Human Resources StrategyJAPANESE

The SuMi TRUST Group is engaged in initiatives to enhance its human capital—one of the sources of value creation—and increase the total added value provided to our clients. Specifically, we aim to raise the level of our pool of human resources that can devise comprehensive solutions using the two wheels of ”bolstering human resources” and “maintaining workplace environments,” based on the principle of diversity & inclusion, and in accordance with our Basic Policy for Personnel Affairs Management.

(All figures are actual results of SuMi TRUST Bank)

Diversity & Inclusion

SuMi TRUST Bank KPIs

  • 1)  Female employees in management positions at section manager level and above: 300 or more
  • 2)  Male employees taking childcare holidays: 100%
  • 3)  Disabled person employment ratio: 2.2% or higher

The SuMi TRUST Group holds the concept of Diversity & Inclusion, in the sense of “utilizing the diversity and creativity of its employees in management,” as its management principles (“Mission”). We also hold fully utilizing individuals’ diversity and creativity as value added to the organization as our Basic Policy for Personnel Affairs Management. The business model of a trust bank is to offer added value to clients by leveraging the diversity of the organization. While we have always believed in respecting diversity as an organization, we consider it to be vital to enhance the organization’s diversity, and to renew our understanding that our employees are the SuMi TRUST Group’s strength.
In October 2017, SuMi TRUST Holdings followed SuMi TRUST Bank in establishing a Diversity & Inclusion Office within the Human Resources Department, in order to share the principles and goals of diversity & inclusion with the Group as a whole.

SuMi TRUST Group's promotion of Diversity & Inclusion

(1) Employing diverse human resources

To practice our management principles (“Mission”) and Basic Policy for Personnel Affairs Management, it is first essential to hire diverse human resources. SuMi TRUST Bank is building a base for diverse employees to exercise leadership. More than half of SuMi TRUST Bank’s new recruits are women. In addition, we actively hire newly graduated foreign exchange students and local graduates overseas. As of March 31, 2018, our disabled person employment ratio was 2.09% for the Group as a whole, including in client relations roles such as lobby attendants. Hiring, retention, and increasing diversity remain our challenges, moving forward.

The SuMi TRUST Group’s Human Rights Policy clearly prohibits discrimination against LGBT individuals. Nikko Asset Management has created an internal LGBT Working Group, which carries out education activities aimed at fostering an understanding of LGBT. In addition, in October 2017, SuMi TRUST Bank received a Gold medal, the highest rating available, in the “Pride Index,” which evaluates initiatives regarding LGBT. The Pride Index is operated by the organization work with Pride (wwP), which supports the promotion and establishment of LGBT-related diversity management.
In fiscal year 2017, 100% of eligible male employees at SuMi TRUST Bank took childcare holidays.

(2) Promoting active participation by women

With regard to promoting women, SuMi TRUST Bank is securing a large number of women at the level of assistant manager, and is steadily promoting women to the levels of section manager and general manager, and enhancing management skills by means such as job rotation and training. We will accelerate promotions into management in order to achieve our KPIs.
In terms of expanding the roles of women, we are accelerating the promotion of female employees as financial consultants*, the majority of whom are male employees. In addition, in order to create further opportunities for women to thrive, in fiscal year 2018, we created a new trust consultant position that undertakes duties equivalent to those of a financial consultant, and two of the three employees in the first round are female employees.

*  Expert staff who exemplify trust banking, using strong expertise and a wealth of experience to accurately manage client assets, and propose meticulous plans for management and succession

Number of Female Employees in Management Positions at SuMi TRUST Bank
  March 31, 2016 September 30, 2016 March 31, 2017 September 30, 2017 March 31, 2018
Director 0 1 1 0(0%) 0(0%)
Level of executive officer 0 0 0 2(5.6%) 2(5.7%)
Level of general manager 10 12 14 14(2.4%) 16(2.7%)
Level of section manager 192 224 232 229(11.2%) 245(11.9%)
Level of assistant manager 1,080 1,022 1,069 1,061(31.6%) 1,108(32.7%)

