"Discover Abilities"
（Three Pillars ⑵）
The Bank believes that maximizing the ability of employees to demonstrate their acquired knowledge and experience, without question, requires the fostering of a corporate culture and climate that allows employees to be themselves and to work vibrantly and in health. Likewise, the Bank is working to improve motivation and satisfaction through the development of environments that enable employees to maintain and improve their mental and physical health, and ones that allow working styles to match different life stages.
Moreover, the Bank is promoting strategic human resources assignments through the active promotion of young employees, human resources exchanges between organizations, and visualization of human resources using a talent management system.
Strategic Human Resources Assignments
We are working to build an optimal human resource portfolio based on our medium-term management plan.
Specifically, we are using AI and other digital technologies to promote companywide streamlining. While reducing the total number of employees, we are shifting our human resources to strengthening areas such as market operations, DX promotion, and Σ (sigma) businesses.
In addition, we are working to optimize our human resources portfolio in terms of the quantity and quality of our human resources by visualizing skills and experience through our talent management system.
Restraint of transfers accompanying relocation
We strive to avoid transfers involving relocation as much as possible, taking into account the psychological and economic burdens of employees, even when appropriately positioned.
On the other hand, in the event of a transfer requiring a moving due to a distant location, we have established a "relocation support measure" that subsidizes the actual cost of moving.
Health management initiatives
Basic Stance
Japan Post Bank bases its initiatives on health and productivity management on the idea that maintaining and improving the mental and physical health of employees, as well as creating environments where employees can work with vitality, will contribute to improving productivity and corporate value. Based on this belief, our initiatives include cutting down on long working hours, health guidance toward preventing/reducing the incidence of lifestyle diseases, and mental health care.
In addition to company-wide health management initiatives, we focus on physical, psychological, and economic support, and implement measures tailored to each age group.
At the same time, we are implementing health promotion measures jointly with other companies.
Japan Post Bank has been certified as a "2025 Certified Health and Productivity Management Organization (Large-Scale Corporate Division) White 500" for four consecutive years, particularly as a corporation that implements excellent health management.
Related Information
External Assessments of Health Management
Health Management Initiatives of the Japan Post Group(Japanese version only)
Health and Productivity Management Promotion Framework
In order to promote the health of our employees and their families, we actively cooperate with the Japan Post Mutual Benefit Association to provide specific health guidance and implement health promotion measures in cooperation with the Health and Productivity Management Secretariat.
In addition, the Japan Post Group's Health Management Centers and the Health and Productivity Management Promotion Secretariats, as well as local offices, cooperate and collaborate to provide health guidance and consultation services to support the health of employees.
In addition, we have established a consultation service for employees' health and welfare programs.
Japan Post Bank's Health and Productivity
Management Promotion Framework
Establishment of Japan Post Bank's Health and Productivity Management KPI and PDCA
In order for employees to continue to engage in work in good mental and physical health, we have formulated a Health Management Strategy Map and Health Management KPI in order to identify issues and implement specific measures after analyzing the current situation based on the results of health checkups and other findings.
Measures are implemented and evaluated in accordance with these guidelines.
Related Information
ESG Data - Society: "Employee Health Indicators"
Suntory Wellness Online（Japanese version only）
Health Management Initiatives of the Japan Post Bank (Japanese version only)（PDF／102KB）
In order for employees to be conscious of their own health and take steps to promote their health, we conduct various health checkups and organizational checkups based on stress checks.
At the same time, we cooperate with the industrial health staff of the Health Management Centers nationwide to support the health maintenance and promotion of employees working throughout the country.
Specifically, based on the results of health checkups, we collaborate with industrial health staff to offer health recommendations and health guidance to medical institutions.
As a result of these efforts, regular health checkups have continued at 100%, and the health guidance implementation rate and the stress check acceptance rate have also improved, raising employees' awareness of health.
In addition, we conduct a "Nationwide Walking Festa" every year for all employees (including Group affiliates, etc.) with the aim of fostering exercise habits and stimulating communication.
| Tems | FY2021/3 | FY2022/3 | FY2023/3 |
|---|---|---|---|
| Health exam uptake rate | 100% | 100% | 100% |
| Health counseling uptake rate | 84.1% | 84.7% | 96.8% |
| Stress check uptake rate | 95.7% | 98.9% | 98.1% |
PDCA cycle
Health Advancement Initiatives
Holding stretch classes and physical strength measurement meetings
We held stretch classes and physical strength measurement sessions with corporate medical practitioners (Health Keepers) as instructors with the aim of raising employee awareness of health promotion. (Jun. 2024)
We also voluntarily implement health promotion measures at each workplace nationwide.
