Work-Life Balance

Message from Management
Daiwa Securities Group is creating a working environment which flexibly responds to change and in which all employees can continue to work energetically. Our aim is to create a workplace in which no one is left behind by achieving a high degree of work-life balance that enables diverse personnel to thrive.
One of the Group's Corporate Principles is "placing importance on personnel" and the corresponding text is "The source of the Group's competitiveness lies in the capabilities of its employees. The Group will promote the creativity of employees by offering them a challenging and self-directed working environment that encourages their abilities and appropriately rewards their contributions." We believe that maximizing the motivation of each and every employee will lead to higher customer satisfaction and ultimately higher shareholder value. We are implementing various measures with the aim of becoming a Group in which employees feel that their work is rewarding, and feel even more proud to be a member of the Group, extending to their families and related parties.
Approaches and Policy
Daiwa Securities Group's management strategy states "Daiwa Securities Group is working to create a working environment which flexibly responds to change and in which all employees can continue to work energetically" and "We are creating a workplace in which no one is left behind by achieving a high degree of work-life balance that enables diverse personnel to thrive." We are making efforts to promote diversity, inclusion and work-life balance, aiming to achieve work styles in which work and life are in harmony, and to enhance the work environment, in which both men and women can work using a variety of work styles.
The Diversity and Inclusion Promotion Committee, which is chaired by the President and CEO, meets every quarter. Under strong leadership, executives and employees working in various positions and departments, from executive officers and departmental managers to young employees, participate in a wide range of discussions on various measures such as diversity, inclusion and promotion of women’s advancement. The Group has also set up a Diversity and Inclusion Promotion Office in the Human Resources Division to plan, make proposals, and promote diversity, inclusion and support for women's advancement. The Diversity and Inclusion Promotion Committee and the Diversity and Inclusion Promotion Office are working together to implement various measures, and hold regular cross-Group women's advancement promotion meetings in order to advance efforts across the Group.
Various systems
Childcare leave | Employees can take childcare leave until the day before their child's third birthday. |
Childcare support leave for male employees | From 2022, wages of up to 4 weeks are guaranteed, in addition to childcare leave at birth and childcare support leave, and in principle, the taking of leave of at least two consecutive weeks is being promoted. An environment enabling men to actively participate in child rearing has been developed. The rate of childcare leave use has been at 100% for five years in a row since FY2017. |
Pre-childcare leave for male employees | Can be taken when the employee accompanies the spouse to a pregnancy checkup and participates in a parents’ class, as well as for preparations for hospitalization, etc. before the birth. The leave is designed to nurture an awareness of participation in child rearing among male employees before the birth of a child. hird grade of elementary school.This system hThis system has been used by a total of roughly 100 employees. |
Short working hours system | A system that allows employees to leave the company up to 90 minutes early until their children graduate from elementary school |
Exemption/restriction on overtime work | Exemption from overtime work is possible until the employee's children complete the third grade of elementary school. Overtime work can be limited until graduation from elementary school |
Sick/injured child care leave | Up to 5 days per child before elementary school, up to 10 days per year if the employee has 2 or more children. |
Daycare subsidy | The Group subsidizes the cost of child care facilities or after-school care until the employee's children reach the third grade of elementary school |
Babysitter system | Employees can use a babysitting service contracted by the company at a special rate until their children complete the third grade of elementary school. This system has been used by a total of over 1,500 employees. |
Support desk for employees looking for nursery schools | Offers free-of-charge services that check information on nursery school facilities, the status of availability, and other such matters on behalf of employees, thereby assisting them to find nursery schools. This system has been used over 200 times in total. |
Job location change system | If an employee needs to relocate due to marriage, spouse job transfer, nursing care time care, etc., the Group will provide a work position at the new location. Since fiscal 2007, approximately 400 people have used this system |
Spouse work reassignment leave system | Employees can take up to 5 years of leave if their spouse is transferred overseas. This system has been used by a total of over 70 employees. |
Birth gift of 2 million yen from the third child | The Group pays 2 million yen as congratulations for the birth of the third and subsequent children |
Nursing care leave | Employees can take up to four periods of nursing care leave within 3 years (1095 days) for each family member requiring care |
Nursing care time | Employees can take up to 2 hours per day of family care time within 3 years from the start of use |
