By realizing a "World of Opportunities" in which our employees all over the world can energetically demonstrate their authenticity and successfully contribute, we will enhance our group corporate value.
We, the Dai-ichi Life Group, continue to take on the challenge to build a brighter and more secure future with the spirit of “By your side, for life”. And this is supported by our strength: our people. They care for our stakeholders and pursue the best for them while continuing to innovate. It is only through the efforts of our people across the Dai-ichi Life Group that we can get closer to the world we aspire to. As the Dai-ichi Life Group grows globally, we continue to open up a world of opportunities for all of our people. We are working collaboratively, strengthening our efforts to develop a path forward together with our colleagues in both overseas and domestic group companies. While respecting the independence of each group company, we learn and work together to create an environment where our people can actively contribute to the creation of our group value, regardless of gender, age, background, or nationality. As part of these efforts, we have created our group employee philosophy in fiscal 2021. Our philosophy describes how we engage and motivate each other to deliver our best work by connecting our people to our purpose, values, and strategy. Through our philosophy we provide opportunities, challenges, and support so that our diverse talents can grow and create value together.
Amid an increasingly complex and ever-changing business environment, human capital is the driving force for implementing our management strategies. The Dai-ichi Life Group's human capital management strategy consists of four pillars: Grow, Belong, Be Well, and Protect. Through our Employee Philosophy Statement, we share our thoughts and feelings, which we have cherished as a lifelong partner for more than 100 years, with employees in 10 countries around the world, including Japan.
To realize a World of Opportunities and enhance corporate value, we are working to develop and strategically allocate diverse human capital while reforming our organizational culture to help employees maximize their potential.
- *1
We classify our DX human talents into three levels: (1) DX user group, (2) DX main group, and (3) DX professional group. Those in the more highly skilled (2) and (3) categories, who can lead our organization and bring about change, are defined as "DX core talents."
- *2
Sum of the Company and Dai-ichi Life
- *3
Sum of line (section) managers and line general managers who head organizations among management positions at the Company and three domestic life insurance companies.
- *4
Sum of the Company, three domestic life insurance companies, and ipet Holdings as of March 31, 2023. Calculated using the standard for calculating the percentage of employees taking childcare leave, etc., the disclosure of which is mandated (announced under the revised Child Care and Family Care Leave Law, effective April 2023). Results exceeding 100% are disclosed as 100%.
- *5
Sum of the Company and three domestic life insurance companies (excludes *2-*4 and global job postings)
Initiatives to improve employee engagement
Employee engagement
Employee engagement is our important indicator to understand how our employees work proactively. It is also important for improving corporate value because it relates to not only productivity and corporate performance but also improving CX, which is a core Group strategy.
The Company and the three domestic life insurers introduced engagement surveys in 2021, conducting pulse surveys monthly last year and bimonthly this year. We have also been working actively to improve engagement, leading to improvement in the overall score.
Category-specific scores and improvement efforts
The surveys are conducted by an external research company.
Since an incident of fraud was uncovered at Dai-ichi Life, we added an original question about "sense of change," which indicates the degree of change employees feel in our corporate culture and atmosphere. The score for this question improved significantly over the past year. In addition, we achieved improved scores in five of the nine categories, indicating that our engagement efforts are paying off.
On the other hand, the score for "corporate philosophy," which indicates the level of understanding and empathy for our business direction, remained mostly unchanged. Therefore, we will continue pursuing initiatives to deepen understanding and empathy for our management strategy by providing opportunities for dialogue between employees and management, such as town hall meetings and small-group talks with executives
●Case study Improving engagement from the bottom up (Actuarial Dept., Dai-ichi Life)
We believe that sharing and working toward the common goals of both our organization and each individual employee will lead to greater engagement. Accordingly, we are paying particular attention to human capital development and organizational culture, which we regard as "two cornerstones for business execution." To continue these efforts as an organization, in April 2022 we established the DSR Committee within the Actuarial Dept., which meets once a month to monitor progress and share good practices. Under this committee, we also formed three project teams (focusing on human capital development, organizational culture, and business execution, respectively) to study specific measures.
●Case study Fostering a sense of unity through interaction across departments and positions (Dai-ichi Frontier Life)
To foster a greater sense of unity, we hold small-group town hall meetings with the president, "cross 1 for 1" dialogues that transcend departments and positions, and roundtable discussions with young employees and career hires. In our engagement surveys, we are beginning see good results, including a five-point year-on-year improvement in the "interdepartmental cooperation" score in the "corporate culture" category. We also send questionnaires to participants of these small-group forums in an ongoing effort to improve engagement.
Note: Fourteen town hall meetings have been held, attended by around 240 participants.
Grow (Dai-ichi Life Group's human talents development)
To enable employees to continue developing new skills and motivation, the Group works to create an environment where individual employees are encouraged to grow and everyone can improve and create new possibilities for each other. In particular, we believe that it is necessary for employees to always think of customers, consider their own careers, and work autonomously. With this in mind, we hold "1 for 1" meetings (Dai-ichi Life version "one-on-one"), an initiative by supervisors to support the growth of subordinates. These meetings have permeated throughout the Company as a forum for employees to connect their desires and aspirations to their personal career development.
We are increasing our investments in employee training each year to address rapid changes in the business environment both in Japan and overseas. As people's behavior and values change, we always focus on what our customers want and help our employees shape their own aspirations and continue improving themselves through acquiring a variety of skills and experiences.
| 2021 | 2022 | 2023 |
| ¥440 million | ¥500 million | ¥660 million (plan) |
*Investment in self-development support and Company-initiated training, including internal and external online training, undertaken by in-house employees. Approx. ¥61,000 per employee. (Excludes investments in individual initiatives by each division or in sales staff, such as sales representatives.)
Major initiatives
- 1for1 (Dai-ichi Life version of one-on-one)
- Talent management program
- Career design training by generation
- My Career program (internal recruitment)
- Secondary jobs inside and outside the Company
- Future leadership development program
- DX talents development program
- Global Job Posting program
- Global leadership development program
- Self-development program
(language training, Udemy, DL NetCollege, etc.)
Domestic and Global Talent Management Programs
One of our management strategies is to work continuously to identify and develop next-generation leaders. Therefore, we continue implementing various processes for each major position, from identifying candidates, external assessment, and periodic talent reviews throughout year to development and monitoring. Through this management cycle, we also actively appoint external talent to the positions of directors and other key organization managers to address changes in the business environment.
