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 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 Work-Life Balance 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 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 Division to plan, make proposals, and promote work-life balance and support for women's advancement. The Work-Life Balance Committee and the Work-Life Balance 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.
Work-Life Balance Committee
President and CEO Seiji Nakata was appointed chairperson of the Work-Life Balance Committee, which meets every quarter. Under stronger leadership, the Committee promotes women's activities and works on dramatically improving productivity. 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.
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.
Guidelines for balancing work and child care
The Group has established guidelines for balancing work and child care for all employees and 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 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.
Internal online social network: ANSWERS
In 2021, we introduced ANSWERS, an internal online social network through which employees can consult with each other, help each other with difficulties, and build networks. It presents them with opportunities to meet role models, broadening their perspectives regarding future career advancement, as well as to communicate with the management.
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.
Expanding the telecommuting system
Taking advantage of the fact that we distributed two-in-one terminals to all employees, we expanded our teleworking system, which we introduced in March 2020 and which includes working from home. This has made it possible to work outside the office in an environment equivalent to the office environment, producing a diversity of work styles that are aligned with the life stages of employees and helping improve the business continuity and productivity of the company as a whole.
Enforcement of leaving the office before 7 p.m.
Since 2007, led by our policy of creating an environment in which employees can work efficiently within time constraints, the Group has encouraged employees to leave the office before 7 p.m. and has set the goal of achieving a 100% implementation rate in all divisions. Furthermore, the Group has developed guidelines for work and meetings where multiple departments collaborate. The Human Resources Division regularly confirms if employees are leaving the company by 7:00 p.m., and the Work-Life Balance Committee has established a system for verifying the implementation status of this initiative.
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 the "flextime 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. As part of its efforts, the Group introduced a System Usage Calendar and various initiatives, such as Kids' Ceremony Leave, Family Day Leave, Parents' Longevity Celebration Leave, Long Service Gratitude Leave, Expecting Mother Escort Leave, Volunteer Leave, and Marriage Preparations Leave. Employees are made aware of the objectives and importance of the different kinds of leave through training, in-house broadcast, and the like.
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 2020, these visits were held online for the first time, and roughly 5,800 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.
- *WLB: the abbreviation for Work-Life Balance
To protect and preserve each employee's rights, the Group regularly monitors the status of compliance with the Minimum Wage Act, the Labor Standards Act "36 Agreement", and other relevant laws and regulations.
"Daiwakko" Daiwa Child Care Club
In 2021, we created "Daiwakko," the Daiwa child care club, to provide both work and child care support to expecting mothers and mothers taking care of children, assisting them to improve their skills and shape their careers so that they can feel secure and motivated as they continue to work while expecting children and providing child care. It is hosted on a dedicated site within Daiwa WLB Station and offers ways for colleagues to connect and introduces various ways of using Daiwa's systems.
Questionnaire about work-life balance
The Group regularly administers questionnaires to all employees concerning work-life balance and balancing work and child care/nursing care. In 2020, we received responses from over 7,000 employees. We assess system usage conditions and collect requests concerning systems, and we use employee feedback when revising the designs and operation of these systems.
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.
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.
|Childcare leave usage rate||Female||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%|
|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|
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 eight 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.
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"