Human Capital

Amid an increasingly complex and ever-changing business environment, human capital is the driving force for implementing our management strategies and realizing our Purpose. The Group has established the Employee Philosophy Statement, to share the values we have cherished as “By your side, for life” with all companies within the Group.
To realize a world in which all employees can thrive and demonstrate their individuality, and to further enhance our corporate value, we are working to develop human resources, strategically assign human resources, and foster a corporate culture in which diverse human resources can maximize their potential.

Stories and Initiatives from Our Group Companies

Daiichi Life Group Employee
Value Proposition
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The Daiichi Life Group's EVP consists of 4 pillars: 'GROW', 'PROTECT', 'BELONG' and 'BE WELL'.

We create an environment where you are challenged to grow, prosper, and embrace new possibilities, as you continue to develop new skills and aspirations.

We protect you, our customers, communities, and each other, not simply now but also for the future.

We value the diversity of our people and create an environment where you are respected, heard, and able to make a difference.

We believe that being safe, well and supported at work creates an environment where you feel energised, encouraged, and supported.

The key goal of the Group Human Resources Strategy is to increase the likelihood of achieving our Vision as a Group by linking it to our business strategies and developing a management foundation to successfully respond to changes and challenges. Amid rapid changes in the surrounding economic environment and diversifying customer values, we will achieve continuous enhancement of corporate value and convert the diversity of the Group's 60,000 employees into power by steadily promoting measures based on our key message and six pillars of the Human Resources Strategy.

To realize the vision our Group aspires to, it is essential to continuously identify and develop the next generation of talent, while supporting each employee in autonomously shaping their career. In addition, systems that encourage and sustain challenges—such as a fair evaluation process and a compensation framework that enables individuals to directly experience their own growth and the enhancement of corporate value—are indispensable.
In keeping with this fundamental approach, our Group is committed to further enhancing its human resources systems as a solid foundation for generating positive synergy among the pillars of our Human Resources Strategy. This will empower employees around the world to enthusiastically pursue our shared goal of driving growth across the entire Group.

Regarding Daiichi Life Group and three other domestic life insurance companies, to support diverse career preferences, we provide numerous systems depending on the goals, timing, and experience employees wish to gain. The number of open positions,applicants, and successful candidates for the My Career program, a system that offers open recruitment for diverse professional duties within the Group, have all remained steady. In FY2024, we expanded this system to posts that accept flexible transfers outside of the regular transfer period (April 1) and introduced open recruitment for Line Managers. By enabling applications from posts up to two levels below line manager, we encourage employees to try for a managerial position at an even earlier stage. In FY2024, there were 45 applications for this post.

The Daiichi Life Group launched Global Job Posting Program in FY2022 as an open recruitment system that spans all countries of operation and companies within the Group. This is a framework that enables employees of any Daiichi Life Group domestic or international company to voluntarily experience opportunities in a global career beyond the borders of their country or company. Positions are wide-ranging, from parttime, short-term, long-term, and virtual to in-person transfer to new locations, enabling flexible workstyles that meet the lifestyle and working situation of each employee. Through such opportunities that are unique to the Daiichi Life Group, each employee can broaden their perspective and widen their networks by utilizing their curiosity as a driving force. At the same time, they can draw on their own potential to push forward.

The personnel evaluation of the Company and the three domestic insurance companies is performed through the personal performance evaluation, organizational performance evaluation, and 360-degree review. In addition, with a view to supporting employees' autonomous growth through the establishment of a relationship of trust between superiors and subordinates, “1 for 1” dialogue ( Daiichi Life Group's version of 1 on 1) is introduced to create opportunities for continuous dialogue and are held at least once a month for 15-30 minutes to share the goals, progress of the achievement, and improvements.

From the viewpoint of the companies and shareholders, the program is also expected to deliver many benefits including employees' increased commitment to stock prices and strengthened retention of talent through increasing stock prices over the long term. Further, from the viewpoint of long-term incentivization, we have adopted a framework that sets relative Total Shareholder Return (TSR) as a factor in deciding the amount of extra pay for employees and adjusts pay according to the relative TSR over the past three years.
For the Company, which went through demutualization and became a listed company in FY2010, the stock-based compensation program for employees is a foundation that aligns the interests of companies, employees, and shareholders. Going forward, we plan to introduce this program to other domestic Group companies and to expand investments in human capital through the program.

