Japan Post Bank’s Diversity,
Equity & Inclusion Strategy

Japan Post Bank established the Diversity & Inclusion Department in2016. Since then, we have implemented a variety of measures for increasing diversity, equity & inclusion ("Diversity, Equity, and Inclusion," hereinafter referred to as "DE&I"), including empowering women in the workplace. We sat down to look back on the progress made to date and explain future policy and strategy.

Recognition of diversity, Equity & InclusionFostering a culture that respects DE&I

In order to realize the vision of Japan Post Bank, we must further invest in human capital.
DE&I Management, one of the three pillars of our HR strategy-one of which is to leverage diversity-is of particular importance.
We can not survive without DE & I in terms of sustainability, in an era in which changes are significant and we must prepare for various unexpected risks.

Changes in the economic and financial environment, the increasing use of IT, and other factors have led to rapid changes in the social structure. The lifestyles of people and the need for financial services are diversifying.
Amid circumstances that cannot be addressed with past experience, in order to lead to new value creation, social transformation and innovation, we must apply the diverse knowledge, sensitivity, and skills of each employee in our management.
As a financial institution that has maintained its financial infrastructure throughout Japan since its founding in 1875, Japan Post Bank will need to continue to meet the needs of its customers in various environments.
We recognize that one of our key management challenges is to create an environment in which diverse human resources can play an active role in meeting such needs. We will continue to foster a corporate culture in which everyone who respects DE&I can express their views with a sense of security.

Previous initiativesAim to Transform our mindsets and building DE&I networks

JAPAN POST BANK launched its initiatives for diversity in FY2016. Since then, we have done a number of things, including promoting women's empowerment, hiring people with disabilities and promoting inclusion of the LGBTQ+ community. Particularly, we have focused on changing the way our managerial employees think. Specifically, we have promoted the development of Ikubosses* through training and other means.
Currently, the management team also conduct the Ikuboss Declaration, each of which is involved with employees, is aware of their own actions, and supports employees' careers and lives.

As a result of these activities, the ratio of women in managerial positions is steadily increasing, rising to 17.5% as of April 2023, compared to 10.9% in 2016. In 2024, we were selected as one of the Nadeshiko brand as a listed company that excels in "promotion of women's activities". The ratio of employees with disabilities remains at 2.94% as of June 2023 which is much higher than the statutory requirement of 2.3%. Also, we have received the top rating of gold on the PRIDE Index since 2018. This index evaluates companies' efforts toward inclusion for the LGBTQ+ community.

Other than numerical achievement, We had the Japan Post Bank Diversity Committee as our past initiatives.
Members consisting of representatives from employees at the head office, area headquarters, postal savings operations centers, stores, and other locations implement a variety of measures based on the issues facing each organization.
The interaction between president and the members, one of initiatives ,is a valuable opportunity to exchange of true opinions.
The Diversity Forum, an event held about once a year, brings together about 400 members across the country in an online format, and we share our awareness of our DE&I strategy with our management team.
Through the activities of the Committee, We believe that the promotion of DE&I in the management of the Bank is essential, in the sense that all employees who are closer to the lives of diverse customers will give members of the management team ideas that draw on their respective experiences and sensibilities.

Targets and policies for the futureTo be a bank where diverse human resources of vigorous work can feel the well-being

Although our previous initiatives achieved a certain degree of success, We don't think we should be satisfied. Therefore, the new Medium-term Management Plan launched in FY2021 contains the targets of 20% ratio of women in managerial positions, 100% ratio of employees taking childcare leave, and 2.7% ratio of employees with disabilities for FY2025. Although we do not focus exclusively on the numbers, these targets were set in the sense of clearly indicating our commitment inside and outside the company to position diversity, equity and inclusion as an important task of management, and from the thinking that we need KPI for measuring progress.

In promoting the active participation of women, we will steadily increase the number of managerial positions and candidates for executive positions.
To this end, We believe it is important to be aware of Equity (fairness) from the perspective of D&I up to now, to create a place where all employees can work, and to create an environment in which employees can continue to work even if they have circumstances.
In recent years, a corporate culture that supports the next generation of employees has been developed voluntarily.
The accumulation of small dialogues, such as online seminars for employees on childcare leave and role models for Papa and Mama working in Web internal newsletters, has led to the creation of the foundation for the Bank's DE&I and a change in their mindset.

At present, male employees are also actively taking childcare leave, and based on their various experiences through child-rearing, they are making great strides.
We often learn from the sensibilities and ideas of employees with disabilities and LGBTQ and other employees working together in the same workplace.
Management is becoming increasingly important as to how individual employees can demonstrate their abilities in their work.
We believe it is essential to create a workplace with a high level of psychological safety, open minded, in order to achieve the innovation only when diverse human resources work enthusiastically and lead to the discovery and resolution of new issues.
To this end, we are focusing on reforming our organizational culture and taking the initiative in resolving issues such as "vertical jams" and "barriers between divisions."

We also support growth so that employees who work together can make the most of their individuality flexibility form their careers while responding to changes.
We aim to create an environment that accepts a variety of attributes and sensibilities, and to become a bank that allows each employee to work autonomously and independently and to feel the wellbeing they feel is rewarding.

We believe that promoting DE&I, revitalizing innovation, and enhancing our ability to engage in exciting work and overcome them will be the foundation of our future growth-strategy.
We aim to create a highly diverse and sustainable society by providing services tailored to each region from a diverse perspective and by creating new value.