54

T&D Insurance Group Sustainability Report 2023

Priority Theme 2

Provide Workplace Environments that
Enable All People to Participate Actively
3-3

We believe that in order to provide workplace environments that enable all people to participate actively, it is necessary
to respect the individuality and diversity of all people, while realizing a healthy and safe work environment. In the T&D Insurance Group’s CSR Charter and Human Rights Policy, we clearly state our respect for the human rights of all people andthe individuality and diversity of all employees, as well as our commitment to nurturing human resources and creating aworkplace environment that guarantees health and safety for all. Inadequate actions regarding respect for human rights inrelation to business may result in the risk of losing the trust of society. We believe that in order to realize a sustainable society, it is necessary to support and show respect for the protection of human rights, and to promote the creation of a healthyand safe working environment where employees are able to respond to the needs of society. We also believe that suchmeasures will serve as opportunities to further vitalize the Company, and are promoting various initiatives accordingly.

Connected social issues and group initiatives to solve themPrimary Stakeholders

Initiatives

Respect worker personalities anddiversity
Support human resources andskills development

Social Issues

Employees

Education and training centered on on-the-job training, group training, support for personal development, andreskilling/relearning
Promotion of employment for persons with disabilities, implementation of training on LGBT (sexual minorities),and establishment of a consultation desk for each kind of harassment to respect and promote diversity

Promote the advancement of women
Create healthy and safe workplaceenvironments

Employees

Establishment and implementation of action plans for encouraging the active participation of women and targets
for promoting female employees to management positions
Establishment of systems for returning to the workplace from childrearing, including returning to work afterchildcare leave

Increase employee
engagement score
year-on-year until fiscal 2025

Initiative results and plans
PolicyResults for FY2022

Planned for FY2023

To respect the human rights of all
people, respect the personality anddiversity of our employees, ensure ahealthy and safe working environment,
and develop our human resources

Revised personnel and compensation systems so that diverse human resources can participate actively

We will continue to create a flexible and dynamic workplace where diverse personnel can demonstrate theirabilities with job satisfaction and a desire to grow nhanced various support systems to enhance the work-life balance, including balancing work with childcareEand nursing care
Encouraged male employees to take childcare leave he three life insurance companies were recognized as Certified Health and Productivity Management
T
Organizations “White 500”
 romoted an internal structure enabling diverse work styles, including the utilization of a home-based workPsystem and a satellite office work system, etc.

Sustainability Management

Organizational Profile

Priority Theme

T&D Insurance Group Sustainability Report 2023

1 2 3 4Social Activities

Governance and Internal Control

Management Control

Third-party Opinion

Index

55

1. Human Capital Management

1. Human Capital Management

1-1

3-3

404-2

Human Resources Development Policy

At the T&D Insurance Group, we believe that our human resources, working side-by-side, are the mostimportant driving force behind our business activities to fulfill the T&D Insurance Group’s corporate
philosophy. Since its foundation, the Group has promoted the nurturing of a corporate culture where adiverse workforce can feel job satisfaction and reach its potential and has established the Basic Group
Policy on Human Resources which aims to clarify the basic policy for human resource management
within the Group. Under this policy, in which T&D Holdings and each Group company aim to improvetheir corporate value by leveraging the unique and specialized nature of their respective business strategies, each company formulates its own education and training plan and strives to develop and enhance
the skills of its employees.

1-2

Initiatives to Provide Opportunities for Growth

The three life insurance companies conduct education and training, primarily through OJT (on-the-job
training), group training, support for personal development, and reskilling/relearning. Each Group company encourages autonomous career development by each employee, by actively helping them to acquire
qualifications and offering a diverse curriculum, including correspondence education, online courses, ande-learning, according to their educational plans.
Taiyo Life, Daido Life, T&D Financial Life
The three life insurance companies support employee career formation, by providing opportunities
to actively pursue skill development.
In-house Recruiting
Under this system, employees can take up various challenges, such as application for dispatch
to companies outside of the Group, positions of their choice, MBA programs, and application for
dispatch to business schools.
Personnel Exchange within the Group
Personnel exchange is promoted among Group companies for facilitating the sharing of the welldeveloped skills and useful knowhow possessed by each Group company.
Phase I (2008–2012): Temporary transfer or transfer to other Group company for 1 to 2 years
Phase II (2013–): Short-term training program for a maximum period of 1 month was introduced• Number of participants in fiscal 2018: 37 employees• Number of participants in fiscal 2019: 42 employees• Not held in fiscal 2020 and 2021 to prevent the spread of COVID-19• Number of participants in fiscal 2022: 40 employees

Global Human Resources Development
Taiyo Life
Taiyo Life is dispatching employees overseas in order to develop personnel capable of successfully
working on a global level. In addition, it dispatches a number of employees to the asset management companies overseas to acquire high-level asset management knowledge.
Daido Life
In order to nurture global talent through diverse experiences, Daido Life offers employees the opportunity to undertake internships at overseas companies and MBA studies overseas.
Provision of Reskilling and Relearning Opportunities
Taiyo Life, Daido Life, T&D Financial Life, T&D Asset Management
We provide time- and location-independent online learning materials to encourage the acquisition ofknowledge and skills by employees who wish to develop themselves.
Management Training
Taiyo LifeFor managers and managerial candidates, in-house training is offered throughout the year to impartmanagement knowledge and skills for managerial positions, and some are sent to business schools
for further training. In addition, training on 1-on-1 meeting techniques is provided to managers to
support the growth of their staff. From fiscal 2020, Taiyo Life has been bolstering educational opportunities and strengthening initiatives for manager development.
Daido LifeAt both the head office and branches, newly appointed managers are given training with the goalof improving managerial capabilities, and a select number of newly appointed managers are sent
outside the company to graduate schools and business schools for further training. Furthermore, tohelp employees recognize their own unconscious biases and to assist in their autonomous careerdevelopment, they are provided with skills training through guided learning, including training on
ways to reduce biases related to age and gender.
T&D Financial Life
Training for newly appointed key managers is conducted to help them acquire the foundational
management skills required for key management positions and reinforce their understanding ofrisk management, compliance, accounting operations, personnel evaluations, work management,
and more. Furthermore, training for newly appointed managers is provided to reinforce their understanding of the role of managers, personnel evaluations, and work management.

Sustainability Management

Organizational Profile

Priority Theme

1 2 3 4Social Activities

Governance and Internal Control

Management Control

Third-party Opinion

Index

56

T&D Insurance Group Sustainability Report 2023

1. Human Capital Management

Daido Life
Job Definition Documents (Provision of Job & Skill Maps)
The Company has prepared “job definition documents” that describe the knowledge, experience, andso on, required for every job of the Company, and are
documenting the development status of individuals(the acquisition of the necessary skills) in relation totheir roles. Based on this information, employees canclarify the position and career plan they are aiming for,and take specific actions such as skill development
and self-improvement.
Daido Life was recognized in the “2017 Good Career Company Awards as the winner of theGrand Prize (MHLW Minister’s Award)” for its initiatives supporting employees’ self-determined
career formation and visualization of individual careers using Challenge Navi, our intranet portal for
all things related to human resources development.
Building a New Training System
To help each employee realize his or her career goals based on his or her own experiences and values, the Company is working to create a personalized learning environment that supports diverse
and autonomous learning, including the expansion of training programs, both selective and open
to all, that allow students to independently acquire knowledge and gain experience. Moreover, thecompany and its managers offer assistance to each employee taking up the challenge of achieving
an autonomous career path.