Capacity Development Programs
| Name of the program | Global Human Resource Development Program | DX Human Resource Development Program |
|---|---|---|
| Description |
To secure human resources who can work globally, we continuously provide opportunities for growth through overseas study and traineeships, as well as initiatives to improve practical global business skills. We also provide programs utilizing the open recruitment system so that employees interested in overseas business can voluntarily develop their careers. The specific programs are as follows;
|
We believes that spreading digital thinking among all employees and achieving digital democratization will enhance the Dai-ichi Group's competitiveness, and therefore offers several programs to encourage all employees to improve their digital skills. In addition, we categorize DX human resources by level, define the level that all employees should reach as DX human resources, and set a target for the number of employees to reach this level each year. Details of the programs are as follows; < Off the Job Training > Provides a basic training program that includes:
< On the Job Training > Implemented a selective DX expert human resources development program: The program provides participants with the opportunity to experience the process of creating a PoC plan based on issues in their departments. |
| Program objectives Business benefits of the program |
The Global Human Resource Development Program aims to produce a steady stream of global human resources with specialized skills and management capabilities to support overseas business development, and is a program to develop human resources that are critical to the execution of management strategies. The current medium-term management plan aims to achieve an overseas profit share of 40% in the insurance domain by 2026, and in the non-insurance domain to expand new businesses through strategic investments and M&A, including overseas. In order to achieve these goals, we believe that developing and securing global human resources is important and directly related to increasing corporate value. | Develop human resources who can utilize digital to solve internal and external issues and achieve business model transformation and business efficiency improvement. The use of digital skills is essential for creating customer experience value that goes beyond the insurance field and for improving internal operational efficiency. The improvement of customer value and the improvement of operational efficiency through the use of digital skills will directly lead to the enhancement of our corporate value. |
| Quantitative Impact on Business Quantitative impact of business benefits (monetary or non-monetary) |
In 2023, there were 40 applicants for the Overseas Open Enrollment Program. In addition, there were 167 managers with a certain level of English communication skills (Pool Ⅰ) and 314 mid-level managers with a certain level of English communication skills (Pool Ⅱ). Through the implementation of the training, the total number of Pool Ⅰ and Ⅱ increased by 18% compared to the previous fiscal year. |
Cumulative number of IT Passport exam passers (2021-2023): 2,387 The IT Passport is one of Japan's national examinations for information processing engineers, and is one of the indicators of our DX human resource development. The increase in the number of employees passing this exam through training suggests an improvement in the digital skills of our employees, which is linked to an increase in our corporate value. |
| % of employees participating in the program | 8.0% | 41.0% |
Domestic and global public recruitment system
To help employees achieve their career ambitions, we provide opportunities for them to demonstrate their strengths.
In Japan, we introduced the My Career program to encourage employees to think about and shape their own careers autonomously. We also offer a wide range of positions in companies inside and outside the Group that enable employees to work in diverse fields beyond insurance. The number of open positions, applicants, and successful candidates is increasing every year, and the "era of employees choosing their careers" is becoming a reality.
Globally, we launched the Global Job Posting Program, which encourages employees to raise their hands for global opportunities to demonstrate their expertise across countries. The number and scope of applications have expanded, with applicants from the United States, Australia, Singapore, and India applying for postings in Japan, Singapore, India, and the United Kingdom. This helps us create a culture in which group people grow together, enhance each other, and support each other's success.
Japan: My Career Program (as of April)
| 2021 | 2022 | 2023 | |
|---|---|---|---|
| Number of job postings | 175 | 222 | 301 |
| Number of applicants | 188 | 302 | 371 |
| Number of successful candidates | 73 | 93 | 141 |
～Employee voices～
TAL, Head of Cyber Transformation, Information Security and Cyber
Samer Fouani
(Participation in the Global IT Collaboration project)
I have the opportunity to challenge myself, consider effective ways to work at scale, and think outside the box. I feel that I am part of a global team as a project leader.
～Employee voices～
Star Union Dai-ichi Life
Manager
Ashok Kumar Sharma
(Participation in the Innovation Fund project)
This opportunity helps me in lot of ways at personal as well as career level. In addition to strengthening my skills and knowledge about working globally, it has given me the opportunity to think about our industry at the social level and prolonged information horizon towards industry.
Type of individual employee's evaluation
Our Performance Appraisal System
| Title | Frequency | Details |
|---|---|---|
| Individual Performance Evaluation | Three times a year Beginning, middle, end of the fiscal year |
At the beginning of each fiscal year, a meeting is held between the supervisor and the employee being evaluated. At this meeting, the goals to be achieved by each employee during the year and the specific level of achievement of those goals are reviewed. The goals are a breakdown of the goals of the organization to which the individual belongs. At the September interview, we follow up on the progress of the goals set at the beginning of the fiscal year. At the end of the fiscal year, the status of achievement is reviewed at the end of the fiscal year interview. |
| Performance evaluation for each organization | Once a year End of the fiscal year |
Each division sets multiple organizational goals based on our medium-term management plan and evaluates the degree of achievement of each goal at the end of the fiscal year. As described in "Individual Performance Evaluation," individual goals for each employee are set based on organizational goals, and the results of the overall evaluation for each division are reflected in the employee's bonus. |
| 360-degree review | Once a year End of the fiscal year |
This is a multifaceted survey system in which a single employee is observed by multiple parties in various positions, such as colleagues, subordinates, and employees with whom the subject has business contact. The purpose of the survey is to help the subject himself/herself understand the gap between the results of observation by multiple observers and the subject's own perception, and to encourage further awareness, action, and self-improvement. |
We conduct "1 for 1 (Dai-ichi Life's version of 1 on 1)" with the aim of supporting the autonomous growth of employees through the work of the above evaluation system and the building of a relationship of trust with their superiors. In addition to the above-mentioned "Individual Performance Evaluation" meetings, which are held three times a year, 1for1 meetings are held at least once a month for 15 to 30 minutes on an ongoing basis. This is a system to share common understanding of goals, status, and areas for improvement.
