We have established "Value diversity" and "Create opportunities for growth" as our materiality (priority issues) concerning employees.
For an overview of our human resources strategy, please visit the Human Resources Strategy.
We value diversity for the advantages it provides for quickly responding to changes in society and the business environment and for providing easy-to-understand, affordable, and convenient products and services that meet the various needs of our customers.
We believe that ensuring diversity in decision makers is important for business growth through the expansion of customer service. We have set human capital targets in our mid-term business plan for the percentage of women and employees in their thirties or younger in decision-making positions. In addition, with the aim of becoming an organization where employees with diverse knowledge, experiences, and ideas gathered under the Manifesto can respect each other by making the most of their individuality while working in a healthy and ambitious manner, we have established indicators to evaluate our efforts toward sexual minorities and certification for health management.
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Mid-term Business Plan Targets Percentage of women decision-makers*1 |
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FY2022 |
FY2023 |
Target for FY2028 |
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21.9％ |
23.5％ |
30％＋ |
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Mid-term Business Plan Targets |
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FY2022 |
FY2023 |
Target for FY2028 |
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9.4% |
2.9% |
15%＋ |
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Target Receiving "Gold*2" in the PRIDE Index continuously |
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FY2022 |
FY2023 |
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Gold |
Gold |
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Return rate after maternity/childcare leave:100% |
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FY2022 |
FY2023 |
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100% |
100% |
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Receiving the Certified Health & Productivity |
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FY2022 |
FY2023 |
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Received the Certification |
Received the Certification |
- Decision-makers are directors and employees at the department head level and above.
- The PRIDE Index is the benchmark hosted by work with Pride to evaluate the initiatives of companies regarding for sexual minorities like LGBTQ+. Gold represents the highest rating.
- The Certified Health & Productivity Management Outstanding Organizations Recognition Program was established by METI, with the aim of creating an environment in which corporations can be evaluated by employees, job applicants, other companies, financial institutions, and others by making them transparent.
We promote efforts to "Value diversity" and "Create opportunities for growth" in an integrated manner.
We will create opportunities for our employees to grow in order to continue to achieve quantitative growth and qualitative change toward the realization of the Manifesto.
By providing opportunities for challenge, we encourage the growth of our employees, and by learning from failure, we accumulate knowledge for the organization. We aim to link individual growth to organizational growth through these efforts.
We have set a target of “continuous improvement” in the score for “growth opportunities” in the employee engagement survey. As the reason, we believe that we can draw out the potential of each employee by taking on more challenging work through practical work experience and link the growth of each employee to the continuous growth of the organization. We have also introduced various initiatives to support employee growth, and we have set targets for their progress.
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Mid-term Business Plan Targets Continuously Improving the employee engagement score of the Growth*1 |
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FY2022 |
FY2023 |
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67 |
66 |
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Target Rate of users of the Peer Bonus Program*2 : 90%＋ |
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FY2022 |
FY2023 |
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91.3% |
91.4% |
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Target Rate of 1-on-1 meetings implementation*3: 90%＋ |
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FY2022 |
FY2023 |
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80.3% |
96.6% |
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Target Training hours per employee: 24 hours + |
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FY2022 |
FY2023 |
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19.6 hours |
20.6 hours |
- Employee Engagement Score is calculated from the engagement survey that visualizes the status of each employee and organization, with a maximum value of 100. The Growth indicates the score for the item related to growth opportunities in the engagement survey.
- Percentage of employees who accessed the Peer Bonus application at least once a month (yearly average).
- Percentage of meetings with supervisors conducted during the fiscal year out of the 12 meetings per year (once a month).
Regarding "Value diversity," we will work to create an organization where employees with diverse knowledge, experience, and ideas, gathered under the manifesto, can work together in a healthy, cheerful, and enjoyable manner and respect each other by making the most of their individuality.
Regarding "creating opportunities for growth," we will work to encourage employee growth by providing opportunities to take on challenges and to learn even from failures, thereby accumulating organizational knowledge and linking individual growth to organizational growth.
Specifically, we will promote initiatives with the following five issues as key themes.
We aim to create a situation where diverse human resources can fully demonstrate their abilities, and where emergence occurs through active discussions based on each individuality, experience and skills.
Recruitment policy
We have a unique policy that promotes diversity from the point of recruitment. We will bring together employees from diverse backgrounds and expand our efforts to serve our customers.
We practice DEI (Diversity, Equity and Inclusion) recruitment that embraces individuality as it is.
Diversity team activities
We have the Diversity team made up of employees who have come together voluntarily. In addition to internal training sessions with outside lecturers to foster an organizational culture that embraces diverse values, the team also participates in LGBTQ+ related events.