1-3

Systematic Personnel Rotation

T&D Insurance Group implements systematic rotation taking into account the career aspirations, ability,
and suitability of each individual with respect to human resources deployment needs under the businessstrategies of the T&D Insurance Group and each Group company, to ensure that each employee canmake maximum use of the skills they possess. Young employees are assigned to different parts of theorganization and different job areas for a certain period after joining the company. By moving between
the head office and branches, as well as sales and administration, these employees work to acquirebasic knowledge and hone their skills. Similarly, with regard to management staff, employees who haveexperience as head office division managers are put into positions such as branch general managers,
while branch managerial staff are assigned to the head office, with the aim of improving their managerial
capabilities. In addition, employees are assigned to highly specialized departments in accordance with
their own characteristics, experience, and career aspirations, and they are developed into staff possessing specialized knowledge based on their operational experience and the development plans createdfor each division. With the objective of the development and expansion of the population of the humanresources responsible for managing the T&D Insurance Group, in which a variety of companies exist,
rotation from each company within the Group to T&D Holdings and personnel exchanges and dispatcheswithin the Group are implemented, encouraging greater mobility of human resources within the Group.

1-4

2. Diversity Promotion Initiatives

Promoting the Active Participation of the Elderly

3-3

The Group’s three life insurance companies have introduced a reemployment system for employees who
are reaching the mandatory retirement age. Also, in order to promote work style reform, we are working
to give older people the opportunity to actively participate, and each Group company has introduced
various systems according to its particular situation. Also, Taiyo Life holds life planning seminars for employees before they reach the mandatory retirement age, to give them an opportunity to think about theway they want to work and live in the future.
Taiyo LifeIn responding to changing lifestyles and other factors, on April 1, 2017, Taiyo Life introduced a mandatory retirement age of 65 for administrative personnel, as well as a continuing employment system that
extends employment up to the age of 70. At the same time, it abolished the mandatory retirement ageof 57 for managerial personnel and rolled out a scheme under which company-approved employees
can be appointed to the position of manager until the age of 65. In April 2020, Taiyo Life overhauled its
performance evaluation standards so that it could better manage the mandatory retirement plan (65years of age), let employees of all ages, including senior employees, demonstrate their capabilities
more than ever before, and establish an environment in which employees can thrive in managerial positions. It also introduced a performance-based personnel system with the aim of developing an environment in which employees can work with a competitive spirit and be highly motivated regardless of age.
Daido Life
From April 1, 2022, the mandatory retirement age was extended to 65 years old and a reemployment system enabling employees to work up to 70 years old was newly established. In order tomeet the needs of diverse work styles, employees 61 years old or older are provided the option ofworking on alternate days in addition to the option of full-time work. To put in place a work environment in which employees can more easily achieve their life plans, Daido Life has introduced a Home
Base system for personnel employed on a nationwide basis who are 55 years old or older thatencourages assignment to positions at offices in the location they hope for, such as their homes.

2. Diversity Promotion Initiatives
2-1

3-3

Employment of Persons with Disabilities

As of the end of March 2023, a total of 493 employees with disabilities, including 30 new recruits forfiscal 2022, worked at the three life insurance companies, which account for 2.48% of the total numberof employees. We have put in place several measures designed to create a comfortable workplace for
employees with disabilities. As a pre-hire initiative, we encourage the attendance of a placement support
worker at job interviews, so that job candidates can go through the screening process without worry.

Sustainability Management

Organizational Profile

Priority Theme

T&D Insurance Group Sustainability Report 2023

1 2 3 4Social Activities

Governance and Internal Control

Management Control

Third-party Opinion

Index

57

2. Diversity Promotion Initiatives

We also hold workplace tours for candidates to prevent assignment mismatches. After hiring, we strive
to provide company-wide support, through measures such as preparing a comfortable working environment by introducing specialized computers and other equipment, and taking commuting routes into
consideration. In addition, job coaches who specialize in support for employees with disabilities are dispatched to the company, and a placement support worker holds interviews together with the employee
and his or her supervisor, and offers advice. We will continue working to create a workplace environmentthat encourages and supports persons with disabilities in working comfortably, and to expand employment opportunities for persons with various disabilities.
Employment of People with Disabilities at the Three Life Insurance Companies
indicates limited verification has been carried out by a third party. (P.77 “3–5 Independent Assurance Report”)

Employment rate of people
with disabilities

FY2020

FY2021

FY2022

2.60%

2.54%

2.48%

* The organizations covered by the calculation of the employment rate of people with disabilities are Taiyo Life, Daido Life, and T&D Financial Life.
* The employment rate of people with disabilities is calculated based on the Act to Facilitate the Employment of Persons with Disabilities, etc.

Daido Life
With the aim of creating workplaces in which a highly diverse workforce can thrive, Daido Life continues to establish safe and comfortable working environments for people with disabilities. As partof this initiative, in February 2018 the Company set up ACT* at its head office. This administrative
services team of employees with disabilities currently has 16 members (as of March 2023).
* ACT is both an acronym for Advance Challenged Team, and a reference to persons with disabilities acting, or taking part, in society.
The company has distributed communication boards and tablets installed with “UDTalk,” an app that converts voice to text in realtime, to the head office and branches where employees with hearing disabilities work.

2-2

Human Rights Education

412-2

The T&D Insurance Group holds human rights education sessions for all employees more than twicea year on various issues, such as discrimination due to social class or disability, harassment and LGBT
orientation, to deepen employees’ understanding of the importance of respecting human rights.
Taiyo Life
With the aim of deepening an understanding of humanrights issues and cultivating a spirit of respect for human rights, the company has created a Human Rights
Education Program, which holds courses for all employees on the topic of human rights. In fiscal 2022, thecompany held four in-house study sessions for administrative personnel on various human rights issues, suchas international human rights standards and harassment. Worksite study sessions for branch employees
were conducted by outside instructors.

Training was also held for persons in management positions on the theme of cultivation ofharassment-free workplace and administrative personnel also received harassment training (viae-learning).

Daido Life
With the aim of raising awareness about human rights issues, Daido Life has all employees, including dispatch workers, receive training on human rights awareness.
In fiscal 2022, manager training, video viewing training, and workplace training sessions were
held on the theme of harassment prevention. The sessions focused on the key topics of: (1) preventing harassment, and (2) workstyle reforms and creating workplace environments in which adiverse workforce can thrive. Furthermore, training utilizing a suitability test which can assess thedegree of risk that a manager will engage in power harassment was held for persons in management positions in the head office and branches. A human rights awareness survey was also administered with the aim of confirming and raising awareness of human rights.
In addition, the company participated in lectures on human rights awareness outside the company and engaged in awareness activities on various human rights issues, and similar activities,
and the company accepts in-house proposals for a human rights slogan and carries out initiatives
to deepen employees’ knowledge of human rights through awarding prizes and displaying posters
at the company.