In addition to this, we have introduced a share-based compensation program for employees, and we also set the relative total shareholder return (TSR) as one of the factors to determine the amount of contingent salary. The Company has adopted a system whereby employees' contingent salaries fluctuate according to their relative TSR ranking over the most recent three years, thereby providing employees with an incentive to increase the value of the Company over the long term.
The stock compensation plan for employees is for members of the Employee Stock Holding Association, and this association is open to all employees*, including sales representatives.
- *
This is applicable to those who have entered into an employment contract with Dai-ichi Life. Part-time contract employees are excluded.
Belong
We are accelerating our Diversity, Equity & Inclusion (DE&I) efforts aimed at creating a world where people with diverse values, perspectives, abilities, experiences, and expertise can share their opinions, demonstrate their collective strengths, and participate in decision-making. In addition to increasing the ratio of women in management and other decision-making positions, we are working to increase the ratio of mid-career hires to head our organizations in Japan. We also encourage diverse people to make decisions that change our organizational culture.
I believe that creating a working environment and culture where employees can work with vigor and high motivation, and where they can make the most of their diverse personalities and maximize their abilities, will lead to the sustainable growth of the Company. In this time of rapid changes and diversifying customer needs, we will raise the quality of decision-making from the perspective of diversity, thereby making it easier and more rewarding to work, and thus create a strong group of human capital.
Key measures
- Training for females by layer
- "Cross 1 for 1" meetings with executives and department heads to develop female leaders
- Exchange meetings with female role model
- Targets for ratio of female leaders by layer and succession planning
- Advancement of people with disabilities
- Global DE&I activities
- Onboarding support for mid-career hires
- Communications to promote DE&I within the Company
Promoting the advancement of women
The domestic Group companies are stepping up efforts to achieve a 30% ratio of female executives by 2030. In addition to enhancing training by layer, department directors make sure that 30% of the candidates for each management post in their departments are women. As an opportunity to see and develop candidates directly, department directors also have 1 for 1 meetings with candidates from departments with which they do not normally have contact on a regular basis.
Other Group companies are also promoting the advancement of women. For example, TAL holds a company-wide Female Leaders Sponsorship Program to develop female leaders. Under the program, female employees selected as candidates for leadership positions spend six months working on assignments while developing a business sense and managerial perspective. By having directors and department heads acting as sponsors, participants can enhance their personal brand, boost their confidence, and build cross-functional relationships with management. The program also provides an opportunity for management to understand potential next-generation female leaders and foster a culture of sponsorship. As a result of this program, TAL has increased the percentage of female leaders to more than 40% (as of 2023). By learning from each other's successful initiatives, we also promote synergies within the Group.
～Voices of Cross 1 for 1 and Female Sponsorship Program participants～
Line Manager, Neo First Life
Noriko Matsuda
In my 1 for 1 sessions with Executive Officer Atsuko Ochiai, who has a different division and career from me, I received advice from multiple and objective viewpoints, which broadened my knowledge and perspective and taught me how to work in a different way than before. I had just arrived in a new department where I had no experience and little knowledge or relationships, so Ms. Ochiai's advice on how to manage and gather information and tips on negotiating were very useful in my new job. It was also a good opportunity to think about what I need to learn in the future.
Executive Officer
Atsuko Ochiai
Ms. Matsuda had just been transferred from a line manager position to a field in which she had no experience and was trying to understand the situation and identify issues. In our 1 for 1 sessions, she talked with a smile on her face from start to finish, which left an impression on me. Each time, I asked her to share her concerns and challenges, we spent time together thinking about the next steps. As the sessions progressed, she became more familiar with the workplace, expanded her perspectives, and steadily gained confidence. The opportunity to hear diverse perspectives and workplace situations was a learning experience for me as well.
TAL, General Manager
Samantha Holt
My sponsors were so keen to be a part of this program and it showed in the time they spent meeting with the participants and providing valuable insights and advice. It was fantastic to be able to dedicate some time to our personal and professional development in our otherwise busy workday. I also learned a lot about how to leverage more from professional relationships especially sponsorship, the importance of our personal brand. It was a very meaningful experience.
Reference data for expanding the female leadership base
| Percentage of females hired as new graduates(*1) | 49% |
|---|---|
| Percentage of female career hires(*1) | 62% |
| Percentage of female career hires in management positions(*1) | 30% |
| Percentage of females in management positions(*2) | 29.3% |
| Percentage of female organization managers(*3) | 18.5% |
| Percentage of female executives(*4) | 13.4% |
- *1
Sum of in-house positions of the Company and three domestic life insurance companies
- *2
Sum of the Company and three domestic life insurance companies
- *3
Sum of line (section) managers and line general managers who head organizations among management positions at the Company and three domestic life insurance companies
- *4
Total of the Company and Dai-ichi Life
Be Well
By practicing "health management" that helps improve the health of customers, local communities, and society, the Group aims to foster the well-being of all people. Here, the well-being of our employees is paramount, and for this reason we must continue and strengthen our workplace health and safety initiatives while creating a worker-friendly environment and culture. We contribute to the Group and society by emphasizing the well-being of our employees and our organizational culture of overcoming challenges in a positive manner.
Major initiatives
- Subsidies for physical examinations and various cancer screenings
- Nationwide mammography bus tours
- Seminars on employee safety and health
- Promoting use of QOLism (health promotion smartphone app)
- Provision of self-care tools
- Encouraging uptake of parental leave by males
- Strengthening support system for balancing childcare and work
- Full-remote working arrangement
- Leave of absence system to support diverse work styles
Encouraging male employees to take parental leave
Since 2022, we have been pursuing our goal of 100% of male employees taking at least one month of accumulated parental leave. This initiative goes beyond legal compliance and includes raising awareness through pre-fatherhood education seminars to help male employees be close to their partners after childbirth or at the peak of childcare anxiety and proactively engage in childcare and housework. Here, superiors and subordinates together make written parental leave plans, with employees granted up to 20 days of paid leave. We also hold "family-friendly boss seminars" for upper management and work to create a mutually supportive work environment by gaining the understanding and cooperation of diverse employees.
