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Initiatives for Diversity

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Optimize Employees' Diversity

As indicated in Mizuho's HR Vision, we believe that the personal development of individual employees contributes to the stable and sustainable growth of Mizuho as a whole, and we encourage employees who differ in terms of gender, country of origin, cultural background, and values to understand, respect, and inspire each other. To promote diversity in the Mizuho Group as a whole, the Diversity Promotion departments of the Mizuho Financial Group, Mizuho Bank, Mizuho Trust and Banking, and Mizuho Research Institute collaborate in these activities.

Promoting the Employment and Advancement of Women

More than 40% of Mizuho's employees are women. With the aim of creating an environment where female employees can be highly motivated and utilize their capabilities to the fullest, Mizuho has established its basic policy of "Four Rs" and is taking initiatives in implementing it.

"Four R's": Basic Policy for Women
Basic Policy Objectives
Recruit Promote active hiring of women
  • Actively utilize necessary personnel
  • Make women about 30% of new graduate hires for our managerial career track.
Raise Support the activities of women in diverse areas and promote them to managerial positions
  • Emphasize fair and just evaluations
  • Set objectives for the percentage of female management–level employees and appoint women to these positions.
  • Provide support for skill and knowledge acquisition through expanded training programs.
Retain Maintain or increase employee motivation by moving forward with the development of conditions allowing them to freely exercise their capabilities
  • Minimize difficulties associated with child bearing/raising by strengthening work–life–balance systems (offer child–raising leaves longer than legally mandated, along with abbreviated working hours systems, etc.)
  • Flexibly implement personnel management policies to support balances between work and family life (arranging for spouse transfers in connection with the reassignment of employees to distant posts, etc.)
  • Establish and operate childcare facilities within business sites
Relate Actively promote internal and external dialogue to encourage a change in consciousness for the organization as a whole
  • Promote proactive dialogue inside and outside the Group.
  • Promote a change in consciousness for the organization as a whole.

For further information on balancing work and home life, please access Worklife Balance.

  • *We revised the target in April 2012.

Activities of Women in Mizuho

In recruiting personnel who will move onto the managerial career path, Mizuho has set an objective of approximately 30% for female employees and is actively working to hire women for its workforce. In 2015, 30.8% of new college graduates hired for the managerial career path were women.

As noted in the following section, Mizuho has set numerical objectives for its principal business divisions and is implementing measures to assign women to management–level positions.

Banking Divisions

In its banking business divisions (Mizuho Bank and Mizuho Trust & Banking), a goal of 15% was set for women in management–level positions by the end of fiscal 2014, and the actual figure attained was 15.9%.

Against the newly established goal of 17% for women in management–level positions by the end of fiscal 2015, the actual figure, as of September 30, 2015, was 17.3%. The number of female employees in management positions has increased substantially, including one executive officer; 77 in positions corresponding to division managers, with 3 of these in the Head Office Division in Japan (including one non–Japanese); 424 in positions corresponding to section managers; and 1,605 in assistant section manager positions. The ratio of female personnel in department manager positions was 1.75%.

  Mar 2012 Mar 2013 Mar 2014 Mar 2015
Share of women managers 11.6% 13.0% 14.3% 15.9%
Number of women managers
(Banking Business Division)
Department manager level 25 23 25 21
Section manager level 245 286 326 403
Sub–section manager level 1,121 1,198 1,269 1,434
Securities Business Division

Mizuho's Securities Business Division (Mizuho Securities) set an objective of increasing the percentage of female management–level employees to about 12% by the end of fiscal 2015, but reached this objective in fiscal 2014, a year ahead of schedule. At present, this objective has been reset at about 13% by the end of fiscal 2015.

  Mar 2012 Mar 2013 Mar 2014 Mar 2015
Share of women managers 8.1% 9.2% 10.5% 12.0%
Number of women managers
(Securities Business Division)
Department manager level 23 40 46 57
Section manager level 228 255 293 339
Sub–section manager level 934 942 1,030 1,062

Figures include numbers of employees seconded to other companies.

A Corporate Culture that Provides Opportunities for Women to Perform and Advance

To enable female employees to pursue their career development on their own initiative, Mizuho offers educational programs suited to various career stages and has expanded arrangements for support networking internally and externally. Mizuho is also making efforts to promote the understanding of diversity among management–level personnel through training and other means, and, by incorporating systems for awards and evaluations into personnel systems, Mizuho is endeavoring to increase the effectiveness of initiatives to promote women's activities.