*  Numbers in parentheses are ratio of women

*  As of March 31, 2018, there is one female external director at SuMi TRUST Holdings

Bolstering Human Resource

We have been advancing measures to be the “No. 1 financial group for human resource development” with the aim of “bolstering human resources,” which is one of the two wheels for raising the level of our group of personnel that provides comprehensive solutions. Today, however, as digitization and other advances are changing business models at an ever-accelerating pace, we need to share concrete guidelines within the group and accelerate their promotion.
It was for this reason that, in April 2018, we created our “Human Resources Development Policy” as the shared human resource development slogan within the SuMi TRUST Group. Through this policy, we will strive to build a diverse group of personnel that shares a passion for “TRUST,” and maximize the creation of shared value through the realization of “The Trust Bank.”

(1) Skill-raising Human Resource Assignment and OJT*

The SuMi TRUST Group views OJT as the foundation for human resource development. We also focus on assigning employees to roles that awaken their passion for growth and allow them to display their abilities to the maximum extent. In fiscal year 2018, SuMi TRUST Bank introduced a program that enables younger employees to experience multiple work domains within a fixed period. We are also advancing initiatives such as a trust internship program aimed at developing human resources who possess a “high degree of expert knowledge in trust operations” and a “deep understanding of the fiduciary spirit.”

*  OJT: On the Job Training. OJT is a process whereby workplace supervisors and senior employees teach subordinates the knowledge, skills, and duties required of them via their daily tasks.

(2) Enhancing Training and Other Off-JT*

The SuMi TRUST Group has established the SuMiTRUST University, which offers group training with the objective of improving employees’ operational skills and management abilities, and many opportunities for self-development to encourage employees to continue improving their skills. The Company’s President is the president of SuMiTRUST University, while the executive in charge of Human Resources Development and an outside expert serve as the university’s vice presidents. The university is a group-wide program that also receives advice regarding its management from Hitotsubashi University graduate school.

*  Off-the-job training: Uses workshops, training, and other methods to teach knowledge and other skills that cannot be learned through OJT.

(3) Enhancing Leadership

SuMi TRUST Bank offers a program to develop next-generation executive candidates in cooperation with Hitotsubashi University’s Graduate Programs. Candidates receive instruction on the values, general liberal arts knowledge, and MBA elements they need for management, and through sessions and courses, they complete the program by presenting a proposal to senior executives. The bank also provides a leadership development program for female employees to step up to management with three phases of training: training for candidates for promotion to general manager; training for employees promoted to general manager; and, training for candidates for promotion to section manager. After the employees complete their training, operations are conducted such as providing them with opportunities to practice what they have learned during training in a variety of environments, primarily through promotion and job rotation.

(4) Fair Evaluations and Treatment

Purpose of Personnel Evaluation System

  • •  To maximize our performance as an organization by aligning the vectors of the Company and individual employees in the same direction
  • •  To ensure goal setting and issue identification, daily communication, and face-to-face meetings to review performance, etc. lead to changes in behavior and capacity development
  • •  To fairly evaluate the various achievements of employees and the diverse capabilities they have demonstrated to ensure they are assigned to appropriate jobs and treated justly

In order to fairly evaluate and treat diverse human resources, it is necessary for all employees to share and practice the goals of the evaluation system, and in practice, objectivity is essential. For this reason, roughly every three years, SuMi TRUST Bank sends members of the Human Resources Department to each branch and department to interview employees. Additionally, as a means of obtaining a multifaceted view of our personnel, we have introduced an anonymous survey for subordinates and others to rate the day-to-day management actions of line managers in the branch management ranks (general managers, deputy general managers, section managers, etc.). Further, we also promote management action reform and encourage the cultivation of a climate of bidirectional dialogue.

Upholding Positive Workplace Environments

“Maintaining workplace environments” is the second of our two wheels of measures for raising the level of the Group’s pool of human resources. To this end, in May 2017, the Group launched the “Work Style Reform Headquarters,” headed by the presidents of SuMi TRUST Holdings and SuMi TRUST Bank, and established the “Declaration on Work Style Reform” as a top commitment.
At SuMi TRUST Bank, initiatives based on this declaration have generally raised ratings related to human resource strategy in the employee awareness survey conducted each year.