～Employee voices～
Assistant Manager, Dai-ichi Life
Junya Hasegawa
During the parental leave period, I gained a full range of childcare experiences and acquired solo-parenting skills. Raising a child is a challenge that people cannot understand without experiencing it. The experience changed my appreciation for my partner and my own approach to child-rearing and family. In terms of work, I am now more conscious of efficiency than before and strive to achieve better results in a limited amount of time. If I hear that a colleague's partner is pregnant, I would encourage him to take parental leave without hesitation.
Length of parental leave available to males: (1) immediately after childbirth, and (2) taken in portions when partner returns to work (31 days in total)
Seminars on employee health and safety
To help employees work safely, healthily, and vigorously, we provide support for (1) disease prevention, (2) prevention of serious illness, and (3) mental health measures. This support includes hosting training and interviews by our occupational health staff, as well as a wide variety of seminars. We also promote the health of our customers and local communities through seminars and other programs conducted by the National Center and the Dai-ichi Life Research Institute. In fiscal 2022, we co-hosted a panel discussion with participants from other companies, outside experts, and our own management on the theme of hormonal disorders common to both men and women. This provided a valuable opportunity to consider the importance of viewing health as a workplace issue and creating comfortable working environments.
Main health-related seminars
- Women's health and compatibility with diseases specific to women
- Hormonal changes and menopause
- Mental health measures
- Sleeping well
- How to read health checkup items
- Treating various types of cancer
- Dementia
- Frailty
- Dietary habits
Protect
Committed to building a sustainable society, now and into the future, the Group supports its customers, local communities, and all employees.
The Group's core business is life insurance, which has a high social and public influence. Therefore, one important pillar of our human capital management strategy is to encourage employees to engage in activities aimed at building a sustainable society. By providing employees with opportunities to contribute to more customers and local communities, we foster the advancement of such communities.
Companies in the Group are pursuing measures in line with themes that align closely with the life insurance business, such as health promotion, environmental protection, and the creation of a next-generation society. In these ways, they are expanding efforts to build a sustainable society with deep roots in each country and region.
Major initiatives
- Community contribution activities at each location
(volunteer work, children's cafeteria, support for women in poverty, financial literacy education for local children, etc.) - Health and medical seminars held throughout Japan
- Environmental protection activities
- Corporate hometown tax program (temporary staffing)
- Local women's exchange meetings
- Community contribution through employee health promotion and environmental protection activities
- Participation in the Ministry of Health, Labour and Welfare's Corporate Action Program for Promoting Cancer Prevention
Career rotation to other companies (temporary staffing under the corporate hometown tax program)
From 2022, we started participating in the "corporate hometown tax program (temporary staffing)" as an initiative to address regional issues throughout Japan. As of June 1, 2023, we had dispatched 67 employees in a wide range of positions in 64 local governments. In recognition of these efforts, we received the Minister's Award for the Fiscal 2022 Taxation System to Support Regional Development (corporate hometown tax program) from the Cabinet Office.
The dispatched employees are engaged in work that helps resolve local issues, such as tourism promotion, childcare support, and improvement of local welfare, thereby contributing to regional and social sustainability. By participating in this program, we will promote collaboration based on a three-way "win-win" situation for local communities, our employees, and our company.
～Employee voices～
Tourism Promotion Division, Tourism Bureau,
Nara Prefectural Government
Shoko Nakamura
I am in charge of promotion activities aimed at attracting visitors to Nara Prefecture. In my job, we take advantage of Nara's strong tourism resources, such as shrines, temples, and history. We also engage in accommodation promotion projects by highlighting the appeal of Nara's cuisine. In addition to outcomes, we need to appreciate the social significance and impact of projects implemented by public agencies. This gave me a different learning experience from that of Dai-ichi Life and opened a new avenue to my personal growth.
Contributing to local communities through employee health promotion activities
Under the slogan "Healthy to Connect-Healthy to Love," Dai-ichi Life Vietnam is conducting a virtual run event called "Dai-ichi Life-The Route of Love" as part of its strategy to promote people's health and well-being. Under this initiative, participants record more than 50 sports, such as swimming and yoga, on a smartphone app aimed at improving their health. Based on the distance they walk or run, they also donate money to plant trees and help those in need. The event was held in four major Vietnamese cities, with a total of 24,475 participants (customers, personal representatives, and Dai-ichi Life Vietnam employees from all over the country). The distance covered was 8,567,551 kilometers, which was recognized by the Vietnam Records Organisation (VietKings) as the longest-distance virtual sporting event and raised approximately 5 billion dong (¥30 million). Through these activities, we help people maintain healthy and happy lives.
Health Management and Occupational Safety and Health
Improvement of employee health
Basic Concept
The founder of Dai-ichi Life, Kotaro Yano, said, "Give full consideration to the health and hygiene of your employees." Therefore, since the company's founding, our group has fostered a culture that values the health of our employees. Furthermore, through our life insurance business and other activities, we have been conducting business that contributes to the health of not only our employees, but also our customers and local communities. We will continue to practice health management based on the spirit of our founding, and contribute to the health and well-being of each and every one of our employees.
Click here for an introduction to the health management initiatives of The Dai-ichi Mutual Life Insurance Company, Ltd.
Health Management Statement
The Dai-ichi Life Group has made clear both internally and externally its commitment to promoting health management by establishing "Dai-ichi Life Group Health Statement" in 2011 and the Basic Policy on Health Promotion in 2013. We will continue to contribute to the health and well-being of each and every one of our employees based on "the Group Code of Conduct" and "Dai-ichi Life Group Health Management Statement", which were both updated in 2024.
< Dai-ichi Life Group Health Management Statement >
< Health Promotion Basic Policy >
Occupational safety and health
-
Occupational Health and Safety Policy
Dai-ichi Life complies with the Occupational Health and Safety Law and other relevant laws and regulations by applying the Safety and Health Management Regulations, which were established by the approval of the Board of Directors, to all employees and organizations. We also aim to maintain a well-being workplace environment through safety and health activities. The Health Committee, attended by industrial physicians, health managers, and worker representatives, meets regularly to set and prioritize health issues, occupational accidents, and other occupational health and safety targets based on an annual plan for health and safety and mental health promotion, and to monitor performance and promote initiatives to achieve these targets. We also monitor performance and promote initiatives to achieve these targets. In addition, in cooperation with the Internal Audit Department, Risk Management Department, and others, the Company conducts internal control self-assessments (CSA) to ensure that work management rules (appropriate working hours, leave taking, etc.) are complied with and that the Health Committee is properly convened to verify reliable efforts.
