Employment and Training

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.

Dai-ichi Life Group Employee Philosophy Statement

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.

Status of human capital value enhancement
  • *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.

Overall engagement scores and comparison to the benchmark

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

Category-specific score comparisons

●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 Improving engagement from the bottom up

●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.

Total investment in employee training
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.

Talent pool
Dai-ichi Life Group Building and expanding our talent pool

DX human capital development

Digital skills are essential for delivering customer experience (CX) value that transcends the insurance domain. With this in mind, the Group has divided its DX human capital into three categories for all employees to work on: (1) the DX user group who understand and can utilize digital technology, centered on "DX promotion staff" assigned to various organizations (around 800 people in total) to raise the overall level of the Company; (2) the DX main group who can lead our organizations; and (3) the DX professional group who can change our business model with DX.

Training support system

To identify and develop personnel in categories (2) and (3), we conducted an external assessment of around 2,000 people, mainly from organizations involved in DX. We use the results of the assessment to foster a DX-driven culture and help employees learn and embrace challenges by offering a wide range of experiences. These include practical training, transfers to gain practical experience, career rotations to companies outside the Group, and temporary transfers to venture companies. (The Company and Dai-ichi Life are certified as "DX Certified Business Operators.")

~Comments from person in charge~

Manager, Human Resources Development Office,
Human Resources Department, Dai-ichi Life
Makoto Murakami

To meet the changing needs of our customers, we ourselves must change. Because DX is essential to improve CX, each employee must become a DX advocate. Therefore, we at Dai-ichi Life are strengthening DX human capital development to enable all employees to think about their careers with digital utilization in mind.

Makoto Murakami

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, Thailand, 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 Samer Fouani

~Employee voices~

Star Union Dai-ichi Life
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.

Employee voices Ashok Kumar Sharma


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.

The Dai-ichi Life Group's DE&I goals

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

Global DE&I activities

Although our DE&I activities vary depending on the environment in each country, we began DE&I activities as a Group in 2022 and held our first Global DE&I Summit online in November 2022.
The aim of the event, titled "Learning Together," was to create a Group-wide culture that respects diverse values, embraces differences, and promotes people's well-being. It was attended by 59 leaders from 13 Group companies from Japan, the United States, Australia, Singapore, Vietnam, Cambodia, Myanmar, India, Thailand, and Indonesia. In addition to sharing their understanding of DE&I and learning about global trends through lectures by external professor, participants were divided into small groups and actively exchanged opinions on future initiatives they would like to implement and ideas for the Group as a whole. By having diverse people assemble and share their thoughts, we continuously foster Group's DE&I understanding and actions to create an organizational culture that makes the most of diversity.


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 otherʼs 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. Ochiaiʼs 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.

Line Manager, Neo First Life Noriko Matsuda

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.

Executive Officer Atsuko Ochiai

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.

TAL, General Manager Samantha Holt

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.

Contributing to the well-being of all people

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.

Number of parental leave days taken by males

~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)

Junya Hasegawa

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

  • Womenʼs 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
Comments received after seminars


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 womenʼs exchange meetings
  • Community contribution through employee health promotion and environmental protection activities
  • Participation in the Ministry of Health, Labour and Welfareʼs 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 Ministerʼs 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.

Shoko Nakamura

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 peopleʼs 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.

Healthy to Connect-Healthy to Love

Health Management and Occupational Safety and Health

Improvement of employee health

Basic Concept

The Dai-ichi Life Group's "health management" aims to improve the health not only of employees but also of customers and society as a whole. Since its establishment, the Dai-ichi Life Group has been fulfilling its social mission through the life insurance business by providing customers with peace of mind in their lives while at the same time conducting management that contributes to the promotion of good health. As we face the critical social issue of the gap between average life expectancy and healthy life expectancy in the "100-year life period", we are taking on the challenge of "contributing to the well-being of all". In order to realize the "wellbeing of each and every employee", who are responsible for fulfilling our social mission, we will continue and strengthen our efforts to promote the health of our employees.

Click here for an introduction to the health management initiatives of The Dai-ichi Mutual Life Insurance Company, Ltd.

Declaration of Health

In July 2011, the Dai-ichi Life Group declared the Dai-ichi Life Group Health Declaration "Iki Iki Dai-ichi 110". In April 2013, we added "health promotion" to the Dai-ichi Life Group Principles of Corporate Behavior and established the Basic Policy for Health Promotion, which applies to all employees. In April 2013, we added "health promotion" to the "Dai-ichi Life Group Principles of Corporate Behavior" and established a new "Basic Policy for Health Promotion" applicable to all employees. In addition, the Group Sustainability Promotion Committee, chaired by the Chief Sustainability Officer, reports on health management initiatives and implements a PDCA cycle.

