Engagement with Employees

Towards Success of All Employees

JPX’s View on Human Resources Development

Human resources are one of the prime assets for enabling a company to continue to increase its corporate value. In order to bring the best out of each and every employee, JPX has created a working environment where employees can actively gain expertise, access the latest information, and pursue free and creative thinking from a broad perspective.

Training System

Based on JPX’s view on human resources development, JPX has established training systems in order to make use of diverse employee capabilities. The programs provided vary and encompass career development training to enhance employee knowledge and skills according to their length of service and job responsibilities; skills development training to acquire foreign languages and expertise; and professional development training to obtain an MBA or other advanced degrees at overseas universities; and more. In terms of skills development training, JPX pays annual tuition fees of up to JPY 300,000 for each employee and provides opportunities for employees to choose areas according to their needs or interests, and many of them have enjoyed such benefits.

Efforts in Championing the Advancement of Diverse Human Resources

Role and Purpose of Promoting Diversity

In order to support JPX's continuous growth and adapt to changes in Japanese society while capitalizing on limited resources, JPX formed a Diversity Promotion Group within its Human Resources Department in FY2014. The group implements various initiatives to cultivate the diversity of employees and draw on their capabilities to the fullest. For JPX, "promoting diversity" means for each and every employee to have mutual respect (receptivity and tolerance) for other employees with differing values and lifestyles (diversity), and thus individual employees can work energetically and create new value (innovation) that leads to organizational growth.

With this in mind, the Diversity Promotion Group has been working since 2014 to expand the support systems and programs for childcare, family care, and women’s advancement in the workplace; and, beginning in FY2016, JPX has also introduced working-style reforms for all employees. By remaining committed to these initiatives, JPX is working to develop a strong organizational base for future development.

Improvements in Support Programs: Maternity/Childcare and Family Care

JPX is working to enrich systems and programs to support maternity, parenting, and caregiving. These improvements are aimed at nurturing employee’s desire to remain in the workforce by providing greater flexibility and a work environment that caters to the needs of diverse values and lifestyles. Even for employees whose time is limited by childcare and elderly care responsibilities, JPX is taking initiatives to create a work environment where employees find it easy to work and can perform to their full potential.

Balancing Work and Childcare

JPX has adopted systems and programs that surpass legal requirements for childcare leave, shortened work hours, and sick/injured child care leave. In addition, since 2014, JPX has introduced expanded programs for supporting childcare, including staggered hours, supplementary allowances to cover fees for child care during and after a child falls ill and for extended day care usage, as well as supplementary allowances for commuting expenses incurred when dropping off and picking up children from day care. In addition to these benefits, to make it possible for husbands to participate in housework and childcare, JPX has introduced a parental leave system as part of the paid-leave scheme, which employees can use until the eligible employee’s child turns three years old.

  FY2014 FY2015 FY2016
Number of male employees taking time off for childcare (including childcare leave) 8 10 7
Percentage of female employees returning to work after maternity leave 94.1 100 100

Measures to Support Raising Next-Generation Children (Obtaining "Kurumin Authorization")

In FY2014, JPX formulated an "Action Plan" that outlines measures to support employees in nurturing the future generation and has been implementing said measures over the past two years. In recognition of such efforts, JPX was certified by the Ministry of Health, Labour and Welfare in FY2016, based on the Act on Advancement of Measures to Support Raising Next-Generation Children, and authorized to use the "Kurumin" mark to indicate its status as an enterprise that helps employees in balancing work and childcare.

Action Plan to Obtain Platinum Kurumin Authorization icon-pdf

Balancing Work and Family Care

JPX has launched systems and programs that surpass legal requirements for family care, including family care leave, time off for care, and shortened work hours. Time off for family care is available in one-day, half-day, and hourly slots. Since FY2014, JPX has been holding Family Care Seminars on an annual basis for employees and their family members as part of our efforts to support employees in balancing work and family care. By focusing on having the company itself provide plenty of prior information on family care, JPX hopes to create a work environment that allows employees to continue working, as the number of employees who will have family care responsibilities is expected to grow in the future.