Promotion System
Under the leadership of the CHRO, we are working to improve the level of initiatives led by the person in charge of health management promotion in the Human Resources Unit. Specifically, we are promoting various measures based on health issues by collaborating with internal and group companies, health insurance unions, worker representatives, and others, and by implementing the PDCA cycle. In addition, each business site has a person in charge of promoting occupational health and safety activities and health promotion initiatives, such as a work management supervisor and health supervisor, who work together with industrial physicians, public health nurses, and the Health Promotion Group Secretariat to implement initiatives. The PDCA cycle is used to promote health management initiatives and the improvement of occupational health and safety by regularly consulting with the CHRO, various committees, health insurance association meetings, health committee, worker representatives, etc., regarding health issues, measures, promotion status, etc. Sustainability Officer chairs the Group Sustainability Promotion Committee, which reports on health management initiatives and implements the PDCA cycle. Members of the Health Promotion Group are also working to enhance their expertise by acquiring qualifications as occupational health consultants and health management expert advisors.
Connection Goals and Measures
Aiming to realize employee well-being, the Dai-ichi Life Group has established indicators based on the Health Management Strategy Map and implements health measures accordingly. In addition, based on the concept of occupational health and safety management system, we are working on measures to ensure, maintain, and improve a healthy and safe working environment. In order to enhance the effectiveness of these measures, we implement the PDCA cycle and conduct periodic reviews, including the effectiveness of the measures, to promote the improvement of the level of health and occupational safety and health of our employees and the organization. In addition, we regularly identify and assess risks related to occupational health and safety, such as accidents, incidents, diseases, and pandemics. We prioritize countermeasures against significant risks identified through this process, and work to prevent recurrence by implementing a PDCA cycle for health measures, including collaboration or consultation with the CHRO and related committees, and by providing regular training and information on accident prevention to employees.
< Health Management Strategy Map >
Key Initiatives
We believe that for each employee to work with a sense of "fulfillment" and "purpose," it is crucial to lead a healthy daily life. Therefore, we are continuously working towards implementing health management practices. Led by the management team, we aim to create a workplace with high psychological safety, where every employee can be themselves and perform to their fullest potential.
Moreover, the rapid changes in work styles, triggered by telework and other factors in recent years, have led to an increase in lifestyle disease risks and changes in workplace communication. Consequently, we have identified "Lifestyle Disease Prevention" and "Mental Health Measures" as our key initiatives. We are dedicated to these initiatives to achieve employee well-being.
Initiatives
Health Examination/Health Guidance
We are working on early response to lifestyle-related diseases and prevention of serious illnesses by thoroughly recommending employees to undergo reexamination after regular health checkups and health guidance as well as providing full support for specific health guidance conducted by the health insurance association.
| 2019 | 2020 | 2021 | 2022 | 2023 | 2026 Target | ||
|---|---|---|---|---|---|---|---|
| Primary Health Checkup Rate | 99.8% | 99.6% | 99.8% | 99.9% | 99.9% | 100.0% | |
| Secondary Health Checkup Rate | 86.4% | 81.3% | 85.7% | 87.8% | 87.8% | 100.0% | |
| Post-Checkup Health Guidance Implementation Rate | 90.5% | 100.0% | 100.0% | 100.0% | 100.0% | 100.0% | |
| Specific Health Guidance Completion Rate *DL General Insurance Only |
90.5% | 90.1% | 93.1% | 91.1% | *7 | 90.0% | |
| Percentage of Employees Maintaining Proper Weight*1 | Men | 68.2% | 67.0% | 67.6% | 67.4% | 67.2% | 72.0% |
| Women | 74.1% | 73.5% | 74.0% | 73.9% | 73.5% | 81.0% | |
| Percentage of Employees Fully Rested from Sleep*2 | Men | 82.1% | 87.3% | 85.6% | 86.1% | 84.6% | 75.0% or more |
| Women | 70.8% | 78.8% | 74.9% | 75.0% | 74.3% | 75.0% or more | |
| Percentage of Risky Drinkers*3 | Men | 14.5% | 13.4% | 12.7% | 14.2% | 13.2% | 13.6% |
| Women | 17.2% | 17.4% | 16.9% | 17.9% | 17.9% | 16.9% | |
| Percentage of Employees with Blood Pressure Risk*4 | 0.5% | 0.5% | 0.4% | 0.4% | 0.4% | 0.0% | |
| Percentage of Employees with Blood Sugar Risk*5 | 1.0% | 0.9% | 0.9% | 0.9% | 0.9% | 0.0% | |
| Percentage of Employees with Lipid Risk*6 | 17.2% | 18.3% | 17.1% | 16.1% | 14.9% | - | |
- *1
Percentage of employees with a BMI under 25
- *2
Percentage of employees who responded "1. Fully rested" or "2. Fairly rested" regarding sleep
- *3
Percentage of employees consuming 40g or more of pure alcohol per day for men, and 20g or more for women
- *4
Systolic blood pressure of 180 mmHg or higher / diastolic blood pressure of 110 mmHg or higher
- *5
HbA1c of 8% or higher
- *6
Percentage of employees who were judged to "need a hospital visit or a full medical examination" for lipids
- *7
Currently Implementing
Cancer screening
We are also making efforts to improve the screening rate for various types of cancer, and provide full subsidies for the cost of screening. In particular, since approximately 90% of our employees are women, we are working to create an environment that makes it easier for them to receive breast cancer screenings by, for example, providing mammo buses to approximately 320 locations nationwide. The cost of the mammo bus in FY2023 was 187 million JPY. In addition, to increase the cervical cancer screening rate, we are stepping up efforts, led by specialists, to distribute videos on the HPV vaccine and the latest information on cervical cancer.
