"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 believes that its employees are its most important stakeholder because they are the driving force behind sustainable growth and achievement of customer-oriented business operations. We will increase diversity in our corporate culture, and create lively, employee-friendly working environments where each individual employee can demonstrate their full potential, as a way to promote behavioral change among employees.
Policy & Strategy
Japan Post Bank established the Diversity & Inclusion Department in2016. Since then, we have implemented a variety of measures for increasing diversity, equity & inclusion including empowering women in the workplace.
Based on the "DE&I recognition" that is conscious of equity from the perspective of D&I, we aim to be a bank that accepts diverse attributes and sensibilities, and where each and every employee can work autonomously and independently, feel rewarded, and feel well-being.
Related Information
Japan Post Bank’s Diversity,Equity & Inclusion Strategy
Sputniko! and President Ikeda talk about DE&I promotion
*
Job title is at the time.
Fostering a Corporate Culture
Japan Post Bank is working to transform the way employees think in order to provide workplace environments where its diverse workforce can better understand one another. In addition to officers, employees in managerial positions take the lead in implementing various developmental measures for building better human relationships in the workplace.
Diversity Committee (promotion framework)
Within the head office, regional headquarters, operation support centers, and other organizations, the Bank has established a Diversity Committee composed of members with various experiences and backgrounds. These committees plan and promote initiatives in line with the situation of each workplace.
In FY2023/3, the Bank held Male Employee Child Care Leave Seminars and Study Groups on Family Care in each region, as well as dialogue through which participants exchanged their respective value sets with each other, in an effort to vitalize communication. Similarly, more than 60 employees also participated in the Live in Person town hall meeting held in continuation from FY2022/3, during which they unreservedly shared their opinions with President Ikeda.
Diversity and Inclusion Month
We have established the Diversity Enhancement Month, which focuses on diversity, in order to recognize the diversity of each employee and lead to a change in awareness and behavior.
In FY2022, in order to firmly establish the awareness fostered by the efforts up to the previous fiscal year, we held worksite study sessions on diversity-related themes for all employees to promote companywide diversity.
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)
Diversity (Ikuboss) Training
Since fiscal 2017, we have been conducting diversity training for managers with the aim of learning about diversity promotion policies, measures, and systems and understanding the role, importance, and necessity of "Ikubos."
Between fiscal 2017 and fiscal 2019, a total of 1505 managers and candidates were given knowledge about management. Between fiscal 2020 and fiscal 2021, Hiroyuki Egami, President and URUU Corporation, was invited as a lecturer to conduct on-line training to experience the importance and methods of "dialogue" facing each and every diverse employee.
In fiscal 2022, we held training sessions for executives based on management strategies and personnel strategies aimed at shifting to human capital management as well as managerial employees. We are also working to promote this program through leadership from the top of each division.
In addition to managers, we are working to expand the circle of employees who understand diversity by, for example, conducting diversity training according to rank.
Promotion of Women’s Participation and Advancement in the Workplace
In order to promote women’s participation and advancement in the workplace, the Bank is improving workplace environments, encouraging the desire to be promoted, developing management candidates, and implementing various other initiatives. The goal of these initiatives is to achieve 20% for the ratio of women in managerial positions by April 2026.
In FY2023/3, the Bank conducted unconscious bias training to change the awareness of officers and managers, training for the purpose of encouraging the desire to be promoted among women, and dispatched employees to external female leader training programs, among others.
In addition, the Bank implemented diversity and inclusion (D&I) dialogue* in collaboration with female employees possessing branch manager experience for female managers at directly operated branches and for future candidate employees. This effort was intended to alleviate promotion-related uneasiness, provide advice, and raise awareness of promotions.
As a result of these initiatives, the ratio of women in managerial positions stood at 17.5% as of April 2023.
*
"Dialogue":Dialogue for the purpose of mutual understanding
Related Information
ESG Data: "Number and percentage of women in managerial positions"
○Chie Ishibashi, Matsuyama Branch Office Manager
I have worked as a branch manager at directly managed branches since 2015. In part because the first branch I was responsible for was outside the region where I was born, I was very worried that I wouldn’t be able to perform my duties. Both being women, however, the General Manager and Assistant General Manager who received me gave me advice based on their own experience.
