Fostering an inclusive company culture

Changing group–wide employee mindsets

Under our HR Vision, which is Mizuho's commitment to encouraging all employees to take initiative and develop themselves, and in line with Mizuho's Corporate Identity, we have published Mizuho's Commitment to Diversity, Equity & Inclusion and our Priority measures in commitment to Diversity, Equity & Inclusion in Japan, and we are promoting various initiatives to achieve the goals set therein.

Our Group CEO and other members of senior management regularly emphasize the importance of our efforts to promote diversity, equity and inclusion as part of their presentations at the General Managers' Meetings, internal video messages to all employees, and messages sent directly from senior management to all employees.

In August 2022, we conducted e-learning training on diversity and inclusion (D&I) for all employees with the aims of educating employees about D&I providing an opportunity for each employee to think about D&I.

Organizational Development Initiatives

In addition to the personnel development approach that supports the growth of individual employees, we at Mizuho are emphasizing an organizational development approach to increase employee engagement and performance throughout the organization by encouraging interpersonal relationships for further improvement of all internal collaborative processes.

Some of our entities and branches/offices have focused on relationships among supervisors and coworkers and issues related to the culture of branches/offices, and by listening to the real voices of employees, have accordingly implemented initiatives to ensure psychological safety and create relationships that make it easier for employees to voice their true opinions.

Specifically, members of each branch/office have been leading efforts to verbalize their goals through dialogue, and participating an individual support program for organizational development revolving around the development and implementation of an action plan with support from external exparts. In FY2022, 2,600 members from 29 branches/offices joined in this initiative, with quantifiable impact on psychological safety, mutual understanding and collaboration. Questionnaire surveys conducted in individual offices attested to its steady impact, as almost 80% of members who have participated in an organizational development initiative feel some kind of change at the workplace.

In FY2023, we launched a Startup Program to impart basic knowledge, skills and know-how to small groups of management at the branch/office level. This program aims to increase the number of managers capable of serving as a catalyst to promote organizational development throughout the company.

In addition to those programs providing direct support for specific branches/offices, we developed an organizational development microsite on the intranet to help each branch/office perform organizational development on its own, posting short-form videos and informational materials to describe organizational development and showcasing good practices to encourage the accumulation and sharing of knowledge group-wide. Furthermore, we leverage internal social media to provide a forum for the casual exchange of information and connection among employees engaged in organizational development.

Through these efforts, we will create a more inclusive organization where each employee can demonstrate his or her individuality and diverse employees can maximize their strengths as a group.

Mizuho Diversity & Inclusion Month

Since 2019, Mizuho Diversity & Inclusion Month (Mizuho D&I Month) has been held in November as a way of further advancing diversity, equity and inclusion across the Mizuho group. This group–wide, global, employee–led project focuses on listening to diverse perspectives, discussion and communication, and networking in a month–long program of events.

The theme of the fourth annual Mizuho D&I Month in FY2022 was “Realize your full self ,” to provide employees with an opportunity to think about “being their full selves,” a common thread running through CANADE, Mizuho’s new human resources framework and Mizuho’s Commitment to Diversity, Equity & Inclusion. Various departments across group companies organized lectures, workshops and collaborative events with other companies, and employee resource groups hosted various events. During the month, our locations in Japan and worldwide held 31 online events, attracting approximately 8,000 employee participants around the world.

The annual online dialogue between our Group CEO and employees, designed to encourage interaction between the top executive and employees, focused on three topics: “Get to know more about our new Group CEO, Masahiro Kihara”; “How might we leverage the greatness of Mizuho?”; and “An organization where we can flourish.” Eight employee speakers engaged with the Group CEO in meaningful conversation on these subjects. Roughly 1,200 employees viewed the session live online and via a TV broadcast to our headquarters building, and viewers also got involved by submitting comments and chats on the distribution platform with real-time questionnaires.

In future Mizuho D&I Months, we will continue to promote change in employees' mindsets and behavior and drive the creation of new corporate value group–wide.

Publicizing our stories through online media

In 2019, as part of improving employment engagement, we created an official Mizuho Financial Group account on talentbook, a platform for corporations to share stories. We have been using the account to publicize a variety of stories of our employees playing active roles in our organization.

Mizuho Financial Group official account

Promotion via the group magazine

A regular special section in the internal group corporate communications magazine, titled M–Style, promotes awareness of the importance of diversity and inclusion through profiles of role models and features on the latest diversity, equity and inclusion initiatives at Mizuho.

