Tokio Marine Holdings, Inc. · TSE:8766
Tokio Marine — Shareholder Meeting (June 2022)
32 slides from Tokio Marine's shareholder meeting presentation, Jun 27, 2022
Slide 1: Tokio Marine Group Business Strategy
To Our Shareholders The 20th Ordinary General Meeting of Shareholders Tokio Marine Group Business Strategy June 27, 2022 Satoru Komiya President & Group CEO Copyright (c) 2022 Tokio Marine Holdings, Inc.
Slide 2: Table of Contents
Table of Contents 1 Business Environment & Our Strategy P.2 2 FY2022 Projections & Shareholder Return P.15 3 Towards A Sustainable Growth P.19 Copyright (c) 2022 Tokio Marine Holdings, Inc. 1
Slide 3: Business Environment & Our Strategy
1 Business Environment & Our Strategy Copyright (c) 2022 Tokio Marine Holdings, Inc. 2
Slide 4: Review of FY 2021
1. Business Environment & Our Strategy Review of FY 2021 Steady growth by acquiring customer's support despite COVID-19. ◼ Insurance ◼ Adjusted net premiums income*1 ＋ 44.7% （billions of JPY） ＋ 7.8% （trillions of JPY） 578.3 （standardized based*2： 505.4) 3.8 399.6 （standardized based*2： 446.0 ） 3.6 2
Slide 5: Business Environment
1. Business Environment & Our Strategy Business Environment Challenges society is facing are piling up, escalating, and becoming increasingly complex Climate change Rising geopolitical risk COVID-19 Cyber attack Increasing inequality Copyright (c) 2022 Tokio Marine Holdings, Inc. 4
Slide 6: Environment related to climate change
1. Business Environment & Our Strategy Environment related to climate change Japan has a higher ratio of economic losses caused by natural catastrophes relative to its national land area and GDP Economic losses caused by natural National land area GDP catastrophes “Natural disaster superpower” Japan
Slide 7: For Promptly Delivering Insurance Payment
1. Business Environment & Our Strategy For Promptly Delivering Insurance Payment Combine the total power of the Group and utilize advanced digital technology Promptly deliver insurance payment to build customers’ “power for tomorrow” Check the damage caused by Employees and agencies work as one disa
Slide 8: Global Risk Diversification
1. Business Environment & Our Strategy Global Risk Diversification 2000 2007 2012 2015 2018 2020 Weight of overseas insurance Business diversification business in group-wide income Acquired Feb 2020 3％ 54％ Regional diversification Secure entry point to emerging markets (2002) (2022 Projection) Acqui
Slide 9: Managed COVID-19 & Natural Catastrophe Impact on Income
1. Business Environment & Our Strategy Managed COVID-19 & Natural Catastrophe the impact on Income Impact *1 of COVID-19 & natural catastrophe on adjusted net income *2 2011 （natural catastrophe） 2019 80％ （natural catastrophe） approx. ▲ 2020 （COVID-19, 20 natural catastrophe) approx.▲ ％ *1:Impact is
Slide 10: Responding to Climate Change
1. Business Environment & Our Strategy Responding to Climate Change Play a role and meet expectations in combating global warming and escalating natural disasters Capture Mitigate Realizing carbon neutrality Growing awareness for natural catastrophes Intensified natural Capture Opportunities catastr
Slide 11: Efforts to Address Social Challenges
1. Business Environment & Our Strategy Efforts to Address Social Challenges Accelerate efforts to address various social challenges to protect customers and society Support for small- and medium- Healthcare Cyber space sized enterprises (SMEs) ◼ Support SMEs in solving their ◼ Support companies’ hea
Slide 12: New Value Provision Tailored to Customer Needs: Examples
1. Business Environment & Our Strategy New Value Provision Tailored to Customer Needs: Examples Launch new car insurance, Digital/sustainability native generation “&e,” to create an accident-free Digital native Millennials Sustainability society with our customers born in/after ‘80s native generatio
Slide 13: Expanding Value Proposition
1. Business Environment & Our Strategy Expanding Value Proposition Towards becoming a safety and security partner who “always” gives support, including before an after an accident, to provide support “in times of need” Cyber Health care Increased Risks Increased Energy Needs Insurance Business Custo
Slide 14: Disaster Prevention and Mitigation
1. Business Environment & Our Strategy Disaster Prevention and Mitigation Always support customers through the expanded before and after service areas and consequently achieve our growth Example of Domestic Launched a cross-industry disaster prevention consortium, “CORE,” in Nov. 2021 to Damage Prev
Slide 15: Solve Social Challenges Through Business Activities
1. Business Environment & Our Strategy Solve Social Challenges Through Business Activities Link business activities with solving social challenges to help create a sustainable society 100 years from now Vision for A global insurance group that Society A sustainable society where Tokio delivers susta
Slide 16: FY2022 Projections & Shareholder Return
2 FY2022 Projections & Shareholder Return Copyright (c) 2022 Tokio Marine Holdings, Inc. 15