Under our Group Human Resources Strategy, ideal Group employeesare defined as “those who proactively develop their careers.”This is not career development led by the Company. The statement refers to how employees decide on their own “ideal” and “the career path to achieve it”-how they proactively engage in enhancing their skills and connecting this to their personal growth.

We are focusing on the recruitment of midcareer hires since a successful transformation from an insurer to a broader insurance-related service provider requires diverse people with a high level of expertise.
We will acquire knowledge from outside the Group and aim to diversify our people for realizing further innovation.

The Group has positioned technology as a key factor for differentiation. Under such circumstances, it is vital that we both develop and secure high-level DX talent to guide the Group as a whole and create an organizational foundation by enhancing the digital literacy of each employee.
From FY2024, the Group has updated its DX talent development program, which comprises six phases, for Daiichi Life Group, Inc. and domestic life insurance companies. To date, over 8,000 employees have participated and approximately 2,500 have been certified for Phase 2. Phase 2 concerns the “utilization of digital technology” section. With requirements to participate in prescribed training and acquire national certification, such as the IT Passport Examination, it is a vital indicator for measuring the expansion of the Group's DX foundation.
Further, under Phase 3, which comprises the expert tier that drives the Group's DX implementation, we implemented development for 100 employees through a selection system in FY2024. Since many DX strategies proceed on a project basis, under Phase 3, we have created a curriculum that places importance on design thinking and project management with the goal of developing the ability to independently promote and manage projects through practical experience.

At Daiichi Life Group and other domestic life insurance companies, we support all employees in obtaining professional certifications by subsidizing examination fees and study materials for various qualifications required in the life insurance business.
We also provide company-sponsored study abroad opportunities at universities and graduate schools to develop talent capable of driving our global business expansion.
In addition, to support employees' skill development, we grant an incentive of up to 100,000 yen for obtaining company-designated certifications.

At Daiichi Life Insurance Company, Limited, we are dedicated to nurturing Sales Representatives who can continue to stand by our customers as By your side, for life.
As customer values and needs become increasingly diverse and sophisticated, it is becoming ever more essential to develop Lifetime Designer who can contribute to enhancing customers' quality of life (QOL) and deliver a high level of customer experience (CX). Based on this recognition, we implemented a fundamental reform of our recruitment, training, and compensation systems for Lifetime Designer starting in fiscal year 2022.
We introduced a stable compensation system and adopted a more selective recruitment process to better assess candidates' suitability for the role. Furthermore, we significantly extended the initial training period to one year and established a specialized institution, the Career College, where new hires can intensively acquire the necessary sales skills and literacy.
Even after graduating from the Career College, we continue to provide ongoing education in areas such as asset formation and financial literacy. Through this comprehensive training framework, we aim to cultivate Sales Representatives who can truly embody the role of a “By your side, for life” for our customers.

At Daiichi Life Life Insurance Company, we newly established “assetformation/succession/inheritance advisors” in FY2023. Advisors aim to respond to customer needs that are growing more diverse and sophisticated by providing consultations based on both protection and asset formation functions. Advisors are active across a number of fields. We are developing a wide range of initiatives that leverage this expertise, including the promotion of high-value-added consultations by proposing asset formation products, implementation of financial literacy training for sales representatives, and creation of new customer points of contact through collaboration with companies and local governments, as well as through planning and lecturing at seminars hosted by the Group .To be certified as an advisor, they are required to complete a one-month training course in addition to obtain a license for selling investment trusts.

The Daiichi Life Group promotes health management as a foundation for realizing its management strategy. By improving the health and job satisfaction of its employees, the Group aims to enhance organizational vitality and productivity, and through the provision of higher-quality services, contribute to the well-being of its customers and local communities.

The Daiichi Life Group has made clear both internally and externally its commitment to promoting health management by establishing ”Daiichi 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 ”Daiichi Life Group Health Management Statement”, which were both updated in 2024.

We are promoting “health management” by addressing the prevention of serious illnesses, women's health, and measures to support a healthy work-life balance through health maintenance and promotion measures based on two pillars: prevention of lifestyle-related diseases and mental health measures.
In addition to continuing efforts aimed at individuals, such as promoting secondary health checkups, we are further invigorating organizational efforts through health events and other measures. The synergistic effects of individual and organizational efforts have led to a reduction in the severity of lifestyle-related diseases, improved engagement, and other benefits.
By continuing and strengthening the health promotion of our employees, who are responsible for solving the social issue of extending healthy life expectancy and narrowing the gap with the average life expectancy, we will take on the challenge of contributing to the well-being of each individual and to a healthy community and society.