T&D Financial LifeThe company holds human rights training to allow all employees to deepen their knowledge andunderstanding of human rights, and to proactively confront human rights issues. This training alsoseeks to assist each and every employee in maintaining mental health, and to cultivate a healthy,
harassment-free workplace environment by providing employees with a better understanding of
mental health and harassment (sexual harassment and power harassment). In fiscal 2022, the company held human rights training for all employees on topics such as responding to LGBT issues in
the workplace and harassment. Training on cultivating a harassment-free workplace environment
was also conducted for all personnel promoted to management positions.

Sustainability Management

Organizational Profile

Priority Theme

1 2 3 4Social Activities

Governance and Internal Control

T&D Insurance Group Sustainability Report 2023

Management Control

Third-party Opinion

Index

58

2. Diversity Promotion Initiatives

2-3

Initiatives to Support Active Participation of Women

The T&D Insurance Group has accelerated efforts to create a corporate culture where a diverse workforce can feel job satisfaction and reach their potential. The Group recognizes that enabling women tofurther reach their potential is an important driver of sustainable growth in corporate value, and that theiractive participation is a crucial management priority for the Group. With this in mind, the Group’s threelife insurance companies are working to revise their respective personnel and compensation systems, aswell as introducing various support systems to enhance employees’ work-life balance, including balancing work with childcare and nursing care. In addition, by fostering a Group-wide collaboration to reduce
total working hours and encourage male employees to take childcare leave, we are making an effort tocreate rewarding workplace environments where everyone is motivated to play an active role. To steadily
advance these initiatives and promote the active participation of female employees, the Group’s threelife insurance companies have each formulated action plans based on their respective business models.
Action Plan: Promote Active Roles for Women at the Three Life Insurance Companies
T&D Insurance Group has disclosed action plans for promoting the active participation of women and targets forpromoting female employees to management positions. The ratio of female managers has been steadily increasing.
Action Plan
[Initiatives]
Implement systematic cultivation andpromotion of female employees tomanagement positions
Enhance career development andwork-life balance support measures
Transform the mindset of managers
Targets set for promoting
female employees tomanagement positions(Achievement deadline)

Create an environment
where diverse humanresources candemonstrate their abilities
and play an active role

Promote diverse work
styles and support
new challenges

30% or more (by April 2030)

Ratio of female
managers

Ratio of female managers (Total of the three companies)

16.2%

April 2019

Become a company wherefemale workers canwork free from anxiety andreach their full potential

17.0%

April 2020

17.9%

April 2021

19.1%

April 2022

21.9%

April 2023

Taiyo Life
• Appointment of A Female Director
The company’s first female executive officer appointed in April 2017 has been appointed as a director in June 2018.
• Establishment of Diversity Promotion Division
In April 2023, the Company established a new Diversity Promotion Division in the Personnel
Department and strengthened our system to support women’s career development in various ways.
• Education for Female Managers
Group training is conducted on a continuous basis, not just when employees are promoted to

management positions, providing opportunities for female managers to proactively draw their career paths and acquire the necessary knowledge and skills.
• Nurturing Female Candidates for Management Positions
To encourage women to think about pursuing management positions at an early stage, it conducts
selective group training to deepen self-understanding, promote clarity of career vision, and create
opportunities for female management candidates to interact with each other.
• Preparing an Environment to Enable Flexible Work Styles
To support balancing work with nursing care and injury or illness, in addition to the traditional system of taking time off to focus on nursing care and treatment, in April 2020 Taiyo Life introduced a
new system that lets employees work only three or four days a week if they need to take time off
to provide nursing care or undergo treatment, and added cancer treatment to the scope of hospitalleave. Moreover, in January 2021 the company made it possible for workers to take time off in unitsof 10 minutes to look after their child if they have fallen ill or for nursing care and from April 2022
use of hospital leave in units of 10 minutes also became possible.
Daido Life• Greater Opportunities for Participation
Daido Life is working to support the career formation of female employees and improve managers’
capabilities in supporting them. For example, it has put in place a comfortable workplace environment
by implementing numerous support measures that aim to boost career mindsets and expand horizons. It is also working to expand career options by introducing a “Dokodemo Honsya” remote work
initiative that allows employees to work on the head office tasks even if they live in a rural area. Also,in April 2021, Daido Life appointed a new female executive officer, and in June 2021, it promoted its
first female executive officer (appointed in April 2018) to Director and Managing Executive Officer.
• Career Challenge System
The company provides opportunities for growth by enabling employees to gain a wide range ofbusiness experience, beyond the work they have previously engaged. These include in-house internships that allow locally based employees who have few transfer opportunities to leave theirworkplace for short periods to try a different job, free-agent style applications for in-house jobs, andwork assignments at outside companies in Japan.
• Development of Female Managers
For the purpose of nurturing female managers and enhancing awareness about furthering theircareers, Daido Life is endeavoring to improve the managerial capabilities of female managers withthe use of a mentor system whereby officers or general managers offer their support to newly
appointed female managers, in addition to dispatching female managers to universities and otherinstitutions. And in an effort to expand opportunities for female employees to take on new responsibilities and bigger roles, the company has an all-star program that runs over a number of years,
which aims to systematically nurture candidates for general/branch manager positions.
T&D Financial Life
• Training to Support Women’s Active Participation
Group training is held regularly on topics such as Communicating with the People around You,
Demonstrating Leadership, and Guiding and Nurturing Subordinates and Juniors, with the aim ofallowing female employees to envision the type of leader they should become, and to acquire theskills necessary to do so.

Sustainability Management

Organizational Profile

Priority Theme

1 2 3 4Social Activities

Governance and Internal Control

Management Control

Third-party Opinion

Index

59

T&D Insurance Group Sustainability Report 2023

2. Diversity Promotion Initiatives

2-4LGBT-friendly

Welcomed by the Group
Underpinned by its basic approach to respecting human rights expressed in the T&D Insurance Group’s
Human Rights Policy, the Group strives to develop a workplace environment in which each and every employee can fully realize their own potential. From the viewpoint of diversity, each Group company is addressing LGBT (sexual minorities) issues by running training sessions and setting up consultation desks.
Daido LifeIn April 2018, Daido Life began treating same-sex partners as spouses under the company’s leaveand benefit program.
Major Applicable Systems• Leave, short working hours • Recreation facilities• Family transfer system • Company housing/transfer allowance• Daido Life Mutual Aid Fund (congratulations and condolence allowance system), etc.

