"Effectively Utilize Diversity"
（Three Pillars ⑶）
In order to address the needs of various stakeholders, the Bank believes it is essential to secure human resources that are rich in diversity. We therefore promote Diversity Management in aims of building a culture that respects the diverse value sets of every employee, and that recognizes this diversity as a strength of the organization.
Promoting DE&I
Basic Stance
Japan Post Bank regards "employees" as the driving force for sustainable growth by realizing customer-oriented business operations as the most important stakeholder. By creating a work environment where people from diverse backgrounds can work enthusiastically, we aim to bring about a change in our employees' behavior.
The Diversity Promotion Department, established in 2016, is developing various measures, including women's active participation, based on the "DE&I" concept, which has added "Equity" to the "D&I (diversity and inclusion)" to date. Furthermore, not only executives but also managers play a central role in fostering a corporate culture in which diverse attributes and sensibilities are respected throughout the company.
Through the promotion of DE&I and other initiatives, we aim to be a bank where each employee can work autonomously and independently and experience wellbeing.
Related Information
Japan Post Bank’s Diversity,Equity & Inclusion Strategy
Japan Post Bank DE&I Dialogue with Ms. Sputniko! and Executive Members
Diversity Committee (promotion framework)
We have formed a Diversity Committee of volunteers from employees nationwide to plan and implement initiatives tailored to organizational issues.
We held seminars on balancing work and childcare and study sessions on health and nursing care in various locations. The content was shared with members throughout the country. In addition, we held dialogues to exchange values with each other and worked to revitalize communication.
In addition, at the DE&I promotion event in the form of a town hall meeting for fiscal year 2024, approximately 700 employees participated both in-person and online, where Ms. Yuka Shimada and the President and Representative Director exchanged views on well-being. We will continue to promote DE&I nationwide in each region.
Related Information
Japan Post Bank DE&I Forum Talk Event with Ms. Yuka Shimada and President Kasama
Diversity Enhancement Month
To further deepen each employee's understanding of diversity, we have established the Diversity Enhancement Month, in which all employees are aware of diversity.
In FY2024, a diversity-related in-workplace study meeting was held for all employees, and a seminar was held for managers.
Diversity Promotion Training
Various training programs are held to promote the understanding and promotion of diversity.
In FY2023, we held training and in-workplace study meeting on a wide range of topics, including unconscious bias, childcare employee management, LGBTQ+ and other topics. In addition, we are increasing opportunities to consider diversity by viewing seminars sponsored by various committees nationwide.
In addition, we introduced health care services for female employees, including health support. We also worked to create an environment where each employee can learn about diversity and wellbeing autonomously and obtain the necessary information.
In FY2024, we held face-to-face training for general managers at headquarters with Ms. Sachiko Habu as the speaker, and we held an online seminar for managers with Ms. Sputniko! as the speaker.
We will continue to work to expand the circle of employees who understand and promote diversity.
Promotion of Women’s Participation and Advancement in the Workplace
In order to provide services from the viewpoint of consumers, the active participation of female employees, who account for more than 40%, is considered essential in aiming to be "the most accessible and trustworthy bank."
For this reason, we have set the goals of achieving a 20% ratio of female managers for the entire company in April 2026 and a 30% ratio of female managers for the head office in April 2031 as KPI for promoting women's careers. We are advancing initiatives focused on ① reforming awareness within the company, ② cultivating female leaders, and ③ supporting the success of employees and improving the environment.
Specifically, in the fiscal year 2023, we have been working to address issues such as the lack of role models by conducting career dialogues, "Diagonal 1on1," between female managers and female employees across different organizations, and by holding roundtable discussions with various executives and employees, including female outside directors. Additionally, we have engaged in dialogues with male branch managers across various locations to discuss issues related to the promotion of women's active participation.
Through these efforts, the ratio of female managers was 18.4% as of April 2024.
