Support for women's advancement and work-life balance
Daiwa Securities Group is working to create an environment in which all employees, men and women, from young to experienced, can continue to work with a high level of motivation.
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. In 2020, we formulated the No. 1 in Job Satisfaction Plan 2020. We are working to establish an environment that enables all employees to work efficiently in the limited time available and to demonstrate their full potential.
* WLB: Abbreviation for work-life balance.
Daiwa Securities Group's approach to supporting women's advancement
One of the Daiwa Securities Group's Corporate Principles is "Placing importance on personnel," and its management strategy states, "The Daiwa Securities Group is working to create an environment in which all employees, men and women, from young to experienced, can continue to work with a high level of motivation."
Regarding support for women's advancement, in order to produce female leaders who will drive the Japanese financial world, we will actively promote female employees and create an environment where they can continue to work actively even after life events such as marriage and childbirth. We will support the efforts of companies by publicizing the status of support for women's advancement in the Group.
In 2009, four female directors were appointed concurrently. To incorporate more diverse perspectives into our Group management, we have appointed three female directors at Daiwa Securities Group Inc. and nine female directors, officers, and executive officers throughout the Group. Daiwa Securities Group Inc. has endorsed the 30% Club Japan activity launched in Japan in May 2019, in which Chairman of the Board and the President/CEO participate as members. 30% Club Japan aims to increase the percentage of women on the board of directors of TOPIX 100 to 30% by 2030, and aims to increase the percentage of women in the top ranks of Japanese companies.
There are about 20% of branch managers and two overseas base managers (as of June 2020), demonstrating increasing advancement of women. As the number of role models increases, it becomes easier for women to plan their careers, and in recent years, the number of female employees who are aiming to improve their careers through a shift to career-track and regional career-track positions has significantly increased.
Furthermore, we support various systems and measures that exceed legal requirements so that employees can continue to work actively even after undergoing life events such as marriage and childbirth.
We are striving to create the ideal work environment where each employee feels that their work is rewarding and a source of joy, and can challenge themselves to maximize their potential. Going forward, we will continue to improve the work environment for all employees, both men and women, young and experienced, so that they can fully demonstrate their abilities and feel even more rewarded by their work.
|Childcare leave||Can be taken up to the day before the child reaches the age of three|
|Childcare Support Leave||Can be taken when the spouse gives birth or returns to work (within the first two weeks of child care temporary retirement when treatment is guaranteed). Since its introduction in September 2014, it has been used by a cumulative total of 1,400 people. As a general rule, it takes a minimum of one week.|
|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.|
|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|
|Nursing 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 (can take in half-day units)|
|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|
|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|
|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 300 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|
|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 attend hospital, etc. or to carry out procedures on behalf of family members. Up to 5 days per year can be taken (half days can also be taken, 10 days for 2 or more family members).|
|Nursing Care Travel Home Expense Allowance||The Group subsidizes travel expenses incurred when employees return to their parents’ home to provide nursing care.|
|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)|
|Work-Life Balance phoneline||The Work-Life Balance 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
Used by about 70 people in total
|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||Work-from-home is possible in all departments including sales to balance work with nursing care, cancer treatment, and infertility treatment|
|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.
Supporting career advancement among female employees
To help female employees move closer to their ideal future image while going through various life events, the Group implements a career support training initiative for female employees named Daiwa Woman’s Forum. The initiative provides an opportunity to make it easier for female employees to picture their future work style and career image. Every year, 100 to 200 female employees who are one step before a managerial position participate across divisions and departments. In addition to career plan training and skill training, the curriculum incorporates interaction with role models such as female directors and female managers. The program thus contributes to building networks among women.
In addition, based on the experience to date, the Group holds a training event for female managers, "Daiwa Woman's Management Forum," to further improve the future image that each person envisions.
Against the backdrop of extended working lives amid the shift toward people living to 100 years old, in FY2019, we expanded the range of career choices to include “regional career-track” (positions that do not involve relocations). We have also established a new “broad regional career-track” system that allows employees to be relocated within a certain area, seeking to enable staff to continue to play active roles and remain strongly motivated.
Various skill training
For the purpose of fostering true professionals, the Group provides various skill training sessions that are opportunities for employees to acquire various skills and specialized knowledge. We are making efforts with the goal of setting the ratio of female participants to 50% by FY2020 (46% in FY2019).
Job shift system
With regard to job shifts, up to now more than 1,400 people have shifted to career-track or broad area career-track that can be relocated within a certain period of time or area career-track that does not involve relocation, and the number of female employees active in a wide range of jobs has increased significantly.