Occupational safety and health

Occupational Health and Safety Initiatives Policy

Dai-ichi Life complies with the Occupational Health and Safety Law and other relevant laws and regulations. In addition, we have established "Safety and Health Management Regulations" and implement safety and health activities with the aim of maintaining a workplace environment in which employees can work with well-being.
We have a Health Committee consisting of industrial physicians, health managers, and committee members elected by worker representatives. The committee sets annual plans for health and safety and mental health promotion, discusses solutions to health issues at each business site and measures to prevent occupational accidents, and implements measures to achieve the goals and make improvements. In addition, in cooperation with the Internal Audit Department, Risk Management Department, and other departments, we conduct internal control self-assessments (CSA) to ensure that the Health Committee is properly convened.

Promotion System

We are promoting initiatives to realize employee wellbeing.The director in charge of human resources is in charge of the Human Resources Department, which also collaborates with Dai-ichi Life Holdings. We also collaborate with internal and external parties.

Goals and Measures

With the goal of realizing employee well-being, the Dai-ichi Life Group will implement health measures based on the Health Management Strategy Map and periodically review them in light of their effectiveness.


Health Examination/Health Guidance

We are working on early response to serious 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.

Cancer screening

In addition to providing full subsidies for the cost of screening, we are also working to create an environment that makes it easier to receive breast cancer screenings, such as by providing mammo buses to approximately 320 locations throughout Japan.

Health literacy
  • Physical Health
    Health seminars are held by public health nurses from group companies on topics such as disease prevention, lifestyle, nutrition, and exercise. In addition, the "QOLism" health application, which more than 70% of all employees have registered for, provides online seminars and videos on exercise, as well as information on diet, sleep, stress, and other topics.
  • Mental Health
    Every year, we conduct self-care training for all employees and line-care training for managers, followed by a test to confirm the level of understanding. In addition, in fiscal 2022, the President of the National Center of Neurology and Psychiatry, with whom we have a comprehensive alliance, held seminars for management and employees, respectively, to promote correct understanding of preventative measures and illnesses to create a better work environment.
  • Well-being seminars (balancing health and work)
    The Dai-ichi Life Group, which has a high percentage of female employees, regards women's health as an important health issue, and holds various seminars to deepen understanding of women's specific health issues and treatment, and to improve literacy of the employees themselves and their surroundings so that they can build a career that suits them.
    <Themes implemented in FY2021-2022>

    Women's cancer/Uterus disease/Premenstrual syndrome/Dysmenorrhea/Menopause in men and women/ Infertility treatment and egg freezing/ Male menopause

    <Joint seminars with other companies>

    We co-sponsor seminars with other companies that take menopause, a common symptom for both men and women, as a starting point, and mix in panel discussions by outside experts and management. A wide range of employees, regardless of gender or age, participated in the seminars, and surveys showed that approximately 90% of the participants were satisfied with the results.

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.

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.

Mental Health and Wa Engagement Improvement

For highly stressed employees identified by stress checks, we offer interviews with physicians and consultations with public health nurses. In addition to raising employees' awareness of stress and encouraging self-care, we also provide early detection of those with mental health problems and support for their return to work. Specifically, we implement primary prevention by improving the workplace environment through 1-on-1 meetings, secondary prevention by responding to those with mental health problems, and tertiary prevention by supporting their return to work and preventing recurrence.

We are also working on measures to prevent mental disorders and provide early treatment to those who have mental disorders by informing our employees of "KOKOROBO®" (an online mental health care system using smartphones and PCs) provided by NCNP (National Center of Neurology and Psychiatry). 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 Generations and Nationwide Implementation Bases".

  • *1
    Dai-ichi Life's version of 1-on-1 meetings
  • *2
    Workplace mental health care system for all generations (KOKOROBO-J) Open a page in another window.
Against long working hours

Employees, including managers, who are working in excess of a certain number of hours are interviewed by industrial physicians to check their overall health status, and if necessary, the head of their department and the Human Resources Department work together to improve the working environment. In addition, the internal audit department also collaborates with the company to ensure proper work management through periodic monitoring and other measures.

Infection control

In preparation for emergencies such as pandemics, we conduct annual in-house training on infectious diseases and have established regulations, standards, action plans, and stockpiles. In addition, in accordance with the Infectious Disease Control Law, we have issued an in-house notice outlining standards for responding to outbreaks of tuberculosis, measles, rubella, and other infectious diseases in an effort to prevent the spread of such diseases.