Women's Leaders Network
In February 2024, we launched the Women's Leaders Network, comprising female executives and department heads at our headquarters, to further promote women's active participation. Within this network, we hold monthly discussions on the challenges hindering the promotion of women's active participation and the measures to address these challenges. The network members, the Diversity Promotion Department, and related organizations collaborate to develop initiatives that contribute to the development of the next generation of female leaders.
In the fiscal year 2024, we held roundtable discussions aimed at identifying the issues that female managers face on a daily basis, and conducted career sessions for female executives to support career development by expanding the recognition of diverse role models.
Additionally, in November 2024, to further the development of network members, we held a roundtable discussion between network members and female outside directors. During this discussion, there was an active exchange of opinions on initiatives to promote women's active participation and ideas for becoming a platinum company, based on the careers and experiences of the outside directors.
Participants expressed that they were able to reaffirm what is necessary to become a platinum company where employees find it easy to work and feel a sense of purpose. They recognized the importance of engaging employees to reform organizational culture and develop human resources, while being mindful of what "only Japan Post Bank can do."
（male-to-female ratio by position for all permanent full-time employees）
Related Information
ESG Data - Society: "Number and percentage of women in managerial positions"
○Ms.Y Chief, Sales Promotion Department, Head Office
(Block Support Staff, stationed at Matsuyama Branch)
After returning to work after one year and five months of leave, we use our shortened working hours and other systems to balance work and childcare.
Currently, I am in charge of providing support for the operation of stores in the Shikoku Area. With advance coordination and cooperation with related parties, I am devising ways to make the most of my strengths in a limited time.
In "Naname no 1on1", an internal measure that I participated in immediately after returning to work, I realized the importance of aspiration in order to have confidence through dialogue with female managers from other organizations. This made my feelings positive.
In addition, by translating my thinking into languages, I have clarified my aspirations for both work and childcare and their actions to realize them.
Participation in the "Male Leaders Coalition for Empowerment of Women"
Takayuki Kasama, President and Representative Executive Officer of the Bank, participates in the Men's Leaders Meeting to Accelerate the Active Participation of Brilliant Women (Secretariat: Cabinet Office).
We will accelerate our efforts for gender equality and women's empowerment while deepening our network of male leaders in various industries throughout the country.
*
The Men's Leaders Meeting to Accelerate the Active Participation of Brilliant Women is a group of corporate managers, etc. to accelerate initiatives by companies, etc. by promoting initiatives in accordance with the Declaration of Conduct to promote gender equality and the active participation of women, as well as by building networking among participants and sharing initiatives and issues.
Participants contribute to fostering social momentum for gender equality and women's empowerment by proactively disseminating their ideas and efforts both inside and outside the company.
Currently, about 320 people, including corporate managers, governors, and municipal heads, are participating.
For details, please refer to the following link.
Male Leaders Coalition for Empowerment of Women
Commitment from the top of the organization (Japanese version only)
Participation of Diverse human resources
Japan Post Bank actively recruits and hires talent from various backgrounds to continuously respond to the needs of its diverse customer base and society in general.
Related Information
ESG Data - Society: "Employees with Disabilities"
Activities of people with disabilities
Japan Post Bank actively employ those with disabilities, and employees with disabilities participate in organizations around Japan.
In order to expand the opportunities for employees with disabilities to continue working for a long time with a sense of security and to work continuously in accordance with each employee's situation, we actively provide support for the improvement of the work environment, etc.
Opening of Aichi Komaki No. 2 Farm
Aichi Komaki No. 2 Farm was opened to create employment opportunities for people with disabilities and raise awareness of normalization within the company.
Six staff members with disabilities and two heads of the farm cultivate a variety of vegetables. In FY2024, we conducted normalization training for new employees in some areas.
By deepening exchanges while learning about agricultural work from staff with disabilities, we are raising awareness and contributing to the promotion of normalization within the company.
Japan Post Bank ARIGATO Center
In 2010, JAPAN POST BANK established and began operating the JAPAN POST BANK ARIGATO Center for the purpose of providing people with disabilities who desire to work opportunities for new and continued employment so that they can live independent lives.
