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Group CEO Message

News

About JPX

Governance / Risk Management

Investor Relations

Sustainability

Research and Studies / Policy Recommendations

Social Media and Newsletters

Sustainability

JPX Corporate ESG Information

SASB Standards Index

Environmental Information (TCFD Disclosure)

Respect for Human Rights

Toward the Success of All Employees

Contributing to Society

Towards the Success of All Employees

Respect for Human Rights

JPX Group considers human resources to be one of the most important resources needed to sustainably enhance corporate value. To realize both the full potential of our diverse human resources and our corporate philosophy, respect for human rights is essential. In recognition of this, we have formulated and announced our Human Rights Policy, which applies to all officers and employees of JPX Group, as well as to all persons involved in our corporate activities. We are committed to respecting the human rights of all people and to preventing and mitigating negative impacts on human rights related to our business.

See below for more information on JPX Group’s Human Rights Policy:

In addition, the Group’s Charter of Corporate Behavior provides “respect for human rights and prohibition of discrimination as part of its basic policy, under which JPX Group creates an environment for individual employees with various backgrounds to demonstrate their full caliber. Specifically, our employment regulations clearly state that sexual harassment, power harassment, maternity harassment (including paternity) and other forms of harassment are prohibited, and we ensure that all employees are aware of the prohibition of discrimination, including harassment, in annual rank-based training and e-learning programs for all employees. In addition, a consultation desk has been set up in the Human Resources Department, where employees can consult anonymously if they are worried about harassment or if they have seen or heard about harassment. In addition, we have established an environment that facilitates consultation and reporting of harassment, and by identifying and resolving problems at an early stage, we are striving to ensure a rewarding workplace environment that is free from sexist language and harassment.

See below for JPX’s Charter of Corporate Behavior:

Code of Conduct

JPX Group has established a Code of Conduct for its officers and all employees. This is because each member of JPX Group is committed to ensuring the fairness and transparency of the market, maintaining and enhancing market credibility, and because a high level of legal compliance and ethical standards are required in their actions.

In addition to compliance with laws, regulations, and internal rules and regulations, our basic judgment regarding conduct is based on whether our actions are appropriate in terms of socially accepted norms, whether the support and trust of investors and other market users is betrayed, and whether an employee takes advantage of their position as an employee to gain an unfair advantage or allow a third party to gain an unfair advantage. The JPX Group Code of Conduct requires us to strictly refrain from any conduct that may lead to suspicion or the misunderstanding that we are taking advantage of our position to gain an unfair advantage or allowing a third party to gain an unfair advantage.　The JPX Group Code of Conduct is based on this approach and sets forth specific guidelines for conduct, which are thoroughly understood by all officers and employees through training programs held each fiscal year.

Approach to Personnel Development

Under this corporate philosophy, the Group’s primary mission is to contribute to the realization of an affluent society by constructing a highly reliable market foundation and providing attractive services, and the Group believes that responding to the market’s needs will also have the effect of maximizing profits. This propensity for creating public benefits and contributing to society is one of the hallmarks of the Group’s business and is also one of the sources of its competitiveness in hiring and employee engagement. The Group also takes steps to ensure that its hiring activities resonate with this corporate philosophy.

Additionally, under this corporate philosophy, the Group set out a long-term vision called Target 2030 to be achieved by 2030: to “contribute to sustainable societal and economic development by evolving into a global, comprehensive finance and information
platform which provides solutions for a wide range of societal issues, centered on the ability to raise and circulate capital.” The Medium-Term Management Plan 2024, which is the first stage in achieving this long-term vision, includes the slogan “Exchange & beyond,” in which the Group aims to strengthen its functionality as a traditional exchange—namely to provide stable market operations—while also advancing into new fields without being overly bound by this framework. In order to achieve its long-term vision, the Group’s basic approach to personnel development is to hire and develop not only people who will underpin the further stabilization and sophistication of traditional exchange operations, but also those who will pioneer into new sectors and fields, as well as creating an environment in which all employees can demonstrate their abilities.

Employment Policy

JPX Group carries out hiring of human resources based on a fair and objective judgement of each applicant’s aptitude, skills, and motivation regardless of gender, nationality, or age. For new graduates, we recruit applicants year-round including for those already graduated (in addition to the traditional practice of hiring students a year before graduation on a fixed timeline). We also employ people mid-career, mainly those with experience or expertise in specialist fields such as law, accounting, finance, or IT. We recognize the importance of hiring diverse human resources in order to achieve sustainable growth in corporate value, and we intend to actively recruit human resources with diverse perspectives, sensibilities, abilities, and experience.