Customer-oriented
The T&D Insurance Group’s three life insurance companies have also started to allow policyholders todesignate same-sex partners as beneficiaries of insurance benefits, just like for a spouse, by submitting
documents showing that the two people are in a partnership, such as a partnership certificate issued bya local government.
Daido Life
Daido Life is expanding the areas in which same-sex partners living together are accorded the same
treatment as spouses, including procedures for new policies, payments, and policy changes.
Response

Date

Possible to designate as beneficiary for death benefits
Possible to designate as registered family in the Family
Registration Program
Possible to sign on behalf of a partner for procedures such as
new policies, payments when the partner is unable to do sofor him/herself
Possible to designate as a preregistered proxy

November 2015

December 2016
April 2018

3. Worker-friendly Work Environment

3. Worker-friendly Work Environment
3-1

Work-Life Balance Initiatives

401-1

401-2

401-3

403-1

403-2

403-3

403-4

403-5

403-6

403-7

405-1

The T&D Insurance Group companies are strengthening various initiatives, including enhancement ofchildcare leave and other systems, reduction of total working hours, and introduction of the home-based
work system and satellite office work system to enable diverse work styles. Accordingly, employees canmake full use of their skills and increase their performance at work, while fulfilling their responsibilities
at home, such as housework, childcare, and nursing care. Furthermore, we believe that in order topromote the active participation of women, it is essential to create a workplace where women can continue working long term, while experiencing life events such as marriage and childbirth. As part of these
efforts, the Group as a whole is striving to realize work-life balance by encouraging men to participate
in childrearing, and the percentage of male employees taking childcare leave has reached 100% at thethree life insurance companies.

Taiyo Life
Taiyo Life is taking steps to reduce overall working hours and encourage its employees to takepaid leave. A number of flexible working options are on offer; for example, the company rolled out
a system that allows workers to take time off in units of 10 minutes to look after their child if they
have fallen ill or for nursing care, while the scope of Taiyo Life’s shorter working hours system was
expanded to include employees with children up until the end of elementary school. Also, Taiyo
Life’s flextime system can now be utilized by employees working shorter hours. The company also
has other systems in place that go above and beyond what is required by law. For instance, a nursing care leave system that can be utilized for up to three years, a childcare leave system available
to employees with children no older than three years, and paternity leave for male employees of
one month or more. Also, in April 2020 Taiyo Life introduced a new system that lets employees
work only three or four days a week if they need to take time off to provide nursing care or undergo
cancer treatment. Support for employees balancing work with nursing care or medical treatment isalso being expanded with cancer treatment being added to the scope of hospital leave, which waspreviously limited to pregnant employees, employees that had recently given birth, or employees
undergoing infertility treatment. Moreover, in January 2021 the company made it possible for workers to take time off in units of 10 minutes to look after their child if they have fallen ill or for nursing
care and from April 2022 use of hospital leave in units of 10 minutes also became possible.
Daido Life
Efforts are being made to reduce working hours, such as the implementation of automatic computer

Sustainability Management

Organizational Profile

Priority Theme

1 2 3 4Social Activities

Governance and Internal Control

Management Control

Third-party Opinion

Index

60

T&D Insurance Group Sustainability Report 2023

3. Worker-friendly Work Environment

shutdown. In addition, the company is promoting work styles that allow employees to balance theirjobs with life at home, such as encouraging employees to take paid leave and make use of thehome-based work system. In 2017, the company was recognized by the Ministry of Internal Affairs
and Communications (MIC) for initiatives such as its home-based work system, receiving the MIC
Award as one of the Top 100 Telework Pioneers. Later, in February 2019, Daido Life was awarded the
Excellence Award at the Telework Promotion Awards held by the Japan Telework Association, and in
November 2019, the company took home the Shiny Telework Prize Excellence Award implemented
and selected by the Ministry of Health, Labour and Welfare. Further, in January 2021, the company
introduced an hourly leave system for paid leave and caring for sick family members/nursing careleave which enables employees to take leave in units of one hour. Also, in April 2021, the company
launched its Work Experience Challenge system with the goal of supporting the development ofeach employee by providing them the opportunity to undertake work experience outside the company, and further, has been promoting initiatives for new working styles, such as the introduction ofprivate shared offices which provides locations for employees to work outside of the office.
T&D Financial LifeThe company is promoting initiatives to reduce working hours by implementing a “No OvertimeDay” and a “Leave Work Early Day,” automatically shutting down computers used for work, andother measures, initiatives encouraging employees to take paid leave such as making it mandatory
to take planned annual leave of five consecutive business days + three business days, and homebased work (telework) systems to realize more flexible work styles. In addition, it is advancing
initiatives for the realization of work-life balance, such as the introduction of the system for shortworking hours which employees can utilize during the raising of children, nursing care, and convalescence from illness, recommending that employees take children’s birthday leave (until the childstarts elementary school), and the introduction of a childcare leave system enhanced above thestatutory requirements.

Acquisition of Nursing-Care Leave

FY2021

FY2022

Number of employees taking maternity leave

372

415

458

Number of employees eligible to take childcare leave

456

497

538

Men

84

82

80

Women

372

415

458

415

463

485

Men

84

82

80

Women

331

381

405

Number of employees taking childcare leave* The acquisition of maternity and childcare leave at the three life insurance companies.
* The number of administrative personnel at the three life insurance companies who have returned to work after taking childcare leave is
as follows.
Fiscal 2020 172 (96.6%) (Men 84 (100%), Women 88 (93.6%))
Fiscal 2021 146 (95.4%) (Men 74 (100%), Women 72 (91.1%))
Fiscal 2022 162 (100%) (Men 78 (100%), Women 84 (100%))

FY2021

FY2022

3

3

1

Men

1

0

0

Women

2

3

1

FY2020

FY2021

FY2022

16.1

16.5

16.7

* Number of administrative personnel of the three life insurance companies taking nursing care leave.

Average Number of Paid Leave Days Taken by Administrative Personnel

Average number of paid leave days taken* Average number of paid leave days taken by administrative personnel of the three life insurance companies.

