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.

Systems and Programs to Support Balancing Work and Various Lifestyles

JPX is working to enrich systems and programs to support balancing work and various lifestyles. These improvements are aimed at providing a work environment where employees with various time constraints can continue to work and at nurturing employees' desire to remain in the workforce by pushing for a work environment that caters to the needs of diverse values and lifestyles.
For employees whose time is limited by childcare and family care responsibilities, since FY2014, JPX has taken initiatives to create a work environment where employees can find it easy to work and perform to their full potential. JPX also introduced a program in FY2018 to support employees with illnesses such as cancer to balance work and medical treatment without difficulty.

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.

  FY2015 FY2016 FY2017 FY2018
Number of male employees taking time off for childcare (including childcare leave) 10 7 30 35
Percentage of female employees returning to work after maternity leave 100 100 100 100

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. More recently, JPX formulated and has been implementing a new action plan for further improvements in this area. Click here to learn more about the Action Plan to Obtain Platinum Kurumin Authorization.

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.

Balancing Work and Medical Treatment

Developments in medical technology in recent years have contributed to greatly improving the survival rates of patients with critical illnesses such as cancer, enabling more people to balance work and medical treatment. Looking ahead, JPX improved the flexible hourly leave system and shortened work hours system in FY2018. Such changes can help employees with critical illnesses to maximize their potential for continuing their work while undergoing medical treatment.
JPX also implemented various measures such as by providing financial aid for medical checkups for cancer screening and other medical examinations; establishing a helpline where employees can consult directly with the Human Resources Department; creating a handbook to support employees in balancing work and taking medical treatments; and presenting the contents of the guidebook to all employees. JPX remains committed to improving its work environment to ensure that employees can continue working while receiving medical treatment with ease.

Introduction of Work and Life Support Leave System

In FY2018, with the aim of supporting balance between work and diverse life styles, JPX introduced a "Work and Life Support Leave" system for family nursing, family care preparation, fertility treatment, etc., whereby employees can make use of previously expired annual paid leave.
Work and Life Support Leave is available in hourly and half-day slots, allowing employees to use such leave flexibly in accordance with their individual lifestyle.

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 8% female employees in managerial positions by FY2021. 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.

  FY2015 FY2016 FY2017 FY2018
Female employees in managerial positions 15

  • As of April 1, 2019

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

JPX is advancing work style reforms on a company-wide scale in order to allow employees to spend more time on activities outside of work. JPX sets numerical targets for reducing total annual working hours by each division and department and for amount of annual paid leave used by employees.

  FY2015 result FY2016 result FY2017 result FY2018 result
Average overtime hours 27hr.5min. 25hr.3min.
compared to FY2015
compared to FY2015
compared to FY2015
Average usage rate of annual paid leave* 53%
(10.6 days)
(Initial target: 60%)
(13.4 days)
(Initial target: 65%)
(13.4 days)
(14.3 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 Flexible Working Hours System

JPX introduced a flexible working hours system available to all employees in October 2016. In doing so, JPX encourages flexible working hours that suit employees' own circumstances.

  • Introduction of Telework System

In FY2017, JPX introduced a telework system available to all employees regardless of reasons such as child care and family care.
This initiative lead to JPX being selected as one of the "Top Hundred Telework Pioneers" by the Ministry of Internal Affairs and Communications (MIC) on November 14, 2017.
The Top Hundred Telework Pioneers are a select group of enterprises and organizations recognized by MIC for their efforts in advancing the introduction and utilization of teleworking as telework pioneers with the aim of spreading and promoting teleworking.
In particular, MIC selects and announces those that are actively promoting teleworking in terms of teleworking frequency, scale, implementation rate, etc.

"Announcement of Top Hundred Telework Pioneers" by MICicon-block

JPX will further advance work style reforms by continuing to implement various systems/programs and encouraging professional development while remaining committed to further improving and developing an environment where diverse human resources can excel.

Introduction of diverse leave systems

JPX will further advance work style reforms by continuing to implement various systems/programs and encouraging professional development while remaining committed to further improving and developing an environment where diverse human resources can excel.

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.

Health Management

JPX believes that the health of each individual employee is essential for them to fully leverage their competencies. JPX is, therefore, working to ensure that employees maintain and improve their health, while at the same time striving to grasp the health condition of all of our employees to aid in early detection of disease or abnormalities. JPX also subsidizes the costs of testing for early cancer diagnosis.
The proportion of group employees who had a periodic health checkup in FY2018 was 87.9%, those who exercise regularly 77.1%, and those who smoke 12.4%.

Mental Health

JPX has made both internal and external counseling available to ensure that employees can work while maintaining both their physical and mental wellbeing. As necessary, an employee may also consult a psychiatrist in-person. In addition, JPX provides information on preventing mental illness. In recent years, consultation is provided by the HR staff or an industry physician to not only employees with mental illness but also employees returning to work following long-term sick leave. The proportion of group employees who answered the periodic stress questionnaire in FY2018 was 95.3%.

Safety and Health Initiatives

JPX implements various initiatives to provide a safe and healthy work environment, including:
 - Monthly meetings of its Health Committee
 - Inspection by an industry physician
 - Management of long working hours/late night work
 - Providing opportunity to periodically assess stress levels

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

    FY2016 FY2017 FY2018
Number of employees by gender Total 1,085 1,093 1,110
Male 792(73.4%) 803(73.4%) 805(72.5%)
Female 293(26.5%) 290(26.5%) 305(27.4%)
Average years of service All 17.0 17.1 17.3
Male 15.5 15.9 16.1
Female 20.5 20.5 19.9
Number of females and foreigners among new hires New hires 25 26 26
Females and foreigners 7 12 12

  • ・As a general rule, a "group employees" refers to a person working at JPX Group (This excludes persons such as those temporarily assigned by JPX Group to outside entities and those dispatched to JPX Group from temporary staffing agencies. It does include, however, persons temporarily assigned by an outside entity to JPX Group and persons on maternity/childcare leaves).