Hiring and Developing People to Underpin the Further Stabilization and Sophistication of Traditional Exchange Operations

As put forth in the corporate philosophy, the Group’s core mission is to construct a highly reliable market foundation and provide attractive services, and stable market operations form the roots of this mission. Accordingly, to further stabilize traditional exchange operations, the Group proactively hires people who share its responsibility to the public and are capable of earnestly carrying out the work necessary for stable market operations with a strong sense of duty and responsibility, people who demonstrate advanced communication skills and see themselves as connectors between the Group and its diverse stakeholders, and people who aim for higher levels because they are not satisfied with the status quo.

Innovation is also necessary to ensure stable market operations in this time of advancing digital technology and diversifying market needs. Given this background and the need for more diverse work styles, namely the desire to build a career on the strength of advanced expertise in specific fields, the Group has begun hiring people on its new digital solutions track (as opposed to the general non-specialized career track) in which they will specialize in the digital networks field, particularly developing and operating core systems and information systems.

Hiring and Developing People Who Will Pioneer into New Sectors and Fields

In order to contribute to improving the attractiveness of Japanese capital and financial markets as a whole from the perspective of global competitiveness, JPX Group must innovate: proactively pioneer beyond the bounds of the exchange status quo. At the core of the push to explore what this next-generation exchange should look like, and realize this vision, are individual employees who independently identify issues and take proactive steps to solve them. In addition to the qualities outlined in the previous section, the Group also prizes people who have the strength and toughness to explore new areas and lead it into new fields.

To make inroads into new sectors and fields, the Group needs people who are well versed in both business and digital technology and can use their knowledge and experience in those areas to bring change to its businesses, and people who will promote automation of operations, process reform, and other advances to better allocate human resources to the tasks of discovering new sectors and fields. With the new digital solutions track, the Group will add more people who want to build their careers in the IT divisions, mainly development and operation of core systems and information systems, thereby invigorating job rotations in operational and IT departments and enhancing the development of staff who can bring change through expertise in both business and digital technology. The Group intends for this to also lead to the hiring and development of personnel with the advanced expertise needed to respond to rapidly developing technology.

In addition, we are actively recruiting human resources with experience working overseas and other qualities that will enable them to lead our global business

See below for more information on recruitment:

Personnel Development

Policy

Regarding the Group’s policy for personnel development after hiring (career development), for the following reasons, it believes personnel development through job rotation (the system of periodically reassigning employees to new departments and roles) is crucial for strengthening the functionality of the entire Group, including exchange operations.

By rotating employees in the first halves of their careers (from younger employees to pre-management) across departments in order to discover their aptitude and then rotating them according to their specialties thereafter, the Group provides a variety of opportunities to gain operational experience with the aim of enhancing its employees’skills, discovering their aptitude, and developing people with broad perspectives and multiple areas of specialty and strength.

Career Development (1)

In order to bring the best out of each and every employee, JPX Group has created a working environment where employees can actively gain expertise, access the latest information, and pursue free and creative thinking from a broad perspective. Specifically, through the provision of OJT, various training programs, and various work experience opportunities, we aim to develop employees’ talents and discover new areas of aptitude, thereby nurturing the kinds of human resources able to appropriately operate the market.
Regarding skill development, the Group provides skills development programs to support the well-balanced acquisition of the techniques, knowledge, and other skills needed for its operations based on three pillars: (1) business experience, namely opportunities to develop skills through operational experience, (2) knowledge sharing, namely opportunities to learn from supervisors and superiors as they provide guidance and share their experiences, and (3) training, namely opportunities to learn through training and other types of education.

Career Development (2)

Opportunities for Skills Development Through Work Experience

Opportunities to learn from the guidance of supervisors and other senior staff

To support the growth of each and every employee, the Group deploys an evaluation process in which employees set their own goals, reflect on the results of their work and how they responded to issues, and receive feedback to encourage additional improvement and growth, which uses regularly scheduled one-on-one interviews to allow guidance to be given between supervisors and subordinates. Furthermore, to allow sharing of knowledge and experience within the Group, and with the belief that the cross-departmental relationships built through this will strengthen it as an organization, the Group has established a framework known as the JPX College under which it undertakes various efforts, including career support training, a mentor program, employee-led training on specific topics, counseling communities, and more.

