The MS & AD Insurance Group believes that providing all employees with opportunities to grow and demonstrate their abilities through their work will improve corporate competitiveness. The Medium-Term Management Plan calls for securing the human resources to support the implementation of strategies, as well as creating an environment in which employees can flourish. We will create an environment in which our employees feel fulfilled and can work independently and enthusiastically, and foster a climate in which they are challenged to create new value. In addition, we will promote the diversification of the decision-making layer and promote the spread of inclusive organizational management that draws on the knowledge, experience, and values of diverse human resources to inform organizational decision-making.

Human resource strategy

In conjunction with the basic strategies, we will close the gaps necessary to execute them and increase employee engagement, thereby achieving sustainable improvement in corporate value.

【Human resource strategy linked to basic strategies】

Building an optimum human resource portfolio

We are taking actions such as clarifying the skills required to execute the basic strategies, expanding human resource investments such as reskilling and recurrent training, and securing professional human resources and promoting their active roles including the recruitment of external human resources, thereby building an optimum human resource portfolio.

Investment in education and training hours (Domestic group companies)

Result of FY2021
Investment in education Training hours per person
1.63 billion JPY 31.1 hours

Development of digital human resources

Aiming to develop human resources who will lead the CSV × DX strategy, we are implementing digital human resource development programs. For all employees, we are systematically improving skills in both “business” and “digital” aspects based on our in-house certification system and educational programs for digital human resources. For employees in high-level roles, we implement our Group’s unique digital human resource development programs through partnerships with universities and other institutions and work to improve their skills.

Development of digital human resources

Trainees of Dubai
Trainees of Dubai

Aiming to develop human resources capable of managing overseas entities and suitable for one of the world’s leading insurance and financial groups, we are implementing global human resource development programs. To improve our international awareness and global business skills, we have established a system in which employees in Japan and other regions of the world interact with each other and work hard to improve their skills.

Result of FY2021
Development programs Number of participants in total
Overseas training and secondment program 328 (10 years total to FY2021)
Global trainee system Domestic employee 385 (10 years total to FY2021)
Overseas hired employee 559 (same with above)
Global Management Program 27 (started from FY2021)

<Representative Initiatives>

Development of personnel to oversee digitalization*

We have implemented the Group's unique digital human asset development program in collaboration with educational institutions such as universities.
Examples of training and programs:
・MS&AD Digital Academy
・MS&AD Digital College from Kyoto
・System x Design Thinking Workshop
・Research with Shiga University Graduate School (ADI)

(*) Initiatives that will not only improve the efficiency and convenience of processes and services using digital technology, but also transform our Group’s overall business


Data scientist training support service, Aidemy Business Cloud (ADI) (in Japanese only)

Support for acquiring actuarial qualifications

We are encouraging and supporting employees to take qualification examinations conducted by the Institute of Actuaries of Japan (IAJ) as part of our efforts to develop actuarial professionals capable of applying probability, statistics and other methods to product development, risk management, etc.


ESG Data/Reference Material (number of actuaries)

Maximization of Ability, Skill and Motivation of Employees

Development of Attractive Workplace Environment

Provision of opportunities for self-directed career development

We will expand the use of our open recruitment system (post-challenge program), which allows employees to transfer to a position or department of their choice to develop their career. We are also providing more opportunities for self-directed career development.

Management that encourages employees to take on new challenges

We conduct management that changes the mindset and fosters a culture, which in turn encourages people to tackle challenges and draws out and utilizes the motivation of employees. By providing training for management and operating meetings with supervisors and subordinates, we will ensure that a culture of taking on challenges without fear of failure takes root and engage in challenging tasks.

Promotion of diverse and flexible working styles

We use working from home as a routine form of work. We are conducting business operations that efficiently combine working from home with working at offices and business operations such as working remotely that enable employees to work anywhere. We will also expand opportunities to improve and utilize skills by relaxing restrictions on side and second jobs. Regarding paternity childcare leave, we are working to raise the percentage of people taking leave to 100% and increase the duration of leave to four weeks.


Implementing a completely location-free call center system (ADI) (In Japanese only)

<Our Development Program>

MS&AD Open College

Classroom training to acquire business skills, such as problem-solving

Trainee programs

Voluntary in-house programs that enable employees to experience working in other departments/companies for short periods; among the aims of these programs are to further cultivate Group solidarity and improve communication


ESG Data/Reference Material (number of participants of the trainee system)

Post-challenge programs

An open recruiting programs through which employees considering their own career paths can convey their plans and wishes to their companies and take on challenges to progress down these paths. Efforts to actualize autonomous career development.

In-house free agent programs

A program whereby employees, with skills, experience and their own blueprints of carrier-building, can appeal to several sections desirable to them

Corporate University Program “AD University”

A program that visualizes employee skills in all categories and which supports independent, self-directed learning for acquiring the abilities and skills that need to be strengthened for employee growth not bound by work or work roles.

