Tokio Marine : D&I at Tokio Marine Group

Tokio Marine Insights:

Tokio Marine Group

D&I

March 17, 2022

Table of Contents

I. D&I in the Tokio Marine Group

P.3

II. D&I Promotion Structure

P.6

III. D&I Priority Issues

P.8

IV. Appendix

P.18

Copyright (c) 2022 Tokio Marine Holdings, Inc.	2

I. D&I at Tokio Marine Group

Ⅱ. D&I Promotion Structure

Ⅲ. D&I Priority Issues

Ⅳ. Appendix

Diverse Workforce Contributing to Sustainable Growth

• Diverse workforces acquired through proactive global expansion, etc. have contributed significantly to growth to date

		More than
(billions of JPY)	40 thousanddiverse talent in	(person)
		46 countries and regions around the world 45,000
500

Acquired in

February 2020

400
				Acquired in					40,000
				October 2015
300
	Acquired in								35,000
	May 2012
200
100									30,000
2011	2012	2013	2014	2015	2016	2017	2018	2019	2020

Adjusted net income* (left axis) Number of employees (right axis)

*: Normalizing natural catastrophes to an average annual level, and excluding impact of COVID-19 and FX for 2020 (based on new definition)

Copyright (c) 2022 Tokio Marine Holdings, Inc.	3

I. D&I at Tokio Marine Group

Ⅱ. D&I Promotion Structure

Ⅲ. D&I Priority Issues

Ⅳ. Appendix

Strategic Importance of D&I

• Promoting D&I is a key success factor for further growth in an uncertain environment and market.
• Under the leaderships of CDIO and Deputy CDIO, further promote D&I and create a "robust and agile company."

Competitive

Advantage

Provide optimal

various issues faced by our customers around the world by leveraging our diversity.

Demonstrate

the Group's

Integrated

Strength

Group Chief Diversity & Inclusion Officer (CDIO)

Tokio Marine Holdings, Inc.

Mika Nabeshima

Caryn Angelson

Improve

Productivity

Create a work environment that allows all employees, including those belonging to minorities, to fully demonstrate their abilities and minimize

D&I

Cornerstone of

the Growth

Strategy

Make effective use of the excellent human resources within the Group to further realize synergies on a global basis

Top Talent

Group Deputy CDIO

Tokio Marine Holdings, Inc (April 1, 2022~)

CHRO & CLO

Tokio Marine North America Services, LLC

opportunity losses.

Create an inclusive work environment where diverse human resources can flourish and win the fierce competition for talented people ("talent war").

Copyright (c) 2022 Tokio Marine Holdings, Inc.	4

I. D&I at Tokio Marine Group

Ⅱ. D&I Promotion Structure

Ⅲ. D&I Priority Issues

Ⅳ. Appendix

Vision on D&I -Our Commitment-

• In order to further accelerate D&I initiatives that we have been working on, we formulated the Tokio Marine Group D&I Vision in October 2021.

To be a Truly Inclusive

Global Insurance Group

Attract

We will attract diverse talent, irrespective of personal characteristics, by being an employer of choice for all, where individuals are enabled to perform to the best of their abilities.

Copyright (c) 2022 Tokio Marine Holdings, Inc.

Empower

We will provide a truly inclusive working environment, both physical and cultural, in which all employees can contribute fully. They will be given the tools and authority to do what is best for our customers and society.

Develop/Promote

We will provide opportunities to enhance skillsets and experiences, both through formal and informal learning. We will be purposeful in our efforts to ensure equal opportunity for progression and growth for all.

Retain

We will have relationships with our people based on trust and transparency.

Contributions to our Group, its mission and goals, will be the foundation of any rewards and/or assessments for our people.

5