Raising engagement
Employee engagement survey
At least once a year, the Bank conducts an employee engagement survey (organizational capability survey). The results are reported to the Board of Directors. Effective response measures are subsequently considered and implemented based on analysis of the results and identification of issues.
Employee engagement scores are measured according to three factors: job satisfaction, motivation to contribute, and willingness to recommend the Bank to others. We have set a target score of 65% or higher by fiscal 2030, based on the assumption that these factors can be raised to the necessary degree.
Recent survey results indicate an improvement in employee engagement rooted in our engagement initiatives, but confirmed room for improvement regarding the dissemination of management messaging and management policy.
Trend in employee engagement score*
* The three factors described above are graded on a five-point scale ranging from “strongly agree” to “disagree,” and the average percentage of positive responses to each question is calculated as the engagement score.
How Survey Results Are Utilized
Ongoing initiatives to enhance engagement
Based on the issues identified through the survey, we examine and implement Bank-wide initiatives. In addition to these Bank-wide initiatives, departments, branches, and other organizational units also implement their own creative initiatives, thereby working to improve engagement across the organization.
Main Bank-wide initiatives
| Main initiatives | Description of fiscal 2025 initiatives |
|---|---|
| Executive Dialogue Sessions |
We hold executive seminars in which one executive and a small number of employees engage in dialogue, with the goal of fostering career development awareness among employees, increasing employee engagement, and improving the organization’s culture. In fiscal 2025, a total of 178 seminars were held, with 2,478 employee participants in total. |
| Internal Communications Portal |
Through the Group-wide Internal Communications Portal, we share examples of excellent initiatives undertaken by employees based on our shared values, as well as stories highlighting the diverse talent active throughout the Norinchukin Group. In fiscal 2025, a total of 74 articles were published on the portal. Taking advantage of the portal's accessibility to all employees, we have enhanced communication by increasing the number of messages from executives and opportunities for executives to answer employees' questions. |
| Strengthening the Communication of Management Messages and Policies |
When rolling out the Bank's initiatives (management policy) for fiscal 2026, in addition to comments from executives, we introduced a range of measures to make the policy more familiar and easier for employees to understand, including a short novel-style summary presenting the discussions and deliberations that led to its formulation, and interviews with employees involved in its development. |
| Strengthening IT Infrastructure and digital transformation Initiatives |
To improve employee productivity, the working environment, and operational efficiency, we enhanced our systems environment, upgraded PC terminals, and introduced generative AI and other technologies. |
Creative Initiatives by Divisions and Branches
Family Day (Kumamoto Branch)
We organized a Family Day event to invite employees' families to the branch, where they participated in activities such as a stamp-rally-style branch tour and cash-counting experiences, with the aim of helping them better understand the workplace environment, atmosphere, and the Bank's operations.
As the entire branch worked together from the planning stage through the day of the event, the initiative also helped foster a sense of unity and strengthen employees' sense of belonging.
Thanks Card (Utsunomiya Branch)
Employees write a short message whenever they wish to express their appreciation to a colleague, and the messages are shared at regular intervals.
By making visible contributions and mutual support that are not easily reflected in numerical results, as well as the consideration and thoughtfulness that often go unnoticed in everyday work, the initiative has helped strengthen teamwork and improve the workplace environment.
Encouraging Challenge-Taking
Performance Evaluation System
Employees are assessed through competency evaluations and performance evaluations Competency evaluations assess both the capabilities expected of all employees regardless of their duties and the specialized capabilities required for each job and function. The results are used for employee development and the cultivation of expertise and are also reflected in monthly salaries.
Performance evaluations are positioned as a management tool that encourages employees to take on challenges in order to continuously improve the execution of assigned tasks and objectives and the quality of their results and are reflected in bonuses. In addition, by evaluating achievements beyond those set out in objectives at the beginning of the evaluation period, the framework encourages employees' creativity and willingness to take on new challenges.