Career Education for Women

Mizuho holds periodic seminars to enable female employees to gain knowledge and learn various human skills to enable them to develop their careers in the medium–to–long term. These seminars cover not only "career design" (for younger employees, along with an appointment system), "career improvement" (for younger to middle age–groups, along with systems for appointing and for requesting certain positions), "life planning" (for employees 40 year of age and older, along with a system for requesting positions), and "seminars for promoting women's activities" (for all age–groups, with a system for requesting positions) but also training regarding career and life design to help employees prepare for various milestones in their lives as well as training in leadership communication. Also, for women who want to further their careers to move into management–level positions or move up to more–specialized fields, Mizuho offers "training when assigned to expert positions," "leadership training," and "management training" to nurture and support women who want to move upward into the management or upper levels. Mizuho also offers "Mizuho College" and many other types of educational improvement programs for their PC skills as well as for preparing business plans and proposals for women who want to advance their business skills.

For more information, please see Human Resources Strategy and Training for Employees.

Mizuho's many career educational programs for female employees have been recognized, and Mizuho received the Minister's 2014 Grand Prize awarded by Japan's Ministry of Health, Labour and Welfare for "Corporate Career Support: Award for Being a Company that Nurtures Its Human Resources and a Company Where Human Resources Grow." Moreover, the level of Mizuho's career development support for female employees has also been recognized, and it placed 17th in the overall ranking prepared by Nikkei Woman magazine's choice of "Companies Where Women Are Active 2015," and ranked first in the banking category.


Ceremony for presentation of the "Awards for Corporate Career Support"

Support for Employee Networking

Mizuho holds discussions and workshops on a wide range of themes and for a broad spectrum of participants, and, through collaboration externally supports effective networking for furthering career development of female employees. In fiscal 2015, leaders of differing age–groups and career patterns came together to form the Mizuho Women Leaders Network to promote networking among women in Mizuho to hold study meetings on topics related to their careers, leadership, and promoting women's activities in Mizuho.


Mizuho Women Leaders Network meeting

<Specific Initiatives>

  • Holding periodic meetings of the "Diversity Café"
    These are small group meetings where topics selected are broad and have included "career improvement," "balancing child–rearing and work," "balancing caring for seniors and work," "overseas assignments," "LGBT," "managers who achieve a good work/life balance," "changing career paths," and "marketing activities." Speakers at the meetings are selected from among Mizuho employees as role models and outside persons.
  • Job fairs (held four times/year)
    At these fairs, female employees from the Head Office give presentations about their work and other topics. These presentations enable the many participants at the meetings to deepen their understanding of other career paths and provides them with opportunities to consider their own career.


  • Panel discussions with the participation of top management and women in management–level positions began in fiscal 2014. Top management talk about what they expect from women in managerial–level positions and participants hold discussions.
  • Mizuho actively promotes the participation of its female employees in training sessions held by other companies.
  • Networking forums and training sessions of companies in different industries (on an ad–hoc basis)
  • "Workshops to Think about My Future" (Began in fiscal 2015)
    Members of the Mizuho Women Leaders Network act as mentors for younger female employees, and workshops are held for alleviating issues and providing solutions to their concerns about their future careers, problems at work, etc.
Promoting Understanding of Diversity among Managerial–Level Personnel

To promote understanding and gain support for diversity, Mizuho publishes its in–house magazine M–Style four times a year, which introduces the latest information on diversity and role models.


The "M–STYLE" system supports workforce diversity by serving as a communications tool for employees

Especially for managerial–level personnel, Mizuho is working to promote the understanding of diversity, including the promotion of the activities of female employees through training programs. These include "Training for Newly Appointed Personnel by Job Level" (for training of section managers, assistant branch managers, branch managers, and deputy Head Office division managers and assistant managers), "Diversity Promotion Seminars for Management–Level Personnel" (conducted by outside experts), and "Training for Improvement of Communication Skills." These activities also have the objective of enhancing awareness and sharing information to bring about changes in behavior patterns to encourage the career development of female subordinates and helping them to achieve a good work/life balance.

In fiscal 2014, Mizuho was one of the first companies to join the Organization for Developing "Ikubosses,"* who are managers with a good work/life balance, and implement "Training for Strengthening Manager Communication Skills," a program developed by the Japan Institute of Workers' Evolution.

  • *"Ikubosses" are defined as managers, including senior management and persons in management–level positions, who think of achieving a good work/life balance for their subordinates and office staff, and, as they work to support their careers and personal lives, also producing good results as managers while enjoying a good balance between their work and personal lives. The Organization for Developing Management with a Good Work/Life Balance is a network of companies that recognizes the need for such managers and works actively to implant this consciousness and reform the thinking of its management–level personnel and promote the development of these ideal managers.

Inauguration ceremony for the Organization for Developing "Ikubosses"

In addition, Mizuho has incorporated "initiatives to promote diversity" as one of the personnel evaluation items used for the assessment of division and branch managers.