Mammo buses running nationwide
| 2019 | 2020 | 2021 | 2022 | 2023 | 2026 Target | |
|---|---|---|---|---|---|---|
| Stomach Cancer Screening Rate | 47.8% | 47.0% | 46.7% | 46.5% | *To be released in Sep 2025 | 60.0% |
| Colorectal Cancer Screening Rate | 78.6% | 79.9% | 80.3% | 81.0% | *To be released in Sep 2025 | 80.0% |
| Breast Cancer Screening Rate | 71.8% | 71.7% | 72.3% | 77.1% | *To be released in Sep 2025 | 80.0% |
| Cervical Cancer Screening Rate | 33.6% | 33.1% | 34.9% | 36.5% | *To be released in Sep 2025 | 60.0% |
Health literacy
< Mental and Physical Health >
Every year, we conduct self-care training for all employees and line-care training for managers, followed by a test to confirm their level of understanding. Health seminars are held by public health nurses from Group companies, covering topics such as disease prevention, lifestyle, nutrition, exercise, and mindfulness. QOLism, a health app for which more than 80% of employees are registered, provides online seminars and videos on exercise, as well as information on diet, sleep, stress, and other topics. In addition, we have recently held seminars for management and employees by the chairman of the National Center of Neurology and Psychiatry, with whom we have a comprehensive partnership, to promote proper understanding of preventative measures and illnesses to create a better work environment.
| 2019 | 2020 | 2021 | 2022 | 2023 | 2026 Target |
|
|---|---|---|---|---|---|---|
| Self-care training participation rate*1 | 96.1% | 96.3% | 95.1% | 98.0% | 98.1% | 100.0% |
| Line care training participation rate*2 | 96.3% | 95.8% | 95.2% | 93.6% | 95.5% | 100.0% |
- *1
Content: Balancing family and medical treatment, healthy lifestyle, stress management, women's health, etc.
- *2
Content: Mental health/line care, support for balancing work and family, women's health, self-care for subordinates
< Balancing Health and Work >
Since the Dai-ichi Life Group has a high percentage of female employees, we consider women's health to be one of the most important health issues. We conduct various seminars to help employees build a career that is unique to them by deepening their understanding of women's specific health issues and treatment, and improving their own and others' literacy.
< Themes for the fiscal years 2021-2023 >
Women's cancer / uterine disorders / premenstrual syndrome / dysmenorrhea / menopause / infertility
Menopause in men and women / Fertility treatment and egg freezing / Male menopause
< Joint seminars with other companies >
In FY2022, we co-sponsored a seminar with other companies that took menopause, a common symptom shared by many men and women, as a starting point, and mixed it with a panel discussion by outside experts and management. A wide range of employees, regardless of gender or age, participated.
< Dai-ichi Life Insurance WOMAN's Day >
In FY2023, Dai-ichi Life Insurance WOMAN's Day was held in conjunction with International Women's Day and Women's Health Week. By having the Group CEO take the stage and holding a talk event with a speech by an expert and the president of a business company, we provided an opportunity for each employee to think about "how to live and work in their own way" and "what support they can provide to the colleagues they work with," from their own, their supervisors', and their colleagues' perspectives. Surveys show that 96% of participants are satisfied with the program. (Based on a questionnaire conducted after the event.)
Efforts to Address Women's Health Issues
Exercise and diet
In fiscal 2016, we introduced a "healthcare point system" to provide incentives for each employee's efforts to improve their health, and in October 2021, we shifted to "QOLism", a new health promotion app developed by a Group company, to promote employee health by holding company-wide team competitions and other walking events, recording meals, measuring abdominal circumference, and providing a variety of other content, The application is helping employees improve their health by holding walking events such as company-wide team competitions, and by providing various contents such as diet records, measurement of abdominal circumference, and exercise. According to a survey of users, 89% of them improved their exercise habits by using the app. Similarly, 71% improved their eating habits through the application.
| 2019 | 2020 | 2021 | 2022 | 2023 | 2026 Target | ||
|---|---|---|---|---|---|---|---|
| Health Care Point Enrollment Rate | 62.7% | 76.7% | 73.9% | 79.4% | 80.6% | 80.0% | |
| Percentage of people who are regular exercisers*. | Men | 45.8% | 54.5% | 53.6% | 55.0% | 54.4% | 50.0% or more |
| Woman | 32.5% | 38.1% | 36.0% | 36.2% | 34.9% | 40.0% | |
- *
Percentage of employees who have been exercising for at least 30 minutes, twice a week for at least one month.
Smoking cessation support
We have designated the days that fall on a "2" (2nd, 12th, and 22nd) of each month as "No Smoking Days" and actively conduct anti-smoking awareness activities, such as posting posters to remind employees of the importance of quitting smoking. We also provide support for employees who wish to quit smoking by offering an app-based smoking cessation support program and subsidizing all out-of-pocket expenses for smoking cessation visits.
| 2019 | 2020 | 2021 | 2022 | 2023 | 2026 Target |
||
|---|---|---|---|---|---|---|---|
| Percentage of Smokers | Men | 29.5% | 27.7% | 27.9% | 27.3% | 27.7% | 23.0% |
| Women | 24.4% | 23.7% | 22.8% | 22.2% | 21.9% | 20.0% | |
Mental Health and Engagement Improvement
With the aim of achieving the well-being of all employees, we have positioned "mental health measures" as one of our key initiatives. We believe that promoting these initiatives will also lead to improved engagement. For details of the engagement score, please refer to "The ultimate evaluation indicator for health management".
< Domestic Examples >
As a result of stress checks conducted every year, we offer interviews with doctors and consultations with public health nurses to employees with high levels of stress, and also provide the results of workplace-based analysis to the head of the department. In addition, through efforts to raise employees' awareness of stress and encourage self-care, we strive to prevent deterioration and recurrence of stress by early detection and early response. In addition, we are working to improve communication within the workplace through regular "1 for 1"*1 meetings between supervisors and subordinates, and we provide 1 for 1 training to supervisors as part of our efforts to strengthen management skills.
| 2019 | 2020 | 2021 | 2022 | 2023 | 2026 Target |
|
|---|---|---|---|---|---|---|
| Stress Check Participation Rate | 83.4% | 84.5% | 83.8% | 81.2% | 86.3% | 90.0% |
| Percentage of High-Stress Employees | 16.6% | 11.1% | 13.5% | 14.9% | 14.7% | 10.0% |
In addition, we have made the "KOKOROBO®" (an online mental health care system using smartphones and PCs) provided by the National Center of Neurology and Psychiatry (NCNP) known throughout the company to prevent mental health problems and provide early treatment for those who have mental health problems.