Initiatives to Prevent Secondhand Smoke Exposure
We make efforts to encourage employees to change their behavior, including designating a No-Smoking Day every month and providing online programs to help employees quit smoking*.
Moreover, to raise awareness about quitting smoking, we hold discussions on ways to encourage employees to quit smoking during meetings of the Health and Safety Committee and make these known to employees.
- *:
- This program is provided through a partnership with Japan Post Mutual Benefit Association.
Initiatives for Mental Health
We have prepared and handed out a Mental Health Guidebook for employees. At our Health Management Centers nationwide, we have set up mental and physical health consultation hotlines where industrial physicians and public health nurses provide guidance to employees about troubles they face at work or in their personal lives. Also, we have set up a hotline that employees can access outside of work hours, completing our consultation system that includes face-to-face, over-the-phone, and email-based services.
In additon, we have support staff in place at our Regional Headquarters nationwide who meet with employees in-person to help prevent mental health issues and provide mental health training to managers with the goal of empowering them to prevent mental health issues in their team members.
Moreover, we perform stress checks at all of our business locations annually to quickly detect mental health issues and improve the workplace environment, and have prepared a return-to-work support program for employees returning to work from a mental health break that offers support and follow-up.
Initiatives to address women's health issues
Recognizing that physical and mental health is important for each employee to fully demonstrate their abilities and work with vigor, we are working on measures to maintain and improve health.In particular, with regard to women's health, we have a paid menstrual leave system, as well as seminars and study sessions for all employees on health issues specific to women, such as menopause and premenstrual syndrome (PMS). We are promoting understanding not only among those involved but also among all employees.
Health and safety initiatives
As a member of the Japan Post Group, Japan Post Bank observes the occupational health and safety laws and other related laws and regulations, and strives to ensure the safety of employees while maintaining and improving their health.
Related information
Occupational Health and Safety Initiatives at the Japan Post Group
Flexible work styles
Japan Post Bank believes that a working environment that enables employees with a diverse range of backgrounds to fully express their potential is extremely important in providing high-quality service to our customers, and we strive to create employee-friendly working environments.
Introduction and Expansion of Telecommuting (Working from Home, etc.)
With the goal of making work more flexible, increasing the motivation of employees, and boosting operational productivity, the JAPAN POST BANK introduced telecommuting at its headquarters in FY2019/3. Since FY2020/3, the Bank has gradually introduced it at locations other than its headquarters, and the number of employees engaging in telecommuting is expanding in response to the need for diverse work styles.
The Bank has responded to the challenges of COVID-19 through expanding telework, adopting web-based meetings, and introducing staggered working hours and alternate shifts. From the perspective of encouraging work-life balance, we are also advancing initiatives that will make these flexible working styles possible even after the pandemic ends.
- "I was able to manage my work even when my child was in hospital."
- "I could spend more time with my family and enjoying my hobbies because I was spending less time travelling to work"
- "It became easy to balance family care and work"
Diversifying Working Patterns
Through supporting different systems such as reduced working hours, as well as a flextime and rehiring system, we are creating an environment where employees can choose from a diverse range of work styles.
Initiatives to Reduce Total Working Hours and Improve Productivity
Japan Post Bank has a policy to reduce excessive working hours by complying with laws and regulations concerning working hours, such as the 36 Agreement.
Based on this policy, we comply with the Minimum Wages Law, the Labor Standards Law, and other related laws and regulations, and take immediate action to correct any violation of the Labor Standards Law or other relevant laws in the company.
In addition, when administrative guidance such as recommendations for correction is received, the company responds appropriately by confirming facts, responding to corrections, and reporting to the Labor Standards Inspection Office.
We are achieving this through setting limits on overtime, reducing workloads through advancing Business Process Re-engineering (BPR), encouraging employees to take the planned time or one week of continuous time off, and promoting "refresh days", in which employees leave at a designated time.
Related Information
ESG Data - Society: "Paid Holiday Utilization Rate"
ESG Data - Society: "Overtime Working Hours"
Introducing an interval-based work system
With the goal of ensuring employees get enough time for daily living and creating a healthy working environment, since April 2018 we have had in place a system that guarantees 11-hour intervals between each day’s work.
