Initiatives for Diversity

Optimize Employees' Diversity

Mizuho focuses on promoting diversity so that all employees can devote maximum energy to their work. We aim to create attractive workplaces where people from diverse backgrounds can make the most of their individual abilities while working in an atmosphere of mutual respect for each other. To further advance group–wide initiatives, we established the Diversity Promotion Office at MHFG in 2010. We also work to promote understanding of diversity–related issues through establishing a quarterly pamphlet, holding seminars and training activities.

Helping Women Advance in Their Careers

More than 40% of Mizuho's employees are women. We established the "Four R's" Basic Policy for Women (see table below) to create an environment where women are motivated to maximize their capabilities, and we are working hard to implement the relevant measures.

In addition to raising the proportion of new women graduates hired for the core personnel, we have strengthened our career improvement training system for women. To minimize the barriers related to childbirth and child–rearing, we have extended the child–care leave system until a child is two years old and improved the shortened–time work scheme coverage until a child is in the third grade of elementary school. We have also opened two in–house nurseries in Tokyo: the Mizuho Kids Karugamo in Sendagaya and the Mizuho Kids Chiyomaru in Marunouchi. As part of a proactive effort to promote a change in managers' thinking relative to workplace–related child care, moreover, we carry out training and have prepared guidebooks for distribution to them.

Photo: Mizuho Kids Chiyomaru in Marunouchi

Mizuho Kids Chiyomaru in Marunouchi

"Four R's": Basic Policy for Women
	Basic Policy
Recruit	Actively utilize necessary personnel Make women at least 30%* of new graduate hires for our managerial career track.
Raise	Strengthen provisions to ensure that evaluations are fair and just. Raise the ratio of women in managerial positions by 10%* by the end of fiscal 2011. Provide support for skill and knowledge acquisition through expanded training programs.
Retain	Develop working conditions that motivate employees. Provide support for balancing work and family life. Bolster frameworks to minimize the difficulties posed by childbirth and child–raising in particular.
Relate	Promote proactive dialogue inside and outside the group. Promote a change in consciousness for the organization as a whole.

*We revised the target in November 2008.

Creating Workplaces Where People with Disabilities Can Play an Active Role

Mizuho maintains programs and policies to actively hire people with disabilities on an ongoing basis. As of June 1, 2011, Business Challenged Co., Ltd., a specially recognized subsidiary,* employed 71 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.

In fiscal 2007, Mizuho Corporate Bank implemented an innovative employment policy to create a workplace environment that enables employees with disabilities to both work in their jobs and participate in athletic activities, such as the Paralympics.

(%)

	Jun 2009	Jun 2010	Jun 2011
Employment Ratio of Persons with Disabilities	2.04%	2.05%	2.02%

*The employment ratios shown in the above table represent the combined total for six Group companies: MHFG, MHCB, MHBK, MHTB, MHSC and Business Challenged Co., Ltd.

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

Since 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 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.

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

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

Hiring Local Personnel Overseas

Mizuho's overseas business activities are carried out through 88 offices in 33 countries/regions around the world, with support for these global business operations provided by locally hired personnel, known within Mizuho as "National Staff" (hereafter "NS"). They have high abilities and experience and work actively every day.

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 carry out regular training in compliance and related subjects.

Change in the Number of NS

Graph: Change in the Number of NS

(Note) "National staff" are people hired locally to work at the overseas branches, representative offices, and subsidiaries of MHCB, MHTB, and MHSC.

Supporting Clients' Businesses as a Global Player with an Asian Mentality

Photo: Norcia Hasim Manager, Non–Japanese Sales Section, Labuan Branch, Mizuho Corporate Bank

Norcia Hasim
Manager, Non–Japanese Sales Section, Labuan Branch, Mizuho Corporate Bank

I was employed when Mizuho Corporate Bank (branch in Malaysia) reinforced its sales force in the Non–Japanese Sales Section. At present, I am mainly in charge of transactions with government–linked corporations and leading local companies in the private sector as a Group Head (Manager). I joined Mizuho because I felt a strong empathy with its customer–first corporate culture and was confident that I could provide the best finance services to Malaysian clients as an employee of a global player with an Asian mentality.

In the future, given the increasing trend toward a further overseas presence and the internationalization of Malaysian corporations, I hope that I can aggressively support our Malaysian clients' businesses by taking advantage of Mizuho's global network and human resources.

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