(1) Optimizing Work Styles

With the aim of “achieving diverse work styles and work-life balance,” SuMi TRUST Holdings actively establishes a workplace environment where employees can work while feeling at ease and still maintain a good balance between work and their personal lives. With regard to childbirth and childcare, SuMi TRUST Bank offers childcare leave that can also be taken by fathers, in addition to a system of shorter working hours and the freedom to choose to refrain from working overtime or at night. These measures have allowed us to create an environment where parents can raise their children with peace of mind. Moreover, for employees with family members who require nursing care, we offer a system of nursing care days-off and nursing care leave, and a shortened workday system.
We have also set a target of reducing backoffice work by 70% over a period of roughly five years, by advancing business process reforms and promoting branch strategies. The workforce created through these efforts will be used to enhance client support and improve service by shifting resources to areas as face-to-face sales and IT operations.

Specific Initiatives

  • •  Set a ceiling on overtime for all employees, including managers
  • •  Establish rules for taking intervals between work shifts
  • •  Invest in infrastructure for efficient operations
  • •  Develop good management practices that improve business productivity; reflect business productivity in employee performance evaluations
  • •  Implement “business processes to enable employees to finish majority of work at 4 p.m.” at branch offices
  • •  Initiatives to shift to paperless meetings

(2) Health Management

For “supporting health improvement through measures such as boosting health awareness and appropriately managing work hours,” we have active initiatives in place that are aimed at promoting the physical and mental health of all Group employees, including managing minimum interval between work-days, streamlining operations, reducing working overtime, and prohibiting smoking in all buildings. In recognition of these initiatives, the SuMi TRUST Group was certified by the Ministry of Economy, Trade and Industry (METI) as a “Certified Health and Productivity Management Organization (White 500) ” in February 2018 for practicing outstanding health and productivity management.
With regard to physical health, SuMi TRUST Bank provides health examinations every year and makes reexaminations mandatory. The Human Resources Department and others provide individualized follow-up to ensure that everyone who requires treatment at a healthcare institution receives the necessary treatment.
With regard to mental health, SuMi TRUST Bank provides care by line management, and also carries out stress checks once a year. Group results are provided to the employees’ union, and we discuss “improvement in workplace environments” and strive towards such improvement.

(3) A Culture That Fosters Motivation and Job Satisfaction

We work to build a climate that supports challenges and learning and activates bi-directional dialogue toward “providing opportunities for all employees to grow while participating actively with motivation.” The SuMi TRUST Group has always encouraged activities that create opportunities for learning, such as seminars and learning circles formed by groups across branches and departments, and has regularly held lectures by outside instructors. SuMi TRUST Bank encourages employees to independently and voluntarily shape their own careers, by creating a system for changing from a career course limited to specific regions to one enabling nationwide transfers, and an internal job-posting system that enables employees to take on new challenges by transferring into their desired jobs and businesses.
In fiscal year 2018, we began promoting activities for employees to shape their own futures towards creation of new businesses and operations, in order to create new solutions by turning positive ambitions of the Group employees into new products and innovations, which has helped improve employee motivation. Additionally, in May 2018, we created the “Employee Integrated Report,” in order to enhance employee understanding of the SuMi TRUST Group, and to encourage employees to think about their own careers.
In order to spread and maintain this culture, it is essential to have good bi-directional dialogue between executives and employees, as well as among employees. SuMi TRUST Bank uses occasions when employees gather, such as staff training by rank, as opportunities for discussion and questions about management policies, leadership, and other topics by the president and other executives.
For communication among employees, we create and execute measures that reflect diverse views through active dialog with the employees’ union, and have created “The Trust Bank” discussions with the goal of fostering awareness in line with the fiduciary spirit and improving teamwork at the workplace. We create a workplace where employees are highly motivated through free discussion among employees, regardless of their position or team, on specific issues. As of March 31, 2018, 59% of all SuMi TRUST Bank employees are members of the employees’ union.