Financial Wellness
We are working to enhance and disseminate welfare programs such as iDeco, the Employee Stock Ownership Plan, Asset Accumulation Savings, and Group Term Life Insurance in order to support the asset-building of employees themselves, who are the leaders in creating value.
Specifically, the Japan Post Group conducts an e-learning "Life Planning Seminar" common to the Japan Post Group with the aim of providing meaningful information for employees to plan their lives.
By providing an opportunity for employees to consider their own life plans in accordance with their circumstances and wishes, we support life plans that are more affluent and comfortable to live from being employed to being retired.
Improving employee satisfaction levels
To create a workplace where employees can work with satisfaction, in addition to the previous comprehensive satisfaction survey, we have been conducting a new engagement survey since FY2023 in order to grasp employees' awareness and the issues facing the organization.
The Bank's strengths and issues that are clarified from the results of the survey are reported to the management team, and then the common issues that the Company faces and the issues that are unique to each organization are organized and addressed. In addition, the timely feedback of results to each workplace leads to autonomous improvement activities in the organization.
Through these activities, we have set a KPI of achieving a total satisfaction level of 70% or more by 2025, and in FY2023 we achieved a total of 67%.
(based on the results of the Engagement Survey)
We conduct "Family-Festa," a workplace tour for family members of employees.
Employees' families are invited to see their families at work, and the company expresses its support for employees who are raising children or balancing work with family support.
(December 2023)
Fair Human Resources Evaluations and Treatment
The human resources evaluations consist of two types of evaluations: performance evaluations (evaluating the degree of achievement of goals based on position-based objectives) and job action evaluations (evaluating attitudes toward work and other actions and processes).
Managers are the core of the organization, and in order to be more committed to the ever-changing social conditions, they are evaluated on their performance every half year and on their job action evaluations for the full year. In addition, we have introduced multifaceted observation aimed at making the individual aware of his or her own actions. Subordinates, fellow employees, and others selected anonymously answer questions on items such as leadership, human resources development, and work style reform, and feedback on the results encourages managers to change their own awareness and behavior.
For general employees, we conduct performance and job action evaluations throughout the year, and after providing feedback on the evaluation results, we set up a grievance consultation system to ensure that employees are satisfied with the results of their evaluations and that fair evaluation results are reflected in their compensation.
For both managers and general employees, the company sets the expected roles for each position, etc., and based on these expected roles, each employee sets goals jointly with the evaluator at the beginning of the fiscal year. At the end of each fiscal year, the company conducts a self-evaluation of these goals, followed by an evaluation by multiple evaluators (multi-stage evaluation), and provides feedback on the evaluation results to employees, which leads to human resource development.
Award system
We have introduced an award system to increase employee motivation.
| Award Name | Contents |
|---|---|
| Commendation for Distinguished Services | Awards are given every six months to organizations and individuals that have made outstanding achievements in sales, administrative, and other fields. |
| Long-standing Awards | Service for 20 years or more and 30 years or more, with awards for employees with good work performance. Work at the time of retirement. (Awards to express appreciation for the efforts of employees during their service.) |
| Other Awards for Distinguished Service | Prevention of special fraud, lifesaving, etc. |
Appropriate wage levels
Japan Post Bank's basic policy is to comply with labor laws and regulations, including the Minimum Wage Act, so that all employees can live healthy, culturally minimum living standards, and to pay wages above the minimum wages in each region.
We have been improving wage levels so that employees in all regions can lead more affluent lives, and we will continue to do so in the future.
There is no disparity in the wages we pay according to nationality, creed, social status, or gender.
The Japan Post Group has also issued the International Labour Organization Convention 100, entitlement to equal remuneration for male and female workers for work of equal value, which sets salary standards for work of equal value without discrimination on the basis of gender.
Labor-management Relations
The JAPAN POST BANK has organized labor unions such as The JAPAN POSTAL GROUP UNION, which conducts collective bargaining on an equal footing between labor and management regarding employment security, employee wages, working hours, and other working conditions, as well as labor-management communication on topics such as management, production, working hours, and benefits as appropriate.
In addition, we actively hold labor-management consultations on issues such as the realization of gender equality and business issues.
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- Number of employees covered Labor-management agreements:Approx. 12500 (Approx. 89.6% of Japan Post Bank employees) (as of the end of March 2024)
