Human Resources Strategy

We were founded in 2008 with the desire to “Returning to the original purpose of life insurance, mutual support. “
Members gathered under the Manifesto, which embodies the thoughts of our founders, have continued to take on various challenges to create the future of life insurance, such as the first full disclosure of additional premium rates in the life insurance industry and the launch of an online completion service for benefit claim procedures.
We believe that this is possible because our employees make active proposals and engage in discussions and promote initiatives as a challenger in the industry while respecting each other's values and making use of their diverse knowledge and experience.
We recognize that "Value diversity" and "Create opportunities for growth" through challenges will continue to be important elements for our growth.

Guided by the above approach, our human capital strategy has consistently been formulated with the focus on "Value diversity" and "Create opportunities for growth.” Based on our management policy, we have established the Materiality, and we have set targets related to our human capital in the five-year mid-term business plan.

Overall human capital strategy

The Value "Lifenetter Values" announced in May 2024 was formulated through discussion among executives and employees. 
As our business grows, our organization is expanding and the way we work is becoming more diverse. In order to continue to take on challenges while upholding the founding purpose of our company, as expressed in the Manifesto, we have established Lifenetter Values, which represent the values that we all share.

For details, please refer to "Creating the Future with Our Employees."

We aim to realize the Manifesto by valuing diversity and providing every employee with opportunities for challenge and growth.

 In order to promptly respond to changes in the times and environment, and to provide easy-to-understand, affordable and convenient products and services that meet the various needs of our customers, we value diversity. We aim to create an organization where employees with diverse knowledge, experience, and ideas, gathered under the Manifesto, can work together in a healthy and ambitious manner, making the most of their individuality and respecting each other.

 In order to continue to grow quantitatively and change qualitatively toward the Manifesto, we will create opportunities for our employees to grow. 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.

To promote the priority areas of our mid-term business plan, we have formulated a human capital strategy and set non-financial targets related to human capital. We have identified three major organizational challenges that we need to address to strongly promote the priority areas.

We will work to improve the value of our online life insurance, which sets us apart from our competitors, and we will also take on a new initiative to actively incorporate online life insurance into the ecosystems of partner companies in different industries. To achieve this, we believe that it is necessary to further strengthen the system for promoting business across the entire company, without being limited by the scope of existing departments. 

2. Strengthening human capital development through challenges
We have actively recruited talented individuals with diverse backgrounds, including professional experience, since the beginning of our business.
At the same time, we recognize the importance of strengthening our internal human capital development in the face of intensifying competition for human capital and the future decline in the workforce in Japan. By strengthening development through challenges, we aim to create a virtuous cycle of encouraging employee growth, linking the growth of employees to business growth, and providing employees with opportunities to take on further challenges as the business grows.

While we aim to further expand our business by promoting business operations based on the Manifesto that places importance on a consistent customer-oriented perspective, there are an increasing number of employees who have no opportunity to directly know the founders or their thoughts and purpose.
We believe that maintaining and reinforcing the Manifesto and the corporate culture that is created by it will be the foundation for continuing to provide advanced customer services in the unique business model of online life insurance.

We have introduced an employee shareholding association (the Association) system as a medium- to long-term incentive for our employees. In addition to promoting participation in the Association, we also work to expand the scope of coverage. 

We have introduced the "Special Incentive Scheme" through the employee shareholding association (the Association) as stock-based compensation for our employees with the aim of motivating employees to enhance our shareholder value over the medium- to long-term. Common stock issued by Lifenet is granted through the Association as a special incentive to employees who are members of the Association. The Association acquires the Company's shares from the market.