Diversity, Employee Advancement, and Work Style Reforms

Towards the 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 Programs

Based on JPX’s view on human resources development, JPX has established a varied range of training programs in order to make use of diverse employee capabilities. The programs provided 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, 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 per employee, to study a subject of their choice according to their needs or interests. Many employees have taken advantage of these benefits.

Efforts in Championing the Advancement of Diverse Human Resources

Role and Purpose of Promoting Diversity

In order to support JPX's growth on an ongoing basis and adapt to changes in Japanese society while capitalizing on limited resources, JPX has a Diversity Promotion Group within its Human Resources Department. The group works towards cultivating the diversity of employees and drawing on their capabilities to the fullest, as well as implementing flexible work styles. For JPX, "promoting diversity" means reforming how we work to improve flexibility and productivity of work styles, and for each and every employee to have mutual respect (receptivity and tolerance) for other employees with differing values and lifestyles (diversity), so that each individual employee can work energetically and create new value (innovation), enabling JPX to constantly provide creative and attractive market services for all market users, including investors.

With this in mind, JPX is committed to all the initiatives on this page, and 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 perform well, 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.
It is usually the case in Japan that women find it harder to continue working due to having more varied stages of life than men, but at JPX women on average stay employed for longer than men. Also, although programs to support balancing work and family life tend to rely on reduced working hours, JPX also offers full time programs, and allows employees to choose their most suitable work program each year depending on their situation. This supports employees who want to advance their careers, or simply just to work, when their time is limited by family or childcare responsibilities.

   
    FY2014 FY2015 FY2016 FY2017 FY2018FY2019
Average length of employment (years) Total 17.3 16.7 17.1 17.1 17.3 17.1
Male 15.9 15.5 15.9 15.9 16.1 16.4
Female 21.0 20.2 20.5 20.5 19.9 18.4

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, as well as introducing flexible working hours for all employees. In addition, JPX has in place childcare support programs which respect employees’ desire to work despite varied circumstances, including 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 benefits for female employees, to make it easier for male employees to also participate in housework and childcare, besides the statutory paternal leave, JPX has introduced parental leave within the paid leave system, which employees can use until their child turns three years old.

Parental leave usage

  FY2015 FY2016 FY2017 FY2018 FY2019
Number of female employees taking parental leave 15 14 18 20 19
Percentage of female employees taking parental leave 100 100 100 100 100
Percentage of female employees returning to work after parental leave 100 100 100 100 100

  FY2015 FY2016 FY2017 FY2018 FY2019
Number of male employees taking parental leave (including statutory parental leave) 10 7 30 31 24
Percentage of male employees taking parental leave (including statutory parental leave)* 24.3 20.6 71.3 77.5 55.8
*Calculated by dividing the number of male employees taking childcare leave by the number of male employees whose partner gave birth and then multiplying the quotient by 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 since then. 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 Adult Caregiving

JPX has launched systems and programs that surpass legal requirements for adult caregivers, including adult care leave, time off for adult care, and shortened work hours. Time off for adult care is available in one-day, half-day, and hourly slots. Since FY2014, JPX has been holding Adult Care Seminars on an annual basis for employees and their family members as part of our efforts to support employees in balancing work and adult care. As such, by providing adequate information on adult care, JPX hopes to create a work environment that allows employees with adult caregiving responsibilities, the number of which is expected to increase in the future, to continue working. Moreover, we have also created a guide to balancing caregiving with work and made it available to all employees, so they can gather information in advance of becoming a caregiver.

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. JPX improved the flexible hourly leave and shortened work hours systems 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 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, and creating a handbook to support employees in balancing work and medical treatments, which is available 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 adult care, adult care preparation, and fertility treatments, etc., whereby employees can make use of previously unused 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

JPX has a number of systems in place to promote the empowerment of women in the workplace, including career training for female employees and chances for users of childcare programs to exchange views with their supervisors. Since FY2016, JPX has put in place multiple initiatives, such as including content aimed at encouraging understanding of a diverse workforce in management training, to go beyond improving the skills of female employees and move toward improving understanding by supervisors as well as fully utilizing and facilitating the career progression of female employees for growth. Furthermore, JPX provides opportunities for female employees who will return to work from maternity leave to talk face-to-face with their supervisors, to discuss openly their worries about returning to work and what will be expected of them. As a large proportion of employees taking maternity leave are at a stage where they could soon be promoted to management, JPX considers it crucial that they should be able to continue using their valuable experience to its full potential and contribute to JPX on their return to work, while also taking advantage of work/childcare balance support programs. As well as helping the employee to perform as well as possible within limited hours, these face-to-face meetings aim to help supervisors understand the employee’s specific situation and wishes, making it easier to assign suitable tasks when they return to work. In this way, JPX is making sure that female employees can further deepen their experience in many parts of the company while balancing work and childcare. JPX will continue to implement measures to reform its organizational structure into one which enables JPX to grow sustainably as an organization.

