Focus Area 4: Secure Highly Capable Human Resources

In this focus area, to ensure the growth and sustainability of the AFF industries, The Norinchukin Bank trains high-quality human resources with both local and global perspectives.
Moreover, at worksites, we ensure diversity and create a corporate culture where diverse human resources can perform to their fullest potential, striving to improve organization-wide creativity and innovative capabilities.

Issues and Direction of Our Initiatives

Topics Direction of Our Initiatives
Topic 4-1 Improve diversity and equal opportunities We engage in initiatives to create an inclusive and diverse work environment where women, people with disabilities and middle-aged to older workers can perform to their fullest potential. Also, we utilize and/or employ highly capable external human resources.
Topic 4-2 Enhance human resources development We develop human resources capable of demonstrating their strengths in a self-starting fashion and taking on challenges boldly from the viewpoint of cooperatives and from a global perspective.

Major Initiatives

  • Create a work environment where diverse human resources including women, people with disabilities and older workers can perform to their fullest potential
  • Investment in human capital
  • Efforts to nurture a sense of sustainability among employees

Related SDGs

Improve Diversity and Equal Opportunities

Basic Policy on Human Resource Management

Basic Policy

  • Form a group of capable, motivated human resources capable of catching the winds of change in the business environment and executing new business strategies
  • Nurture high employee satisfaction by helping each employee to understand the strategies and goals of the bank and its cooperative group, as well as helping them to grow through tenacious engagement in their business duties with self-motivated passion for contributing and tackling challenges

Future Vision

  • Develop essential human resources and cultivate employee engagement to realize our mission of becoming a leading bank that supports the AFF industries, food production and consumption, and the daily lives of local communities

In line with this basic policy, our efforts are focused on the planning and management of personnel systems, including performance and competency assessment systems, as well as on personnel development.
In interviews between superiors and subordinates, goals are set and achievements are verified. Furthermore, employee competencies demonstrated in a variety of work-related situations are reviewed. The repetition of this process allows us to promote employee awareness and effort toward contributing to performance and developing their own talents. We also offer support for these efforts with extensive training options.
Based on this system, we are building a structure to provide fair wages to each employee.

Initiatives for Hiring People with Disabilities

The Bank strives to make a workplace where people with disabilities can carry out their duties in a vibrant manner, with a sense of fulfillment and security.

To this end, we established Norinchukin Business Assist Co., Ltd., an organization mainly engaging in finance-related administrative work outsourced by the Bank and group companies companies to expand the employment of people with disabilities.
Norinchukin Business Assist Co., Ltd.’s management philosophy is to assist each director and employee in working with earnestness and integrity so that they can develop their abilities and strive for self-realization through their work, and to create a workplace where directors and employees can always feel a sense of security and fulfillment in their work, valuing the consideration and communication of all individuals and enabling them to carry out their duties in a vibrant manner.
To offer a pleasant working environment, offices are designed to provide bright and spacious room for working comfortably, while providing single-occupancy relaxation spaces and a break room where people can lie down.

Supporting the Success of Senior Talent

To support the success of senior talent, the Bank offers career design training for understanding of self, understanding of environmental changes, and consideration of their personal and professional lives with a view on a post-retirement second career.
In addition, we have introduced a senior staff system, a meister system (a system for training skilled laborers) and more as options for them to continue to play an active role in our organization in the form of re-employment after retirement.

Initiatives for Work-Style Reform

The Bank has for some time operated a flexible work hour system designed to contribute to the diversification of employee work styles and the improvement of productivity.
Since fiscal 2019, as part of efforts toward work-style reform, we have newly introduced a telecommuting system, as well as full-scale work interval systems and staggered shift systems.
A work interval system is a health issue prevention measure stipulating that certain intervals be ensured between the end of work on the previous day and the start of work on the following day.
A staggered shift system allows employees to select their own start and end work times; this focused work improves productivity, streamlines working hours and raises employee awareness.
Furthermore, a telecommuting system allows employees to work from home, shared offices or other locations, in line with the diversification of workplaces. Given the developments in work styles stemming from the spread of COVID-19, we have further relaxed the telecommuting and staggered shift systems. Furthermore, we have introduced the flextime and hourly paid leave systems effective from fiscal 2022.