Opportunities to learn through training and other education

The Group offers level-based training in which employees learn different things depending on where they are in their careers, various internal and external training programs, support for obtaining certifications and qualifications, and more. Additionally, under the “career design support” program, the Group provides an annual subsidy of up to JPY 300,000 per employee to cover the cost of education or training courses to acquire techniques, knowledge, or other skills needed for its operations. In FY2022, a total of 227 employees took advantage of this subsidy. By increasing the number of users of this support program, the Group will further develop an environment in which employees can take the initiative to absorb specialized knowledge and the latest information to acquire a broader perspective and the ability to think more openly.
In addition, in order for the Group to evolve into a comprehensive global financial and information platform, we will be more proactive than ever in increasing the number of employees with overseas experience and developing human resources who can lead our global business by providing them with experience stationed at overseas representative offices (New York, London, Singapore, Beijing, Hong Kong), studying at overseas graduate schools (MBA, law school, etc.) and sending them to overseas professional organizations

Evaluation System

JPX group conducts annual performance evaluations with the aim of utilizing the evaluation process to develop each employee’s talents and discover new areas of aptitude. The performance evaluation looks for “outcomes” that contribute to improving the functionality and reliability of the markets operated by JPX as well as the competitiveness of the organization and evaluates these as each employee’s achievements. Specifically, each employee sets their own goals every fiscal year based on the mission set out by their department or office such as policies and business plans, considers what actions are necessary to achieve those goals, and creates a plan towards this. The employee and their supervisor then periodically discuss this plan to share opinions on the employee’s strengths and actions to address issues, before confirming the final achievements and what actions were taken to achieve them.

The employee and their supervisor meet regularly to discuss the plan. Both parties confirm the results of the current period and actions taken in response to those results, while discussing the employee’s strengths and actions to address issues. This process is designed to encourage the growth of each employee by allowing them to set their own goals, review the results of their efforts and tasks through interviews, and link them to further improvement and growth. The final results are based on objective facts and are communicated directly from the supervisor to the employee after a review conducted by all company evaluators, thereby enhancing the fairness and transparency of the evaluations.
In addition, to make "Exchange & Beyond" a reality, we must have the skills as an organization to look at the evolution of technology and the accompanying changes in market needs, detect unforeseen issues, and quickly devise and implement solutions to these issues. Therefore, we will promote the development of human resources who can pioneer new sectors and fields by incorporating such elements into the evaluation process.

Promoting Diversity

To ensure that diverse human resources can contribute to JPX regardless of gender, nationality, age, or other characteristics, we have set up a "Diversity Promotion Group" inside the HR Department to lead various diversity initiatives. We have programs for employees also responsible for childcare or family care (various types of short and long-term leave and shortened working hours). We also have initiatives to promote women's participation in the workplace, and have been advancing work-style reforms for all employees through the introduction of programs that enable flexible work styles (flextime and telework). JPX will continue efforts to build a comfortable working environment where a diverse range of people can play an active role .

Balancing Work and Caregiving

Balancing work and childcare

JPX has adopted systems and programs that surpass legal requirements for childcare leave, shortened work hours, and sick/injured childcare leave, as well as introducing a flextime system for all employees. We also provide other types of programs to support childcare such as subsidies for use of specialized daycare for sick and recovering children and extended-hours daycare, as well as supplementary commuting allowances to cover dropping off and picking up children from daycare.
Apart from this, based on the belief that wider participation of men in childcare will lead to further participation of women in society as a whole, JPX endeavors to make it easier for male employees to participate more in housework and childcare. To do this, when a male employee's partner gives birth, we provide them and their supervisors directly with information on the childcare support schemes available and proactively encourage their use.
Specifically, for male employees, as the statutory paternity leave (partially paid by the government but with no pay from the company) can be difficult to take in some circumstances, JPX introduced a type of paid parental leave which can be used in as many parts as the employee wishes until the child is three. We endeavor to make sure that male employees feel comfortable using this leave.
In FY2022, 20 male employees took childcare leave, with an average of 21.3 days of leave taken.