Women’s Participation and Advancement in the Workplace

In FY2014, JPX launched a number of initiatives for promoting the empowerment of women in the workplace, including women’s career training and opinion exchanges between users of childcare programs and their supervisors. Starting in FY2016, JPX will be running management training that goes beyond improving the skills of female employees and moves toward improving understanding by male supervisors, thereby fully utilizing and facilitating the career progression of female employees. JPX will continue to implement measures for JPX to transform into an organizational base for sustainable growth regardless of gender.

Furthering the Careers of Female Employees

JPX has set a target of 6% female employees in managerial positions by FY2018. To date, JPX has promoted employees based on merit irrespective of gender. However, to provide an environment where all employees can advance in their careers based on their own life plans, beginning in FY2016, JPX has implemented group-wide work style reforms.

  FY2014 FY2015 FY2016
Female employees in managerial positions 13
(3.7%)
15
(4.5%)
17
(5.0%)

Action Plan to Promote Female Empowerment

JPX formulates and publishes its Action Plan based on the provisions of Article 8, Paragraph 1 or 7 of the Act on Promotion of Women’s Participation and Advancement in the Workplace (Act on Promoting Female Empowerment).

Action Plan Regarding the Act on Promotion of Women’s Participation and Advancement in the Workplace icon-pdf

Helping Experienced Employees to Excel

JPX has a reemployment program in place for employees who have reached retirement age (60 years or older) and who possess extensive knowledge and experience. In order to motivate such employees and to allow them to further excel in the organization, JPX offers a special allowance to reemployed retirees who have significant responsibilities to entities outside JPX. Along with such a scheme, JPX is also working in other ways to meet the growingly diverse employment needs of the workforce, such as by expanding the range of part-time positions available in addition to offering full-time work options for reemployed retirees.

Now that employees are staying in the workforce longer, JPX also offers life planning training for employees in their 50s and training programs for reemployed retirees, such that experienced employees may continue working vibrantly and exceling at JPX.

 

Treatment of Employees with Disabilities and the Diverse Pool of Human Resources

Under the principle of "Competency (Harnessing Employee Potential)" laid out in the JPX Creed, in addition to encouraging female employees and experienced employees to actively participate in the workplace, JPX also offers work opportunities for persons with disabilities according to the individual’s abilities and aptitudes.

Moving forward, in an effort to be more inclusive with JPX’s diverse pool of human resources, JPX has set up consultation desks both at and outside the company for employees to voice their concerns and is poised to assist employees from sexual and gender minority groups, including those who identify as LGBT.

Implementation of Work Reform Program

To promote innovation within the company, JPX implemented a work reform program that helps employees maximize their creativity. The JPX work reform will be realized in cooperation with the company and its employees. JPX is undertaking various initiatives to offer employees greater flexibility in their work styles and create more off hours. The reform is expected to change employees' mindset about work hours and productivity, as well as their work styles, and to provide more opportunities for off-hour activities that will be reflected at work.

Objectives for Work Style Reforms

In order to allow employees to spend more time on activities outside of work, JPX is advancing work style reforms on a company-wide scale with numerical targets for reducing overtime hours and using annual paid leave.

  FY2015 result FY2016 target FY2017 target FY2018 target
Average overtime hours 27hr.5min. -10%
compared to FY2015
-15%
compared to FY2015
-20%
compared to FY2015
Average usage rate of annual paid leave* 53%
(10.6 days)
60%
(12 days)
65%
(13 days)
70%
(14 days)
* Six (6) days of refresh leave (paid) are offered in addition to the annual paid leave and said refresh leave must be taken in full.

Work Style Reforms at JPX

Creating an environment that allows for flexible work styles

JPX has adopted flexible hours and remote work systems available to all employees with the aim of reducing work-related time and location constraints. In this way, JPX hopes to encourage each employee to choose the work style that best suits his/her personal circumstances.