As the number of role models has increased, the number of female employees who are aiming to improve their careers by shifting their job has greatly increased.
Work-Life Balance Committee
In 2017, Chairman of the Board Takashi Hibino and the President and CEO Seiji Nakata were appointed co-chairpersons the Work-Life Balance Committee, which is launched to promote women's activities and dramatically improve productivity under stronger leadership. Staff from various positions and departments, from executives and managers to young employees, participate as advisors to discuss and verify the status of various measures, including efforts to achieve goals for the promotion of women's activities, support for balancing work with childcare and nursing care, leaving work before 19:00, planned annual leave taking, and male employees taking childcare leave.
Women's Advancement Promotion Team Regular Meetings
Meetings of the Women's Advancement Promotion Team are held regularly. The meetings provide an opportunity for interaction as female employees and executives such as female directors and female department managers exchange opinions about careers.
Round-table discussions are held among female employees, and group discussions are conducted covering concerns and issues regarding their continuing work. The participants present the contents of the discussions to management and express their opinions and ideas.
System Usage Calendar
The Group introduced a "System Usage Calendar" that allows all employees in the department to share their plans for using annual leave, continuous leave, and the systems for balancing work with child care (short working hours system, etc.). It is extremely effective in promoting annual leave for all employees, and has become a system that allows each workplace to use the leave systems smoothly.
Distribution of Career Design Books
To support the career design of each and every employee, the Group posts “Career Design Books” on the internal portal site, making them available to all employees. These books compile information on a variety of career paths and positions, various personnel systems and education/training programs, and welfare and other systems.
Return to work guideline
The Group has established guidelines for department managers so that employees can take child care leave and return to work smoothly. These guidelines encourage appropriate consideration to make it easy for employees to use the system according to their physical condition and individual circumstances. They also promote understanding among other employees, and describe how to distribute work according to the situation and how to provide training as a role model. They go on to describe how to give fair and impartial evaluations and feedback to employees with various circumstances, such as those who will use the system and those who have returned to work. Through training and other measures managers can remain informed and educated.
In addition, the Group has distributed a list of the various work-life balance systems to managers as "Work-life balance systems for balancing work and child care/nursing care that managers need to know about."
Education for managers
Top management continually communicates about the Group's work-life balance efforts including women's advancement and their purpose at meetings where all executives and all department managers gather, and the Group is promoting training for managers including all line section managers. By deepening their understanding of the initiatives for promoting the careers of women, their purpose, and the work-life balance support systems, managers themselves are working to create an "environment in which all employees can continue to work actively."
Furthermore, for the purpose of improving management ability and the productivity of the entire Group, subordinate employees and related departments evaluate the work and behavior of managers in their daily work, and the results are fed back to the individual. In this way, a "360-degree evaluation" is conducted for all management including executives, department managers, and section managers. As part of these evaluations, the status of diversity efforts is also evaluated, and the results are incorporated into the manager's evaluation.
The Group has implemented a "self-reporting system" as an opportunity for managers to think about their future goals and career development. Managers share their hopes and goals with their superiors and interviews are held to support their career advancement as managers.
Career Consulting Salon
The Group set up a "Career Consulting Salon" on the work-life balance promotion site (inside the Daiwa WLB station) for employees only, and female executives and female department managers act as "career advisors" to discuss career paths and work-life balance with junior employees across divisions and departments.
Expanded support for balancing work and nursing care
The Group is helping employees balance their work and nursing care in various ways. To further improve the environment in which employees with abundant experience and a high degree of specialization can continue to work actively without feeling anxious about future nursing care, the Group established a nursing care leave system that exceeds the legal requirements (up to 1095 days, can be acquired in four periods) and introduced a work-from-home system for all departments including sales departments. Further, following consultations with employees who are providing nursing care and their families, the Group introduced a Nursing Care Concierge Service that can provide various solutions. Moreover, in conjunction with "Nursing Care Day" on November 11th, the Group held study sessions at all branches entitled "Responding to an Aging Society and Balancing Work and Family Care," to raise employee awareness and foster a corporate culture that makes it easy to use the systems.
Trend in Number of women in managerial positions
Since the establishment of the "Women's Advancement Promotion Team" in 2005, the Group has continued to make various efforts with the aim of supporting women's advancement and realizing "work-life balance" for employees, while establishing various support systems for work-life balance that exceed legal requirements. As a result of our efforts so far, the number of female managers has five-fold compared to before the introduction of the measures.