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 been implementing group-wide work style reforms.
Having created an environment where both men and women can work comfortably, FY2020 saw the promotion of female Department/Section Directors. The number of female employees one step below managerial positions (those on the executive career track) is also increasing, and we will continue to nurture a work environment where women can work comfortably and realize their career goals.
◆Women in Managerial Positions as of April 1, 2020
-2 Female Board Members from a total of 13 (15.4%)
-2 Female Department/Section Directors from a total of 48 (4.2%)
-All Management(※1): 29 Females from a total of 422 (6.9%)
※1:Including junior management to Department/Section Directors. The target of over 6% females in management roles was achieved as of April 2019.

As of: April 2016 April 2017 April 2018 April 2019 April 2020
Female employees in managerial positions 15
(4.5%)
17
(5.0%)
19
(5.5%)
24
(6.1%)
29
(6.9%)
Ratio of female board members 16.7%
(2/12)
15.4%
(2/13)
15.4%
(2/13)
14.3%
(2/14)
15.4%
(2/13)

As of March 2020, the proportion of women one step below managerial positions (those on the executive career track) was 27.8% (up 5.6 points from FY2017). JPX will continue to promote employees on merit regardless of gender, so we expect the proportion of women in managerial positions to grow in the future.

  End FY2017 End FY2018 End FY2019
Number and ratio of female employees on the executive career track 68 (22.2%) 78 (25.7%) 81 (27.8%)

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 has implemented a work reform program that helps employees maximize their creativity and facilitates innovation. The JPX work reform is operated with cooperation between 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.

Targets 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 FY2019 result
Average overtime hours 27hr.5min. 25hr.3min.
-10.1%
compared to FY2015
24hr.15min.
-13.3%
compared to FY2015
23hr.7min.
-17.2%
compared to FY2015
23hr.52min.
-14.5%.
compared to FY2015
Average usage rate of annual paid leave* 53%
(10.6 days)
67%
(Initial target: 60%)
(13.4 days)
67%
(Initial target: 65%)
(13.4 days)
71%
(14.3 days)
72%
(14.4 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' personal circumstances.

  • Introduction of Telework System

In FY2017, JPX introduced a telework system available to all employees regardless of reasons such as childcare and adult caregiving.
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.

  FY2016 FY2017 FY2018 FY2019
Number of employees who used Leave to Accompany Spouse System implemented 1 1 2
Number of employees who used Professional Development Leave System implemented - 2 -

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.

  FY2016 FY2017 FY2018 FY2019
Number of former employees re-employed 1 - 1 -

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 this 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

The JPX Charter of Corporate Behavior sets out JPX’s policy on “Respect for Human Rights and Prohibition of Discrimination”, and JPX endeavors to manage employee health and create a safe and secure working environment for all employees based on this policy.

Respect for Human Rights and Prohibition of Discrimination

We will give due regard to individual human rights and safety in the workplace, and work to ensure that employees can fulfill their potential in a pleasant and rewarding workplace free from discrimination and harassment.

Establishment of a Harassment Hotline

JPX prohibits unfair discrimination based on gender, rank, maternity or paternity, and other individual attributes or circumstances. Specifically, content on harassment prevention is included in annual training for management level employees, and all employees are sent anti-harassment messages and are required to complete e-learning courses on the subject. 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 – not just for those experiencing harassment themselves, but also for those who see or hear it around them.

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 its 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 FY2019 was 80.2%, those who exercise regularly 76.4%, and those who smoke 12.1%.

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, JPX has been providing detailed mental healthcare for 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 FY2019 was 91.4%.

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 industrial physician
 - Management of long working hours/late night work
 - Periodic assessments of 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

  
    FY2015 FY2016 FY2017 FY2018 FY2019
Number of employees by gender Total 975 1,085 1,093 1,110 1,208
Male 716(73.4%) 792(73.4%) 803(73.4%) 805(72.5%) 875 (72.4%)
Female 259(26.5%) 293(26.5%) 290(26.5%) 305(27.4%) 333(27.6%)
Average years of service Total 16.7 17.0 17.0 17.317.1
Male 15.5 15.9 15.9 16.1 16.4
Female 20.2 20.5 20.5 19.9 18.4
New graduate hires Total 20 25 26 26 26
Females and non-Japanese 10 7 12 12 11
New mid-career hires Total 3 12 8 7 15
Females and non-Japanese 0 7 0 2 3

  • As a general rule, a "group employee" 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, contracted employees, and persons on maternity/childcare leave).
  • As is standard in Japan, most of JPX’s hiring consists of new graduates straight from university. “Mid-career hires” refers to anyone hired outside of this system.