Employees at the Center handle everything from bagging to shipping the candies handed out to customers at branches.
Moreover, we help employees with disabilities gain a higher level of motivation to work and remain in their positions by conveying our appreciation through letters.
Massage room
Since FY2017/3, some employees with visual impairments have been participating as in-house physiotherapists (Health Keepers) at several Operation Support Centers and head office.
By having them work as in-house physiotherapists, we are integrating the employment of people with disabilities with welfare and health management.
Employment assistance for people with disabilities
Through a tie-up with schools for special needs students, we host trainees as an occupational experience so that people with disabilities can find work where they can fully utilize their skills.
Challenged Teams at Headquarters
In the Diversity Promotion Department at the Head Office, people with disabilities are engaged in all sorts of cutting-out work within the Head Office, focusing on postal services and business card preparation, making use of their PC skills and other skills.
Growing together with the company
Since joining the company in FY2012/3, I've been involved in a variety of job duties at the headquarters Human Resources Department, including employment of people with disabilities, internal control, and labor relations. Today, I'm mainly working in payroll.
I decided to join the company because I wanted to see for myself how Japan Post Bank, with its nationwide network as well as close relationships with people from all walks of life, has changed since privatization. The deciding factor became my conviction that someone with a hearing impairment such as myself can grow together with the company based on my dealings with the hiring manager of the Human Resources Department at the time.
Able to balance work and childcare thanks to our extensive programs.
I returned from childcare leave in April 2020. Prior to taking leave, I read the handouts from the seminar for new mothers/fathers and the Work-life Balance Guidebook. During leave, I took seminars on scheduling post return and which provided a trial experience with finding the right daycare in an effort to alleviate my concerns.
Currently, I'm taking partial childcare leave. This leave, which can be taken until my child becomes a third grader, can be taken in hourly increments up to two hours a day depending on how busy I am at work. Also, I also use paid leave set aside for caring for my child in case of a sudden fever or illness. I look forward to continuing my career while taking advantage of these leave programs depending on the situation.
Hoping to support others someday
I returned to work during the state of emergency issued as a result of the COVID-19 pandemic. Initially, there was a shortage of telework terminals, but my coworkers made it possible so I could work from home first. They also adjusted my workload, which made the transition back to work easy, which offset my concerns during leave about balancing work and childcare after returning to work.
However, with mask wearing the norm, I've lost my bearings somewhat at work and in my everyday life because it is harder to understand what people are saying when I cannot read their lips under their mask. During meetings with multiple people, I don't even know who is talking, so I need to rely on the written summary. When I'm having difficulty, coworkers will remove their mask naturally and talk in a way where I can easily read their lips or they write down what they want to say. This has really helped. I feel like the culmination of these small acts of consideration have resulted in a really comfortable workplace, good human relationships and as an extension strong teamwork.
I am the one receiving support at the moment, but in the future I hope to be the one providing this support. At the same time, I hope to acquire new certifications and take continuing education courses for my AFP certification that I obtained this year. I plan to take some time out from childcare to do this.
- *:
- Job titles are at the time of interview
Employing senior human resources
As Japan's working-age population contracts due to a declining birthrate and aging population, the Bank is striving to expand duties that allow older employees to exhibit their potential by leveraging their knowledge and experience.
Moreover, in FY2022/3, the Bank raised the compulsoryretirement age to 65, since which time we have been seeking to improve working environments that allow employees to work while maintaining their motivation into the future.
In FY2023, we worked to visualize the posts, work content, and necessary skills and qualifications that enable employees to utilize their knowledge and experience as senior employees and demonstrate their abilities so that they can think about career development and skill improvement with an eye to the future.
For example, senior human resources are active in supporting newly appointed managers by their knowledge and experience, and in consulting and supporting employees' work-related concerns and questions (31 staff are assigned as support staff).