The Group operates a fair treatment and evaluation system that encourages all employees, from young people, mid-level employees, and experienced employees, regardless of their years of employment, to work hard at a higher stage and in a position of greater responsibility. Also, based on the belief that promoting appointments based on fair evaluations and creating an environment in which diverse human resources can maximize their abilities will lead to an increase in corporate value, even during child care leave, employees are evaluated correctly based on their achievements up to that point and are eligible for promotion. The Group has created an environment in which employees can aim for career advancement even as they experience life events.
As a result of various efforts, the number of role models has increased, and the number of female employees in positions just below management positions has doubled since 2005.
Furthermore, the Group is appointing future candidates for executives regardless of gender at an early stage, and is working to develop candidates for management executive positions through selective management training.
As of March 31
As of March 31
As of March 31
As of March 31
As of March 31
As of March 31
|Number of women in managerial positions (Consolidated)||97||316||375||424||490||562|
|Ratio of female managers||2.7％||7.5％||8.8％||9.4％||10.5％||11.9％|
As of March 31
As of March 31
As of March 31
As of March 31
As of March 31
As of March 31
|Number of women in managerial positions (Consolidated)||77||239||295||329||378||432|
|Ratio of female managers||2.8％||9.8％||10.6％||11.6％||12.9％||14.5％|
- *Deputy managers and above are counted as managers
|Number of new female managers (Daiwa Securities)||45||62||40||61||64|
|Ratio of women among new managers||27.1％||32.3％||24.4％||26.2％||26.8％|
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 advancing efforts to achieve a 100% rate for men taking child care leave by 2020.
|Childcare leave usage rate||Female||100.0％||100.0％||100.0％||100.0％||100.0％|
|Return rate from child care leave||Female||92.5％||91.5％||89.5％||91.4％||91.9％|
|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||249||324||373||446||505|
|Daycare subsidy users||505||625||702||759||583|
|Birth gifts for third child||33||31||54||45||28|
Promotion of WLB
With the goal of "realizing a high degree of work-life balance", the Group is making efforts to promote work-life balance, aiming to pursue work styles in which work and life are in harmony, and to enhance the work environment where both men and women can work in various ways.
The Work-Life Balance Committee, which is chaired by the Chairman of the Board and the President and CEO, is held every quarter, and under strong leadership, officers and employees working in various positions at various departments, from executives and department managers to young employees, participate in a wide range of discussions on various measures such as work-life balance and promotion of women's advancement. The Group has also set up a Work-Life Balance Promotion Office in the Human Resources Department to plan, make proposals, and promote work-life balance and support for women's advancement. In addition, the Group has set up a Women's Advancement Promotion Team, in which women from each division participate in a cross-divisional manner and make suggestions for improvements to support women's advancement. The Work-Life Balance Committee, the Work-Life Balance Promotion Office, and the Women's Advancement Promotion Team are working together to implement various measures, and hold regular cross-Group women's advancement promotion meetings in order to progress efforts across the Group.
Expanding the Telecommuting System
In March 2020, the Group expanded the telecommuting system, including working from home, in order to realize various work styles according to a variety of life stages and improve the productivity of the company as a whole.
We distributed a two-in-one terminals to all employees, introducing a full-scale teleworking system for all employees. This has enabled us to work in the same environment as going to the office, even during the current COVID-19, helping to protect the safety of employees and their families.
Implementation Smart Biz year-round
Since April 2020, the Group has been implementing the "Smart Biz (Work Without a Tie)" program as a year-round initiative even outside the "Cool Biz" period. The initiative is aimed at further promoting innovative ideas through the invigoration of workplace communication and physical and mental refreshment.
Enforcement of leaving the office before 7 p.m.
Since 2007, the Group started to encourage employees to leave the office before 7 p.m., with the goal of achieving a 100% implementation rate in all divisions. In this way we are promoting the efficient work of employees within a limited time. Furthermore, the Group has developed guidelines for work and meetings where multiple departments collaborate. The Work-Life Balance Committee regularly verifies the implementation status of leaving the company before 7 p.m.
Since 2015, the Group has been expanding investment in human resource development by capitalizing on the results of productivity improvements. In addition, in 2017 and 2018, the Group provided a "special allowance for work-life balance and work style reform," and in 2019 provided a "special allowance for productivity improvement." Lump sum payments, funded by the results of productivity improvement, were paid to employees separately from their bonuses.
