“Excellent Company for the Childcare Support Fiscal 2021” “Excellence Award”
Effective February 7, 2022, Tokai Tokyo Securities received an “Excellence” award for the support given to child rearing employees from Nagoya city.
Diversity Promotion
The Message from President
We will strive to further increase our corporate value
by improving our organization
so that the employees can continue to work positively here
with enthusiasm and excitement.
President and Representative Director
Hiroshi Kasugai
The Group established the Diversity Promotion Office in 2012. Our first initiative was to promote women’s advancement and we have been steadily implementing it ever since. Currently, in addition to promoting women’s advancement, we are expanding the scope of our initiatives to promote diversity, equity and inclusion (DE&I). As one of the results of these efforts, the number of foreign employees has increased in recent years.
As more employees understand the idea of DE&I, each employee will try to understand others’ perspectives and behaviors to accept them. Even when employees have different opinions, they will listen carefully to each other’s arguments and try to reach an agreement through discussion, which will create more active communication in various situations. We believe that promoting DE&I fosters a spirit of respect for the perspectives and backgrounds of others and leads to self-improvement.
The Group has adopted “Social Value & Justice comes first” as the principle of the medium-term management plan, which represents our strong will to make “social value” and “justice” a standard to be considered before taking actions. Maintaining an attitude of always striving to contribute to society and being mindful of social norms and putting this attitude into practice requires “humanity,” which enables us to choose and act upon what is right. However, it is difficult to earn the trust of customers only with humanity, so at the same time, a high level of “expertise” is also needed to satisfy them with various proposals. It is particularly important for employees to become human resources with both humanity and expertise that customers love and trust.
In promoting DE&I, we believe that ultimately, an ideal organization is one where all employees can act naturally without being conscious of DE&I, rather than thinking about and promoting it. We will continue to steadily advance DE&I initiatives one by one, while also ensuring our employees are fully informed about them. We believe that when our employees fully understand the initiatives first, they will be adopted and permeated throughout the entire organization, which will enable the entire company to evolve into an ideal state.
In order for us to become a company that can understand DE&I by heart, I would first like to cultivate my “heart” and take the lead in practicing it.
Actions for human rights and harassment protections, and diversity promotion
Basic Idea
We, the group, stipulate in our Ethical Code of Conduct to respect human rights and designate the promotion of diversity and equal opportunity as a crucial managerial strategy to respond to the changes in society. We shall esteem guidelines and rules such as the Universal Declaration of Human Rights, OECD Guidelines for Multinational Enterprises, ILO International Labor Standards, and United Nations Guiding Principles on Business and Human rights. We shall not tolerate discrimination or harassment based on race, religion, gender, age, sexual orientation, disability, or national origin.
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Set up a consulting booth, shelter desk, and rescue hotline
The Group has established the Group Compliance Hotline System as a reporting and consultation window that deals with any type of misconduct and harassment. The idea is to breed a corporate atmosphere that encourages the employees to embrace high esteem for ethical views, manners, and discipline. We design a helpline to administer suitable solutions by monitoring and collecting the information about the act that deviates from any discipline, such as discrimination or harassment.
Harassment Prevention Seminar for Managers
We conduct the seminar for the group’s managers to prevent harassment at workplaces.
Harassment Prevention Pledge
- We shall not tolerate absolutely the act of harassment.
- Harassment is a serious act that hurts the personality and dignity of humans.
- We shall learn what harassment is all about and respect each other and create a “Company nurturing sense of fellowship*.”
- We shall create a “Company with integrity*” in which we never tolerate, practice, or overlook harassment.
Tokai Tokyo Financial Holdings, Inc.
President and Representative Director
Hiroshi Kasugai
*The words bearing asterisks are part of the catchphrase based on the management principle of the group
Endorsement of “the Cabinet Office Declaration on Action” by Male Leaders Coalition for Empowerment of Women.
Hiroshi Kasugai, President and Representative Director, endorsed the above declaration.
Numeric targets to drive our endeavor toward the task, “Empowerment of Women” as per the Women’s Advancement Promotion law
We, the group, deem the Diversity Promotion a part of the management strategy and set the following numeric targets with a view to arranging an environment in which every employee works can work actively and pleasantly.
Monitoring Period: April 1, 2024, through March 31, 2026
- ⑴ Share of Women in Managerial Position: 16%
(Managerial Position here means the Line Manager and grade 7 or higher at the Company, its core subsidiary Tokai Tokyo Securities, and Tokai Tokyo Service, which employs continued employment contract staff) - ⑵ The percentage of males taking childcare-related leave shall be 65% or higher.
- ⑶ The average working hours of workers, etc. outside statutory hours and working hours on statutory holidays in the business year to which the final day of the plan period belongs is less than 20 hours per month.
We publicize the company information regarding our women’s advancement on the page of the Women’s Advancement Promotion Corporate Database included within the HP posted by the Ministry of Health, Labour and Welfare, titled “General Work-Life Balance Support.”
Childcare – Nursing Care Support
We fit out the group’s working system in which employees can work lively while they reconcile work with childcare.
Work and Childcare Balance Support Program
Smart return program
We make the program available for employee who has taken before and after childbirth or childcare leave to return to work without hustle.
Smart Return Consultation
Interviews are conducted between an employee who is about to take childcare leave and the person the employee reports to, addressing work-childcare balance issues covering the phases progressively, namely, pregnancy, childbirth, and child-rearing. The interviewer and employee will refer to the Smart Return Book as guidance.
“Training for employees returning from childcare leave”
We provide returning employees with training to get mentally prepared to achieve work and childcare balance and career development thereafter.
