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Promoting the Employment and Advancement of Diverse Human Resources

The Value of Diversity

As indicated in Mizuho's HR Vision, we believe that the personal development of individual employees contributes to the stable and sustainable growth of Mizuho as a whole, and we encourage employees who differ in terms of gender, country of origin, cultural background, and values to understand, respect, and inspire each other. As such, we have worked for many years to promote diversity both in Japan and abroad. Moving forward, in order to improve our ability to respond to various environmental changes, pursue proactive reform well into the future, and achieve sustainable growth, Mizuho will further build on what we have achieved so far in terms of diversity, to not only attract and retain diverse talent, but to create an inclusive environment which will enable us to realize the growth and advancement of our diverse workforce.

We will also accelerate the promotion of non–Japanese employees and female employees to management positions, to ensure that diverse perspectives and ideas are reflected in strategic planning and decision making at the business and management levels.

Promoting Women's Advancement

More than 40% of Mizuho's employees are women. With the aim of creating an environment where female employees are highly engaged and can utilize their capabilities to the fullest, Mizuho has established its basic policy on promoting women's advancement in the organization centered on the "Four Rs".

Mizuho is also a signatory to Japan's Ministry of Health, Labour and Welfare's campaign to promote Positive Action, and our declaration appears on the campaign's website.

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Basic Policy on Promoting Women's Advancement: The Four Rs
Basic Policy Objectives
Recruit Actively recruit and acquire female talent.
  • Actively recruit necessary personnel.
  • Achieve our target of 30% of new graduate hires for the generalist managerial track to be women.
Raise Support the activities of women in diverse fields, and their promotion to managerial positions.
  • Ensure a fair and unbiased evaluation process.
  • Set targets for the percentage of women in management–level positions, and proactively promote women to such positions.
  • Provide support for skill and knowledge acquisition through expanded training programs.
Retain Maintain and increase employee engagement by creating work environments that allow employees to freely exercise their capabilities.
  • Minimize difficulties associated with pregnancy, childbirth and childcare by strengthening work–life balance support systems (e.g. offering longer childcare leave than legally mandated, along with options for shortened working hours).
  • Flexibly implement personnel management policies to support employees balancing work and family responsibilities (e.g. arranging for spouse transfers in connection with the reassignment of employees to distant posts).
  • Establish and operate childcare facilities within business sites.
Relate Actively promote internal and external dialogue to encourage a change in mindset for the organization as a whole
  • Promote proactive dialogue inside and outside the group.
  • Promote a change in mindset for the organization as a whole.

For further information on balancing work and family responsibilities, please see Promoting Work–Life Balance

Women's Representation within Mizuho

Mizuho has set a target for women to represent approximately 30% of new graduates hired for the generalist managerial track and we are actively working to acquire more female talent.

As explained in the following section, Mizuho Financial Group and the core group companies (Mizuho Bank, Mizuho Trust & Banking, and Mizuho Securities) have set numerical targets and are implementing measures to promote more women to management–level positions.

Initiatives prior to FY2016

In the period prior to FY2016, we set numerical goals for promoting women to management positions in primary divisions and achieved these goals in all divisions.

Banking Business Division

Mizuho's banking business division (Mizuho Bank and Mizuho Trust & Banking) set a goal of 17% for the proportion of women in management–level positions by the end of fiscal 2015. The actual figure attained was 18%.

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Percentage and numbers of female managers in the banking business division
Banking business division Mar 2014 Mar 2015 Mar 2016
Percentage of female managers 14.3% 15.9% 18.0%
Number of female managers General manager level 25 21 78
Manager level 326 403 424
Assistant manager level 1,269 1,434 1,656
  • *As of March 31, 2016, one of the executive officers of Mizuho Bank is a woman.
Securities Business Division

Mizuho's securities business division (Mizuho Securities) set a goal of 12% for the proportion of women in management–level positions by the end of fiscal 2015. The actual figure attained was 13.7%.