Nursing care-support leave | Employees can take leave to take care of family members who need nursing care, to accompany them to a hospital, etc. or to carry out procedures on behalf of family members. Up to 5 days per year can be taken (10 days for 2 or more family members). A cumulative total of more than 2,000 people have made use of this benefit. |
Nursing Care Travel Home Expense Allowance | The Group subsidizes travel expenses incurred when employees return to their parents’ home to provide nursing care. A cumulative total of more than 230 people have made use of this benefit. |
Life Support Paid Leave | Employees can take paid vacation when it is required for injury/illness, nursing care preparation, fertility treatment, or nursing a child (up to 50 days) |
Diversity and Inclusion phone line | The Diversity and Inclusion phone line provides various types of advice to employees regarding balancing work and child care/ nursing care, career planning, etc. |
Professional Return Plan (re-hiring of sales staff) |
A system to re-employ employees who have retired due to marriage, childbirth, or nursing care, etc. with the same treatment as when they retired. A cumulative total of more than 80 people have made use of system. |
Expanded leave system | The Group has defined marriage preparation vacation; kids' ceremony vacation (for children's entrance ceremonies, etc.); family day vacation (to deepen family friendships); parents' longevity vacation (to coincide with longevity celebrations for own or spouse's parents); and volunteer vacation, and encourages employees to take paid vacation |
The telecommuting system | This has been instituted in every department, including Sales, as a means of promoting employee autonomy and improving organizational productivity. |
Flex time system | Depending on the nature of its operations, a unit can choose flextime (with a required core time) or super flextime (no required core time) to improve organizational productivity. |
Daiwa ELLE Plan | Regarding health issues for women who are active at various life stages, the Group provides comprehensive support including measures for the menopause; ELLE vacations (for poor physical condition during menstruation/menopause and fertility treatment); improvement of literacy such as e-learning training for managers; subsidies for specific fertility treatments; and a work-at-home system to balance work and fertility treatment |
The Group continues to educate its employees through various training sessions according to position regarding the initiatives and objectives of "supporting women's advancement" and "promoting work-life balance" as management strategies. Furthermore, the Group conducts training on its work-life balance support system for balancing work with child care and nursing care responsibilities based on the idea that it is important to deepen mutual understanding not only for employees who use the system, but also for the employees who work alongside them.
In addition, once a year, we conduct a survey for all employees about work-life balance and balancing work with child care and nursing care responsibilities. We survey the recognition, degree of use, and issues of our systems, while soliciting opinions and requests from employees, to promote further understanding and enhance penetration of the systems. Based on employee feedback, we also review the design and operation of these systems.
Various measures
Diversity and Inclusion Promotion Committee
System Usage Calendar
Distribution of Career Design Books
Guidelines for balancing work and child care
Education for managers
Self-reporting system
Internal online social network: ANSWERS
Expanded support for balancing work and nursing care
Expanding the telecommuting system
Enforcement of leaving the office before 7 p.m.
Promotion of taking annual leave
Family Workplace Visits
Daiwa WLB* Station
Legal Compliance
"Daiwakko" Daiwa Child Care Club
Questionnaire about work-life balance
Use of Group newsletter/Group satellite broadcasting
Child care/nursing care-related
With the goal of supporting the spouse's child care and smooth return to work, and supporting the further advancement of women, the Group is continuing to advance efforts to achieve a 100% rate for men taking child care leave and an average of more than 14 days of leave taken by 2025.
FY2017 | FY2018 | FY2019 | FY2020 | FY2021 | |
---|---|---|---|---|---|
Female | 695 | 696 | 680 | 646 | 582 |
Male | 437 | 420 | 378 | 330 | 362 |
Total | 1,132 | 1,116 | 1,058 | 976 | 944 |
FY2017 | FY2018 | FY2019 | FY2020 | FY2021 | |
---|---|---|---|---|---|
Female | 2 | 5 | 10 | 5 | 6 |
Male | 3 | 3 | 3 | 3 | 2 |
FY2017 | FY2018 | FY2019 | FY2020 | FY2021 | ||
---|---|---|---|---|---|---|
Childcare leave usage rate | Female | 100.0% | 100.0% | 100.0% | 100.0% | 100.0% |
Male | 100.0% | 100.0% | 100.0% | 100.0% | 100.0% | |
Return rate from child care leave | Female | 89.5% | 91.4% | 91.9% | 92.1% | 92.4% |
Male | 100.0% | 100.0% | 99.0% | 100.0% | 100.0% | |
Employment rate when a female employee's child is 1 year old | 100.0% | 100.0% | 100.0% | 100.0% | 100.0% | |
Short working hours system users | 373 | 446 | 505 | 474 | 520 | |
Daycare subsidy users | 702 | 759 | 909 | 833 | 783 | |
Birth gifts for third child | 54 | 45 | 28 | 30 | 28 |
Initiative results/evaluation
External evaluations of initiatives
Results from the Group's efforts to support women's advancement and promote diversity & inclusion have been steadily realized, and the Group has been highly praised by many external evaluation organizations in recent years.
2006 |
|
2009 |
|
2010 |
|
2011 |
|
2012 |
|
2013 |
|
2014 |
|
2015 |
|
2016 |
|
2017 |
|
2018 |
|
2019 |
|
2020 |
|
2021 |
|
2022 |
|