Skill-up support provided during childcare leave
We installed “Career&Baby” an online application to assist employees with job competence level-up efforts at home during the leave for the employees' smooth transition to work.
Career development interviews based on Smart Return Book
Discussion opportunities are made available for employees returning from child care leave with their bosses. Discussions to address how returnees will develop career paths while fulfilling work and childcare by referring to the book.
Support for balancing work and nursing care
Nursing-care Leave
Employees helping families in need of nursing care can take leave for 186 days in the aggregate and installments up to 5 times.
Short working hour days for nursing care
Employees can take short working days as many times as necessary for nursing care of the family.
Short leave of absence for nursing care
Employees can take leave in half-day increments to look after the family needing nursing care. (Up to 5 days in total per year for one family member who receives nursing care, and ten days in total per year for the two family members)
Organize a seminar under the subject, “Fulfill both work and nursing care.”
Through the seminar, we thoroughly remind employees of the basic information like the company program to get mentally prepared for fulfilling both work and nursing care and learn from those who have come through the said experiences.
Joining a program advocated by the Ministry of Health, Labour and Welfare, which is the practical introduction experiment of the working environment model designed for prevention of departing employees due to nursing care burden
We participated in the program in 2014 to prevent employees from leaving the Company for caregiving duties. We publicized broadly to employees our determination to support work and family care balance by taking measures such as a company-wide survey conducted as part of the program.
Half-Day Leave
Employees can take leaves in increments of half-day in addition to full-day, within the annual quota of leaves, which makes it easy for employees to accompany their family for a hospital visit, attend school events, and do other chores.
Career Bridge
We make the re-hiring program available for the ex-employees who had to quit the work for family reasons such as childcare or nursing care.
Support for career competence enhancement
We assist employees with their skill improvement efforts, encouraging them to challenge various fields of work.
Organizing “Diversity Training” for managers
We conduct the training to help managers realize the significance of diversity promotion and improve their management skills.
Career Formation Support
We conduct the training to encourage employees to hone their expertise and autonomously form career paths.
Role Model Initiative
We elevated the role model-led initiative, “Empowerment of Women” to “Empowerment of All Employees” in 2019. The former initiative started in 2015, intending to promote women’s participation in the workplace. The latter initiative now introduces the broader scope of role models like female managers, working mothers, child-rearing male employees, and others whom employees can learn from. The idea is to offer employees opportunities to think about their future career directions.
The difference the Diversity Promotion Initiative has made in hiring and recruiting practices
| Male employees | Female employees | The ratio of female employees | |
|---|---|---|---|
| The number of new graduates to be hired（fiscal year 2025） | 136 people | 55 people | 29% |
We are committed to giving disabled employees more opportunities to shine at their workplaces. We are focusing on expanding their work category, the geographic location where they can work, and the new graduate with challenges.（As of April 2025, the rate of hiring disabled employees: 2.53%）
Employee Turnover
| The fiscal Year | 2023 | 2024 |
|---|---|---|
| Rate | 6.9% | 7.1% |
*As of April 2025
Other Activities
In addition to the preceding, we implement other measures widely.
In 2017, we joined an Aichi Prefecture-led initiative, the Work & Home Internship Program in Aichi, inviting the students to our offices and employees’ homes.
We aimed to offer them opportunities to learn from the role models at Tokai Tokyo how they are dealing with work and life balance.
From 2015 to 2017, we supported the classes on the theme of women assuming the active role at the workplace, taught at some women’s colleges.
We sent our role models to those classes, and in the said classes, the role models participated in panel discussions.
We supported the Promoting Working-Women initiative, advocated by Aichi Prefecture, which constitutes a part of the Aichi Womenomics Promotion Project.
In endorsing the initiative, we organized a tour and invited young female participants to Tokai Tokyo Securities offices. The idea of the tour was to raise our awareness of important tasks to set the working environment better for female employees, as well as to communicate the strength of Aichi industries and the significance of work to young females. During the tour, we organized a round-table discussion with our female employees for the participants, hoping to help them deepen their understanding of what it is all about to work as a woman.
Second career training
For further fulfillment of working life to be achieved by senior employees, we conduct second career guidance to assist their forward-looking career planning and their understanding about how to balance their burdens of daily work and family care.
Promotion of the activities of senior citizens
We offer several options that senior employees of 60-year of age and older can choose from to keep working beyond retirement age until they get to the age of 70.
Major awards and recognitions
We won the following honors as tokens of our endeavors stated above.
“Two-star L-Boshi” from the Ministry of Health, Labour and Welfare
Effective July 24, 2017, Tokai Tokyo Financial Holdings won Two-Star L-Boshi company recognition as per the Act on Promotion of Women’s Participation and Advancement in the Workplace.
“Diversity Management New Selection 100” from the Ministry of Economy, Trade and Industry 2016
We were selected and commended as one of the above-stated corporations by the METI effective March 23, 2017.
“The Workplace where the Women Work Sparklingly,” Excellent Company from Aichi Prefecture Office
Effective September 30, 2015, Tokai Tokyo Securities was recognized as an Aichi company where women sparkle. Further, effective December 21, 2016, it was recognized as the first company that won the Excellent award under the said award program.
“The Women’s Social Participation Award Fiscal 2015” from Tokyo Metropolitan Government
Effective January 27, 2016, Tokai Tokyo Financial Holdings won Excellence recognition in the above award from the Government.
“The Company in Nagoya Encouraging Women to Assume Active Role Fiscal 2014”
Effective January 28, 2015, Tokai Tokyo Securities won Excellent company recognition under the above certification program administered by Nagoya city.
