Dialogue between

Chairperson
andFemale Directors

Tomoko Shiozaki

Yukio Murase

Satoko Ito

Satoe Tsuge

Director andExecutive Officer(Dialogue facilitator)

Chairperson(Representative Director)

Outside Director

Outside Director(Audit & Supervisory
Committee Member)

The Future Being Opened Up by Female LeadersCompany growth and local community development resulting from diversity
Trends for the Promotion of Women’s
Active Participation in the Workforce in
Global and Local Communities

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The dialogue was held on the theme of “promotion of women’s active participation in the workforce
and advanced corporate governance” for facilitating sustainable growth for companies and resolving
regional issues.

Ito: Even in local communities, the active participation of

the work-life balance, including childcare leave and theyet to close the gap between women and men. Japan must

women is seen as important. In Japan, “the worker shortage andpromotion of flexible working arrangements, are probably key.

strengthen policies to support women’s active participation inmarket contraction” is inhibiting the nation’s growth, with

Ito: Yes; the creation of a gender-neutral system must continue.

society while referencing advanced initiatives taken byfemale participation in the workforce essential. Therefore, we

Shorter working schedules also lead to a sense of unfairness

countries focusing on advancing gender neutrality.

Shiozaki: Female leadership in global and local communities ismust establish environments that enable women, who havewhen applied only to women and conversely, work to keep

Ito: Exactly. I believe that the future is in danger unless we canbeing viewed with increasing importance. Could you please

experienced childbirth and raising children, to balance both

women saddled with a sense of shame. I think we must strive

spark innovation now that incorporates the varying perspectives

share your view on the reasons for this?

work and family and ensure that they do not have to sacrificefor greater efficiency and skills diversification to ensure thisof women.

Tsuge: As a global trend, there is growing recognition thateither the rewards from working or the joy of motherhood.

applies to all workers regardless of gender.

Tsuge: This is the time that “women’s advancement,” which isfemale leadership promotes gender neutrality and contributes to

Shiozaki: Yes. I believe that the promotion of women’s active

Tsuge: It’s also necessary to foster a corporate culture to enable

our theme today, is needed. I believe that by women taking

improvement in social welfare. Scandinavian nations that haveparticipation in the workforce is essential in Japan, where theuse of systems by anyone, regardless of gender.

leadership it will improve the diversity of organizations andbeen progressive in adopting gender quota systems have become

declining population is a serious issue, and particularly in

Murase: Against that backdrop, in the Global Gender Gap

society as a whole and enable even more comprehensive decision

comfortable countries to live for everyone due to theregional areas. Concrete initiatives are needed to support

Index for 2024, which was released in June of this year, Japanmaking. There is also the benefit of being able to implement

advancement of gender-neutral societies. For conflict resolution

women’s return to work and career continuity, just like inranked 118th among 146 countries and scored the lowest of theeven more effective initiatives with fresh ideas by reflecting

and peace building as well, female leadership is regarded as

Scandinavian nations that have for many years implemented

G7 nations. Notably, Japan continued to perform poorly in the

different perspectives and experiences.

effective, and its importance is growing.

policy to aid women’s social advancement. Initiatives focused onpolitical and economic fields and reconfirmed that Japan is still

JUROKU Financial Group ANNUAL REPORT 202410

significance. I have high hopes that you will be a “great role(HR) system. The fact that the retention system*1 and job

gender-neutral work styles are essential, in my view.

model” who helps increase the numbers of female workers

return system*2 are actually being utilized is testament to the

Ito: Yes. Care needs to be taken to ensure that motivation of

empowered to strive to be a manager or officer.

establishment of an environment enabling employees to balance

women who have been promoted does not wane and that the

Shiozaki: Thank you. I hope that by having more women inwork and family with peace of mind.

organization stops functioning well upon hearing dissatisfaction

executive and managerial roles will spur female employees to

Shiozaki: As of March 2024, 11.8% of officers were women, an

voiced by male employees as to “why did that woman gettake up the challenge and prompt greater motivation toincrease of 1.8 percentage points over the past three years. The

promoted?” In addition to “creating a gender-neutral system,”advance their careers. With the positive impact spreading

Company is providing training in a systematic manner not just“long-term human resources development plans” will bethrough the organization, there is potential for even further

for managers but for female human resources expected to beabsolutely necessary.

growth as a company. I will continue to work to establish an

promoted to managerial roles in the future. Also under the new

Shiozaki: The next step needs to be the establishment of aenvironment where women can flourish and to nurture the next

HR system, 104 employees made use of the retention system inscheme supporting women advancing their careers to thegeneration of leaders.

