Materiality 3

Creation of a society where everyone can be active

Contributes to SDGs
  • Good health and well-being
  • Quality education
  • Gender equality
  • Decent work and economic growth
  • Reduced inequalities

By engaging in this Materiality, Seven Bank will create environments where everyone can play an active role and contribute to the achievement of the SDGs Goals 3, 4, 5, 8, and 10.。

Seven Bank's Views on Changes in Society and Issues

As the birth rate declines, Japan is aging and its working-age population is declining. It is estimated that over the next 30 years or so, the productive-age population will decline to more than 20 million. In order to realize sustainable company growth, it is essential to create a working environment suitable for diverse human resources and diverse working styles. Particularly, there are many issues in promoting women's active participation, and many women are unable to work even if they want to work for many reasons, such as being unable to balance childcare and work and being unable to find employment after raising children. Seven Bank believes that improving productivity by enhancing the abilities of various employees, developing diverse human resources, and creating an environment in which everyone can play an active role will lead to enriching people's lives and sustainable development of social.

Seven Bank's Stance on Changes and Challenges

Seven Bank recognizes that it is its responsibility as a corporation to contribute to the creation of a society in which diverse people can play an active role in diverse ways. For this reason, we will promote work-life synergies that enable each employee to maximize his or her potential by creating opportunities that can work regardless of gender, age, nationality, etc. and by creating a working environment that allows employees to work while raising children or caring for family members. In addition, we will contribute to the creation of a social in which all people can live fairly and equitably.

Respect Human Rights

The Code of Conduct, which is the ethical code followed by the Seven Bank Group, clearly expresses respect for human rights.

Furthermore, the Seven & i Group Human Rights Policy, as established by the Seven & i Group to which Seven Bank Group belongs, forms the foundation of our Group's business activities. We apply this policy to all of our directors, officers, and employees, continually encourage all our business partners to uphold it, and work in cooperation to respect human rights.

Human resource development

We will transform into an organization which promotes employees’ voluntary improvement of skills, career development, and selection of workstyle and where independent human resources can play active roles.

Optimizing human resources and environment for sustainable individual and corporate growth

HR management cycle

Major initiatives and engagement

*In FY2022 or as of March 31, 2023 unless otherwise noted.

Initiatives Output
1Human resources development ● Strengthening new-graduate and mid-career recruitment
● Conducting trainings (IT trainings/job-class specific trainings/communication trainings/evaluator trainings)
● Internal seminars
● Internal recruitment and internal internship programs
● Introducing a talent management tool
● Corporate human resource portfolio and skill assessments
● Introducing EX10*1
● New graduate hires: 15. Mid-career hires: 61. (Mid-career hires account for 61%)
● Promotion to regular employees: 3 persons
● Training cost per employee: about 100,000 yen
● Held “Purpose Award” and “Thanks Letter” commendation programs
● Two employees participated in an internal internship program with the Global Business Development Division
2Workstyles ● Holding town hall meetings with the President
● Holding cross-department coffee time events
● Introducing a thanks letter tool*2
● Holding internal webinars, publishing an in-house newsletter
● Reviewing the dress code
● Create a highly productive work environment, including with work-at-home and sliding work schedule*3 systems.
● More than 500 employees joined a total of 60 town hall meetings
● Held 10 coffee time events
● Total number of thanks letters: 2,782
3System ● “Re-challenge Plan”*4
● Developing systems and operations based on no age limit for working
● Introducing an employee stock ownership plan for managerial-level employees
● Introducing a management-by-objectives system and a bonus system for rehired retired employees
● Employee service years: 7.6 years
● Ratio of paid leave taken by employees: 83.8%
● Number of employees who took childcare leave*5: 24 (6 men and 18 women). Returned to work: 100%
● Number of employees who took a leave for nursing care*5: 1
● Number of employees who used the shorter work-hour system due to childcare or nursing care: 21
4Health and welfare ● Continuing with measures against COVID-19
● Mental health care training for managers
● Operating a health counseling room
● Conducting health programs in cooperation with the Seven & i Group
● Occupational accident frequency rate*6: 0.77
● Occupational accident severity rate*7: 0.01
● Average employee overtime per month: 24.1 hours
5Diversity and inclusion ● Strengthening cooperation with special education schools
● Employee taking part in a training program for female executive candidates
● Holding D&I seminars
● Ratio of female managers*8: 18.4% (target: 30% at the end of FY2025)
● Ratio of mid-career employees: 83.1%
● Percentage of employees with disabilities*9: 2.32%
6Risk management ● In-house training for harassment prevention
● Compliance Consultation System
● Number of contacts received at the Help Line for employees: 14