<Examples of systems and support according to life stage>

Diversity, Equity & Inclusion

In order to develop an environment whereby employees of all kinds can fully demonstrate their individual abilities, create new innovations, and contribute to enhancement of corporate value, we have incorporated the perspective of “Equity” into “Diversity & Inclusion (D&I)” and are now promoting it as “DE&I (Diversity, Equity & Inclusion)”.

<Example of Management Know-how Development to positively elicit and utilize opinions and ideas>

e-Business Seminar

“e-Business Seminar” is a small-group online seminar conducted by officers of the holding company. The purpose of this seminar was to draw out opinions and ideas based on the knowledge, experience, and sense of values of diverse human resources, and systematize the processes and methods to reach them. In FY2022, we will apply this know-how as “inclusive leadership” in training for managers at each Group company and implement it in the workplace

Issuing the Diversity & Inclusion (D&I) Promotion Report

Our Group issues a D&I Promotion Report and makes it publicly available on our official website. This report presents the directions the Group has taken toward D&I, the projects being pursued by Group companies toward their common goals, and introduces specific D&I measures being implemented at individual Group companies.

<Content of the Diversity & Inclusion (D&I) Promotion Report>

・Message from Group CEO
・D&I Promotion by the MS&AD Group
・Current Group Figures
・Target Numbers
・Initiatives and Systems for Promoting Career Development for Women

・Work-life Balance (Systems and Initiatives to Help Employees 
   Keep Working) 
・Career Development for Global Human Assets
・Career Development for People with Disabilities, LGBTQ Support,
 and Career Development for Seniors
・Career Development for Diverse Human Assets and Inclusion 
・Establishing Environments for Promoting D&I
・Message from the Executive Officer

・History of Key Awards Received from the Government 

Appointment of female and young employees to decision-making layers

For promotion of female participation and career advancement, we will increase opportunities for women to play active roles while developing pipelines, with the aim of attaining our Group’s goals by the end of FY2030. In addition, we will select young employees based on their abilities in order to accelerate assignment to general manager/manager positions and appointment to line manager posts.

Goals for Promotion of Female Participation and Career Advancement

Target Year Aimed at Target Ratio
End of fiscal 2030 Directors, auditors, and executives (non-consolidated) 30% or more
End of fiscal 2025 Directors and auditors (non-consolidated) 30% or more
End of fiscal 2030 Female line managers (Group domestic) 15%
End of fiscal 2030 Female managers (Group domestic) 30%

Initiatives to Realize an Inclusive Society through Support for Athletes

We have been striving to realize an inclusive society in which a variety of people can play active parts by supporting Paralympic sports. Initiatives taken thus far include fostering and supporting athletes who are actively engaged in competitions, co-sponsoring Paralympic sports organizations, and attending competitions around Japan to cheer on the participants. In this context, we have been employing abled and people with disabilities athletes, many of whom take part in the Olympics, Paralympics, Deaflympics, world championships, and other international competitions in order to create an environment in which people are able to dedicate themselves to both work and sports.


Promotion of Health and Productivity Management

Keeping working employees healthy is essential, not only to improve their quality of life (QOL) but also to realize our Groupʼs Corporate Philosophy. Our Group provides venues that enable diverse personnel with a wide range of values to work together, and we promote work style reforms that will increase productivity while making workplaces more amenable and work more satisfying, thereby creating health-and-safety-conscious working environments in order to maintain and improve the physical and mental health of all employees.


Promotion of Varied and Flexible Work Style

We have been promoting business operations such as efficient combination of telecommuting and physical attendance, remote working, etc. at any location. In addition, we plan to provide more opportunities for improving and utilizing skills through easing of restrictions on side business and by-business activities. Regarding paternity leave, we are targeting an acquisition rate of 100% and 4-week leave.

Diversification of work locations/hours

We are diversifying previously fixed work locations and pursuing more diverse work styles for our employees.
Example initiatives:
・Promoting remote work (use of thin client computers, phones and smartphones for business use, and use of web conferencing tools)
・Implementing work from home programs and utilizing satellite offices
・Introducing shift work and short-term work systems

Restructuring of roles

We are seeking to reform employees’ thinking and behavior to ensure that they perform their work even better, further improving their productivity and strengthening their competitiveness.