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Percentage and numbers of female managers in the securities business division
Securities business division Mar 2014 Mar 2015 Mar 2016
Percentage of female managers 10.5% 12.0% 13.7%
Number of female managers General manager level 46 57 72
Manager level 293 339 405
Assistant manager level 1,030 1,062 1,038

Figures include employees on loan to other companies.

Career Education and Support for Female Employees

As a result of Mizuho's expansion of support systems for employees balancing work and childcare, the number of female employees leaving the company due to marriage or childbirth has significantly decreased. Mizuho's many career education programs for female employees have also received external recognition. In 2014, Mizuho received an award from Japan's Ministry of Health, Labour and Welfare for "Corporate Career Support". In 2015, Mizuho placed 17th in the overall ranking (and 1st in the banking category) for Nikkei Woman magazine's "100 Best Companies where Women Play an Active Part 2015". In 2016, Mizuho was awarded "Nadeshiko Brand" designation by Japan's Ministry of Economy, Trade and Industry, in recognition of our policies, goals, and tangible progress that reflect the promotion of women's participation in the workplace.

ESG Evaluation and Reputation

Challenges Going Forward

The fact is that women are still underrepresented in leadership in every area of our business, and that therefore we are not yet fully taking advantage of the unique perspectives and ideas that a more diverse workforce can generate. This is why we have set specific numerical targets to help us better incorporate more diverse thinking into our day–to–day operations and high–level strategic planning and decision making, by accelerating the promotion of women to management positions.

In addition, we recognize the need to provide finely tailored support for female employees throughout major life events and stages, to ensure that they can maintain a healthy work–life balance without sacrificing the advancement of their career. In 2016, with this need in mind, we restructured our strategic development program specifically for female employees, which provides support at each career stage to ensure employees are able to successfully navigate new challenges and maintain a high level of motivation and pride in their work.

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Strategic Development Program for Female Staff
Early career
  • Career Design Seminars (available to men and women)
    We offer seminars for employees in their fourth and sixth years after joining Mizuho aimed at helping each employee to think carefully about their career and personal development and to plan out a career path that will enable them to maximize their strengths.
  • Career Advancement Seminars, "Expert" Qualification Seminars, Leadership Seminars, Management Skills Seminars
    We offer relevant medium– to long–term training support for women who want to further their careers by moving into management–level positions or into more specialized fields.
Mid–career
  • Training for Newly Appointed Managers (M's Circuit) (available to men and women)
    For employees at this crucial point in their career, we offer training to develop leadership skills.
  • Career Development Support Training, Career Advisory Interviews
    We offer training specifically for female employees to assist them in dealing with challenges disproportionately faced by women as they build their careers (such as balancing life events with their work), with follow–up career advisory interviews after the training to ensure its effectiveness.
Organizational leadership
  • Coaching by external specialists
    In order to better incorporate the diverse ideas and values of female employees in organizational leadership positions into key strategy planning, organizational decision–making , and daily business operations, we are providing opportunities to meet external specialists who coach employees to transform their mindsets and demonstrate advanced leadership skills.

Consultations with Female Career Advisors

Mizuho extended the career advisory system from FY2016, incorporating the opportunity for consultations with female career advisors from outside the company. In addition to this being a chance for Mizuho employees to benefit from the wealth of experience external advisors have gained at other companies, female employees can especially benefit from receiving advice from someone who understands the particular issues women face in building their careers.

Career Development Support Programs for Employees over the Age of 40

In addition to strategic development programs for female staff, and as part of our career development support programs for employees over 40 years old, we also offer career promotion seminars to female employees over the age of 45, and career planning seminars targeted at those aged 55 and over, and those aged 60–plus. These programs support female employees in taking charge of their working style and career path over the medium to long term.

For more details on the career advisory interviews system and group–wide training systems, please see Training Programs that Facilitate a Diverse Range of Career Paths.