Evaluation system framework
Business Awards
We hold the Business Awards to recognize employees' initiatives and challenges that embody the Medium-Term Vision of "Taking on challenges of a changing world as we look to the future," and to share these efforts across the organization. Based on entries submitted either by employees themselves or through nominations by others, awards are presented at the headquarters and unit level. The Grand Prize is then selected from among the representative entries from each headquarters and unit by a selection panel.
The Business Awards were launched in fiscal 2019. In fiscal 2025, 161 entries were submitted, bringing the cumulative total to 1,825. In addition to attracting a large number of entries each year, the quality of the initiatives and challenges has continued to improve over time.
In-house Entrepreneurship System (Nochu Seeds)
To encourage employees to take on new challenges, we launched the in-house entrepreneurship program, "Nochu Seeds," in fiscal 2024. Under this program, employees are invited to submit business ideas, which are refined through mentoring and other support before undergoing multiple rounds of evaluation. The bank selected one idea each for fiscal 2024 and fiscal 2025, and both of ideas are currently under consideration for commercialization.
Promoting Well-Being
Promoting diverse work styles
We promote an environment in which all employees can choose work styles that fit with their distinctive life events, such as marriage, childbirth, child care, and nursing care, and where each individual can independently pursue a personally tailored career path.
Health Promotion
Employee health management and health promotion are not matters to be left solely to employees' own initiatives, but must be addressed by the Bank as an organization. We have established an environment to support the maintenance and improvement of employee’s health in body and mind through initiatives such as annual health checkups and stress checks, as well as the provision of free gynecological examinations and cervical cancer risk screening kits.
Through these initiatives, we aim to enhance the quality of our human capital and create sustainable corporate value.
| Health Promotion Initiatives | Features of the Bank’s initiatives |
|---|---|
| Annual Health Checkups and Health Screening Subsidies | The annual health checkup participation rate was 99.9%. Subsidies of up to ¥70,000 are provided for comprehensive health screenings. |
| Gynecological Examinations and Cervical Cancer Risk Screening Kits | The Bank fully subsidizes gynecological examinations conducted at medical institutions and cervical cancer risk screening kits (HPV test kits) that can be used at home or elsewhere. |
| Stress Checks and Other Mental Health Initiatives | Stress check results are improving. We also promote the use of external counseling services and raise awareness of mental health issues. |
| Health Newsletter | Publishes information from occupational physicians on physical and mental health, dental and oral health, and related topics. |
Fiscal 2025 Annual Health Checkups – Participation Rate and Breakdown
Stress Check Results
Promoting Annual Leave Utilization
From the perspectives of the balancing “work and childcare” or “work and nursing care,” and promoting various working styles and diversity, the Bank has set a target of an annual paid leave utilization rate of 70% or higher in its General Employer Action Plan formulated in accordance with applicable laws and regulations.
We also actively encourage employees to take advantage of the Plus One Leave (one day of annual paid leave taken in conjunction with a weekend), Mini Consecutive Leave (two or more consecutive days of annual paid leave), as well as half-day and hourly paid leave.
| FY2023 | FY2024 | FY2025 | Target | |
|---|---|---|---|---|
| Result | 80.6% | 83.2% | 84.3% | 70% |
Please visit the following link to learn more about our Diversity, Equity & Inclusion (DE&I) initiatives.
- Sustainability
- Sustainability Management
- Highlights of Initiatives
- Formulation of Purpose of the Bank and Milestones of Sustainable Management
- Philosophies and Policies
- Sustainability Promotion Structure
- Sustainability Advisory Board
- Important Issues to Achieve Our Purpose
- Stakeholder Engagement
- Participation in Initiatives
- Sustainable Finance
- Initiatives for Creating and Visualizing Impact
- Initiatives to Manage Environmental and Social Risks
- Agriculture, Fishery, Forestry Industries, and Regions
- Environment
- Social
- Governance
- Report/Index