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, 2024 and 2025, we were selected as a “Health & Productivity Stock Selection^*2” jointly selected by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange, and in 2017-2025 we were selected as a “Outstanding Organizations of KENKO Investment for Health “White 500”^*3” for nine 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 2025 we were certified as a Silver. 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.

In FY2021, Daiichi Life Group and three other domestic life insurance companies introduced an engagement survey with the aim of achieving a work environment where each employee proactively contributes to the organization and their work, and can demonstrate their individual capabilities and work in a lively manner. Engagement has been positioned as a key indicator in management and is also included as a sustainability indicator in directors' performance-linked remuneration.
Employees with diverse work environments and working styles coexist within the Group, such as employees working in head office departments, sales representatives active around Japan, and employees stationed overseas. As a result of our efforts to respond in detail to each workplace, the overall engagement score has increased for the four consecutive years since the survey began.
To date, the Group has continually implemented measures for instilling our corporate philosophy, such as expanding investment in human capital and utilizing the sharing of messages from top management following the renewal of the philosophy. We also established the Employee Well-Being Improvement Committee to reflect employee opinions in management. The Committee engages in issues such as instilling the corporate philosophy, optimizing workload, and reinforcing communication within the organization based on the voices of employees.
Going forward, we will strive to realize a working environment in which employees are proud and want to work, utilizing the engagement score as a compass for creating an even better workplace.

Initiatives to Improve Engagement

Based on employees' voices (opinions to improve the workplace) gathered through the engagement surveys, we are implementing various initiatives from the following three perspectives. We also take measures to respond to the voices, such as feedback from G-CEO.

• Initiatives to raise awareness of and empathy for Philosophy and Code of Conduct
  • Leaders messages through communication channels such as videos using a group-wide common platform
  • Exchange opinions between the president/executives/organization heads and employees (Town hall meeting)
  • Exercise by each organization to raise their employees' engagement to consider specific approaches to individually embody Purpose
• Initiatives to improve the productivity
  • Set common productivity improvement targets as personnel goals for all employees
  • Review the frequency, timing, and contents of notices, questionnaires, and surveys communicated or performed across the head office departments; avoid conducting these activities simultaneously; reduce the volume of contents
  • Go paperless (e.g. use of electronic forms)
  • Reduce reporting from the branches to the head office
• Initiatives to revitalize cross-organizational communication
  • Mutual exchange between branch offices and headquarters (direct exchange through visits, discussions, etc.)
  • Participate in meetings held at branches, etc. by head office departments to achieve mutual understanding between the head office and branches
  • Hold various roundtables, etc. (e.g. support for mid-career hires and newly appointed branch managers)
  • Enhance the internal job posting programs, such as internal secondary jobs
  • Hold events to enhance communication by making use of the renovation of Hibiya/ Toyosu head offices, etc.

Initiatives to enhance engagement: Well-being Day (Inviting family members to the office)

Well-being Day is an annual event for families to see our office and observe how we work. The goal is to deepen their understanding of our company and our work, as well as strenghten family bonds. Through interactions not only among employees but also between families and workplace members, the event fosters mutual understanding, enhances the well-being of both employees and their families, and promotes communication across the organization.

Over the course of their career development, employees go through various life events including pregnancy, childbirth, childcare, nursing care, and medical treatment. At Daiichi Life Group and three other domestic life insurance companies we have developed systems that exceed the legal standard, our own unique systems, along with support measures to ensure they can balance these events with their work responsibilities. We aim to create workplace environment where anyone, at any stage of life can continue to work with peace of mind. In particular, as we enter the era of 100-year lifespans, nursing care, which anyone may face, has become a life event. We are reinforcing support for balancing work and nursing care. In such an environment, we will steadily promote initiatives in response to employee opinions and changing needs to enable employees to continue utilizing their own personal work style and autonomously developing their career throughout their life stages.

