Story Starting From Our Purpose(2) Ability to diversify risks
2000

2007

2012

2015

2018

2020

Weight of overseas insurance
business in group-wide income

3％

46％

(2002)(2021 Projection)

Business diversification

Regional diversification
Secure entry point to emerging markets

Growth and businessdiversification in the U.S.
Establishedmaterial presence inthe U.S. and Europe

Expand into nonJapanese businesses(-2000)Businessdevelopment
focused onJapaneseclients

P&C inemerging
markets

Life inemerging
markets

AcquiredMar 2008

Acquired
Dec 2008

AcquiredMay 2012

AcquiredAug 2018

Invested
Dec 2018

Feb. 2021
LaunchAcquiredOct 2015

Review business portfolio
EuropeNon-Japanesebusiness*
From Jan. 2019
Run-off

Tokio Marine
Egypt Family
Takaful
Sep. 2020
DivestReinsurance
subsidiary

Copyright (c) 2021 Tokio Marine Holdings, Inc.

AcquiredFeb 2020

Mar. 2019
Divest*: UK non-Japanese business and some unprofitable non-Japanese businesses in other European
regions (continue Lloyd’s business)

142. Our Value Creation Story Starting From Our Purpose(2) Ability to diversify risks
One of top ten companies in corporate insurance in the U.S. which has theworld’s largest insurance market
企業分野
Corporateinsurance*1

Top0

Specialty insurance*2

Top 10

Profit in North Americanbusiness*3(Million of
USD)

1800

Top-class

スペシャルティ保険分野

トップクラス

1600

COVID19’s
impact(estimate)

1400

1200
1000
800
600
400
200
0
2008

*1: Based on direct premiums of commercial non-life insurance lines in the U.S. in FY2020 (Source: S&P Global)*2: Special liability insurance policy, medical insurance policy, etc. offered to corporations

Copyright (c) 2021 Tokio Marine Holdings, Inc.

2015

2016

2017

2018

2019

2020

*3: Annual after-tax income on a local accounting basis of Philadelphia, Delphi, and HCC(The figure for 2020 also includes Pure.)
For 2017, one-time impact from US taxation reforms is excluded.

15

2. Our Value Creation Story Starting From Our Purpose(3) Integrated group management
Assign excellent personnel to the most suitable role to realize Group strategy
Donald Sherman

USA

Senior Managing Executive Officer
Co-CIO (Group Co-Chief Investment
Officer)President & Chief Executive Officer ofDelphi Financial Group, Inc.

Tasked withjoint Groupoversight,
etc.

Utilizeexpertise as
the entire
Group

Christopher Williams

USA

Robert O'Leary

USA

Managing Executive Officer
Assistant to the Executive Officer incharge North America (excluding
some subsidiaries)
Chairperson of Philadelphia
Consolidated Holding Corp.

Senior Managing Executive Officer
Co-Head of International Business
Co-CRSO(Group Co-Chief Retention Strategy Officer)

Susan Rivera

José Adalberto Ferrara
BrazilUSA
Executive Officer
Chief Executive Officer of HCC
Insurance Holdings, Inc.

Executive Officer
Chief Executive Officer of Tokio Marine
Seguradora S.A.

Reserving*

Legal / HRSpecialty

Cyber
Insurance

Reinsurance

Internal
Audit

DanielThomas

Caryn
AngelsonPhilippe
Vezio

Daljitt
Barn

Barry
Cook

Desmond
Yeo

USA

USA

Singapore

UK

UK

Singapore

Copyright (c) 2021 Tokio Marine Holdings, Inc.

*: Appropriate estimates of accrued insurance claims and liabilities (future insurance claims
payments) to be set aside as reserves for outstanding claims16

2. Our Value Creation Story Starting From Our Purpose

Contribute to build a sustainable society starting from our purpose
Unconsecutive society with no “common sense” and “normal times”
Social issues become more complex and risks have ever been increasing
In this situation, as an insurance company, we recognize our role fairly
important
We will continue addressing new and increasing risks and protecting ourcustomers and local communities in their times of need
Consequently, we will increase our corporate value
and achieve sustainable profit growth
Insurance is a growth industry if we can help our customers well

Copyright (c) 2021 Tokio Marine Holdings, Inc.