Number of Employees Hired/Number of Employee Turnover
Number hired
Number ofadministrative
personnel
hired/turnover

Total
Total
Under 30
(men andwomen) 30-50
Over 50

Acquisition of Maternity and Childcare Leave
FY2020

FY2020
Number of employees taking nursing care leave

Men

Women

FY2020

FY2021

Number TurnoverFY2022*

FY2020Percentage
Percentage
Percentage
compared tocompared tocompared to
NumberNumberNumbernumber of
number of
number ofofofof
employees
employees
employees
persons
persons
persons
at fiscal
at fiscal
at fiscal
year end
year end
year end

FY2021

FY2022*

Percentage
Percentage
Percentage
compared tocompared tocompared to
NumberNumberNumbernumber of
number of
number ofofofof
employees
employees
employees
persons
persons
persons
at fiscal
at fiscal
at fiscal
year end
year end
year end

283

4.94%

270

4.71%

291

5.02%

258

4.50%

273

4.77%

261

258

4.50%

234

4.08%

241

4.15%

70

7.22%

77

7.58%

78

4.50%
7.28%

20

0.35%

34

0.59%

47

0.81%

66

2.18%

65

2.22%

101

3.55%

5

0.09%

2

0.04%

3

0.05%

122

7.02%

131

7.36%

82

4.35%

Total

113

1.97%

104

1.82%

133

2.29%

140

4.51%

138

4.50%

120

3.90%

Under 30

99

1.73%

94

1.64%

114

1.97%

24

5.80%

38

9.09%

27

6.17%

30-50

10

0.18%

10

0.18%

19

0.33%

34

2.01%

30

1.84%

56

3.56%
3.47%

Over 50

4

0.07%

0

—

0

—

82

8.25%

70

6.90%

37

Total

170

2.97%

166

2.90%

158

2.72%

118

4.49%

135

5.07%

141

5.18%

Under 30

159

2.77%

140

2.44%

127

2.19%

46

8.27%

39

6.52%

51

8.05%

30-50

10

0.18%

24

0.42%

28

0.48%

32

2.40%

35

2.69%

45

3.54%

Over 50

1

0.02%

2

0.04%

3

0.05%

40

5.38%

61

7.96%

45

5.50%

* The number of administrative personnel hired and leaving employment at the three life insurance companies in fiscal 2022. All percentages are based on the number of employees at the end of fiscal 2022.
* The number of persons leaving employment includes those who have reached mandatory retirement age, those who have left to assume
posts as officers, and those who have died.
* Over 50 includes Fixed-term contract (shokutaku) employees.

Sustainability Management

Organizational Profile

Priority Theme

1 2 3 4Social Activities

Governance and Internal Control

Management Control

Third-party Opinion

Index

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T&D Insurance Group Sustainability Report 2023

3. Worker-friendly Work Environment

Measures to Support Raising the Next Generation

Employee Composition by Age Group

Since the enforcement of the Act on Advancement of Measures to Support Raising Next-Generation
Children in April 2005, the Group has formulated a unified action plan every two years to enhance thechildcare support system and promote work-life balance. Regarding support for the development ofyoung people, the Group’s three life insurance companies received certification as meeting the criteriaof the Act on Advancement of Measures to Support Raising Next-Generation Children (Kurumin certification) for five consecutive biennial periods starting from the first period from April 1, 2005 to March
31, 2007. T&D Asset Management has obtained the Kurumin certification for four consecutive biennial
periods starting from the fourth period from April 1, 2011 to March 31, 2013. Additionally, in April 2008,
T&D Information System became the first company with 300 or fewer employees in the information
services sector in Saitama Prefecture to acquire the same certification. The company received certification under the same initiative for four consecutive periods. Moreover, the Platinum Kurumin System
was initiated on April 1, 2015. This certification is awarded only to Kurumin-certified companies that havesatisfied certain requirements by undertaking even more advanced activities. All three of the Group’s life
insurance companies obtained the “Platinum Kurumin” mark in recognition of their proactive initiatives
as enterprises that support child raising activities. T&D Information System and T&D Asset Management
also obtained the “Platinum Kurumin” in August 2018 and June 2019, respectively.
T&D Insurance Group companies have been certified as being companies that support the raising of children

Number of employees

Total(men and women)

Men

Women

Number of employees
March 31, 2021

March 31, 2022

March 31, 2023

Total

17,945

17,963

18,396

Under 30

2,880

2,967

3,146

30-50

8,000

7,854

8,012

Over 50

7,065

7,142

7,238

Total

3,379

3,356

3,352

438

438

454

1,779

1,723

1,660

Under 30
30-50Over 50

1,162

1,195

1,238

Total

14,566

14,607

15,044

Under 30

2,442

2,529

2,692

30-50

6,221

6,131

6,352

Over 50

5,903

5,947

6,000

* Number of employees at the three life insurance companies (including in-house sales representatives)

Officer Composition by Age Group (as of July, 2023)
Under 30

チ
プ ラ ナくるみチ
プ ラ ナくる
み

チナく
プラ
る

Men

み
ん

ん

ん

Outside officers
ま

サ

す

ポー

ト して いますサてト して い

子育

ポー

て
子育

て
子育

サ

Women
ポー

ト して いますOutside officers
T&D Information System

Workforce Composition
Information Regarding Employees and Other Workers
Category
Employment type/ contract
Full-time,indefinite-term

Socialinsurance

WelfaresystemPaid leave

SalaryAdministrative
personnel

Fixed

In-house sales
representatives

Fixed +
proportionate

Contract employees

FixedFull-time,
fixed-term

Fixed-term contract

Fixed

Part-time,
fixed-termPart-time

Fixed* Exceptions are marked with a.

50 or over

Total

0

30-49

3

66

69

0

1

13

14

0

1

5

6

0

1

2

3

* Outside officers refers to outside Audit & Supervisory Board members and outside directors* Number of officers including executive officers at T&D Holdings and the three life insurance companies

Sustainability Management

Organizational Profile

Priority Theme

1 2 3 4Social Activities

Governance and Internal Control

Management Control

Third-party Opinion

Index

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T&D Insurance Group Sustainability Report 2023

3. Worker-friendly Work Environment

3-2Initiatives Reflecting Employee Feedback

2-29

Each T&D insurance group company conducts an employee engagement score survey every year toassess how motivated and engaged employees feel at work and how proud and aware they feel about
being part of the company, and how voluntarily they are performing their duties. In addition, the Group
Long-Term Vision uses the engagement score as a non-financial KPI to measure the effectiveness ofvarious measures.
Employee Engagement Score
One of the most crucial driving forces that will allow each T&D Insurance Group company to maintainstable and sustainable growth is human resources. Improving satisfaction and motivation levels among
employees is indispensable for the realization of the Group’s various measures. In particular, in today’s
world that is said to be in the era of VUCA, which stands for volatility, uncertainty, complexity, and ambiguity, the autonomous actions of employees are even more necessary, and taking into account thepresent situation that the independent actions of employees based on the creation of job satisfaction has
become even more important than before, we implemented a survey of the employees of the directly
owned subsidiaries, including the three life insurance companies, which focused on employee engagement, one of the non-financial KPIs.

3-3

Employee Questionnaire on Sustainability and CSR

2-29

T&D Insurance Group stresses the importance of communication within the Group and hopes to be able
to grow with every employee—the key stakeholders of the Group—to fulfil the Group’s public mission
and social responsibilities. The T&D Insurance Group Sustainability Report helps raise awareness aboutsustainability and CSR throughout the Group as a mirror for self-reflection. Also, with the objective of enhancing the Group’s initiatives on sustainability and CSR, the Group’s corporate officers and employees
were requested to answer a questionnaire after they had finished reading the report.
[Questionnaire Respondents]
T&D Insurance Group corporate officers and employees* Questionnaires are completed anonymously.

