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Measures to Promote Women's Career Development and Sound Work–Life Balances

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Mizuho has established a "Four R's" basic policy for women focused on the concepts "recruit" (promote active hiring of women), "raise" (promote women to managerial positions), "retain" (maintain or increase employee motivation by moving forward with the development of conditions allowing them to freely exercise their capabilities), and "relate" (actively promote internal and external dialog to encourage a change in consciousness for the organization as a whole). This policy is designed to enable female employees to make full use of their abilities and realize workplace environments that inspire employees to feel motived to work and take pride in their work.

In addition, we are emphasizing measures to promote sound work–life balances so that employees can continue working while maintaining harmony between their work and their private lives.

Helping Women Advance in Their Careers

Awarded Minister's Prizes in Equal Employment/Work and Family Harmonization

Mizuho was awarded the 2012 Minister's Prize from Japan's Ministry of Health, Labour and Welfare in Equal Employment/Work and Family Harmonization for commendation of companies promoting equality and coexistence in the area of Companies Promoting Equality. We received the award as a group (with special focus on five group companies: MHFG, MHBK, MHCB*, MHTB, and MHIR). The decision to present this award reflected the ministry's evaluation of Mizuho's vigorous efforts to create better workplace environments based on the "Four R's" basic policy for women as well as Mizuho's sustained measures to support the autonomous career development efforts of individual employees, which have led to an ongoing rise in the share of managerial posts occupied by women.

  • *MHBK and MHCB merged on July 1, 2013.

Photo: The Award Presentation Ceremony

The Award Presentation Ceremony

Measures to Promote Women's Career Development

Besides using its Expert Program system to foster the career development of female manager candidates, Mizuho regularly organizes diverse group–wide seminars and events designed to promote an increase in women's career consciousness, facilitate the exercise of leadership within corporate organizations, and realize other related objectives. In fiscal 2012, a total of 2,168 employees participated in those seminars and events.

Photo: The Job Fair event, which provides information on diverse posts within the Group

The Job Fair event, which provides information on diverse posts within the Group

Promoting Women to Managerial Positions and Hiring Women for the Managerial Career Track

Mizuho is taking various "positive action" initiatives to enable female employees to utilize their abilities in the workplace, and it has undertaken an additional reevaluation of statistics regarding the career advancement of women during the three years from fiscal 2012 through fiscal 2014.

We have further increased our efforts to fairly and equitably hire and promote capable individuals to managerial positions, and these efforts are steadily producing results in terms of progress toward the attainment of targets regarding the percentage of women hired for the managerial career track and promoted to managerial positions. At the end of fiscal 2012, the percentage of managerial positions filled by women had risen to 13.0%.

Positive Action Targets (fiscal 2012 through fiscal 2014; MHBK and MHTB)

  • Make women about 30% of new graduate hires for our managerial career track
  • Raise the ratio of women in managerial positions to about 15% by the end of fiscal 2014.
Changes in the Percentage of Women in Managerial Positions
Graph: Changes in the Percentage of Women in Managerial Positions

Note: Figures are for MHBK and MHTB.

Sound Work–Life Balances—Promoting Harmony between Work and Private Lives

Continuing to Work while Raising Children

Mizuho has exceeded legal requirements with respect to the provision of child–care leaves of absence, shortened work hour systems, and other systems that enable employees to strike a balance between work and child raising so they can continue to work, and it has striven to further expand and strengthen those systems. The number of employees utilizing the systems has steadily increased each year, and the number of employees who took advantage of child–care leaves and used the shortened work hour systems during fiscal 2012 both exceeded 1,000 (total figures for four companies—MHFG, MHBK, MHTB, and MHIR). In addition to the seminars that we have for some time offered for employees currently raising children, we have supplemented these with the organization of "Support for Balancing Work and Child Raising Seminars" that are designed to meet the needs of such people as employees returning to work after having taken child–care leaves. Relatively senior female employees with experience raising children also participate in the newly organized seminars to share their know–how on methods of achieving sound work–life balances.

Number of Employees Taking Child–Care Leaves of Absence (Including Fathers Taking Childbirth–Related Leaves)
Graph: Number of Employees Taking Child–Care Leaves of Absence (Including Fathers Taking Childbirth–Related Leaves)

Note: Figures are totals for four companies—MHFG, MHBK, MHTB, and MHIR.

Photo: Active information exchange at a seminar for employees currently raising children

Active information exchange at a seminar for employees currently raising children

Making Progress toward Sound Work–Life Balances for Employees Caring for Senior Family Members

Having established nursing care leaves to facilitate sound work–life balances, we are emphasizing measures to increase employees' awareness of those leaves. During fiscal 2012, we published the initial edition of "Nursing Care Guide" and also invited Tsuneo Sasaki (special advisor to Toray Corporate Business Research, Inc.) to present a lecture on this subject at a "Seminar for Managers" that was attended by approximately 200 managers.

Photo: The "Seminar for Managers" on nursing–care leaves to facilitate sound work–life balances

The "Seminar for Managers" on nursing–care leaves to facilitate sound work–life balances

Measures for Reducing Overtime Hours

As a means of helping all employees realize sound work–life balances, Mizuho is taking measures to reduce excessive overtime work. We are promoting such companywide measures as the establishment of specified "early return" days and "early return" weeks during which employees are encouraged to leave the office at the official end of office hours rather than working overtime.

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