The greatest assets of the Group are its human resources and, to ensure that each and every Group employee can maximize his or her abilities, skills, and motivation, we will clarify the skills required to realize our basic strategies and expand opportunities for employees to grow autonomously. The Medium-term Management Plan calls for developing/securing the human resources who will take responsibility for executing the strategies, as well as creating an environment in which employees can work vigorously and actively. We aim to develop an environment in which our employees feel fulfilled and can work independently and enthusiastically, and to foster a climate that encourages transformation and the creation of new value. In addition, we will promote diversification of the decision-making layer and promote the spread of inclusive organizational management that draws on the knowledge, experience, and values of a variety of human resources to inform organizational decision-making.

Human Resource Strategy

In the Medium-term Management Plan (2022-2025), for realization of a resilient and sustainable society, we have set forth “Value (Creation of value),” “Transformation (Business reforms)” and “Synergy (Demonstration of Group synergy)” as basic strategies. Those who will realize the strategies are individual Group employees and we will identify any gaps between the Group’s aspiration (To be) and the current situation (As is) of human resources and/or the organization, which is necessary for implementation of the strategies, and we will execute a human resources strategy that will serve as a roadmap for eliminating any such gaps.

【Human resource strategy linked to basic strategies】

Building an Optimum Human Resource Portfolio

We will build an optimal human resources portfolio through employee development by expanding investment in self-directed learning menus such as reskilling and recurrent training, and by securing specialist human resources and promoting their playing active roles, including hiring external human resources.

<Representative Initiatives>

Development of digital-specialist human resources

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

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)

Support for companies to provide recurrent training aimed at creating innovation

We have introduced "MS&AD Digital College from Kyoto," a recurrent education program in the digital and EV (electric vehicle) fields jointly developed by Kyoto University of Advanced Sciences and MS&AD Insurance Group Holdings and have been marketing this program to companies/organizations/local governments since April 2023.


Launched a Recurrent Education Program in Partnership with a University (MSI) (In Japanese only)

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 an employee to transfer to a position or department of his/her choice, and will revitalize initiatives for personnel transfers, human resources development, and career development among Group companies. We are also providing more opportunities for self-directed career development such as utilization of free agent programs whereby employees, based on the abilities/skills, etc. that they have cultivated to date, can promote themselves to several departments designated by them as immediate assets to the company, and provision of a mechanism to enable employees to participate in company measures beyond the frameworks of their current organizations.

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 are promoting business operations that utilize remote work by efficiently combining telecommuting and on-site working. We will also expand opportunities to improve and utilize skills by introducing job-based employment and relaxing restrictions on side and second jobs. We will allow employees to flexibly choose whether or not to relocate depending on their career visions, life events, etc.


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.

<Human Resources Development for Addressing Social/Regional Issues>

Required acquisition of qualification regarding CO2 emissions calculation methods

We have enhanced human resources development aimed at addressing social/regional issues by making it mandatory for approximately 10,000 employees to acquire Level 3 qualification in the "Carbon Accounting Advisor Qualification System" related to CO2 emissions calculation methods.


Made it mandatory for approximately 10,000 employees to acquire qualification related to CO2 emissions calculation methods (ADI) (in Japanese only)

<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. We have applied this know-how as “inclusive leadership” in training for managers at each Group company and implement it in the workplace

Issuing the Diversity, Equity & Inclusion (DE&I) Report

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

<Content of the Diversity, Equity & Inclusion (DE&I) Report>

To Achieve DE&I
   ・Message from the CEO
   ・Our Resolve
   ・New Challenges and Steps for the Future
   ・Actions to Create the Future
Current Initiatives
   ・Empowering Women
   ・Diverse and Flexible Work Styles
   ・Work-Life Balance
   ・Building an Inclusive Organization Where Diversity Thrives
Our Promise for the Future
   ・Message from the Managing Executive Officer

Diversifying of Decision-making Layers

Regarding promotion of female employees, we are strengthening efforts to develop a pipeline for promotion to executive and managerial positions. In addition, as a KPI to be achieved by the end of FY2030, we have set the proportion of female managers at 30% and that of "female line managers," who are the heads of the organization, at half of that number in order to promote diversity among decision makers.

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.
The Group provides venues that enable various personnel with a wide range of values to work together, and we 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 well-being of all employees. In addition, we have established a system whereby workplaces, health management centers (occupational health personnel), health insurance unions, labor unions, etc. cooperate and collaborate to promote health management.


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
・Promotion of leaving work at/after 17:00 and before 18:00, twice a week (MSI)
・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.
・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 Awareness Survey)

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.