About the Entire Report
Commendable Sections(1) Promote healthy and abundant lives for all people.............. 23.5%(2) Provide workplace environments that enable
all people to participate actively............................................21.9%(3) Social activities.................................................................... 16.8%(4) Help mitigate and adapt to climate change......................... 13.6%(5) Dialogue between expert and executive vice president...... 12.9%(6) Message from the President............................................... 12.7%(7) Employee dialogue...............................................................10.9%

4. Health Promotion for Employees

Opinions and Requests Received
Questionnaire respondents rated the report’s comprehensibility, amount of information, as well as theirlevel of understanding of the Group’s sustainability and CSR initiatives, to be roughly the same as theprevious year. They would like to see the following topics be further expanded upon and improved going forward: initiatives for employees (initiatives aimed at improving HR systems and workplace environments and the like); overall Group management (business outline and future vision of each Group
company and the like.); and initiatives for the global environment (forest conservation, environmentallyfriendly product purchasing, and the like). In response to the comments and requests, the Group will
make an effort to improve the content of these topics going forward.
Reflecting Opinions and Requests
To further raise the awareness of corporate officers and employees regarding sustainability and CSR
issues, we will make efforts to clearly demonstrate the Group’s approach and policies on implementing
initiatives and edit the report to make it easier to read so that readers could become more familiar withsustainability and CSR.

4. Health Promotion for Employees
4-1

3-3

403-1

403-2

403-3

403-4

403-5

403-6

403-7

Health and Productivity Management Initiatives (1)The T&D Insurance Group companies believe that the mental and physical health of the employees andtheir families is important in order to realize the Group Corporate Philosophy and continue the growth of
the Group, so they aim to realize workplaces where all employees can participate in the operations withpeace of mind and work enthusiastically.

Taiyo Life
Taiyo Life promotes Taiyo’s GENKI Project*, an initiative for energizing employees, customers, and society. This project provides various forms of support to encourage employees to maintain their health withthe aim of preventing lifestyle diseases. The company cooperates with Kaminoyama City in Yamagata
Prefecture to offer Kurort Health Walking and Smart Life Stay (accommodation packages that incorporate
the Japanese government’s new health guidance) through the Kaminoyama Onsen Kurort (health resorts)
Program. The company’s health and productivity management initiatives have also included an increasein the subsidy for cancer screening since 2017, and MCI screening is performed to determine the futurerisk of dementia. In addition, beginning in fiscal 2021, Taiyo Life’s health and productivity management
initiatives also include AminoIndex ® Risk Screening, which can assess the current likelihood of cancer andthe future risk of strokes, myocardial infarction, or diabetes, all at once. Taiyo Life concluded cooperative
agreements on health promotion with Gifu City, Gifu Prefecture in February 2020, and with Seki City, Gifu
Prefecture in January 2021. It aims to support people’s health and well-being in regional communities
through Kurort Health Walking, buoyed by the active participation of Taiyo Life employees.
* Taiyo’s GENKI Project is being promoted with the President at the helm and all executive officers as members.

Sustainability Management

Organizational Profile

Priority Theme

1 2 3 4Social Activities

Governance and Internal Control

Management Control

Third-party Opinion

Index

T&D Insurance Group Sustainability Report 2023

63

4. Health Promotion for Employees

Daido Life
Daido Life’s “DAIDO COCO-KARA” is a variety of actively promoted initiatives for improving the health of
employees under the “COCO-KARA Declaration,” a declaration of health and productivity management anda commitment from top management. These include initiatives to reduce working hours by automaticallyshutting down computers used for work, as well as planned yearly leave and leave taken in conjunction
with weekends or national holidays, early regular preventive health check-ups for all employees, establishment of consultation desks to discuss second opinions and cancer, the arrangement of wearable devices(some of which are subsidized by the company), the holding of walking campaigns, talks on health topics,
the prohibition of smoking during working hours, and the introduction of measures to help employees quit
smoking (the online quit-smoking program). In addition, since fiscal 2020, Daido Life has been monitoringand disclosing “presenteeism” (University of Tokyo version of the one-item scale) as an indicator to confirm
whether its health and productivity management initiatives are leading to improved productivity.

T&D Financial LifeAs part of its pledge to proactively promote the creation of workplace environments where employees canparticipate actively and enthusiastically in good health, T&D Financial Life has formulated the T&D Financial
Life Health Declaration. In line with the Declaration, the company has implemented measures to improve
employees’ health, including initiatives to reduce working hours by implementing a “No Overtime Day”
and a “Leave Work Early Day,” automatically shutting down computers used for work, and other measures,promoting home-based work (telework), fully implementing regular health check-ups, conducting stresschecks aimed at preventing mental health issues, acquiring Mental Health Management certification for
its management staff, establishing the T&D Medical Hotline, which employees can call to consult about
mental and physical health problems, abolishing in-house smoking areas, prohibiting smoking during working hours, and subsidizing the costs of engaging in sports through in-house club activities and the like. It
is also engaged in specified medical check-ups and the provision of health guidance based on Data HealthPlans in collaboration with the Health Insurance Association.

Taiyo Life, Daido Life, and T&D Financial Life have been listed in the White 500 as organizations having outstanding health and productivity management, based on the Certified Health and Productivity
Management Organization Recognition Program set up by Ministry of Economy, Trade and Industry forthe purpose of increasing the uptake of health and productivity management, which encourages healthpromotion among employees (Taiyo Life and Daido Life have been listed for seven years straight).
Certified Health and Productivity Management Organization – White 500
The three initiatives of “Taiyo’s GENKI Project” at Taiyo Life,“DAIDO COCO-KARA” at Daido Life, and “T&D Financial Life
Health Declaration” at T&D Financial Life are being carried out
to improve the health of employees through various measures,and they aim to realize workplaces where all employees can be both physically and mentally healthy andwork in a spirited manner. The three life insurance companies were recognized as Certified Health andProductivity Management Organizations “White 500” in the large enterprise category under the Ministryof Economy, Trade and Industry’s (METI) Certified Health and Productivity Management Organization
Recognition Program, which METI established with the aim of honoring organizations that engage in initiatives to improve the health of their employees.

4-2

Health and Productivity Management Initiatives (2)Initiatives by the Human Resources Department
The T&D Insurance Group has a clinic at its head office, and promotes the health of its employees
through periodic health committee meetings at each branch office in collaboration with industry physicians and the labor union. The Group companies also take care of the mental health of their employees
and, by contracting external physicians, provide a system for consultation and medical service that employees can utilize free from anxiety.
Stress Check Program
All employees at T&D Insurance Group companies were invited to undergo a stress check as part of the
program’s goal of preventing mental health disorders. The Group encourages self-care among its employees, and has also put in place a system for employees under particularly high stress to receive in-person
advice from a physician, and when necessary, to introduce such employees to specialists the Group has
contracted with on a part-time basis. Each company also conducts group analysis, which is beneficial in
improving the workplace environment.
In-House Non-Smoking Initiatives
In the interests of strengthening measures to prevent second-hand smoke and promoting mental andphysical health, in July 2018, the T&D Insurance Group implemented an in-house non-smoking policy(eliminating smoking areas on company premises and prohibiting smoking during work hours) at all
Group companies.
Health Insurance Association
The three life insurance companies have their own independent health insurance association, which
work to prevent lifestyle diseases and otherwise promote the health of association members. In addition to covering medical costs, such as due to illness or injury in members and their dependents, thesocieties conduct campaigns to raise awareness regarding the use of health insurance, subsidize thecost of health check-ups including annual physical examinations, and promote cancer screening. Since
fiscal 2008, the societies have also carried out specified medical check-ups and healthcare guidance
aimed at preventing lifestyle diseases. In fiscal 2015, the health insurance societies began activities
such as providing health guidance to insured members as part of their Data Health Plans. A Data HealthPlan is an efficient and effective approach to health maintenance based on the PDCA cycle and analysisof data such as medical information (receipts for health insurance claims) and information about healthexamination results.