Promoting an understanding of LGBTQ+
In order to create workplace environments in which all employees can thrive with peace of mind, Japan Post Bank, distributes the Ally sticker*1 as a symbol of understanding and support for the LGBTQ+ community, and sponsors Tokyo Rainbow Pride*2.
At the same time, we have set up a Diversity Enhancement Month and hold in-workplace study meeting. And we share and evaluate the status of initiatives with Group companies and labor unions.
In addition, the Group jointly and the Committee independently hold online seminars featuring LGBTQ+ individuals and other parties,and the content of these seminars is shared by members throughout the country.
Moreover, the Bank now includes same sex partners in our definition of spouse for our various systems. This allows all employees to take advantage of marriage leave, bereavement leave, dependent allowances, and company family housing, for example.
These efforts have resulted in work with Pride *3 being the highest-rated Gold for the seventh consecutive years since 2018 in PRIDE Index for evaluating corporate and other initiatives related to LGBTQ+ and other issues.
- *1:
- People who offer support and understanding for LGBTQ+ people.
- *2:
- An event held by the NPO Tokyo Rainbow Parade. The parade is held under the slogan, "Be yourself, have fun, be proud," in order to help create a society where all people can be themselves and live positively with pride, regardless of sexual orientation or gender identity.
- *3:
- The goal of work with Pride is to provide information on creating workplaces in which LGBTQ+ persons in Japanese companies can be themselves. The organization offers opportunities for companies to work actively on LGBTQ+ issues.
Recruitment throughout Japan and in each area
Japan Post Bank conducts recruitment for major career track positions throughout Japan and area-specific key positions in each area.
Related Information
ESG Data - Society (Status of Recruitment)
Work-life Balance Support System
Japan Post Bank has put in place a support system that exceeds that which is required by laws and regulations, in order to allow employees to continue to work, rather than leave the company, in times when they cannot attend the workplace for reasons such as pregnancy, childbirth, raising children, caring for family members, or undergoing medical treatment.
In addition, the Bank is supporting employees to achieve a more independent and autonomous work-life balance through combining measures such as raising awareness through various internal seminars and e-learning courses about work-life balance and expanding the adoption of telework.
Fostering of Ikubosses
Believing the presence of Ikubosses* to be essential to achieving workplaces where each and every employee can work comfortably and enjoy their experiences, we are working to foster Yucho Ikubosses based on the four conditions of Yucho Ikuboss.
In FY2017, the heads of each organization at JAPAN POST BANK, including the President and Representative Executive Officer, made the Yucho Ikuboss Declaration. Since FY2018, we have expanded the scope of Ikuboss to all managerial positions and worked to foster Yucho Ikuboss through the Yucho Ikuboss Declaration, diversity (Ikuboss) training, and Yucho Ikuboss Certification.
*:
An Ikuboss (or "New-era" Boss) is a manager/an executive who (a) considers his/her staff's work-life balance and supports their career, (b) achieves his/her organization's business targets, and (c) enjoys his/her own life outside of work.