In addition, in order to further contribute to solving issues related to mental health, we are participating in a collaborative project with NCNP entitled "Development of a Mental Health Platform Using the 'KOKOROBO-J' Remote Mental Health Care System for All Ages and Nationwide Implementation Bases"*2.
In addition, we offer a range of welfare benefits as part of our efforts to improve employee engagement. One example is the “Benefit Station” provided by Benefit One, Inc., which joined our group in 2024. This is a membership-based discount service, and we have introduced it as a welfare benefit system for all employees*3, including not only office-based workers but also sales representatives.
- *1
Name of Dai-ichi Life's version of "1 on 1 meeting"
- *2
- *3
This is applicable to those who have entered into an employment contract with Dai-ichi Life. Part-time contract employees are excluded.
< Example of an Overseas Representative Case Study >
Protective Life Corporation (PLC) offers a comprehensive range of benefits that support wellbeing, including office amenities, and will introduce a more comprehensive Employee Assistant Program (EAP) with a new provider in 2022. The EAP offers a variety of measures to help employees and their families improve their mental health, from in-person counseling to online therapy. We also leverage information provided by EAP providers from peer engagement survey results to support employees' personal and professional development. This is double the typical usage rate of similarly sized companies in the same industry.
Against long working hours
Employees, including managers, who work in excess of a certain number of hours are interviewed by industrial physicians to check their overall health status, and when necessary, the human resources department collaborates with the head of the division to which they belong. In addition, the Company implements appropriate work management through periodic monitoring in cooperation with the Internal Audit Department. The status of monitoring and appropriate work efforts are reported to the CHRO on a regular basis to promote appropriate working hour management.
Infection control
In preparation for emergencies such as pandemics, we conduct annual in-house training on infectious diseases and have prepared related regulations, standards, action plans, stockpiles, etc., which are reviewed on a regular basis. In addition, in accordance with the Infectious Disease Control Law, we issue internal notifications of standards for responding to outbreaks of infectious diseases such as tuberculosis, measles, and rubella, and ensure that timely and appropriate reports are made to our administrative office to prevent the spread of infection and ensure stable business continuity. In the event of a pandemic, an Infectious Disease Response Headquarters consisting of management, corporate planning, human resources, and occupational health staff was established to flexibly discuss the situation and implement various measures based on the Business Continuity Plan (BCP).
Occupational Accident Countermeasures
Major occupational accidents at our company (about 80%) are mainly caused by stumbles and falls on station stairs and roads while commuting to and from work or while out of the office, and no serious accidents have occurred. In addition, we have not received any citations for serious violations of laws and regulations from the Labor Standards Inspection Office or other relevant authorities. In addition to taking timely measures to ensure safety and eliminate risks through regular workplace inspections at workplaces by industrial physicians and health managers, risk factors are regularly identified based on the results of analysis of the occurrence of occupational accidents, and recurrence prevention education is provided to all employees. In light of the recent increase in telework, guidance on the working environment for telework is also included in the training opportunities. These are investigated and discussed by the Health Committee in order to prevent occupational accidents. In addition, the company regulations stipulate that the company must accurately and in detail ascertain the circumstances of the accident and the treatment of the person involved, instruct appropriate measures in accordance with the details of the accident, and promptly report the accident to the department in charge. Based on the details of the report, the company identifies the cause of the accident by interviewing the victim and conducting an investigation, and submits a report to the Labor Standards Bureau as required. Regarding disasters, in accordance with the "Disaster Prevention and Response Regulations" approved by the Board of Directors, the Large-Scale Disaster Risk Management Committee submits training plans, issues, and initiatives to the Executive Committee. In addition, we regularly hold training sessions on disaster preparedness and use the "Emergency Call (EMC)" system to encourage employees to stay home or return home early in the event of an expected typhoon or heavy snowfall, and to confirm the safety of employees and their families after a disaster strikes. In preparation for the sudden cardiac arrest of employees or visitors, we have installed AEDs at each of our offices, and when they are installed, we conduct training sessions for employees on how to use them and provide information on their use at all times.
| 2019 | 2020 | 2021 | 2022 | 2023 | |
|---|---|---|---|---|---|
| Number of commuting accidents ( ) includes those with time off work |
296 (73) | 201 (53) | 258 (55) | 271 (67) | 242 (62) |
| Number of work-related accidents ( ) includes those with time off work |
875 (181) | 568 (104) | 755 (141) | 663 (126) | 734 (121) |
Establishment of a consultation service
We have set up a health consultation window for internal and external specialists so that employees can feel free to consult with them, and we are making this information known to all employees.Within the Group, we have industrial physicians specializing in internal medicine, surgery, psychiatry, etc., and public health nurses registered with the Occupational Health Nursing Specialist System of the Japan Society for Occupational Health, as well as other specialists. In addition, we have a system in place that allows physicians, health counselors (public health nurses, nurses, care managers, etc.), psychological counselors, etc. to provide support for external contacts.As for external contact points, we have set up a telephone hotline for health, medical care, nursing care, childcare, mental health, etc., and a web-based consultation service specializing in women's health, where you can obtain answers and advice based on the professional experience and knowledge of active obstetricians, pediatricians, and midwives (for male partners, we have set up an online consultation service for female partners). (Men can also consult about their partners). Both consultation services are free of charge, 24 hours a day, 7 days a week.Furthermore, based on the belief that the well-being of family members leads to the well-being of employees, the external consultation services mentioned above are available not only to employees but also to their family members.
Balancing Work and Medical Treatment
We believe that "balancing work and medical treatment" at the company will not only ensure the health of workers, but also improve their sense of security and motivation, and help them achieve a better work-life balance. We are also actively developing initiatives for early detection of illnesses. In addition, we provide support for returning to work and health counseling by industrial physicians and other specialists to ensure a smooth balance between treatment and work. Most recently, at the initiative of a volunteer cancer survivor, we have been engaged in peer support activities. This is a place for employees (who wish to do so) to share their experiences and thoughts about their illnesses and treatments, and to support, encourage, and exchange information with each other, which leads to "motivation" for treatment and work.
Track record
Health Management Evaluation Indicators
At the Dai-ichi Life Group, we set targets and work to solve health issues identified through the analysis of health check-up and stress check results, while following the PDCA cycle. The final evaluation indicators for these initiatives are set as three items: absenteeism, presenteeism, and engagement. In fiscal 2023, initiatives to improve each indicator, starting with engagement, were actively carried out, leading to improvements in scores.