The Daiichi Life Insurance Labour Union employs a union shop system whereby both in-house staff and sales representatives are union members. The percentage of employees who meet the criteria for union membership is 93.7% ^* as of April 2025.
The management and the labor union hold regular discussions on topics such as working styles, employment conditions, and employee benefits, engaging in active dialogue to promote a more fulfilling and positive work environment where employees find meaning and motivation in their work.
Furthermore, under the collective labor agreement concluded with the union, the company is required to consult with the Joint Management Council and its subcommittees in advance regarding key policies related to company and branch office management. This prior consultation also applies in cases involving organizational or office restructuring that entails large-scale personnel reassignment, such as the consolidation or closure of branch offices.

Daiichi Life Group, Inc. and three other domestic life insurance companies place importance on diversity at the decision-making level and we have made promoting empowerment of women a priority material issue within Japan. While many of domestic Group employees are women, the number of male employees in management is still high. Correcting this balance is a necessary step for sustainable growth. Accordingly, we have adopted a target in which executives and organization heads in Japan comprise 30% women by April 2030 and are rolling out various initiatives to achieve this.
We are promoting active contribution by top management and increasing their commitment through measures such as advancing discussions aimed at women's active contribution under the Human Resources Committee , creating opportunities for dialogues through Top Leadership Development, sharing messages on our intranet, participating in in-house International Women's Day events, and taking part in planning external groups and initiatives. As a result, Daiichi Life Group appointed our first female director from within the Company in 2024. Going forward we will continue to steadily promote women's active contribution and aim for sustainable Group growth through management from diverse perspectives.

Specific Initiatives

Leader development

With the involvement of the management team, we implement internal and external training assignments and provide training programs aimed at raising awareness and enhancing skills.

• Succession plans

  System wherein women are selected as 30% of candidates for management posts in each department

• Top Leadership Development

  Development of female leaders by top management

• “Cross 1-for-1 session” program with executives

  Implement 1-for-1 sessions with candidates in departments executives do not usually have contact with as an opportunity to observe and nurture a candidate themselves

• External training

  Form networks with employees of other companies in various industries and take on opportunities for mutual study

• Joint training with other companies

  Management leader development with members of other companies with the aim of widening viewpoints and changing behavior

Career support

By creating opportunities for young women to jumpstart their career development, the company can secure potential candidates for management roles.

• Career development training

  Training for proactive skill development aimed at female employees around 30 years old

• External mentoring

  Support career development through dialogues with external female leaders

• Career roundtables

  Thematic career roundtables to create a forward-looking career plan and provision of opportunities to form networks

• Exchanges with role models

  Lectures and roundtables with female executives, managers, and other women in top positions as role models

• Information provision, such as seminars

  Support continuous education by providing information, such as through external seminars

The Group treats its employees based on individual performance and growth, and wages within the same job category do not reflect attributes such as gender, nationality, and age. We recognize that the following three points are the main causes of widening gender pay gaps. In particular, we have positioned the third point as a management issue. We are working to promote the appointment of women at Daiichi Life Group, Inc. and three other domestic life insurance companies through various initiatives mentioned on the previous page.

The Group actively employs people with disabilities in Japan with the aim of realizing a society where people both with and without disabilities can feel mutual respect as members of society and live together in communities supporting each other. Currently, the Group employs approximately 1,000 such employees across Japan who play an active part in diverse workplaces. We continue to promote the development of a working environment that enables all employees to work with peace of mind. This includes implementing awareness raising training for all domestic employees to increase the understanding of people with disabilities and establishing a hotline to deal with individual consultations by employees with disabilities.

Initiatives of Daiichi Life Challenged Co., Ltd.

Daiichi Life Challenged Co., Ltd. was established in August 2006 as Daiichi Life Insurance's special subsidiary. Having started its operation with ten employees, Daiichi Life Challenged Co., Ltd. has been hiring mainly people with intellectual and mental disabilities. Currently, approximately 400 employees work at various places in ten locations across Japan. In addition to supporting various insurance-related administrative duties, the activities in which employees engage are expanding year on year to include printing, cleaning and maintenance, and barista work. Engaging in new duties on a daily basis encourages employee motivation and growth. A stance of mutual respect and support also becomes the foundation for nurturing a rich sense of humanity and sociability. If each employee complements each other's strengths and weaknesses we can create an environment where they can each feel stable and demonstrate their abilities.

• Daiichi Life Challenged Co., Ltd. (Japanese)Open new window

Our past initiatives have been recognized and received high praise from external organizations.