| The Four Yucho Ikuboss Principles |
|---|
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| Yucho Ikuboss Declaration |
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 Takayuki Kasama |
Management Training Program (Japanese version only)
Balance Support System
| Measures | Age of child | Paid | Contents | |||||
|---|---|---|---|---|---|---|---|---|
| 1 year old |
3 years old |
Entrance into elementary school |
3rd grade of elementary school |
6th grade of elementary school |
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| 3 days paid childcare leave | Yes | The first three days of childcare leave will be paid until the day following the date on which eight weeks have elapsed from the date of the child's birth (or expected date of delivery). | ||||||
| Childcare leave at birth (employees who do not take childcare leave after birth) |
(Legal)
(Japan Post Bank)
|
No | Employees who have not taken maternity leave before or after childbirth may take childbirth leave for up to four weeks (28 days) within eight weeks from the date on which the child is born or the expected date of childbirth, whichever comes later. | |||||
| Childcare leave | No | Employees raising children under the age of three may take childcare leave until the child reaches the age of three. The term of employment shall be up to one year of age, provided that the term of employment shall be up to one year and two months of age if both parents meet the requirements such as childcare leave, and up to two years of age if they are unable to admit to a nursery center, etc. |
||||||
| Childcare partial leave |
|
No | Employees raising a child under the age of nine in the fiscal year concerned may take partial childcare leave for up to two hours a day until March 31 in the fiscal year when the child reaches the age of nine years (12 years in the case of a child with a disability or chronic illness). In some organizations, this system can be used in combination with the flextime system. |
|||||
| Childcare period | Yes | Employees can take childcare leave twice a day for up to 45 minutes each until their child reaches the age of one year to take care of a nursing home or a daycare center. | ||||||
| Sick-child care leave | Yes | Employees raising a child before the end of the third grade of elementary school may take leave to care for a child injured or ill for up to five days (10 days if there are two or more children) per year. | ||||||
| Exemption from overtime, etc. | ― | Employees raising a child who has not yet entered elementary school may apply for exemption from overtime work or work on weekly holidays in order to raise a child. | ||||||
| Overtime and night-work exemption | ― | Employees raising children who have not yet entered elementary school may apply for restrictions on overtime work (up to 24 hours per month and up to 150 hours per year) and late-night work (restrictions) to raise children. | ||||||
| Transfer to a position with reduced working hours | ― | Those who are recognized by the company as having special circumstances such as childcare may wish to convert to 8 hours/day, 10 days/4 weeks (shorter working hours I type) or 4 hours/day, 20 days/4 weeks (shorter working hours II type). | ||||||
| Rehire for resigned employees | ― | A system is in place under which a permanent employee who retires for childcare or other reasons is re-employed as a permanent employee after the need for childcare has been resolved. | ||||||
| Measures | Period | Paid | Contents | ||||||
|---|---|---|---|---|---|---|---|---|---|
| 5 days |
93 days |
183 days |
1 year | 3years | 5years | ||||
| Family care leave |
|
(Legal) (Japan Post Bank) | No | Employees taking care of a Person Requiring Long-Term Care may take a total of 183 days for each Person Requiring Long-Term Care until the Condition of Need for Long-Term Care is terminated.Employees deemed to be subject to special circumstances may take leave within one year from the start date of leave. (A total of 93 days are employed by the Term Employee.) |
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| Family care partial leave | No | Employees who take care of a person requiring long-term care can take part-time leave within five years from the start of use within four consecutive hours from the start time or four consecutive hours from the end time. | |||||||
| Family care break | No | Employees who take care of a person requiring nursing care may take leave to care for a person requiring nursing care or take other necessary care of a person requiring nursing care for up to five days per year (10 days if there are two or more persons requiring nursing care). | |||||||
| Exemption from overtime, etc. |
No time limit
No time limit
|
― | An employee who is taking care of a person requiring nursing care may apply for exemption from working overtime or on weekly holidays. | ||||||
| Overtime and night-work exemption |
No time limit
No time limit
|
― | An employee who is taking care of a person requiring long-term care may request restrictions on overtime work (up to 24 hours per month and up to 150 hours per year) and late-night work (not engaging in late-night work). | ||||||
| Transfer to a position with reduced working hours | ― | Persons acknowledging that there are circumstances such as nursing care may wish to switch over to 10 days a day 8 hours/4 weeks (Short-Working I-type) or 20 days a day 4 hours/4 weeks (Short-Working II type). | |||||||
| Rehire for resigned employees | ― | There is a system in which full-time employees who retired for reasons such as nursing care are re-recruited as full-time employees once the need for nursing care has been eliminated. | |||||||
- *:
- The above chart applies to employees who work eight hours per day.
- *:
- Japan Post Bank allows employees to take childcare leave regardless of gender, and benefits are provided during the leave. Funding for benefits includes employment insurance premiums paid by companies.