17

3. New Mid-Term Business Plan

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18

3. New Mid-Term Business Plan

New Mid-Term Business Plan 2023 ～Adapt, Lead, Innovate～Long-term
visionA global insurance group that delivers sustainable growth byproviding safety and security to customers worldwide- Our timeless endeavor to be a Good Company -Win-Win situation with

Glocal X Synergy

Stakeholders

New Markets X New Approach

Enhance profitability of insurance business

2+1
GrowthStrategy

Growth and stable high profit

Business investment
for the next growth stage

Business Platform（Human Resources, Group Integrated Management, Corporate Culture, etc.）
Copyright (c) 2021 Tokio Marine Holdings, Inc.

19

3. New Mid-Term Business PlanCounter global social issues (new market x new approach)
Focus on global social issues by full use of the Group’s total capabilities to achievesustainable growth
Help promote renewable energy
Renewable energy market(Share in global power supply)
renewable energy
73%
51%

2005

Established the
Cyber Centre of
Excellence inLondon to gather
the Group’s insights
on cyber risk

Daljitt Barn
（Global Head of Cyber Risk）

27%

18%

Response to cyber risk

2020

2035

2050

（Forecast）（Forecast）（Forecast）

Support for SMEs
Provide total support to SMEs incollaboration with local governments andchambers of commerce and industry
including support for preparing business
continuity plans (BCPs) and various
training programs<Number of agreements with local
governments*>
・Prefectures: 38
・20 major cities: 10
・Other cities: 52*: Agreements on regional revitalization such as support for preparing BCPs.

(Source) McKinsey

Acquired GCube, aleading player inthe world, in May
2020
In Kochi, we have collaborated with the prefectural government,
Kochi City, and Kochi chamber of commerce and industry, etc. tohelp approx. 700 companies prepare BCPs in the past ten years.

Copyright (c) 2021 Tokio Marine Holdings, Inc.

20

3. New Mid-Term Business Plan

Raise productivity through digitalization (enhance earnings power of the core insurance
business)⚫

Improve customer convenience and further raise productivity through the rigorous use of digital technologies⚫

Use the generated time to tackle more social issues, thereby increasing our corporate value
Tokio Marine & Nichido
Fire Insurance Co., Ltd.

Asia

＜Marketing＞＜Marketing＞▶ Strengthen contact with customers, Enhanced query
response▶ Client inquiry response and product recommendationby chatbot＜ Claims ＞＜ Claims ＞▶ Strengthen contact with customers, Process
efficiency with AI▶ AI fraud detection＜Workstyle reform＞▶ Promotion of paperless work, Renovation of internal
infrastructure＜Workstyle reform＞▶ Establish “RPA library” each GC can utilize to share
RPA know-how

Reduce internal administration by 20-30%
by the end of FY2026

Reduce internal administration by 8-10%
over the medium- to long-term(equivalent to ¥30-50bn cost reduction a year)(equivalent to ¥2bn cost reduction a year)

Use the generated time to tackle more social issues
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*: Automation technology that makes software robots learn to process individual routine terminal-based operations21

3. New Mid-Term Business Plan

Creation of New Value（New Markets X New Approach）
Create “new values” that go beyond insurance through full use of data
- Launch of core data company Tokio Marine dR (July 2021)
Growth in new areas▶ Enhance initiatives in areas of safety inpreparation and recovery in the areas ofhealth care, cyber risks, and disasterprevention / reduction

To protect our customers in their timesof need, always be able to protect one's
customers

Provide risk solutions beyond
insurance
Pursue permanent and real-time
Risk visualization / early detection
Transform behavior on prevention, etc.

New areas
Risk consulting

Sophisticated pricing

Existing area
Insurance

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New market creation

Underwriting of new risks,
etc.
etc.