Results of Work-style Reforms

FY2019 FY2020 FY2021
Actual Work Hours 1,854 1,862 1,895
Average Overtime Hours
All Employees 11.0 11.1 12.4
Career Track 14.6 14.8 16.7
Regional 6.7 6.5 6.6
Rate of Paid Leave Taken 72.7% 70.1% 69.6%

Major Work-Style Reform Systems

  • Half-day paid leave system
    →System allowing annual paid leave to be taken in half-day units
  • Hourly paid leave system
    →System allowing annual paid leave to be taken in one-hour units
  • Work interval system
    →System requiring a certain time interval between the end of a day’s work and the beginning of the next shift
  • Flextime system
    →System allowing employees to decide their own allocation of daily working hours
  • Telecommuting system
    →System allowing employees to work from home, in shared offices or other locations for the purpose of improving work productivity
  • Staggered shift system
    →System by which employees can move their start and end times back or forward a certain time within a set range to give a more flexible work schedule
  • Flexible work hour system
    →System allowing employees agreeing to fall under the system to work in a manner that is not constrained by prescribed start/end work times

Initiatives Supporting the Raising of Next- Generation Children and Promoting the Active Participation of Women

The Norinchukin Bank is working to support a work-life balance and the ability to both raise a child and have a career. We are also encouraging male employees to take parental leave. In addition to these measures and our efforts to increase the rate of women among new graduate hires, we are helping to build a network among female employees by holding Women Employee Career Forums.

To promote the active participation of female employees based on the Act on the Promotion of Female Participation and Career Advancement in the Workplace and the Act on Advancement of Measures to Support Raising Next-Generation Children, we have established a General Employers Action Plan and are making efforts in this area. Our first action plan from 2016 has been completed and was succeeded by a new plan launched in April 2019.

The Bank will continue to make multifaceted efforts to enhance the vitality of the organization and to create a work environment in which diverse employees can fully demonstrate their abilities and individuality, as well as remain active over a long period.

Results of Promotion of Active Participation of Women

FY2019 FY2020 FY2021
Ratio of Women Hired
Career Track 26% 34% 26%
Specified Roles 100% 67% 100%
Regional 75% 90% 78%
Share of Women Employees 34.2% 34.6% 34.9%
Share of Women Managers 6.2% 6.3% 6.6%
Action Plan for the Act on the Promotion of Female Participation and Career Advancement in the Workplace and the Act on Advancement of Measures to Support Raising Next-Generation Children (FY2019–FY2021)

Target 1
Share of women in career-track/specified role new graduate hires: 20%
→Target met

Target 2
Implement and entrench various measures to promote work-style reforms
→Target met

Action Plan for the Act on the Promotion of Female Participation and Career Advancement in the Workplace and the Act on Advancement of Measures to Support Raising Next-Generation Children (FY2022–FY2024)

Target 1
Rate of parental leave taken by men: 100%

Target 2
Initiatives to “Implement, entrench various measures to promote work-style reforms“

Target 3
Share of women in career-track/specified role new graduate hires: Approximately 40%

Childcare Support

To enhance our work-family balance support system, we have implemented a variety of systems to support employee childcare.
Specifically, we have set up systems for employees to take special leave for pregnancy and childbirth, as well as a childcare leave systems We have also set up a short-term parental leave system so that male employees can offer further support for childcare.
In addition, we have developed services that let employees access online courses (e.g., return to work courses) and company intranet message boards. These services are part of a program to provide information to employees who are on pregnancy or childcare leave. We also provide a number of support options for childcare, such as offering pre-return interviews to employees who have taken pregnancy and/or childcare leave so that they can smoothly return to work.
Based upon our General Employers Action Plan, the Bank supports the ability to both raise a child and have a career.
As such a company, we have held Kurumin Certification from the Ministry of Health, Labour and Welfare since 2011. However, in recognition of our introduction of these systems and their utilization, we subsequently received Platinum Kurumin Certification in fiscal 2020.