A discussion

Human Rights

(1) Human Rights Management

Basic Philosophy
The SuMi TRUST Group’s human rights management is based on the “Guiding Principles for Business and Human Rights,” which was adopted by the United Nations Human Rights Council in June 2011. We have established the Human Rights Policy along with the Basic Policy on the Social Responsibility of Sumitomo Mitsui Trust Group (Sustainability Policy) to respect the human rights of all stakeholders.

Human Rights Management System Based on the Guiding Principles for Business and Human Rights

The SuMi TRUST Group works to improve the quality of its human rights management in a PDCA cycle, in order to foster a corporate culture and workplace environment that respects the basic human rights of all stakeholders, by respecting individual human rights and diverse values, while eliminating discrimination. The SuMi TRUST Group has not had any cases of infringement of human rights in the past three years.

Commitment Establishment of the Human Rights Policy.
Implementation of human rights due diligence*1 Once a year, the Human Rights Due Diligence Self-check List*2 is distributed to all branches, departments, and affiliates both at home and abroad as a tool to check the status of respect for human rights at each unit.
Access to redress The Personnel Consultation Desk in the Human Resources Department serves as a contact point.

*1  Human rights due diligence refers to a series of initiatives to identify actual or potential impacts on human rights, resulting from the activities of the Group or related outside parties, to develop measures for the prevention or mitigation of such impacts, and to continuously verify and disclose the effectiveness of such measures.

*2  A check list serves to verify the progress in each department concerned with the Human Rights Management System, such as the status of implementation of human rights due diligence, compliance with the Human Rights Policy, and occurrence of human rights violations.

Human Rights Due Diligence Liaison Committee

•  Engages in investigating the status in addressing human rights at all Group companies including overseas entities, derives tasks to be addressed, and discusses and addresses measures for improvement.

•  Conducts annual investigations into the status of addressing human rights through use of the Human Rights Due Diligence Self-check List.

•  Based on discussions by the liaison committee, the Corporate Planning Department formulates objectives and plans for the development and reinforcement of the framework of initiatives, and the Human Resources Department and Human Rights Education Committee engage in the formulation and implementation of various training programs and education activities concerning human rights issues at all Group companies and branches.

(2) Protecting Various Human Rights

Initiatives to Address Dowa and Foreign Residents Issues
The SuMi TRUST Group regards tackling discrimination against the Dowa caste as a particularly important theme in the promotion of human rights education, and has worked to completely eliminate prejudiced or discriminatory views against the Dowa caste. With regard to foreign residents issues, we make all employees aware of giving consideration to the human rights of foreign residents, including the handling of personal authentication documents and respecting privacy.

Prevention of Sexual Harassment and Power Harassment
Actions such as sexual harassment and power harassment are prohibited at the SuMi TRUST Group. In the event harassment does occur, advice is sought and complaints are registered via the Harassment Prevention Committee representative in each branch and department, or directly by the Personnel Consultation Desk within the Human Resources Department. Stringent corrective measures or punishment are implemented against the perpetrators.

Initiatives to Prevent Discrimination Against LGBT People
We strive to ensure thorough prevention of discrimination against sexual minorities such as LGBT in hiring or performing their work. Our Personnel Consultation Desk (LGBT Consultation Desk) addresses this issue as an ally (supporter).

Investments and Loans Related to Cluster Bombs
The SuMi TRUST Group refuses to provide loans to foreign or domestic companies that produce cluster bombs, which are recognized as a weapon raising strong humanitarian concerns.

SuMi TRUST Bank is a member of the following organizations, with the goals of continuously collecting information and acquiring knowledge on human rights, and reflecting this in the enlightenment and education of all of our employees, including those in Group companies.

  • •  Global Compact Network Japan
  • •  The Industrial Federation for Human Rights, Tokyo
  • •  Buraku Liberation and Human Rights Research Institute
  • •  Korean Residents Minority Human-rights Research Center of Japan
  • •  Higashi Nihon Buraku Freedom Institute
 

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