Occupational Accident Countermeasures

We identify risk factors for the occurrence of occupational accidents based on the results of our analysis of their occurrence.
In addition to providing training for all employees, we are working to prevent occupational accidents through risk assessment by conducting workplace inspections and through investigation and deliberation by the Health Committee. In the event that an employee suffers an accident on the job or while commuting to and from work, the company regulations stipulate that we must accurately and in detail ascertain the circumstances of the accident and the individual's medical treatment, instruct appropriate measures in accordance with the details of the accident, and promptly report the accident to the department in charge. Based on the contents of the report, the company conducts a hearing with the person affected and makes a report to the Labor Standards Bureau.

Establishment of a consultation service

We have set up a health consultation desk inside and outside the company so that employees can feel free to consult with us, and we are making it known to all employees.

Track record

Health Management Evaluation Indicators

The Dai-ichi Life Group sets targets for health issues identified from the results of health checkups, stress checks, and other analyses, and works to resolve these issues through a PDCA cycle. In fiscal year 2022, we are actively working to improve engagement, leading to an improvement in the overall score.

  • *1
    Employee Questionnaire "How many days did you take off due to your own illness in the past year? " Number of respondents: 48,552, Response rate: 81.2%. Excluding those who took long-term leave. No data for FY2021 due to a change in the calculation method from FY2022.
  • *2
    Employee Questionnaire SPQ (Single-Item Presenteeism Question 1-item version, University of Tokyo) Number of respondents: 48,552, Response rate: 81.2%.*Excluding those on long-term leaves of absence. No data for FY2021 due to change in calculation method from FY2022.
  • *3
    Overall points for the Wevox survey (10-100 points) Number of respondents: 53,240, Response rate: 78% (FY2021) Number of respondents: 52,906, Response rate: 68% (FY2022)
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.

  • *4
    Training content: Balancing family and medical treatment, healthy lifestyle, stress management, women's health, etc.
  • *5
    Training content: Mental health / line care, support for balancing work and family, women's health, self-care
  • *6
    Percentage of employees who exercise for at least 30 minutes twice a week for at least one month.
  • *7
    Percentage of employees with a BMI below 25
  • *8
    Percentage of employees who consume 40g or more of pure alcohol per day for men and 20g or more for women.
  • *9
    Percentage of employees who answered "1. getting enough rest" or "2. getting fairly good rest" in terms of sleep
  • *10
    Blood pressure at contraction 180 mm Hg or higher / diastolic blood pressure 110 mm Hg or higher
  • *11
    HbA1c 8% or higher
  • *12
    Percentage of employees who were judged to "require medical checkup or examination" for lipids
  • *13
    Number of days not worked due to some reason of inability to work / total number of days worked

Collaboration with other companies

Corporate Action for Cancer Control

We are participating as an advisory board member in the "Corporate Action for Cancer Control", a project commissioned by the Ministry of Health, Labor and Welfare. We also belong to the subcommittee of the Advanced Efforts Companies (Consol 40), and together with other member companies, we are making efforts to promote cancer control measures in companies.

Kenko Business Association

I am involved in the management of the Kenko Companies Association, which was established by companies that are actively engaged in promoting the health of their employees, as a board member of the association. I am a member of the Health Management Promotion Subcommittee, and through the exchange of information with member companies, I am engaged in activities to further improve the level of health management initiatives.

External evaluations and awards

In 2013, in recognition of our efforts to date, we received the Director-General's Award of Excellence from the Director-General of the Health Bureau of the Ministry of Health, Labour and Welfare (MHLW) in the "2nd Healthy Life Expectancy Extension Award! Award"*1 sponsored by the Ministry of Health, Labour and Welfare (MHLW) in 2013. In 2015, the Company was selected as one of the "Health Management Issues"*2 jointly selected by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange, and from 2017 to 2023, it was selected as one of the "Excellent Health Management Corporations (White 500 Large Corporations)"*3 for the seventh consecutive year. In addition, the Sports Agency has recognized us as a "Sports Yell Company"*4 for consecutive years since 2017, and in 2023, we were recognized as a Bronze+ (plus) company.

  • *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

The donation amount is calculated based on the total number of health care points accumulated through health promotion activities by employees using QOLism, a health promotion application, and the number of eco-points obtained through ECO Action. The amount is then donated to companies, organizations, and local governments that contribute to solving regional issues, thereby contributing to improving the quality of life in the region.

"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.