A Network for Female Employees

The Mizuho Women's Network, founded with the aim of enhancing connectivity between women working at Mizuho, also plays an important role in encouraging the growth and involvement of all women at Mizuho, by providing a space to share diverse ideas and perspectives. For more details, see Employee Connectivity.

We believe that to truly achieve equal participation for women at Mizuho, we need to not only provide our female employees with career development support, but also to take a multifaceted approach which includes changing employee mindsets, particularly that of management, and providing more flexible work arrangements. This belief is the foundation of our unified approach across the whole Mizuho group to promoting diversity and inclusion.

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Action Plan Based on the Act on Promotion of Women's Participation and Advancement in the Workplace

Mizuho Financial Group, Mizuho Bank, and Mizuho Trust & Banking aim to establish an environment where every employee can enjoy diverse and flexible work arrangements and where women are active at every level of the company. We have therefore formulated the following action plan and are working toward these goals.

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1.Period April 1, 2016 to July 31, 2019 (3 years and 4 months)
2.Challenges
  1. (1)Accelerate the assignment of women to management positions
  2. (2)Expand measures to implement work–life management for individual employees
3.Goals
  1. (1)Increase the percentage of female managers (General manager level: 10%, Manager level or higher: 20%, Assistant manager level or higher: 30%)
  2. (2)Enhance the work–life balance of all employees (percentage of annual paid leave taken by employees: 70%; Percentage of male employees taking parental leave: 100%)
4. Initiatives and Implementation (from FY2016)
  1. (1)Develop a strategic training program for female candidates for leadership positions
  2. (2)Expand opportunities for female employees to develop their career path
  3. (3)Establish a working environment that enables diverse and flexible work arrangements for all employees
  4. (4)Establish a new index for measuring the progress of diversity and inclusion at Mizuho

Promoting the Advancement of Employees with Disabilities

Mizuho employs people with a variety of disabilities, in various divisions of the group. In addition, Mizuho Business Challenged Co., Ltd, a special subsidiary*1, employs personnel with disabilities who handle mail collection and delivery at the Mizuho Bank Head Office Building, as well as data entry and document handling for Mizuho group companies, contributing to increased efficiency in business operations for the group as a whole.

Mizuho works hard to create a workplace environment where people with disabilities will be able to work comfortably and enjoy long and fulfilling careers. We aim to provide opportunities that take into consideration the specific circumstances of each individual. Mizuho has implemented the following initiatives and is promoting the employment and advancement of employees with disabilities:

  • Flexible forms of employment, such as working from home
  • Work support via a job coaching system
  • Consultation service for employees with disabilities

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  Jun 2014 Jun 2015 Jun 2016 Target employment ratio
(Jun 2019)
Percentage of employees who are individuals with disabilities*2 2.11% 2.08% 2.11% 2.3%
  • *1Subsidiaries which have the express purpose of conducting non–business functions such as HR functions.
  • *2The employment ratios shown in the above table represent the combined total for five group companies: Mizuho Financial Group, Mizuho Bank, Mizuho Trust & Banking, Mizuho Securities and Mizuho Business Challenged.

Creating a Welcoming Work Environment Where Differences are Celebrated

Mizuho Business Challenged

At Mizuho Business Challenged, employees with various different disabilities work side by side, putting their skills to use and dividing tasks based on each person's capabilities and expertise. Teams, including leaders and sub–leaders, are composed entirely of employees with disabilities. Employees are encouraged to work with a high degree of responsibility and independence. Employees are responsible for their own schedule management, adherence to deadlines, and quality of work. In cases where an employee has difficulty performing a task independently, job coaches devise new methods of work or create manuals that are easy to understand visually. Employees cooperate to take on a broad range of duties and continue their personal development. We plan to expand Mizuho Business Challenged in order to provide even more opportunities for employees with disabilities to contribute to the Mizuho group.

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Career Opportunities and Advancement for Employees of All Nationalities

Mizuho is continually expanding its global network, and in conjunction with this expansion the proportion of consolidated revenue generated from business outside Japan is increasing every year. The number of both Mizuho staff hired locally in locations outside Japan and non–Japanese employees working in Japan is increasing year after year.