Producing Manuals
To help employees use the different systems with peace of mind, we have produced and distributed among them various manuals such as a support guide for balancing work and childcare and a work-life balance support handbook for managers, which outline the points that superiors should know and attend to in the period from when a female employee applies for maternity leave until the day she returns to work. Other manuals include a work-life balance handbook that explains the different support systems for childcare and family care, as well as a family care support book that covers the process that occurs when an employee has to provide care and the ways a manager can respond to the issue.
Childcare and Family Care Support System
We provide aid for various childcare-related measures, including aid for using babysitters, aid for using monthly childcare, and aid for using childcare for sick or convalescent children, as well as subsidies for family care to employees who are engaged in family care.
Set up Mommy Room
In March 2024, we opened a milking facility, the Mommy Room,at the Otemachi Head Office so that women who have given birth can return to work when they want.
Establishing day care centers at offices
As a means of supporting a balance between childcare and work, in April 2019 we opened the Yutemachi Day Care Center, a workplace day care center at JAPAN POST GROUP’s headquarters building in Otemachi.
Leave of absence for accompanying spouse
In order to provide long-term support for employees' working styles in response to various life events, it is possible for employees to take a leave of absence within three years in order for them to live with their spouses when their spouses live in distant areas due to work or other circumstances.
Holding of All Types of Training Programs/Seminars
We hold a variety of work-life balance-related seminars, such as for employees who are expecting a baby, employees returning to work after childcare leave, and seminars on balancing work and caregiving. In addition to providing support for employees to balance their childcare or caregiving obligations with work, we conduct online seminars to help staff who are on leave return to work without stress or anxiety.
We also raise awareness by holding lectures on work-life balance in our internal training programs.
Childcare Leave for Male Employees
JAPAN POST BANK supports the "Declaration of Full Childcare Leave for Male Employees" by WORK LIFE BALANCE Co., Ltd.
At Japan Post Bank, we believe that it is important to create an environment in which each and every employee can be highly motivated as a "Team Yucho" and maximize their capabilities. We therefore promote diversity management as one of the important management issues.
With regard to the Bank's childcare leave system, the length of time taken exceeds the legal requirement (up to three years of childcare leave and up to nine years of partial childcare leave). To enable men to actively participate in housework and childcare, a portion of the childcare leave has been made paid since October 2018. In addition, the Company has made it mandatory for employees to "confirm the incentive and intention to take childcare leave for four weeks or more" from their department heads.
In addition, in order to create a workplace environment that makes it easier to use the system, we distribute support books for male employees and managerial employees and conduct e-learning, etc. We have achieved 100% of male childcare leave for three consecutive years since 2021.
We will continue to promote the active participation of employees in childcare.
Declaration of Full Childcare Leave for Male Employees (Japanese version only)
Takayuki Kasama
For the fiscal year ended March 31.
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Ratio of employees taking childcare leave (regardless of gender)
-
Ratio of men taking childcare leave for at least four weeks
Measures to promote the use of childcare leave
Japan Post Bank encourages men to take childcare leave by posting experiences and interviews of men taking childcare leave in its in-house public relations magazine.
In order to provide follow-up at the workplace as a whole, we are working to create an environment by providing "materials for the individual" and "materials for managers and affiliations" related to childcare, confirming intentions using "When do you take childcare leave?" Sheets from supervisors, and collaborating with the workplace using the "Yucho Papa Mama Support Cards."
Using E-Learning,etc. During Childcare Leave
We have established an e-learning program that can be accessed from home. This program features information useful for childbirth, childcare, and nursing care, as well as content that can be used for work and management after returning to the workplace, as well as training content for each rank, including a training program that specializes in childcare leave for acquiring the ability to overcome the balance between work and family. The content is used to promote understanding and raise awareness.
In FY2024, we introduced an information linkage system at our head office that enables employees to exchange information with each other during childbirth leave and childcare leave, as well as to make various announcements from the Human Resources Department.