Introduction of diverse leave systems

JPX has instated systems for "Professional Development Leave" and "Leave to Accompany Spouse" in such cases as when an employee chooses to study abroad or his/her spouse is given an overseas assignment, allowing for flexible work styles that adapt to employees' diverse life plans.

Reemployment program for former employees

JPX also has a program in place for reemploying individuals who for such reasons as child-rearing decided to resign from JPX in the past. The program offers ambitious and talented former employees an opportunity to once again contribute to and excel at JPX.

Increasing opportunities for employees to engage in learning activities

JPX supports employees who would like to engage in activities for personal development during the extra time available thanks to work style reforms. JPX is raising the amount of subsidies offered and expanding the number of eligible courses for skills development training.

Initiatives to reform corporate culture

JPX is working on reforming the corporate culture and encouraging employees to reevaluate their work ethics and behavior by offering lectures on work style reforms, running e-learning courses, regularly providing information, calling out directly to employees, and engaging in many other activities to said end.

Joining Iku-boss Enterprise Alliance

Managers or bosses can play the greatest part in reforming employee work attitude, as well as in creating more flexibility in employee work styles and off hours.

JPX has previously demonstrated the need for changing managers' mindset about work styles through seminars by experts on work reform. Joining the Iku-boss Enterprise Alliance (*1) as one of our reform initiatives, JPX hopes to nurture executives and managers as iku-boss (*2), ideal bosses of the new generation.

Upon becoming a member of the alliance, the respective leaders of JPX, TSE, OSE, JPX-R, and JSCC made a declaration of commitment.

JPX plans to host seminars and training programs for executives and managers.

  • What is Iku-boss Enterprise Alliance?
    A network of companies that recognize the necessity of iku-boss, dedicated to improving such awareness among managers and to developing them as ideal bosses of the new generation, where the life of employees diversifies.
  • What is iku-boss?
    A boss (male/female manager or corporate executive) who allows staff to balance work and family commitments and to pursue career development while achieving business targets, as well as enjoying his/her own work and private life.

[Reference] "All JPX group companies join the Iku-boss Enterprise Alliance!" (only in Japanese)icon-block

Employee Safety and Health

Establishment of a Harassment Hotline

JPX pays close attention to individual rights and safety in the workplace and stipulates "respect for human rights and prohibition of discrimination" in the JPX Charter of Corporate Behavior, which prohibits unfair discrimination based on gender, rank, maternity, and other individual attributes or circumstances, thereby creating an environment where employees can be at ease and realize their full potential. JPX has also set up a helpline from which employees can consult directly with the Human Resources Department and a compliance hotline that accepts anonymous reports as part of these efforts.

Mental Health

JPX has made telephone and in-person counseling available to help employees maintain their physical and mental wellbeing. Since April 2010, in addition to industry physicians, JPX has drawn on the expertise of mental health specialists as advisors.

Safety and Health Initiatives

JPX holds monthly meetings of its Health Committee based on Japan’s Industrial Safety and Health Act. The Committee is comprised of a health officer, an industry physician, and employees.

Initiatives to Improve Communication among Employees

JPX periodically hosts tours of its Tokyo and Osaka offices for employees’ families and holds in-company events to improve communication among and mutual understanding between employees and their families.

Employee data

    FY2014 FY2015 FY2016
Number of employees by gender Total 1,001 975 1,085
Male 728(72.7%) 716(73.4%) 792(73.4%)
Female 273(27.3%) 259(26.5%) 293(26.5%)
Average years of service All 17.3 16.7 17.0
Male 15.9 15.5 15.9
Female 21.0 20.2 20.5
Number of females and foreigners among new hires New hires 12 20 25
Females and foreigners 3 10 7

(note)
  • ・The term "employee" refers to those employed at either of the four main JPX group companies (Japan Exchange Group, Inc., Tokyo Stock Exchange, Inc., Osaka Exchange, Inc., and Japan Exchange Regulation) and excludes employees seconded to JPX by other entities and temporary/contract staff.