Sustainability Management

Organizational Profile

Priority Theme

1 2 3 4Social Activities

Governance and Internal Control

Management Control

Third-party Opinion

Index

64

T&D Insurance Group Sustainability Report 2023

Group Employee Dialogue
At T&D Insurance Group, we are committed to promoting

these contracts and administrative duties such as address

Hiratsuka

the mobility of talent within the Group. For this dialogue,changes. Additionally, we are pushing our DX strategy forward

at T&D Asset Management, where we manage assets delegat-

we spoke to key individuals active across our various Groupthrough effective utilization of LINE accounts. In this context, I

ed by Taiyo Life and Daido Life. My role is to create synergies

companies, irrespective of the companies at which theyalso handle the planning of LINE content, improvements to theacross the Group from an asset management standpoint. My

originally worked. The discussion centered around the dif-functionality of our user portal, service expansion, and the shift

duties mainly involve selecting and monitoring outsourced in-ferences in each company’s culture and what needs to be

toward paperless operations via systematization, etc..

vestment managers, as well as consideration of investment

done to further advance our integrated Group management.

Koike

instructions and allocation of investment funds based on the

I am currently on a temporary transfer to All Right fromI am part of the Investment Management Department

T&D Financial Life. All Right opened in October 2022, with theexternal environment and performance.

objective of creating a new customer base using digital tools.

FujitaInitially, we aim to collaborate with companies in the health andof both T&D United Capital and T&D Holdings. My primary re-

I work on contract maintenance at Pet & Family

healthcare sectors to provide services. In line with this, I am re-sponsibilities include advancing our closed book businessInsurance. Our pet insurance policies are renewed annually, andsponsible for identifying suitable partner companies and work-

centered around Fortitude, a reinsurance holding company, as

my primary responsibilities involve tasks related to continuing

ing on plans and proposals targeted toward them.

well as considering new partnerships and M&A opportunities.

— Could you please tell us about your work responsibilities?
Ishikawa

I am stationed in the Business Development Department

A Diverse Workforce Engages in Challenges andDiscoveries to Achieve Sustained Growth
Yukako Fukui

Akira Koike

Yuko Ishikawa

Yuki Hiratsuka

Keiichi Fujita

T&D Holdings,
IR Division
Deputy Manager(Original company: Taiyo Life)
Joined: 2015

All Right,
Corporate Department and Sales & Marketing Department
Deputy Manager(Original company: T&D Financial Life)
Joined: 2017 (Mid-career entry)

Pet & Family Insurance,
Contract Maintenance Department
Manager(Proper Employee)
Joined: 2011

T&D Asset Management,
Investment Management Department
Manager(Original company: Taiyo Life)
Joined: 2015

T&D United Capital,
Business Development Department
T&D Holdings, Business Development Department
Manager(Originally from: Daido Life)
Joined: 2003

Moderator

Sustainability Management

Organizational Profile

Priority Theme

1 2 3 4Social Activities

Governance and Internal Control

Management Control

Third-party Opinion

Index

T&D Insurance Group Sustainability Report 2023

Group Employee Dialogue

perspective through advancements in asset management andtangible effects of going paperless makes my job more andimproved returns on investment.

more satisfying.

Fujita The closed book business is positioned as a new
growth business for the Group. We’re seeing expanding business opportunities not just in the U.S. and European markets,— What are your thoughts after transferring to a different
company within the Group?

but in Japan as well. The satisfaction of tackling new challenges
is evident, and this sector now accounts for 20% of the Group’s

Ishikawa

adjusted profit in recent years. This fact makes me realize thatis crucial when starting new initiatives. Our company has em-

it’s becoming an increasingly important part of elevating our cor-ployees who were transferred from other companies within the

porate value. Given the high level of investor attention, I alsoGroup and individuals with a variety of professional experienc-

believe there’s a need for greater clarity in how we communi-

es. This allows for the exchange of views from multiple per-cate this aspect.

spectives, which I find very enlightening. Moreover, in terms of

The closed book business, a new initiative launched in 2020,

Koike

In my previous role as a banker, my job was mainly toutilizing digital technology, I share similarities with Mr. Koike of

involves acquiring and consolidating blocks of in-force policies

sell pre-determined products based on well-established manu-

All Right, and I felt we could exchange ideas on how to antici-

that various insurance companies have discontinued (closed

als and rules. By contrast, my current job at All Right involves

pate the trends of the times and customer needs.

book), with the aim of enhancing their value to generate rev-

a new business venture. We are using digital tools to create

Koike As Ms. Ishikawa pointed out, we both face similar chal-enue. In the European and U.S. insurance markets, there is a

new customer points of contact, all conceived of from scratch,lenges when it comes to utilizing digital tools. At All Right, werising demand to segregate old insurance contracts to improve

which makes for a daily process of trial and error. Although chal-

employ outside specialized human resources with abundant

operational efficiencies, making this an area of focus. Regarding

lenging, the satisfaction of seeing our ideas materialize is ex-

skills and experience in areas such as social media manage-

new partnerships and M&As, I am actively making use of ourtremely rewarding. Incidentally, the name “All Right” was cho-ment and data analytics. We conduct our operations while avail-external network to identify investment opportunities based

sen through discussions among the four of us from the start.

ing ourselves of their expertise as needed.

on the Group’s future growth scenario and business portfolio

As the traditional insurance market contracts due to a declining

Hiratsuka

management, while also strategizing about which companies

population, there’s a growing need to take on challenges in

to engage with and taking steps to execute these investments.

new areas. I believe that embracing new approaches and tools
to discover potential in unexplored areas, and not letting our-— Could you discuss the connection between the gratifi-

selves be constrained by conventional ideas and methods, will

cation you get from your work and the improvement ofenhance corporate value.

corporate value?