Investment in Human Capital

Enhance Human Resources Development

In realizing the Purpose and the Mission of the Bank, the most important management resource is human capital. We intend to enhance human resources development through ongoing investments in human capital that are compatible with management strategies and tasks. Such efforts include establishing a human resources portfolio looking ahead to the changes in the business environment and ensuring human resources who can create innovation or added value.
For the development of employee careers, we deploy and assign the right personnel in the right job based on the competency, aptitude and career perspective of each person, as well as support self-fulfillment through work, by adopting the Career Challenge Program (a job transfer application system) and the Career Change Program. In addition, the Bank is aggressively recruiting and employing highly competitive external human resources.
When recruiting and assigning employees, care is taken not to exercise any type of discrimination.
With the goal of training core personnel in each headquarters, the Bank is actively providing opportunities for them to develop their skills in order to support the self-motivated efforts of each and every employee. For example, in addition to subsidy programs for correspondence courses, certification exams, foreign language study, and sending employees to overseas study and cross-industry seminars, we hold after-work training for each headquarters. We also hold after-work training, group study and other programs for employees based on their years of service and/or rank.

New Employees

In addition to the three-week entry training, new employees are sent to JA and agricultural corporations so that they can have diverse experience in Japan and overseas. The Bank also provides on-the-job training and offers a mentoring system for each new employee.

Young, Mid-Career and Manager-Level Employees

For young, mid-career and manager-level employees, we help them develop their careers for further growth through such measures as placing them in temporary posts at JA and JA Shinnoren.
We are also deepening employee understanding of our fundamental mission by holding workshops led by specialists in the cooperative system and the AFF industries. These are designed to develop human resources who can play a role as employees of a cooperative organization.

Management-Level Employees

To raise the management capabilities of management-level employees, we offer programs for study at European and U.S. business schools, as well as personal coaching to help managers implement our management plan.

Career Development Support System

To help employees proactively work on their own career development, the Bank has implemented the Career Development Support System. Employees are able to take inventory of their own abilities and clarify their goals thanks to our career development training and career development interviews conducted with their superiors. After defining their career goals, they are encouraged to carry out career development based on the job capability requirements of employees in each headquarters.

Principal Human Resource Programs

Group Training
  • Career development training: Foster an awareness of career development by taking an inventory of employee abilities and through self-analysis
  • Management training: Acquire and improve knowledge and business skills needed for management, including leadership, junior staff development, vision making and work efficiency
  • Managerial development training: Acquire and improve knowledge required for organizational management, division and branch management, etc.
  • The Norinchukin Bank Business School: Improve and deepen understanding of basic business management theory and consulting abilities, and build cross-departmental networks
Personal Development Support
  • Financial support for online learning content, correspondence courses, gaining external certifications and foreign language training: Support for employee self-directed career development by partially subsidizing various studies
Outside Studies
  • Graduate School of Business (managers program): Acquire advanced management skills at domestic and overseas universities
  • Overseas study: Acquire specialized knowledge and global viewpoints through attendance at an MBA or LL.M program
  • Overseas branch trainee system: Foster global perspectives in less-experienced staff by posting them at overseas branches
  • Exchange personnel and acquire specialized knowledge by sending staff to cross-industry training, asset management companies, JA and JA Shinnoren
New Employee Training
  • Workplace training system for new employees, instructor training, mentorship system
  • Entry training, on-site training at JA, on-site training at agricultural corporations
Other
  • After-work training
  • Lectures by specialists from cooperatives, fostering of awareness as employees of the cooperative system through staff workshops
  • Business English language lessons
  • e-Learning

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