< Three evaluation indicators >
| 2022 | 2023 | 2026 Traget | |
|---|---|---|---|
| Absenteeism*1 | 2.5 | 2.2 | - |
| Presenteeism*2 | 24.0% | 23.4% | Less than 20.0% |
| Engagement*3 | 64 | 65 | 66 |
< Absenteeism rate >
| 2019 | 2020 | 2021 | 2022 | 2023 | |
|---|---|---|---|---|---|
| Absenteeism rate*4 | 0.94 | 0.96 | 1.32 | 1.32 | 1.32 |
- *1
Employee survey: "How many days did you take off work in the past year due to your own illness?" Number of people surveyed (response rate): 48,552 (response rate 81.2%) *Excludes employees on long-term leave.
- *2
Employee survey: SPQ (Single-Item Presenteeism Question: University of Tokyo 1-Item Version) Number of people surveyed (response rate): 48,552 (response rate 81.2%) *Excludes long-term absenteeism.
- *3
Wevox survey: Overall score (10-100 points) Number of people surveyed (response rate) : 2022: 52,906 (response rate 68%) / 2023: 50,974 (response rate 70%) *Includes long-term absenteeism
- *4
Number of days not worked due to some form of inability to work / Total number of working days
Health Issues and Main Effectiveness Verification
IndicatorsWe are working to improve the effectiveness of the PDCA cycle by monitoring and verifying the effectiveness of the following specific initiatives, their implementation status, and changes in employee awareness and behavior over time using numerical data. Among the targets set by the Health Management Promotion Team, the percentage of employees who exercise and the smoking rate are on an improving trend.
Collaboration with other companies
Confirmation of health management and occupational health and safety initiatives
When outsourcing operations, we require the outsourcing company to submit a Sustainability Assessment Sheet, which covers initiatives for occupational health and safety, including measures to promote the mental and physical health of employees and prevent excessive working hours, from the perspective of promoting the same initiatives as our company.
Corporate Action for Cancer Control Promotion
We are participating in the Ministry of Health, Labour and Welfare's "Cancer Control Promotion Corporate Action" as an advisory board member, and we are also a member of the Work-Life Balance Support Subcommittee of the Consortium 40, a group of leading companies, and we are working with other member companies to promote cancer control measures in the workplace.
Kenko BusinessAssociation
As a director company of the Kenko Kigyo-kai (Health Company Association), which was established by companies that are actively working to improve the health of their employees, we are involved in the management of the association, and we also belong to the Data Health Subcommittee and the Mental Health Subcommittee. Through information exchanges with member companies, we are also working to further improve our collaboration with health insurance associations and our health management initiatives.
External evaluations and awards
In 2013, our efforts were recognized when we received the Health Bureau Director-General Award at the 2nd "Let's Extend Healthy Life Expectancy!" Awards*1, hosted by the Ministry of Health, Labour and Welfare. In addition, in 2015 and 2024, we were selected as a "Health Management Brand Stock*2" jointly selected by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange, and in 2017-2024 we were selected as a "Health Management Excellent Corporation (Large-Scale Corporation White 500)*3" for eight consecutive years. In addition, the company has also been consecutively certified as a "Sports Yell Company"*4 by the Sports Agency since 2017, and in 2024 it was certified as a Silver Plus. In addition, it was selected as a "2023 Excellence in Cancer Control Corporate Action" by the "Cancer Control Corporate Action" promoted by the Ministry of Health, Labour and Welfare.
- *1
"Extend your healthy life expectancy! Awards" are presented to companies, organizations, and municipalities that are making outstanding efforts to raise awareness of lifestyle disease prevention and promote health in relation to the Smart Life Project's four themes: "moderate exercise", "proper diet", "smoking cessation", and "health checkups and medical examinations".
- *2
The Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange jointly selected companies that consider the health management of their employees from a managerial perspective and are strategically engaged in it as "health management issues. Health Management" is expected to revitalize organizations by increasing employee vitality and productivity, which in turn will lead to improved business performance and stock price.
- *3
"Large-Scale Corporations White 500" are part of the "Excellent Corporations for Health Management" certified by the Ministry of Economy, Trade and Industry, and only the top 500 corporations in the Large-Scale Corporations category are certified.
- *4
"Sports Yell Company" is a certification system established by the Sports Agency to support companies that support and promote sports activities to improve the health of their employees.
Contribution to the community and society
Customer seminars (nationwide) Collaboration with local governments and national centers
We collaborate with all six national centers (National Center for Advanced Medical Specialties) in Japan to provide health and medical information through tools and seminars for a wide range of generations, from the three major diseases (cancer, cardiovascular disease, and cerebrovascular disease), diabetes, hepatitis, and infectious diseases, to medical care for pregnancy, childbirth, child rearing, and longevity such as dementia. In fiscal year 2022, we held 190 seminars nationwide, with 23,877 participants. As of March 31, 2023, we have concluded "comprehensive cooperation agreements" with 42 prefectures and 334 municipalities at the municipal level. We have concluded "comprehensive cooperation agreements" with 334 local governments at the municipal level, contributing to solving social issues in each region.
Contribution to local communities through health promotion activities and eco-activities
We are implementing initiatives to contribute to improving the quality of life in the local community by making donations to companies, organizations, local governments, etc. that contribute to solving local issues. We calculate the amount of the donation based on the total number of healthcare points earned by employees through health promotion activities using the QOLism health promotion app and eco points earned through ECO Action. We are also making donations of healthcare points earned through the QOLism app to the Japanese Red Cross Society.
"Run with You" project to support citizen runners nationwide
By sponsoring marathons that represent the area and providing opportunities to think about health and experience the joy of running with others, we support the realization of "well-being" by enabling citizen runners nationwide and everyone involved to lead affluent and healthy lives.
Support for health insurance associations to optimize medical costs
We provide "Healstep®", a one-package service for health insurance societies to support the optimization of future medical costs and efficient management of health services, with the aim of solving social issues such as "widening gap between average life expectancy and healthy life expectancy". The number of health insurance societies that have adopted Healstep® is steadily increasing, and we have begun offering the service to employers as well. We will continue to provide support tailored to the needs of health insurance associations and employers.