Prevention of long-term working hours

We are maintaining the health of individual employees and supporting work-life balance by preventing long working hours.
Example initiatives:
・As a rule, employees must leave work before 19:00
・Industrial physicians provide one-to-one guidance to employees who work on their computers beyond a certain number of hours

Encouraging employees to take paid leave

We encourage employees to take paid leave by formulating plans for regular leave in advance, and periodically confirming that employees are in fact taking leave


Targets and Results (the number of annual paid holidays taken)

ESG Data/Reference Material (rate/days of paid leave taken)

Maintaining and Improving Employee Health

We are working to maintain and improve the physical and mental health of employees and to create better working environments

Support to improve health

We conduct campaigns that encourage and support employees to carry out behaviors and lifestyle habits that improve health (self-care).
Example initiatives:
・Revamping day-to-day lifestyle habits by encouraging use of the Koko Kara Diary, our proprietary app
・Planning health promotion and other campaigns, providing support to employees quitting smoking (subsidies to cover teletherapy expenses), etc.
・Encouraging employees to come to work in sneakers, stair climbing (the 2-Up/3-Down campaign, displaying stickers on staircases showing calories burned), etc.
・COVID-19 vaccination at workplace. Granting vaccination leave

・Disclosing data related to initiatives for promotion of health and productivity management, and enhancing employees’ health consciousness


Data on initiatives (MSI) (in Japanese only)

Improving health literacy

Creating an environment that promotes lifestyle habits needed to improve health and which prompts employees to acquire greater knowledge and skills on mental health, etc.
Example initiatives:
E-learning, videos featuring top athletes promoting exercise, providing information on lifestyle habits that include physical and mental well-being, diet, exercise, sleep, smoking, and providing health education as part of health consultations and tier-specific training

Mental health care

We have set up a health and productivity management center and an employee consultation office to provide care for the mental health of employees. In addition to carrying out stress checks uniformly across the Group and bolstering mechanisms to prevent mental disorders, we are using the findings of group analysis to establish better workplace environments
Example initiatives:
Preventive activities: training, e-learning, stress checks, health consultations at workplaces
Support for afflicted persons: consultations during rehabilitation
Return-to-work support: preparations for returning to work during recovery periods, etc.

Support systems for balancing medical treatment and recuperation

Establishing a system to support the balance between work and treatment of illness or injury*
[Leave system]
・Paid leave (up to 32 days) is granted every year. Up to 20 unused days can be carried over, and employees can take consecutive leave for medical treatment and recuperation
・Up to a total of 65 remaining days of carried over leave can be accumulated, and can be taken as consecutive leave for treatment of personal injury or illness
[Support system]
If an employee faces limitation due to injury or illness, s/he is allowed to work from home, work shorter hours, commute by personal vehicle, etc.

(*) The support system and number of days of leave that can be taken or saved varies depending on the group company and employee classification

Creating Safety-conscious Workplaces (Compliance with Occupational Health and Safety Act)

We are striving to ensure safety-conscious workplaces with the Group insurance companies in Japan setting up industrial health committees in accordance with the Occupational Health and Safety Act. The committees investigate/deliberate on matters pertinent to preventing health hazards and maintaining/improving health each month

Uniform Group-wide medical checkup system

MS&AD Holdings operates a uniform Group-wide medical checkup system so that employees can undergo standardized medical exams and analyses. For employees with adverse findings, based on the results of medical checks, we take measures to prevent conditions becoming severe and to follow-up through such means as health guidance and encouragement to undergo further examinations provided by industrial physicians/nurses.


ESG Data/Reference Material (Consultation rate of medical checkup) (in Japanese only)

Establishment of a suitable working environment

To improve operational efficiency among employees while ensuring their physical and mental health, we are establishing comfortable working environments with due consideration for lighting, circulation, temperature, humidity, noise, and ergonomics.

Prevention of workplace accidents

We conduct monitoring and risk assessments at workplaces in order to put in place the workplace environments needed to prevent falls and other accidents. Group insurance companies that use company-owned vehicles are managing accident rates and ensuring that employees engage in safe driving practices in keeping with the safe driving management rules for company-owned vehicles.


ESG data and reference material (number of workplace accidents) (in Japanese only)

Communicating with Employees

We think it is vital that all employees understand the direction in which the company wishes to proceed and that working environments are created in such a way that the employees can maximally apply their enthusiasm and skills to helping the company along its course, and we are arranging various opportunities for communication among employees to this end. We also incorporate opinions expressed by employees in to our efforts to improve corporate management and upgrade the quality of our products/services.

Employee satisfaction surveys Employee Satisfaction

We conduct annual opinion surveys of all Group employees at fixed time points and utilize the results when considering company systems/measures and environmental improvement. In FY2019, we began carrying out the same surveys for employees of overseas entities.


Targets and results (employee satisfaction)

Mechanisms to make use of employee opinions in improving operations

We have set up a bulletin board on the in-house system where employees can post improvement proposals and other messages. The posted content is then examined by the various head office divisions, who then provide feedback on the proposals.

Dialogue with executives

We periodically arrange opportunities for employees and top-level executives to exchange views so that the employees’ views can be incorporated into company management.