Ishikawa At Pet & Family Insurance, we are advancing DX bymaking features like user profile pages easily accessible via the

Hiratsuka

In my experience with integrated Group manage-LINE app. We are adapting existing mechanisms and workflows

ment at T&D Asset Management, I’ve not only enhanced myto align with customer needs, striving to improve customer

management skills, but also expanded the scope of my respon-

convenience and communication.

sibilities. This has enabled me to feel my own personal growth

Additionally, we are pushing for paperless operations andand made my job more rewarding. I believe I’m contributing toother efforts as part of our business innovation initiatives.

enhancing the corporate value of the Group from an operational

Seeing the number of LINE users increase and witnessing the

I believe that embracing change and acting quickly

Being in charge of new responsibilities, I feel I am

65

Sustainability Management

Organizational Profile

Priority Theme

1 2 3 4Social Activities

Governance and Internal Control

Management Control

Third-party Opinion

Index

T&D Insurance Group Sustainability Report 2023

Group Employee Dialogue— What differences have you felt among the Group companies?

Financial Life, and I work alongside transfers from Taiyo Lifeand Daido Life. I believe a large part of the cultural differences

Hiratsuka Though this might be a generalization, Taiyo Life

stems from the distinct business models of each Group com-seems to emphasize a top-down approach that leverages thepany. All Right is a new venture. We aim to create new value

strength of the organization, while Daido Life seems to focus

by leveraging the unique knowledge and experience of eachmore on a bottom-up culture that values individual capabilities.

Group company.

FujitaFor instance, even with documents that share the

Ishikawa To be frank, before becoming a manager, I was sole-

same purpose, I’ve noticed stark differences in focus and lay-ly focused on the task at hand and didn’t give much thought toout between Taiyo Life and Daido Life. I’ve been reminded of

the other companies within the Group. However, after becom-

the fact that it’s not a matter of which is correct, but about

ing a manager and having the opportunity to interact with indi-learning from each other, which makes the integration of theviduals from other Group companies during training sessions

Group even more meaningful. To deepen mutual understanding

and be exposed to a variety of opinions, I not only found it in-learning first and foremost. I feel that my horizons have beenat the organizational level, I believe it’s necessary not only forcredibly educational, but also felt that these insights could be

expanding as I get involved in intricate analyses and decision-individuals to bring back ideas, but also for there to be more

beneficial for our own initiatives.

making related to investments and asset allocations in theopportunities for departments with similar functions to collab-

management of alternative investments, which are consideredorate on common challenges.

tegrated Group management even before stepping into a man-to have a low correlation with traditional assets like stocks andHiratsuka

agerial role.

bonds.

post-transfer, they may not resonate with those who haven’t

FujitaI agree. Even if we articulate these differences

I wish I had been more conscious of the importance of in-

Last year, I participated in the IR activities within the

Another revelation from my experience in moving within theexperienced it themselves. As Mr. Fujita mentioned, I believe

Group for the first time. Hearing first-hand from the manage-

Group is that even though we are part of the same Group, theit’s crucial to figure out how departments can work together

ment about the current conditions and challenges facing thecorporate culture can differ considerably from one company toand deepen collaboration across the Group and beyond.

Group, and receiving candid answers to my questions, served

another in terms of mindset and work methodologies.

Fujitaas an excellent opportunity for me to reevaluate my own work

FujitaI think the environment at Holdings is extremely con-

I was transferred from Daido Life. T&D United Capital

ducive to that effort. As we all work toward achieving theand the Business Development Department at T&D Holdings

mission of the T&D Insurance Group, everyone has come toconsist of individuals from a diverse range of backgrounds,

understand the importance of integrated Group management

including mid-career hires. Everyone brings different perspec-

on a personal level.

tives and approaches to the table. In fact, this experience often

Ishikawa At Pet & Family Insurance, we have been learning

makes me rediscover aspects about the company I originatedvarious methods and know-how from those who transferredfrom. Additionally, the closed book business receives a highfrom Taiyo Life and Daido Life, which has been instrumental indegree of attention from various stakeholders, including share-streamlining our operations. However, after hearing everyone’s

holders and investors, which I find to be a stimulating environ-thoughts, I believe that new insights could be gained if we werement that allows me to elevate my work perspective.

to look at our company from an external viewpoint or gain outside experience. So I’d welcome opportunities for our staff to betransferred to other companies within the Group.
Koike At All Right, I’m the only one who has come from T&D

66

Sustainability Management

Organizational Profile

Priority Theme

1 2 3 4Social Activities

Governance and Internal Control

Management Control

Third-party Opinion

Index

T&D Insurance Group Sustainability Report 2023

Group Employee Dialogue

in the context of integrated Group management. During these

Koike

activities, I also sensed differing viewpoints among participants

company operates under a different business model. In thiscustomer one-on-one attention.

from various Group companies. I believe that if Group companies

context, All Right is venturing into new business areas.

Hiratsuka

were to come together for discussions, it would enhance mutual

Ishikawa

I feel that our Group is one where everyone’s opin-

the Group’s medium- to long-term investment revenue, I wantunderstanding and potentially give rise to new opportunities.

ions are heard and fed back into management, regardless of

to be actively involved in the government’s initiatives for ad-

Hiratsuka The first step in integrated Group management istheir position in the company. This creates a culture where

vanced asset management, as well as in strengthening and ex-

to get to know your colleagues across the Group. However, Ichange is driven by fresh ideas from everyone, and I think that

panding our investment advisory business.

rarely interact with people from other Group companies and am

should be leveraged as one of our strengths.

Fujita The closed book business is a new area in which glob-

I think one of the Group’s strengths is that each Grouplargely uninformed about the kind of work they do. A quick fix
I’ve considered is making effective use of our Group newslet-

range of services through the use of digital tools and give each
In addition to contributing to the improvement ofal expansion is highly anticipated. In addition to speeding up— Finally, could you share your future aspirations?

ters. While they currently feature key topics from each Group

our initiatives as a part of the Group’s overall growth strategy,
I want to focus on developing our organizational structure andcompany, why not have more articles that focus on the chal-

Ishikawa

By aligning my actions with the vision and philosophy

nurturing the necessary human capital. I also aim to identify

lenges faced by various departments or head office depart-being pursued through integrated Group management, I aspirepartners who can collaborate with our Group to create newments, similar to what each company’s in-house magazine

for both the company and myself to achieve significant growth.

growth opportunities and thereby contribute to increasing the

does? This could inform the entire Group about each company’s

Koike

Group’s corporate value.

efforts to improve corporate value.

the Group to explore new markets. I want us to provide a wide

Koike

During my assignment at All Right, I’ve had the op-

portunity to work with people from various Group companies,
which has made me aware of the diverse cultures and work
styles that exist. I believe it is essential to learn about the kindof people who work in other Group companies and what they
are working on through newsletters or other methods.
— What do you think are the strengths of the T&D InsuranceGroup?
Hiratsuka

Our Group’s insurance companies target bothhouseholds and businesses, which I believe places us in a uniqueposition to be highly responsive to societal changes. Because weare not a massive Group, I feel there’s this strong sense of urgency that we must adapt to market changes to survive.
Fujita Among life insurance companies in Japan, our Groupwas one of the first to engage in the closed book business. I
see this as a major strength that we should continue to capitalize on.

I acknowledge that it’s All Right’s responsibility within

67