Provide new insurance products▶ To develop products and risk solutions that
undertake new risks and create newmarkets

Image of value to create223. New Mid-Term Business Plan

Business investments for the next stage of growth
Enhance insurance business while exploring new business potentials toachieve our purpose
Insurance business
Advanced market

Emerging market

M&A
M&A

Sales
partnership

In-house Market Intelligence*1 function

New business
Advanced /emerging markets

Entire world incl.
Japan

Additionalrisk-taking

M&A
New JV*2, etc.

New bases
Established Strategic Initiatives
Division in April 2021

*1: Function to collect / organize various information used for making strategic business decisions incl. M&As, provide such information and advice to senior management, and carry out practical operations
including negotiations for specific M&A deals.
*2: Abbreviation of joint ventures. Jointly owned/managed business entities.

Copyright (c) 2021 Tokio Marine Holdings, Inc.

23

3. New Mid-Term Business Plan

Toward further growth[Adjusted Net income/Adjusted ROE (normalized basis)*1]

M&A
FurthergrowthMedium- to long-termtarget(Milestones)
Over ¥500bn (adjusted net income)Around 12% (adjusted ROE)

Shortertime frame

500

11.5%

Organic growth

446.0
400

300

CAGR: 3-7%

200

100

2011

2012

2013

Copyright (c) 2021 Tokio Marine Holdings, Inc.

2014

2015

2016

2017

2018

2019

2020 *2

2023(Plan)*1: Natural catastrophes are normalized to an average annual level, and the impact of reinstatement premiums is excluded for 2018 and 2019.
*2: FY2020 is based on adjusted basis excluding the impact of various reserves, COVID-19 and FX.

24

3. New Mid-Term Business Plan

Shareholder Return
Tenth consecutive year of higher dividends projected
High level shareholder return

DPS (JPY)(ordinary dividends)

180

190

200

160

35%

36%

38%

40%

215

Global Peer Level*2

43%

Payoutratio*1

2017

2018

2019

*1：Payout ratio based on the original projection basis.

2020

2021
(Projection)

Mid-term goal*3(Milestone)*2：Payout ratio of global peers is currently circa 50%.

Copyright (c) 2021 Tokio Marine Holdings, Inc. *3：Adjusted net income of over ¥500.0bn, around 12% adjusted ROE

25

3. New Mid-Term Business Plan

People and Culture as the Foundation
Build a company where our purpose underlies everything we do and where
our workforce is enthusiastic to achieve our purpose
Promotion of Diversity & Inclusion

Disseminate culture

Established Group Diversity & Inclusion Officer (CDIO)
and Diversity Council* chaired by the CEO in April 2021

Engrave our corporate purpose in allacts from individual action to management decision making

Nationality
Excellent talent who join the Group throughoverseas M&A, are appointed to positions such asGroup Co-Heads and global committee leaders

CDIO Nabeshima

GenderTokio Marine Group Women’s Career College
was established in to assist female Group employees
in voluntary career planning, and to ensure thatwomen are active in their workplaces

Generation
An in-house venture program to support employees including young
talent who are eager to innovate, relaxation of side job rules
Copyright (c) 2021 Tokio Marine Holdings, Inc.

Middle Global Leadership Development Program

Middle management training for overseas employees
Visit Tohoku area affected by the Great East Japan Earthquake andTsunami to understand the actions and emotions at the time of the disaster, andexperience
the significance of insurance and a “Good Company”*：Set up as an advisory board with the Group CEO as its Chairman, the diversity council will be
expected to lead the advancement of D&I to contribute to the sustainable growth of the group.

26

3. New Mid-Term Business Plan“To Be a Good Company”

Copyright (c) 2021 Tokio Marine Holdings, Inc.

27

Reference

Copyright (c) 2021 Tokio Marine Holdings, Inc.