The M–Style section of the Mizuho internal group corporate communications magazine

Company awards program

Our internal group–wide awards program recognizes outstanding performance and contribution to the organization and includes a Diversity, Equity & Inclusion category focused on positive examples of employees promoting a supportive work environment and inclusive organizational culture respectful of a range of views.

We publicize these positive examples via the internal group corporate communications magazine and other channels in order to push forward changes in employees' mindsets and behavior group–wide and further establish diversity, equity and inclusion as a foundation for all employees to perform to the best of their abilities.

Changing mindsets at management level

In order to achieve our goals for greater diversity, equity and inclusion at Mizuho, and to create an environment that enables the growth and active participation of every member of our diverse workforce, it is essential that management–level employees fully understand the issues involved and adjust their frontline management practices accordingly. We are working to change mindsets at the management level through training sessions and seminars on the promotion of greater diversity, equity and inclusion. These programs enhance participants' understanding of the importance of creating a work environment where employees from diverse backgrounds are fully engaged and how such environments lead to innovation and business success. Participants learn about the ways in which their management practices ensure that our diversity becomes one of our organization's greatest strengths.

Management level personnel evaluations

At Mizuho, managers' efforts to promote diversity, equity and inclusion are one aspect taken into consideration as part of the personnel evaluations process, which encourages concrete actions in this regard at every level of the organization. For managers at the supervisor level and above (including executive officers and general managers), this is part of the "360 feedback" where they are evaluated by colleagues and direct reports. For general managers of frontline offices in Japan, it is also part of their annual personnel evaluation.

Training for management–level employees

All management–level employees receive training targeted at their job level several times each year, regarding the importance of diversity, equity and inclusion in the workplace, the development and utilization of diverse talent, and the promotion of a good work–life balance. This training emphasizes the effects of unconscious bias and the importance of practicing inclusive leadership, endeavoring to develop employees of all backgrounds in an equitable manner by recognizing the preconceptions and predispositions that one may have which could adversely affect objectivity. In FY2021, we shifted our unconscious bias training away from an application–based model and began requiring it of all management–level employees with direct reports. Over 6,000 employees took the training across our five group companies, producing even greater transformation in mindsets.

As part of our initiatives to support female employees in their career development, we provide communication skills training for managers. This training aims to increase managers' ability to effectively communicate, to support female employees' development and career advancement by providing flexibility for employees balancing their work and family commitments, and to motivate employees not to limit themselves.

Employee connectivity

Mizuho is promoting the concept of connectivity on a global basis, emphasizing the importance of mutual trust, consideration, and respect between the company and our employees, and between employees themselves, regardless of differences in nationality, gender, culture, values, and so on.

Connections between employees of different backgrounds act as a solid support for the sharing of knowledge and experiences, and enhance employee motivation. This sort of connectivity among employees with varied perspectives is an essential part of creating new corporate value through diversity, equity and inclusion. At Mizuho, we are promoting employee connectivity on a global basis.

Employee Resource Groups

Employee resource groups (ERGs) provide participants with opportunities to connect around a common goal, networking with colleagues who they may not have otherwise had the chance to meet through their work. ERGs also provide opportunities for self–development, and as participants achieve professional growth while working towards their goals, this contributes to Mizuho's growth as well. We provide active support for ERGs, viewing them as an important tool for enabling employees to spearhead their own initiatives regarding the topics that are most important to them.

Through ERG activities, employees are able to share their knowledge and experience, learn from one another, and increase their motivation. Mizuho encourages these activities in order to support each employee's development and engagement. Our promotion of ERG activities globally and group–wide is enabling employees to make connections with colleagues in other group companies and locations and to broaden their perspectives. In turn, this is producing new business ideas and discoveries and contributing to Mizuho's growth. As of March 2023, employees participating in ERG activities number 3,700 in Japan.

Below are some notable examples of the ERGs at Mizuho:

M–WIN: Mizuho Women's Initiatives Network

The Mizuho Women's Initiatives Network (M–WIN) connects Mizuho's female employees around the world, across entities and regions, and provides them with opportunities to engage with one another and shape their careers. Grouping Mizuho's global offices into five regions for greater focus, the network undertakes initiatives to advance women's empowerment while supporting Mizuho's female employees in being actively involved in the workplace and society.