FY2023 alone, which was due in part to lengthening the period

managerial level. It’s important to introduce a promotion

Ito: It’s excellent, isn’t it? In regional areas, there is a strong

for the shorter working hours for childcare and improvements

process that is fair and transparent, ensuring that for instance, a

unconscious bias about “what women are supposed to be” andin its flexible operation. Furthermore, there were two applicantsfemale employee who has stepped away from work for two

the loss of career-focused women from regional areas in search ofunder the job return system. Going forward, I think there is ayears, is promoted similarly to a male colleague after she returns

job satisfaction is a major challenge faced. There are alsoneed to achieve further enhancement of the systems.

to work. Developing an environment where women are able toMurase: In order to do so, there must be changes in theprobably many women who feel a sense of hopelessness. Amid

Murase: Also from the perspective of the advancement of ESG

advance their career with confidence is the key to realizing true

corporate culture as well as in-house ways of thinking.

this, if female managers and officers can be produced from local

and human capital management, the ratio of female managers

gender neutrality.

Companies that have established systems and environments

companies, I think that hopelessness could turn to hope andhas important meaning as an indicator vividly showing theMurase: In summarizing the issues, first of all, clarification of

enabling women to build their careers ultimately attract diversethat more women would stay in regional areas.

success of women. Companies with high ratios are not only

career paths after returning from childcare leave and creation ofhuman resources and have higher corporate competitiveness.

Tsuge: I anticipate others will be influenced by Juroku

meeting their social responsibilities but are also improving

a structure to actively support employees is probably key. It is

Flexible work styles, including the adoption of flex-time

Financial Group and we will see “moves to promote femaleorganizational performance. I also look forward to an innovative

important to assuage concerns held by female employees andsystems and remote work, and the expansion of childcare leave,

officers who have moved up the ranks” spreading even to otherapproach to solving the issues faced by local communities

encourage them to engage in work with confidence. Also

must be actively supported.

regional companies.

through the leadership of women.

needed are specific measures such as abolishing gender-based

Murase: Listening to all of your comments, I am struck byTsuge: From that viewpoint, the activities of Juroku Financial

roles, as set out in the Company’s human resources development“how vital a role that female officers and managers play in theGroup’s female project team Jewelia along with events byplan, creating opportunities to build a broad range of work

sustainable growth of companies and regional economies.”

NOBUNAGA Capital Village designed to nurture female

experiences also for women, including in financing and public

Especially in Gifu Prefecture, where the population is declining

entrepreneurs are extremely meaningful.

relations, and presenting career plans aiming for managerial

at a faster pace than the national average, if a framework could

Shiozaki: Yes; female employees are actively involved in both,roles. The penetration of these structures through the

Shiozaki: Next, I’d like to ask about the significance andbe put in place to flexibly utilize highly talented women fromand I think this sends a positive message to local communities.

organization will be important in order to continue promoting

necessity of promoting female officers and managers. What type

local communities in a variety of ways, it would invigorate theNext, I’d like to ask for your honest opinion about “issues.”

female officers.

of impact do female leaders have on companies andlabor market and lead to economic development. Against thisTsuge: I want the Group to strive for a higher ratio of female

communities?

backdrop as well, the Group, which is actively appointing

managers. While it is vital to create an in-house structure to

Ito: For academic performance, I think Japanese women are atwomen, has been first to establish an environment making it

continue to promote women, women who have given birth face

the top level in the world. Today, with SDGs intimately

easy for female workers to advance their careers, and we must

unclear career paths after returning to work after childcare leave

connected with management, uniquely female empathy,

broadcast this model to local communities.

and their concerns about limitations on promotion

Significance and Necessity of Promoting
Female Officers and Managers (Impact on
Companies and Communities)

communication capabilities, environmental awareness and social

opportunities need to be allayed.

contribution perspectives are essential, and therefore, there is a

Ito: Exactly. I think it is also important to consider a job-basedstrong need for the leadership of female officers and managers.
Tsuge: A company’s competitiveness is created from having

Creating Systems for Promoting
Female Officers

highly talented women involved in decision making, as you

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structure whereby employees are evaluated correctly for theirskills and track record, with no negative impact on evaluations
and no harm to career advancement. Invisible pre-set notions

mention, but in Japan the percentage of women in executive

Shiozaki: I’d like to discuss the Group’s initiatives formust not be allowed to close off careers.

