Prices as of 2026/10/30 close
Company comparison
Tokio Marine is the bigger company, with revenue of ¥8.9T — 35.8x Orico's ¥247.6B.
Tokio Marine earns more on each yen of sales, with an operating margin of 15.2% — 9.4 points above Orico (5.8%).
Revenue growth in the latest results: Tokio Marine +5.1%, Orico +1.0%.
Tokio Marine pays more on average — ¥14.9M against ¥6.66M at Orico.
Over the past year the shares moved Tokio Marine +50.6%, Orico −20.8%.
Head-to-head wins13 metrics
One win per metric for the company with the best value. Metrics with no better or worse (P/E, average age, employees) are excluded.
ScaleInvestors
Tokio Marine aheadTokio Marine 3 : Orico 0
Revenue: Tokio Marine ¥8.9T / Orico ¥247.6B
ProfitabilityInvestors
Tokio Marine aheadTokio Marine 3 : Orico 0
Operating margin: Tokio Marine 15.2% / Orico 5.8%
GrowthInvestors
EvenTokio Marine 1 : Orico 1
Revenue growth (YoY): Tokio Marine +5.1% / Orico +1.0%
Stock & balance sheetInvestors
Tokio Marine aheadTokio Marine 2 : Orico 0
Share price, 1 year: Tokio Marine +50.6% / Orico −20.8%
Pay & workforceJob seekers
Tokio Marine aheadTokio Marine 2 : Orico 1
Average salary: Tokio Marine ¥14.9M / Orico ¥6.66M
| Metric | Tokio Marine | Orico | Gap |
|---|---|---|---|
| Revenue | ◎¥8.9T | ¥247.6B | 35.8x |
| Operating profit | ◎¥1.3T | ¥14.4B | 93.4x |
| Net income | ◎¥980.4B | ¥12.9B | 76.1x |
| Metric | Tokio Marine | Orico | Gap |
|---|---|---|---|
| Operating margin | ◎15.2% | 5.8% | 9.4pt |
| Net margin | ◎11.1% | 5.2% | 5.8pt |
| ROE | — | 5.3% | |
| Revenue per employee | ◎¥6.6B | ¥64M | 103.4x |
| Metric | Tokio Marine | Orico | Gap |
|---|---|---|---|
| Revenue growth (YoY) | ◎+5.1% | +1.0% | 4.1pt |
| Operating profit growth (YoY) | −7.6% | ◎+17.0% | 24.6pt |
| Revenue CAGRlast 5 years | +10.2% | — | |
| Guidance: revenue growthnext FY plan | — | +5.0% | |
| Guidance: op. profit growthnext FY plan | — | +3.8% |
| Metric | Tokio Marine | Orico | Gap |
|---|---|---|---|
| Share price, 1 year | ◎+50.6% | −20.8% | 71.5pt |
| Share price, 3 months | ◎+6.0% | −16.4% | 22.4pt |
| P/E (trailing)lower = cheaper | — | 10.2x | |
| Equity ratio | — | 9.0% | |
| Share price (close) | ¥579.4 | ¥767 |
◎ marks the best value for each metric. Revenue and profit are from the latest full-year earnings release; share prices are closing-price references; P/E = latest close ÷ trailing EPS. For banks and some other financials, revenue means ordinary income.
| Metric | Tokio Marine | Orico | Gap |
|---|---|---|---|
| Average salary | ◎¥14.9M | ¥6.66M | ¥8.21M |
| Starting salary (monthly) | ◎¥306,030 | ¥250,000 | ¥56,030 |
| Average tenure | 14.8 yrs | ◎17.3 yrs | 2.5 |
| Average age | 42.4 | 43.1 | 0.7 |
| Employees | 1,339 | 3,866 | 2.9x |
Average salary is for the reporting (parent) company and is affected by average age and job mix. Holding companies with few employees are left out of the salary comparison.
Close (Oct 30, 2026)
¥579.4+50.6% (1Y)
Tokio Marine +50.6% over 1Y. Compared: Orico -20.8%.
Reference chart of daily closing prices, not real-time quotes (split-adjusted; weekly closes before the last year). Each line shows the % change from the start of the period. Updated Oct 30, 2026.
AAverage annual salary from the securities filings: Tokio Marine ¥14.9M, Orico ¥6.66M. Tokio Marine pays the most. Averages also depend on staff age and job mix, so check the average age too (Tokio Marine 42.4, Orico 43.1).
ARevenue in the latest results: Tokio Marine ¥8.9T, Orico ¥247.6B. Tokio Marine is the bigger company, with revenue of ¥8.9T — 35.8x Orico's ¥247.6B.
AOperating margins: Tokio Marine 15.2%, Orico 5.8%. Tokio Marine turns the highest share of sales into operating profit.
AShare price change over the past year (closing prices, for reference): Tokio Marine +50.6%, Orico −20.8%. Tokio Marine has risen the most.
Comparing 2 companies (up to 4)
Sources: earnings releases (kessan tanshin), annual securities reports and other public information. Share prices are closing-price references, not real-time. Our data may contain errors; investment decisions are your own responsibility.