Employee “engagement” is a barometer of employees’ trust and attachment to the company, which is drawing attention as an indicator related to customer satisfaction, productivity, and sales. To increase employee engagement, empathy with the company’s philosophy and vision and a mindset of contributing to the company’s growth in employees are highly relevant. Based on the idea that individual employees understanding our Purpose, relating it to their own work and trying to materialize it in their work will lead to the sustainable growth of the company, Seven Bank carries forward various initiatives under six frameworks.

  • *1An arrangement to allow employees to allocate 10% of their performance evaluation score to goals related to their voluntary innovation activities
  • *2A system intended to build mutual trust and stimulate communication by encouraging employees to give each other “thanks” and “praises.”
  • *3A system that allows employees to choose the time they come to work according to the work style and duties of each person.
  • *4A system of work plans to allow employees to continue to work while raising children or caring for family members.
  • *5The number of employees who took childcare leave or nursing care leave in fiscal 2022 including contract workers
  • *6Occupational accident frequency rate = (Number of occupational accidents occurred/Cumulative work hours) × 1,000,000
  • *7Occupational accident severity rate = (Lost work days due to an accident/Cumulative work hours) × 1,000
  • *8Ratio of female mangers is calculated based on management positions (Senior Officer, Officer, Assistant Officer), excluding those seconded from the Bank to external companies.
  • *9Ratio of employment of persons with disabilities as of April 1, 2023

Creating Workplaces Where Diverse Human Resources Can Flourish

Promoting an Action Plan for Participation by Women

We have formulated the following action plan to enable women to demonstrate their capabilities and develop their careers.

  • (1)Plan period : April 1, 2022 to March 31, 2024
  • (2)Target 1: Women comprise at least 40% of new hires.
    Target 2: Paid leave utilization rate is at least 70%.
  • (3)Content : In order to gradually improve the ratio of women employees among full-time employees, Seven Bank will conduct unbiased employee hiring. Seven Bank will also increase employee retention rates in the medium to long term by creating an environment which enables favorable work-life balance and prevents employee turnover due to life stage changes (such as marriage, childbirth, childcare, and nursing care).

Objectives of diversity

  • We aim to increase the ratio of female managers to 30% as of the end of fiscal 2025 (18.4% as of the end of fiscal 2022).
  • We will continue to promote foreign persons to managers based on experience and ability, regardless of nationality.
  • We are currently maintaining the ratio of managers recruited from outside the Bank at a high level, representing a majority of managers, and aim to continue to maintain this level going forward.

Support for Participation by Persons with Disabilities

To hire and retain persons with disabilities, we give consideration to creating a work environment where they can easily work. These considerations include training using the Tokyo Vocational Center for Persons with Disabilities and introducing a translation tool (UD Talk) for persons with hearing disabilities.
We also revise and develop new job descriptions that enable the transition from part-time to full-time employment.

Other Major Systems and Initiatives that Support Diversity

■Re-Challenge Plan

A plan that helps employees continue working after having children or while caring for children or other family members, with leaves of absence, shorter working hours and exemption from overtime and holiday work

■Child-Care Leave

A leave that can be taken to care for a preschool child

■Nursing Care Seminars

Seminars to thoroughly inform employees of various support schemes and systems they can use to continue working even if they must care for a family member

■Regular Employee Promotion System

A system whereby contract employees and associate employees contract employees who have become permanent hires who meet certain criteria can be hired as regular employees

■Temporary Employee System

A system that allows employees who pass the retirement age of 60 to continue working until age 65 if they so desire

■Master Employee System

A system that allows temporary employees whose employment period has expired to be employed and work as master employees up to the age of 70, provided they meet the job requirements.

[For reference]Data on employees and employment(as of March 31, 2023)

Number of employees (Consolidated)* (Persons) 1,016
Number of employees (Non-consolidated)* (Persons) 549
Ratio of female employees (Non-consolidated) (%) 39
  • *Excluding officers, executive officers, employees seconded from the Bank to external companies, part-time employees and temporary staff; and including employees seconded from external companies to the Bank.