Further, the Group operates an "hourly leave system" that allows employees to take annual leave in units of one hour, which enables flexible work styles. The Group has also set up a "shift work system" according to the business situation of each department.
Promotion of taking annual leave
The Group promotes "taking planned annual leave" for the purpose of improving productivity and work efficiency by refreshing the mind and body and bringing out new vitality. With the goal of increasing the rate of taking annual leave to 70% by 2020, as part of its efforts, the Group introduced a System Usage Calendar and set up kids' ceremony vacations, family day vacations, parents' longevity vacations, long service thanks vacations, and marriage preparation vacations.
Family Workplace Visits
Since 2008, the Group been carrying out "Family Workplace Visits" in which we thank the families who support our employees every day and invite them to the workplace.
Held at head offices nationwide, these events are popular with employees and their families. In 2019, about 6,500 families participated.
Daiwa WLB Station
A work-life balance promotion site exclusively for employees, which introduces the child care and nursing care systems and features content on the subjects of self-improvement and health. It can be viewed from home while on leave, and the bulletin board is used as a communication tool for employees. In addition, the Group has set up a "Career Consulting Salon" that utilizes the bulletin board function, and female executives and female managers give advice to junior female employees about their concerns and questions.
Questionnaire about work-life balance
The Group regularly conducts a questionnaire on work-life balance and balancing work and child care/nursing care for all employees, and strives to understand the usage status and requests about the systems to create an environment in which all employees can work more comfortably.
Use of Group newsletter/Group satellite broadcasting
In every issue of the bi-monthly Group newsletter, there is a regular feature on "Everyone's Work-Life Balance Open Space," which introduces the Group's initiatives and systems for work-life balance, and role models that are active in various careers. In addition, the Group facilitates the sharing of best practices in each department via Group satellite broadcasting.
External evaluations of initiatives
Results from the Group's efforts to support women's advancement and promote work-life balance have been steadily realized, and the Group has been highly praised by many external evaluation organizations in recent years.
Selected for "Nadeshiko Brand" jointly sponsored by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange!
Daiwa Securities Group Inc. has been selected as a "Nadeshiko Brand" by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange for six consecutive years from fiscal 2014 as a listed company that excels in promoting women's advancement.
The Group was commended for setting clear goals regarding the promotion of women's advancement and work-life balance and promoting an environment where personnel with diverse values can maximize their abilities.
We support the Declaration on Action by the Cabinet Office "Group of Male Leaders Who Will Create "A Society in which Women Shine""
On December 18, 2015, Takashi Hibino, Chairman of the Board, endorsed the Declaration on Action of the "Group of Male Leaders Who Will Create "A Society in which Women Shine"" which is led by the Gender Equality Bureau of the Cabinet Office
Under this activity, male leaders of companies actively engaged in promoting women's advancement shared a Declaration on Action in order to maximize the abilities that women can have, and expanded the circle of support.
Formulated an action plan based on the Act on Promotion of Women's Participation and Advancement in the Workplace
The Daiwa Securities Group has been making various efforts to support women's advancement, and Daiwa Securities formulated an action plan based on the Act on Promotion of Women's Participation and Advancement in the Workplace in April 2016. Through this effort, the Group will further accelerate the creation of an environment in which personnel with diverse values can maximize their abilities.
[A general business owner action plan was formulated and submitted on April 1, 2016]
Since April 2005, Daiwa Securities Group Inc. has formulated an action plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children, and has been working to create a workplace environment where employees can work comfortably while balancing their work and family life.
In recognition of this initiative, as of June 9, 2008, the Daiwa Securities Group Inc. received the "Child Care Support Authorized Company Mark" (known as "Kurumin") from the Ministry of Health, Labour and Welfare as a "company actively working on support for the development of the next generation" based on the Act for Measures to Support the Development of the Next Generation.
Furthermore, on March 11, 2016, Daiwa Securities received the "Platinum Kurumin Certification" as an excellent "parenting support company" that is working at a higher standard than companies that acquired "Kurumin."
[A general business owner action plan was formulated and submitted on November 1, 2015]
Received the symbol mark (known as "Tomonin") from the Ministry of Health, Labour and Welfare for promoting the development of a "work environment that ensures a balance of work and nursing care"!
The Group is continuously working to create a workplace environment that makes it easy to use the work-life balance support systems so that employees can continue to work while balancing work and nursing care.
The Group received the symbol mark (known as "Tomonin") from the Ministry of Health, Labour and Welfare for promoting the development of a "work environment that ensures a balance of work and nursing care"