and managerial roles is still low and the majority of companies

promoting the active participation of women. To begin with,

Murase: These are compelling issues, and concrete support

are starting out by appointing women as outside directors. I

please share your views on what you rate highly.

initiatives and a change in employee thinking is needed.

believe that at such organizations, this will not translate to

Ito: In order to promote female officers and managers in quick

Shiozaki: Personally, I also think that “acquiring the skills andnurturing female employees who aim to be managers or officers

succession on the heels of Ms. Shiozaki, more women must

experiences appropriate to become a female officer or manager”

in the future.

acquire the skills and experience appropriate for such roles. In

is an issue for the Company, as Ms. Ito expressed earlier. Human

Ito: That’s because young female employees need a “close

this respect, I have a good impression of the female leadershipresources development with a long-term view and reforms forexample.”training program and as well as of the training provided to

Tsuge: Against such a backdrop, I think that Ms. Shiozaki

learn about financing operations.

becoming “Juroku Financial Group’s first female director who

Tsuge: I think it’s excellent that the advancement of flexible

has moved up through its ranks” holds considerable

working styles is being realized due to the new human resources

JUROKU Financial Group ANNUAL REPORT 2024

*1 Retention system: Systems for shorter working hours for childcare and for exemptions from overtime can be utilized until a child completes thethird grade of elementary school. Working hours can also be set according to individuals, enabling employees to balance work and childcare withpeace of mind.
*2 Job return system: A system to re-employ former employees who had to leave the Company due to life events such as marriage and childbirth.

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The Company is working to achieve its KPI of increasing theenhancing collaboration with companies in other industries,

ratio of female managers to 20% by FY2030. In the future, it

and amid the creation of a string of new group companies, there

will be easier for young women to envision their own future andmust be an awareness that differing corporate cultures andstriving for a managerial role will no longer be somethingvisions between the Company and joint venture target

Murase: Finally for this theme, I’d like to ask you all as female

special due to women in managerial roles with varying careers. I

companies could translate to considerable risk. I think it would

directors to send a message or words of advice to young female

intend to increase opportunities for women in this Company to

be good if there were opportunities to report to the Board of

employees working in regional communities.

demonstrate their leadership and broadcast their performance toDirectors as to “what the situation is, are there any issues, and if

Ito: There may be some among you who think “I don’t have thethe regional community.

so, what action should be taken.”

Messages and Advice for the Next
Generation of Female Leaders

Tsuge: Another point that concerns me as an issue that theconfidence, even if appointed to a managerial role. Shoulderingsuch responsibility is hard work and I have concerns that whenthings get busy, I’ll have to sacrifice my family or managing myhealth.” However, for Juroku Financial Group to “continue toGovernance Translating to Enhanced
Corporate Valuesupport the community” it needs the support of women. In

branches following improvement in banking operational
efficiencies. As seen at other banks, “branch use now tends to beinconvenient.” For the Group’s The Juroku Bank, I would likeorder to realize this philosophy, please express your candid

Shiozaki: Next, I’d like to hear your opinions on theto see a continuation of operations rooted in the community andthoughts without fear, including “what you feel are theappropriate operation of the Board of Directors and issues thatclosely tied to customers.

contribution to the creation of a pleasant working environment

obstacles, or what could be done to make things easier.” Also inneed to be improved by the Group from your standpoint as

Murase: For the sustainable growth of the Group and towhere all employees can readily express their own opinion.

a household, child rearing and housework is undertaken by both

Chairperson of the Board of Directors for Mr. Murase, and fromenhance medium- and long-term corporate value, I will

Ito: In order for deeper discussions by outside directors, I think

the husband and wife. It is also important to respect each otheryour standpoints as outside directors for Ms. Ito and Ms. Tsuge.

continue to further lift the effectiveness of the Board of

it is important to ask questions and give frank opinions from an

and build a relationship of support.

Murase: In order to further enhance corporate value, theDirectors by enhancing discussion of important matters forobjective position on a variety of issues after thoroughly

Tsuge: The promotion of women’s active participation in theoperation of the Board of Directors is extremely important. As

management as well as include outside directors and makelearning about what type of discussions have taken place within

workforce has only just begun in Japan but I feel that little by

Chairperson of the Board of Directors, I am strengthening thecontinuous improvements in the operation of the Board of

the company. For outside directors as well, I feel that thelittle, steady progress is being made. Due to the rapid adoption

structures for confirming that the effectiveness of the Board is

Directors.

opportunity to connect with various stakeholders, including

and spread of remote working, work systems are in place that

secured. In FY2023, we conducted a questionnaire forenable flexible responses to changes in women’s work styles as aevaluating the effectiveness of the Board of Directors on the

result of marriage or childbirth. I’d like you to also definitely

advice of an external institution. Based on these results, I will

make use of these systems, to feel fulfillment in your own work

strive to further improve the functioning of the Board ofand design your career plan. Please consider various ways on

Directors and invigorate discussion.