Awards System

As part of its award system for recognizing outstanding performance and contributions to the organization, Mizuho has established a Diversity Promotion Department that gives awards for good examples of the promotion of diversity and introduces such good examples in its in–house newsletter and other publications.

Creating Workplaces Where People with Disabilities Can Play an Active Role

Mizuho employs people with a diverse range of disabilities who are performing a wide range of banking activities. As of June 1, 2014, Mizuho Business Challenged Co., Ltd., a specially recognized subsidiary,* employed 88 persons with disabilities. These employees handle data entry and document handling for Mizuho companies, contributing to increased efficiency in business operations for the overall Group.

  Jun 2013 Jun 2014 Jun 2015
Employment Ratio of Persons with Disabilities 2.10% 2.11% 2.08%
  • *The employment ratios shown in the above table represent the combined total for five Group companies: MHFG, MHBK, MHTB, MHSC and Mizuho Business Challenged Co., Ltd.

Creating Workplaces with Ideal Working Conditions Where Employees Respect Other Members' Personalities

Since Mizuho Business Challenged was founded, I have always been engaged in outsourced operations in diverse fields such as data processing and document handling. During that time, I have had an increasing number of people with disabilities as colleagues who have had a variety of handicaps. At present, in the team in which I act as team leader, three talented people with disabilities have been nurtured as regular employees and assume their respective duties as sub–leaders. On my team, all the team members strive to create ideal working conditions while respecting each other. Meanwhile, my team has participated in implementing measures for a barrier–free office and an improved office layout. The scope of jobs that we can handle has been extended, based on trust and reliability, which have been solidified via accurate processing and the observance of delivery deadlines for the operations outsourced from the Group companies. In the future, we intend to increase the number of disabled employees by ensuring the supply of high–quality services to all the Mizuho Group companies through the autonomous work management by the people with disabilities themselves.


Column Writer
(At the Far Right in the Photo)
Office Service Team Leader,
Business Department No.1
Mizuho Business Challenged

Hiring Local Personnel Overseas

Mizuho is continually expanding its global network, and in conjunction with this expansion the proportion of consolidated revenue generated from business outside Japan is increasing every year. As of March 31, 2015, Mizuho already has a large diverse workforce with more than 8,300 locally hired staff in over 38 countries/regions, and an increasing number of non–Japanese employees working in Japan.

Bearing in mind local business characteristics and customs, overseas offices are now independently hiring NS with higher levels of expertise. As in Japan, overseas offices are putting considerable effort into personnel education and are carrying out regular training in compliance and related subjects.

Change in the Number of NS
Graph: Mar 31, 2011 Asia 3,826 The Americas 1,537 Europe 1,327 Total 6,690 Mar 31, 2012 Asia 3,982 The Americas 1,460 Europe 1,303 Total 6,745 Mar 31, 2013 Asia 4,292 The Americas 1,546 Europe 1,325 Total 7,163
  • *Numbers of NS represent the number of locally hired employees of overseas branches, representative offices, and subsidiaries of MHBK, MHSC, and MHTB.

Global Career Management Division – Focus on Diverse Talent Management


Debra Hazelton,
General Manager,
Global Career Management Division

In order to better meet the wide ranging and complex needs of Mizuho's customers and continue to provide them with innovative and sophisticated solutions in the global market, successful management of Mizuho's global network and leveraging local knowledge and skills is key.

Mizuho believes that giving all staff, irrespective of where they were hired or where they currently work, the opportunity to develop their skills on the global stage enhances the organization's overall performance and ability to provide customers with innovative solutions.

It was within this context that the Global Career Management Division (GCMD) was established in April 2014. The general manager of the GCMD is Debra Hazelton, whose appointment marked the first non–Japanese general manager of a Mizuho corporate function. Before coming to Mizuho's Head Office in Tokyo, Debra was general manager of Mizuho Bank's Sydney Branch (2007 to 2014).

The GCMD's mandate includes promoting optimal allocation of global human resources and the development of global leaders. This is achieved through expanding global career development opportunities available to local staff hired outside Japan (Global Mobility Program*1 and Global Opportunity Program*2) as well as enhancing the cross–cultural communication skills of Japanese employees and increasing their career opportunities to work outside Japan.

  • *1Global Mobility Program
    Started in 2007 to provide global career development opportunities to local staff hired outside Japan and to give the organization greater flexibility to meet global business needs. (The program involves not only personnel transfers from offshore offices to Japan, but also between two different offshore offices.)
  • *2Global Opportunity Program
    Started in 2013 to provide junior local staff hired outside Japan with the opportunity to work at Head Office in Tokyo for a two–year period. After completing their assignments and returning to their home offices, they are expected to further their careers and make greater contributions to the organization by leveraging the skills, knowledge and networks they developed during their time in Japan.

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