Offices outside Japan hire local staff independently, using their insight into local business characteristics and customs in order to build a professional team with the right expertise for each location. These offices are also responsible for employee development and carry out regular training in compliance and related subjects.

Changes in the number of staff hired locally outside Japan
bar graph
  • *These figures represent the number of employees hired locally outside of Japan in branches, representative offices, and subsidiaries of Mizuho Bank, Mizuho Trust & Banking, and Mizuho Securities.

Global Talent Acquisition and Development Department – Focusing on Diverse Talent Management

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Debra Hazelton,
General Manager,
Global Talent Acquisition and
Development Department

In order to better meet the wide–ranging and complex needs of Mizuho's customers and continue to provide them with innovative and sophisticated solutions in the global market, successful management of Mizuho's global network and leveraging of local knowledge and skills are key.

Mizuho believes that giving all staff, irrespective of where they were hired or where they currently work, the opportunity to develop their skills on the global stage enhances the organization's overall performance and ability to provide customers with innovative solutions.

It was within this context that the Global Career Management Division (GCMD) was established in April 2014. Debra Hazelton was appointed as general manager, becoming the first non–Japanese general manager of a Mizuho corporate function. Before coming to Mizuho's Head Office in Tokyo, Debra was general manager of Mizuho Bank's Sydney Branch. In April 2016, the HR group was reorganized by function, creating the Global Talent Acquisition and Development Department (GTAD), which promotes the hiring, development, and advancement of Mizuho's diverse talent all over the world.

GTAD's mandate includes promoting the optimal allocation of global talent and the development of global leaders. This is achieved by the expansion of global career development opportunities available to staff hired locally outside Japan (the Global Mobility Program*1 and the Global Opportunity Program*2) as well as enhancing the cross–cultural communication skills of Japanese employees and increasing their opportunities to work outside Japan.

  • *1Global Mobility Program
    Started in 2007 to provide global career development opportunities to staff hired locally outside Japan and to give the organization greater flexibility to meet global business needs. The program involves not only personnel transfers into Japanese offices from offices in other countries, but also transfers between offices in different countries other than Japan.
  • *2Global Opportunity Program
    Started in 2013 to provide junior staff hired locally outside Japan with the opportunity to work at Head Office in Tokyo for a two–year period. After completing their assignments and returning to their home offices, they are expected to further their careers and make greater contributions to the organization by leveraging the skills, knowledge and networks they developed during their time in Japan.

Initiatives for Supporting LGBT* Employees

In our Diversity & Inclusion Statement, Mizuho clearly articulates initiatives aimed towards building environments in which LGBT employees are accepted and valued as individuals, and are provided with equal opportunities in the workplace.

  • *Throughout this website, the term "LGBT" is used to refer not only to lesbian, gay, bisexual, or transgender individuals but also to individuals who identify as belonging to other related minority sexual and gender communities.

Policies

In our Diversity & Inclusion Statement, Mizuho clearly articulates initiatives toward the advancement of LGBT employees.

Extension of Spousal Benefits to Same–Sex Partners

Under Mizuho's HR and employee benefits systems, same–sex partners are treated as equivalent to spouses to the extent possible given legal and tax limitations in Japan, where same–sex marriage is not yet legal. Employees with same–sex partners are able to make use of benefits such as special leave for a wedding ceremony, for childcare or to care for a sick or aging member of their partner's family, and are also eligible for a monetary gift from the company in honor of special occasions such as a wedding.

LGBT Advisory Service

Mizuho offers both internal and external advisory services for employees. These services accept inquiries and provide advice for LGBT employees as well as their coworkers.

Changing Employee Mindsets

Mizuho is working to raise awareness and change employee mindsets, by providing internal training aimed at promoting understanding of the LGBT community.

LGBT Groups and Networks

Mizuho has joined LGBT Finance, a network of financial institutions that work together to promote LGBT–friendly work environments in the financial industry.