“how to continue working” without having to sacrifice yourIto: For the Board of Directors, there is a sense that outside

Shiozaki: Finally, I would like to hear your opinions about

Board meetings. I think it is important to thoroughly discuss

own work for child rearing. If there are shortfalls with systems

directors like us who have differing backgrounds are able toinitiatives to improve the diversity and effectiveness of thelong-term management strategy also at such times.

to do so, I ask you to proactively make suggestions to the

speak freely and discussions are unfettered. For evaluations ofBoard of Directors going forward.

Ito: I believe the Board of Director meetings must be a place toCompany.

the effectiveness of the Board of Directors, because the

Tsuge: Firstly from the standpoint of diversity of the Board of

discuss the “forest” rather than the “trees.” I wonder if thequestionnaire is conducted anonymously by an external

Directors, I believe that selecting outside directors fromsubject of the broad direction could be regularly discussed andinstitution, a structure is in place for receiving candid opinions

distinct fields is effective in lifting effectiveness. On the otherdetails about the direction of discussions by the Board ofas well as for enabling speedy improvements.

hand, when it comes to internal directors, members are

Directors could somehow be refined so as to be shared with

Tsuge: Yes; an environment has been created that makes it easy

heterogeneous given that they are all bankers, and so, I think

employees. If each employee has an awareness of managementfor outside directors to share their opinions and ask questions,being able to tweak selection to ensure opinions from evenand becomes a matter for self-improvement and team building,and I feel discussions are free and unrestricted. Also, for mattersslightly new perspectives would be effective.

I believe it could translate to the growth of the entire Group.

for deliberation and matters to be reported, documents are

Murase: I see. Having members with diverse backgrounds inMurase: To summarize everyone’s opinions, in order to improve

prepared in great detail and sent to us ahead of time, which is a

the Board of Directors is vital for sustainable growth of athe effectiveness of the Board of Directors, there is room for

great help.

company. By incorporating various opinions, the quality of risk

improvement insofar as incorporating diverse opinions, having

Murase: The results of the questionnaire confirmed that the

management and decision making is improved. In particular,

more active discussions with a long-term view and enhancing

Board of Directors overall is functioning appropriately, but I

the appointment of female directors also contributes

communication beyond the Board of Directors. I will take thisthink it is necessary to review the content of Board of Director

substantially to corporate social responsibilities (CSR) andinto consideration. Let’s indicate the direction we should follow

materials and further enhance opportunities for communication

sustainability (SDGs). In that sense, our expectations for Ms.

as a result of decisions by the Board of Directors and work

between internal and outside directors and the executive

Shiozaki are high.

together with all employees to achieve the same goals.

departments.

Shiozaki: As a member of the Board of Directors as well as

Shiozaki: Thank you for this long and lively discussion. I

Tsuge: Indeed, I feel there is room for improvement, includingfrom the viewpoint of sustainability, for which I am responsible,

believe that strengthened functions of the Board of Directors

simplification of materials and explanations that zero in on key

I intend to actively put forward suggestions in order to improve

are indispensable for sustained company growth. Again, I will

points when dealing with complicated details for items on thecorporate value. Additionally, a diverse Board of Directors nottake up the challenge on this new stage.

agenda.

only increases company competitiveness but also contributes to

Ito: Additionally, as issues specific to the Company, which is

the growth of each individual employee. I will work to ensure a

Shiozaki: Going forward, I will strive to create a company
where women can continue working and are also able toadvance their careers, like their male counterparts. In order todo so, I’d like female employees to actively take up thechallenge of new work or roles where they have no experience.

13

Group should improve is in regard to customer service at

JUROKU Financial Group ANNUAL REPORT 2024

shareholders, and hear their opinions will enable effective

Board Diversity and Strengtheningof Functionscomments for even greater effectiveness of the Board of
Directors.
Tsuge: I’m of the same opinion. I would be grateful for theopportunity to deepen my understanding outside of regular14