Balancing customer contribution with company strategy.
An unprecedented challenge by young employees.

To achieve the goal of "establishing a risk manager position," which was clearly stated in the medium-term management plan, it was necessary to engage with customers more deeply. With this in mind, the sales representative devised and implemented a new initiative, one with few precedents in Japan.

Member Introduction

Maekawa
Group Leader, Corporate Insurance Department. This project involves deeply understanding clients' management and business activities and supporting the enhancement of their risk management functions. Through repeated dialogue with clients, the group consistently handles everything from risk visualization and system development to supporting management decisions.

Seki
Manager of the Risk Solutions Department. Working in collaboration with Maekawa and clients, he conducts quantitative and qualitative risk assessments. Leveraging his expertise in risk analysis and risk finance, he supports companies in understanding their overall risks and making optimal decisions.

Building a new risk management model together with our customers.

Toyotsu Insurance Management's medium-term management plan included the goal of "becoming a unique risk manager that is attentive to the needs of its customers."

Maekawa believed that the traditional framework of insurance brokerage services alone would not be sufficient to achieve that goal.

I felt that in order to deeply understand the challenges and business environment that our customers face, and to support the enhancement of their risk management functions themselves, it was necessary to become more deeply involved in their management and business activities.

"We wanted to go beyond simply arranging insurance; we wanted to create a situation where our clients could understand their own risks and use that knowledge to inform their business decisions. To achieve that, we felt it was essential that we ourselves first gained a deeper understanding of our clients," (Maekawa).

Through repeated dialogue with our customers, a new initiative emerged: leveraging our company's expertise in risk management to support our customers in building their own risk management functions.

This approach resonated with our customers and aligned with the direction our medium-term management plan aims for, so the project officially began.

Visualize risks and use them to inform management decisions.

The first thing the project tackled was identifying the risks inherent in business activities.

We organized various risks that affect business activities, such as fire, natural disasters, liability, earthquakes, and product recalls, and evaluated them from both quantitative and qualitative perspectives. We also made visible risks that our clients had not previously been fully aware of.

The evaluation was carried out by a specialist team led by Seki from the Risk Solutions Department.

"To properly understand risk, it's crucial to first grasp its quantity and impact. Which risks should we retain, and which should we transfer? To make that decision, we needed to objectively evaluate the risks," (Seki)

By combining the information Maekawa gathered on-site with the risk analysis expertise our company has cultivated, we have established a system that allows us to quantitatively grasp the risks across the entire company.

Furthermore, beyond simply arranging insurance, we also proceeded with examining the optimal risk finance strategy from the perspective of which risks should be retained and which risks should be transferred.

Establish risk management functions within the customer base.

Risk assessment itself is not the goal.

The important thing is to link those results to management decisions and business activities.

Through repeated dialogues with the client's management and relevant departments, Maekawa clarified the direction of risk management with a view to the future.

"We believed it was important to create a situation where our customers could continuously confront risks themselves and proactively manage them," (Maekawa)

In addition to establishing a system for continuous risk assessment, we also shared ideas and know-how for effectively utilizing insurance brokers. We supported the creation of a system that enables customers to promote risk management themselves.

As a result, customers were able to understand risks systematically and quantitatively, leading to improved accuracy in their management decisions regarding risks.

Achieving both customer value and our company strategy.

This project not only contributed to improving our clients' risk management, but also...

For our company, this also became a practical model for realizing the goal we set forth in our medium-term management plan: "to provide new value as a risk manager."

We deeply engage with our clients' businesses, visualize risks, and support their decision-making.

Being able to create a form of value proposition that goes beyond the traditional role of an insurance broker was a major achievement for our company.

Furthermore, the fact that this project, which began with a proposal from a single employee, led to the creation of a new solution, is also of great significance.

New possibilities revealed by the project

This initiative is an example of how our company and our client shared a common understanding of the challenges and collaborated towards the goal of enhancing risk management capabilities.

We delve deeply into our clients' business challenges, visualize risks, and support their decision-making.

This project embodied Toyotsu Insurance Management's vision of itself as a risk management partner.

"We believe our potential lies not only in insurance brokerage, but also in providing value in various forms according to our customers' needs." (Seki)

Going forward, our company will not only continue as an insurance brokerage, but will also create new value together with our customers and support sustainable growth.