Our efforts have been highly evaluated.
Unique human resources and organizational culture
We have a diverse group of employees who empathize with the Manifesto, and approximately 60% of the mid-career hires come from other industries.
Our organizational culture, which respects diversity, and our open and flat corporate culture encourage employees to take on the challenge of considering and developing better customer services, creating a competitive advantage.
Percentage of mid-career hires from other industries
From outside the life insurance industry
61％
Related Indicators
- the percentage of women and employees in their 30s or younger in decision-making positions
- Receiving Gold continuously in the PRIDE Index
- Return rate after maternity/childcare leave
Since November 2015, we have allowed "same-sex partners" to be designated as beneficiaries on term-life insurance policies. After the launch of this initiative, we have received many comments of support from the parties concerned and policyholders saying that they were moved by this service, that they would like to change their beneficiary to their same-sex partner, and that they are proud of be a policyholder of Lifenet.
We aim to create a positive and productive work environment for each employee, enabling them to fully demonstrate their abilities even if their work style is restricted by childcare, nursing care, etc.
Flexible work environment
We have realized a flexible working style by combining collaboration in the office with concentration at home, and by introducing flexible working hours.
Unique leave system
In addition to legally mandated leave, we have introduced "Life Support Leave" to enable employees to fully exercise their abilities while enriching themselves both mentally and physically.
It is not just for the employee's own medical treatment, but also includes a leave system for nursing family members or partners, or for attending infertility treatment, and for balancing work and treatment after getting cancer or other illnesses.
A culture of "Culture beyond systems" and "Create what we can’t find.”
Our culture of "Culture beyond systems" has taken root at our company. Regardless of gender or position, employees actively utilize childcare leave and flextime. We encourage employees to help each other in a spirit of "mutual support" by exchanging information through activities such as the "Child Rearing team.”
The company also encourages its employees to “create what you cannot find. Work-from-home and long-distance commuting have been institutionalized based on employee proposals.
Related Indicators
- Return rate after maternity/childcare leave
- Receive the certification of excellent health management company continuously
We aim to be an organization in which employees, regardless of their department or position, can demonstrate a high level of teamwork and continue to grow together while taking the initiative by leveraging their individual strengths.
Dialogue between management and employees
We hold company-wide meetings where the management team explain the review of the previous year the future direction of the company to all employees.
This meeting is designed to bring the entire company together to work on the priority areas of the mid-term business plan, with the aim of achieving the management philosophy and goals.
The management team also shares performance and initiatives with all employees once a quarter, and holds question and answer sessions to promote employee understanding and a sense of unity.
Weekly company-wide morning meetings
We hold a weekly morning meeting attended by all employees as a place to share the initiatives of each department and project.
It also functions as a place to gather colleagues as there are also a lot of cross-departmental initiatives and events that are actively promoted by employees.
Relocation of headquarters
In November 2024, we relocated our head office with the aim of creating an office environment where employees can engage with each other.
We will create an environment where employees can communicate more actively with each other, and greater value through a process of trial and error that combines the expertise of each employee.
Related Indicators
- Employee engagement score of the Philosophy/Strategy
We assign roles to each employee so that they can always pursue challenges and growth. We aim to be an organization that can continue to take on challenges, learning from the failures that result from those challenges.
Position Term System
We have established a 3 to 5-year term for decision makers (managers). This system has enabled the early promotion of decision-makers (managers) and has led to opportunities for them to take on new challenges.
Introduction of Growth Evaluation
We introduce a growth evaluation that assesses the difference in growth between the beginning and the end of the fiscal year in goal setting of each employee. The managers encourage individual growth by accompanying the achievement of not only performance targets, but also growth targets through 1-on-1 meetings.
Related Indicators
- Rate of 1-on-1 meetings implementation
- Employee engagement score of the Challenge
We aim for a state where individual growth leads to organizational growth and where the output of the organization is greater than the sum of the output of the individuals.
Training of future generations
We have made training of junior staff as one of the evaluation indicators so that each employee focuses on training others in addition to their own growth.
We are working to develop the next generation by formulating succession plans for employees in positions of department head and above to steadily operate the position term system.
Implementation of peer learning
We frequently have peer-learning programs as an opportunity for voluntary learning. In peer-learning sessions, we introduce each department's work to promote understanding between employees, share the requests and expectations of our stakeholders, and explain specialized content such as accounting in an easy-to-understand way. The program contributes to employees becoming instructors and utilizing their learning to empower each other.
Related Indicators
- Training hours per employee
- Rate of users of the Peer Bonus Program