Slide 17: FY2022 Projections
2. FY2022 Projections & Shareholder Return FY2022 Projections Build on the enhanced capabilities to further improve business results ◼ Insurance ◼ Adjusted net premiums income*1 ＋ 8.8% 6.7% （trillions of JPY） （billions of JPY） ＋ 550.0 4.1 3.8 505.4 (Standardized based*2) 2021 2022 2021 2022 （Project
Slide 18: Glocal × Group Synergies
2. FY2022 Projections & Shareholder Return “Glocal × Group Synergies” Top-level growth in each country/region plus synergies Top-level growth in each Group Synergies country/region Domestic Non-Life ＜ Bottom-line*1 ＞ ＜ Top-line *1 ＞ TMNF Market M/S 15.7% No.1 12.8% Group Synergies 2012-2020 CAGR Ann
Slide 19: Shareholder Return
2. FY2022 Projections & Shareholder Return Shareholder Return 11 consecutive year of higher dividends projected ＋45 ＋55 (vs Nov. 2021 projection ＋10) 300 255 50% DPS (JPY) 200 48% (ordinary dividends) 180 190 46% 42% 40% 38% Payout ratio*1 2018 2019 2020 2021 2022 2023 projection projection *1：Payou
Slide 20: Towards A Sustainable Growth
3 Towards A Sustainable Growth Copyright (c) 2022 Tokio Marine Holdings, Inc. 19
Slide 21: Promote and Spread Diversity & Inclusion (D&I) as Growth Strategy
3. Towards A Sustainable Growth Promote and Spread Diversity & Inclusion (D&I) as Growth Strategy Promote diversity and leverage expertise and experience globally to respond to changes Keep supporting customers and communities in times of need Diversity Council Strongly promote D&I Established a glo
Slide 22: Bring Together Employees' Ideas and Passion to Create Greater Power
3. Towards A Sustainable Growth Bring Together Employees’ Ideas and Passion to Create Greater Power Unite diverse talent with shared corporate culture （Reference）Creation of Exciting and Rewarding Work Spreading corporate culture Environment ⚫ Held a remote world tour during the pandemic Culture & v
Slide 23: To Be a Good Company
3. Towards A Sustainable Growth “To Be a Good Company” We will be there for our customers, playing our part in society in times of need. We will be looking beyond profit to deliver fully on our commitments. Through our collective efforts, we will strive to be a Good Company, living up to the trust p
Slide 24: Reference
Reference Copyright (c) 2022 Tokio Marine Holdings, Inc. 23
Slide 25: ESG ～Environment～ Contribute to sustainable global environment
ESG ～Environment～ Actively contribute to environmental protection, biodiversity preservation, and creation of environmental values through our business Contribute to sustainable global environment ■Creating a green society through insurance business Examples of our approaches to environment ⚫ Active
Slide 26: ESG ～Environment～
ESG ～Environment～ To achieve decarbonized society, develop renewal goals to accelerate to address climate change FY2030 -60% reduction (Compared to FY2015)*1 Reduction of our greenhouse gas(CO2) emissions Achieve net zero greenhouse gas emissions in fiscal 2050 (including recipients of investments a
Slide 27: ESG – Society – Contribute to solving social issues
ESG – Society – Contribute to solving social issues by providing safety and security to customers and society through our business ■Response to natural disasters that are increasingly becoming larger in scale ⚫ Mobilize employees to focus on customer outreach at times of emergency ⚫ Make insurance p
Slide 28: ESG – Society – Contribute to solve social issues
ESG – Society – ■Promote health & productivity management ⚫ Steadily implement PDCA to improve employees’ health, revitalize the organization, and enhance corporate value under Tokio Marine Group Wellness Charter ⚫ Support customers’ health & productivity management utilizing the know-how accumulate
Slide 29: ESG – Governance –
ESG – Governance – Solve Group’s management issues by leveraging global expertise and knowledge through function-based Chief Officer system and committees, etc. Globalize and enhance our management structure Unleash the Group’s total power Group CEO Focus on Group management Financial & Domestic Dom
Slide 30: ESG – Governance –
ESG – Governance – Hybrid institutional design based on the Board of Directors that makes high-quality decisions leveraging insights and expertise of outside officers and supported by the Nomination Committee and Compensation Committee with transparent decision-making process ＜Governance structure ＞
Slide 31: ESG – Governance –
ESG – Governance – Designed a remuneration system linked to business performance and stock price as an incentive for directors to achieve sustainable growth Compensation System for Directors <Performance-linked bonuses> ⚫ Consists of fixed compensation, performance-linked bonuses, and ⚫ Increase the
Slide 32: Disclaimer
Disclaimer These presentation materials include business projections and forecasts relating to expected financial and operating results of Tokio Marine Holdings and certain of its affiliates in current and future periods. All such forward looking information is based on information and assumptions a
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