28

ESG ～Environment～
Actively contribute to environmental protection, biodiversity preservation, and creation ofenvironmental values through our business

•
•
•
•

Actively offer insurance and services to clean energy businessEncourage wider use of environmentally-friendly drones
Contribute to the protection of natural environment by offering Environmental liability Insurance
Promote web-based insurance contracts (clauses) and omission of issuing insurance policies■Creating a green society through financial business• Origination of funds supporting clean energy business, investment
in green bonds■Initiatives to reduce environmental footprint• Achieve “carbon neutral” status through working proactively to
reduce CO2 emissions as well as planting mangroves and utilizing
natural energy

Achieved carbon-neutral for seven consecutive years

2013

2014

CO2 Emission

2015

2016

2017

2018

2019

CO2 Absorption/Fixation/Reduction*:Related to our business activities (Scope 1+2+3 (Category 1,3,5,6))• The estimated cumulative economic value of the ecosystem services generated from the planting of mangrove trees fortwenty years from April 1999 to March 2019 is end of March 2019 through the mangrove tree planting project has reached acumulative total of approximately 118.5 billion yen• The new head office building is designed to be a green building with the highest level of environmental functions including theuse of timber and energy efficient facilities. It is also to be equipped with the state-of-the-art facilities from such viewpoints as
disaster response, diverse workstyles, and internal and external communication and collaboration.

Copyright (c) 2021 Tokio Marine Holdings, Inc.

Contribute to sustainable global environment

Examples of our approaches to environment■Creating a green society through insurance business

29

ESG ～Environment～
Set new goals for 2030 in order to realize a decarbonized society

Reduction of our greenhouse gas(CO2/GHG) emissions

FY2030 -60% reduction (Compared to FY2015)*

Ratio of renewable energy usage tototal electricity consumption

FY2030 100% to renewable energy at majorbuildings/facilities

Company-owned vehicles

TMNF will switch all company-owned vehicles
to electric vehicles, EV, PHV, HV, etc.,by FY2030*: Related to our business activities (Scope 1+2+3 (Category 1,3,5,6))

Copyright (c) 2021 Tokio Marine Holdings, Inc.

30

ESG – Society –Contribute to solving social issues by providing safety and security to customers and society
through our business■Response to natural disasters that are increasingly becoming larger in scale⚫

⚫

Damageassessment

Disaster managementtask force■Contribution to a safe and secure automobile society⚫
⚫

Developed the industry’s first insurance coverage in response to the progress in autonomous
driving technology
Providing further safety and security by utilizing our original drive recorder device■Support for long and healthy lives and health anxiety⚫
⚫

Using AI to analyze big data to provide health insurance for seniors with chronic diseases thatwere previously difficult to underwrite
In response to COVID-19 pandemic, provided our customers with access to part of the online
medical consultation services offered by our affiliate Medical Note, Inc. some free of charge toreduce anxiety over the health condition■Contribution to eliminate a poverty in society⚫

Checking customers’
Loading relief
damagesupplies onto a truck

through our business

Our social initiatives⚫

Mobilize employees to focus on customer outreach at times of emergency
Make insurance payments speedily by creating a remote non-life insurance service system andusing satellite images, drones, and so on
In addition to speedy insurance payments, offer products and services designed for disasterprevention/reduction and prompt recovery
Decide start selling of earthquake index insurance to provide consolations immediately after thecatastrophe

Contribute to solving social issues⚫

Provide farmers in India low-cost insurance products to help solve the issue of poverty

Copyright (c) 2021 Tokio Marine Holdings, Inc.

31

ESG – Society –■Promote health & productivity management
Steadily implement PDCA to improve employees’ health, revitalize the organization, and enhance corporate value under
Tokio Marine Group Wellness Charter⚫ Support customers’ health & productivity management utilizing
the know-how accumulated in the Group
Number of female managers⚫

301

Our social initiatives■Promote active and equal participation of women⚫
⚫
⚫

Organize various systems to promote active and equal participation of women andprovide them with opportunities to take on challenges
Accelerate initiatives to appoint female managers and nurture female management
candidates
Establish “Career College” as a place of learning to support more lively and active
participation■Develop future generations and promote building
an inclusive society
Donated over ¥1.1 billion in Japan and overseas to provide rearguard support for fight against
COVID-19⚫ Offer on-site lessons and seminars to raise awareness of disaster reduction⚫ Hold dementia support training programs nationwide and offer productsthat support people with dementia⚫ Support the Japanese Para-Sports Association, Japan Inclusive Football
Federation, and Special Olympics Nippon Foundation⚫

Copyright (c) 2021 Tokio Marine Holdings, Inc.