M–WIN Activities in Japan

In Japan, the Women's Network was established in FY2015 as an employee resource group where women from different generations and job classes across the group could come together and discuss their own careers, leadership development, and Mizuho's efforts to empower women. This network was a predecessor of M–WIN Japan, which was launched in March 2018. M–WIN Japan has around 400 members from across the Mizuho group.

M–WIN event

Conversation event by female executives

M–LAN: Mizuho LGBT+ & Ally Network

M–LAN provides opportunities to study the diverse issues and values of the LGBT+ community and communicate them through a range of activities in order to help develop a diverse and inclusive workplace where employees can be themselves and engage in their work with enthusiasm. The network provides support for planning Mizuho's activities as a joint sponsor of Tokyo Rainbow Pride and other key events, including through volunteering.

At Tokyo Rainbow Pride 2019

MGCC: Mizuho Global Communication & Connectivity Club

MGCC brings together people of different nationalities and backgrounds, creating a space for cross–cultural communication. Members can build a professional network that supports their career development as well as take part in activities that promote Mizuho's globalization. MGCC holds regular events aimed at foreign language learning and developing cultural understanding.

Weekly Morning Chat Café

CocreA

CocreA is a play on the words "collaboration, creation, relation, and evolution" and aims to create new value through connecting people and encouraging discussion and learning. We study the relationship between cutting–edge technology and business and create connections between the different companies in the Mizuho group with the goal of contributing to Mizuho's future by discovering new sources of value and enhancing members' tech skills.

A technology expert visits as a guest lecturer at a CocreA event

One's Best

One's Best furthers understanding and consideration of a range of disabilities, with the aim of encouraging employees to respect each other’s individualities and values, regardless of ability, and of making Mizuho into an organization where anyone can do their best. The group holds large–scale talks, workshops in which participants can experience what it is like to have a disability, and social gatherings for members.

A workshop participant using a wheelchair

Commu–i

Commu–i looks to make Mizuho a place where every employee can pursue self–esteem and self–actualization and engage in their work enthusiastically while making the most of their unique qualities. The group holds workshops and social gatherings about communication skills like coaching to promote the development of solid, secure relationships and create a positive cycle of communication enabling employees to raise each other's motivation together.

Workshop with a guest lecturer

Mizuho English Speech Club

Mizuho English Speech Club is a corporate club of Toast Masters, an international non–profit educational organization founded in the US. Members practice their communication and public speaking skills in English, in doing so contributing to Mizuho's globalization and improving Mizuho's organizational capabilities.

Regular meeting

share–D

With "data utilization" as a keyword, share–D was founded as a space connecting employees from a variety of career backgrounds as well as different communities to share the knowledge and insights about data that are spread out across Mizuho. The group holds events on the latest data utilization tools and informational sessions on data utilization and knowledge sharing within the Mizuho group.

MIW–net

MIW–net is led by female managers working at Mizuho and utilizes their knowledge, networks, and experience to undertake activities developing and supporting role models.

The group holds various networking activities of interest to a wide audience and aims to enable each employee to work with an enthusiastic mindset, broader perspective, greater confidence, and more ambitious career outlook.

Shinmai

Shinmai is an employee resource group created to serve as a bottom-up organization to empower younger employees by providing networking and knowledge sharing opportunities. In addition to building confidence for participants to realize their goals, the group’s activities also provide fresh energy for Mizuho and provide value to society.

Connect outside Mizuho

We are expanding our network of former Mizuho employees who are now flourishing in diverse fields outside Mizuho. With discussion events between employee-led working groups and alumni, we are gaining a new perspective on Mizuho’s strengths and issues that we can utilize in corporate culture transformation. Such networking is offering an opportunity for both Mizuho and alumni to mutually benefit from each other’s insights. Collaborating in this way, we are also enhancing business partnership. We organized an in-person networking session involving corporate officers and was recognized with the grand prize at the Japan Alumni Awards 2022 ^*1. Our alumni networks continued to expand in FY2022 at an accelerated pace, with 350% increase year-on-year in the number of registered alumni.^*2

We look forward to creating new values and keeping in contact with our alumni, who have rich experience and insight.

*1: Mizuho was recognized with the grand prize at the Japan Alumni Awards 2022, news release dated November 9, 2022,
https://www.mizuho-fg.co.jp/release/20221109_2release_jp.html

*2: Number of registered alumni: 114 at end FY2020, 160 at end FY2021 and 727 at end FY2022.
For more information on our alumni network, please refer to the following recruitment information webpage:
https://www.mizuho-fg.co.jp/saiyou/career_recruit/alumni/index.html