The following year, I shared information with female employees in different positions around the country as a member of the Diversity Committee. Moreover, during the D&I Dialogue launched in FY2023/3, the participants worked to Communicate in a way that alleviates all manner of uncertainties and concerns. Our branches are home to many women who thrive in their respective duties. And I will support and encourage these women using my own experience in a way that allows them to shine with an awareness of the significance of women participating as branch managers and managers, and with a sense of themselves, all without becoming overly focused on the customs of the past.
External Activities
Mr. Norito Ikeda, Director, President and Representative Executive Officer of Japan Post Bank, has endorsed the "Declaration on Action" by "The Group of Male Leaders Who will Create a Society in Which Women Shine"* and is participating in this group.
*:
Following the first meeting of the Group of Male Leaders Who Will Create a Society in Which Women Shine held at the Prime Minister's official residence on March 28, 2014, a movement spread among business leaders to support working women and women who want to shine. Against this backdrop, the "Declaration on Action" by "The Group of Male Leaders Who will Create a Society in which Women Shine," a group of male corporate business leaders who are proactively working to promoting women's success, has been drawn up.
| Endorsement of the Declaration on Action of the group of male leaders who will create "A Society in which Women Shine" |
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Japan Post Bank encourages the hiring of diverse human resources in order to further enhance corporate value. The empowerment of women in the workplace is a particularly vital aspect of our efforts. As top management, I am working to develop human resources and creating a workplace environment where skilled employees can exhibit their skills regardless of gender, utilizing the company-wide efforts for "fostering a corporate culture," "work-life balance management" and "career development assistance." Norito Ikeda * Job title is at FY2023. |
Male Leaders Coalition for Empowerment of Women (Japanese version only)
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: "Employees with Disabilities"
Promoting the hiring of employees 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.
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 the certain Operation Support Centers and head office.
Employees who work as in-house physiotherapists provide treatment to employees at the massage rooms located inside each Operation Support Center and head office.
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.
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, the Bank established the Diversity Awareness Month, holds workplace study meetings, distributes the Ally sticker*1 as a symbol of understanding and support for the LGBTQ+ community, and sponsors Tokyo Rainbow Pride*2.
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 sixth 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 for Japan-wide and Area-specific Positions
Japan Post Bank conducts recruitment for Japan-wide major career track positions and area-specific key positions.
Related Information
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.
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)
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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. |
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| Childcare partial leave |
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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). | |||||
| 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 elementary school age 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 | ||||
| Family care leave |
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(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 three 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
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― | 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
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― | 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.
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.
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.
We recognize diversity management as one of the most important management issues we face, and we are striving to create an environment in which every employee can improve their abilities and express their full potential. Our childcare leave system allows employees to take a longer period of leave than legally required (up to three years for childcare leave and up to nine years for childcare partial leave). In October 2018, we began offering partially paid childcare leave to help men actively participate in housework and childcare. We are also fostering a working environment in which male employees can use the leave system easily and with confidence through means such as distributing support books and providing e-learning for our male employees and supervisors.
We aim for 100% of male employees to use childcare leave, and will continue to fully encourage them to actively participate in raising their children.
Measures to promote the use of childcare leave
Japan Post Bank encourages men to take childcare leave by making childcare leave partially paid, and 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 During Childcare Leave
By setting up e-learning that can be accessed even from home, we are helping to promote understanding and raise awareness through providing information that is beneficial to understanding childbirth, childcare, and family care. We are also providing contents that can be utilized for work and management after returning to work, and training contents designed for each level of employee.
〇Ryota Ogawa Deputy Manager, Financial Consulting Hiroshima Branch Office and his family
I took three months of childcare leave because I wanted to see my child grow up-close, and because I wanted to participate in childcare and housework with my wife. Initially, my wife seemed nervous about raising our child, but as we did so together, the word fun would come up, and we were able to relieve her uncertainties. So, I was glad I took childcare leave.
Although I was also concerned about being away from my workplace for so long, the broad support of my coworkers and their periodic reports on the situation at the branch even while I was away allowed me to pass the time with an idea of what it would be like after returning.
〇Takuya Uchida General Manager, Financial Consulting Hiroshima Branch Office
I wanted Deputy Manager Ogawa to go on childcare leave without worry, so I worked to create an overall team atmosphere in which the other employees wouldn’t feel burdened while he was gone. After his return, everyone welcomed him back and he worked hard in response, so I feel we created a positive trend.
- *:
- Job titles are at the time of interview