43
2007

2021
As of April 1, 2021

through our business

Assist SMEs in stabilizing their business through local governments,
chambers, associations of commerce and industry, and others⚫ Actively support inbound business and overseas business developmentof local companies⚫

Contribute to solve social issues(TMNF)■Support regional revitalization

32

ESG – Governance –••Solve Group’s management issues by leveraging global expertise and knowledge through function-based Chief
Officer system and committees, etc.
CEO focuses on management of Group as well as promote initiatives to spread our Group culture
Globalize and enhance our management structureGroup CEOCCO Culture
グループチーフオフィサー
C-Suiteincludes overseas top

management
CFO

CWO

Financial

Wellness

CSSO

CLCO

Strategy and Synergy

CRO
Risk

CDO
DigitalCRSO
Retention Strategy

CIO
Investment

Legal and Compliance

CITO
Information Technology

CISO
Information Security

CSUO
Sustainability

CDIO
Diversity & Inclusion

CHRO
Human Resources

Copyright (c) 2021 Tokio Marine Holdings, Inc.

Focus on Group managementby the Group CEO

Unleash the Group’s total power
Domestic
Non-life

Domestic
Life

Int’l
Insurance

FinancialandGeneralTop management both in Japan andoverseas discuss various Groupmanagement issues⚫ Synergy effectUtilization of Global Committee, etc.

⚫ Sharing of best practice

ERM Committee
Sustainability Committee
Global Retention Strategy Committee(GRSC)
Global Investment Strategy
Committee (GISC)
Global Information Technology
Committee⚫ Converge and utilize

knowledge of the Group⚫ Involvement in the Groupmanagement by overseas
talent33

ESG – Governance –Hybrid institutional design based on the Board of Directors that makes high-quality decisions leveraging insights
and expertise of outside officers and supported by the Nomination Committee and Compensation Committee withtransparent decision-making process<Governance structure after 2021 General Meeting of Shareholders (scheduled)>
Board of Directors

Audit & Supervisory Board

Make decisions on important business execution;
supervise execution of duties by directors

Role

Audit execution of duties by directors
Advice/recommendation from multifaceted
viewpoints

High-quality decision-making leveraging diversity

Ratio of outside directors

Composition

Ratio of outside Audit & Supervisory Board members
60% (3 out of 5)

43% (6 out of 14)

Nomination Committee
Discuss appointment/dismissal of CEO, directors, Audit& Supervisory Board members, Executive Officers, etc.
and report to the Board of Directors⚫ Discuss CEO’s succession plan and supervise
development of successor candidates⚫

Role

Compensation Committee⚫

Discuss performance evaluation of directors, Executive
Officers, etc., system and level of executive
compensation, and policy for their determination, andreport to the Board of Directors

Ensure transparency

Composition

Number of outside members 6 out of 8
Chairman must be an outside officer

Copyright (c) 2021 Tokio Marine Holdings, Inc.

Number of outside members 6 out of 7
Chairman must be an outside officer
34

Disclaimer
These presentation materials include business projections and forecasts relating to expectedfinancial and operating results of Tokio Marine Holdings and certain of its affiliates in current andfuture periods. All such forward looking information is based on information and assumptions
available to Tokio Marine Holdings when the materials were prepared and is subject to a range ofinherent risks and uncertainties.
Actual results may vary materially from those estimated, anticipated, expected or projected in theaccompanying materials and no assurances can be given that any such forward looking
information will prove to have been accurate. Investors are cautioned not to place undue relianceon forward looking statements in these materials. Tokio Marine Holdings undertakes no obligation
to update or revise any of this forward looking information, whether as a result of new information,
recent or future developments, or otherwise.
These presentation materials do not constitute an offering of securities in any jurisdiction. To theextent distribution of these presentation materials or the information included herein is restrictedby law, persons receiving these materials must inform themselves of and observe any such
restrictions.