Initiatives for Employees
The Shinsei Bank Group regards HR-related matters as one of the most important tasks for the growth of the organization.
Therefore, we implement ongoing reviews of our existing systems and initiatives. In order to provide optimal value to our customers, the entire Group is working together across departments and groups to develop and utilize personnel and foster an organizational culture.
The Shinsei Bank Group's Diversity & Inclusion
Shinsei Bank Group companies provide financial products and services to corporate and individual customers while collaborating under integrated management. We also conduct reviews of the Group's financial functions from the customer's point of view, and aim to create new businesses that extend beyond existing frameworks based on customers' true needs. We call on our Group employees to free themselves from conventional concepts and ideas, to enjoy change, and to develop a mindset of respecting diversity and accepting things that are different.
"Enjoying" change involves being open minded and adopting a positive approach to change, and proactively embracing your own efforts to respond to changes. At the same time, in order to create new, interesting, and unique things, the Group is working to create a structure whereby the Group is not simply a collection of individual companies, but one in which the various strengths of each company are brought together and the personnel underpinning these strengths work together organically while respecting one another's individuality.
The Shinsei Bank Group's Personnel Strategy
Starting in fiscal 2018, we began using a common performance evaluation system across the Group as a part of our efforts to bolster talent management. We are working to have all employ yees, regardless of which Group company they belong to, contribute even more value to the Group by maximizing their individual strengths and through the optimal utilization of personnel on a Group-wide basis in addition to helping employees develop their skills. Moreover, we aim to maximize group performance while creating new financial services as we integrate the Group's various financial functions.
Promoting Diversity and the Active Participation of Women in the Workplace
In order to further promote diversity, in February, 2018, the Shinsei Bank Group established the Diversity Promotion Office within the Group Human Resources Division. We have positioned diverse work styles, promoting active participation of women in the workplace, utilization of seniors, etc., as important themes, and we are promoting measures related to these topics. As an example, to help promote diverse work styles, in April 2018 we introduced a telecommuting system and also started allowing employees to engage in both side work and concurrent work.
Allowing employees to engage in both side work and concurrent work received a great deal of attention as a cutting-edge initiative by domestic financial institutions, and was covered by large media outlets. Leveraging this kind of framework allowing diverse work styles, we will consider hiring more outside talent, such as people with high levels of specialization. Shinsei Bank President and Chief Executive Officer Hideyuki Kudo supports the "Declaration on Action by a Group of Male Leaders Who Will Create a Society in which Women Shine" advocated by the Cabinet Office. In February 2018, the Bank established the "Committee on Promoting the Role of Group Women in the Workplace," and is developing a variety of career development systems to promote female employees in the workplace, including providing training opportunities. In fiscal 2020, the Bank aims to have a female manager (section leader-level or higher)1 ratio of 17% (15.2% in fiscal 2019), and a female manager (section manager-level or higher)2 ratio of 35% (31.6% in fiscal 2019).
Action Plan to Promote Active Participation of Women
Click to download Shinsei Bank Group's Action Plan to Promote Active Participation of Women
Employee Health Initiatives
The Shinsei Bank Group is working to maintain and improve the health of its employees and create a safe and comfortable working environment by linking the activities of the Health Committee and industrial health, in accordance with laws related to occupational health and safety. We also use stress checks to understand the health risks of individual organizational units based on organizational analyses of each Group company, and take actions to improve them. Shinsei Bank has established a Health Development Center, which provides daily health management and health guidance. The Health Development Center is staffed with full-time industrial physicians.
Employment Initiatives for Persons with Disabilities
There are 88 people with disabilities working in various Shinsei Group workplaces (as of March 31, 2019), basedon the idea that personnel with diverse values should be able to harness their individuality and work together in the same workplaces, rather than separating from each other people with disabilities and those without disabilities. In order to maintain a working environment and systems whereby people with disabilities can work with peace of mind for many years, and in order to expand opportunities for continuous active participation based on the circumstances of each individual, the Bank assigns such employees to workplaces in accordance with their individual characteristics.
L List of Shinsei Bank's work-style reform-related programs
|Self-Directed Flex-Time||Allows employees to start or finish work 30 minutes or one hour earlier or later than the normal starting or ending times|
|Work from Home||Allows employees to work from their home or a relative's (within two degrees of kinship) home, up to a maximum of two days per week|
|Side Work/Concurrent Work||Allows employees to concurrently engage in personal business (outsourcing, business start-up, company executive, etc.) or work concurrently for another company|
|Half-Day Paid Time Off||Allows employees to take time off in half-day increments during designated hours in the morning or afternoon|
|Hourly Paid Time Off||Allows employees to take time off in one-hour increments, up to five days per year (in combination with above half-day paid time off)|
|Life Support Leave||Allows employees to take a leave of absence for reasons including childcare, family care, study abroad, fertility treatment, spouse work transfer, etc., not covered by existing frameworks|
|Maternity Leave||Female employees can take leave from 6 weeks prior to childbirth to 8 weeks after childbirth|
|Childcare Leave||Employees can take leave up until their child reaches the age of two at a maximum|
|Family Care Leave||In principle, employees can take up to a total of one year (365 days) off to care for each family member who requires care|
- (Note) Only employees satisfying certain conditions are eligible to take the systems noted above
Work-Style Design - Office Space Reform
In April 2017, the Shinsei Bank Group integrated the indirect functions of Group companies, established a virtual Group headquarters, and consolidated all employees engaged in indirect functions at Group companies in the Nihonbashi Office. In fiscal 2019, in order to further promote Group integration on the business side, we will consolidate the formerly decentralized Tokyo metropolitan area offices of Group companies into functional units transcending the bounds of legal entities. In addition to workplace strategies and securing work space, such as introducing ABW (Activity Based Working)1 in areas where institutional business departments are gathered,we have launched a project to promote the redesigning of office environments and working styles, including switching to mobile PCs, adding Wi-Fi in offices, and enhancing the IT environment to facilitate paperless meetings etc., along with other initiatives.
Reducing the Volume of Paper Documents Stored at the Nihonbashi and Meguro Offices to Facilitate More Efficient Use of Space
As part of efforts to reduce the volume of stored paper documents, reduction targets have been set for each department. We achieved the goal of reducing the volume of paper documents stored per person to 1.5fm (file meters).
The volume of documents was reduced by 2,714fm in total, which is 2,642 meters when converted to height. This is more than four times the height of Tokyo Skytree.
Reducing the amount of space used for document storage allowed office space to be used more effectively.
- (Note 1) A work style that allows choice in such things as location of work and desk to match the type of work being performed.