Diversity＆Inclusion Of�ce, Human Resources Division, The Bank of Tokyo-Mitsubishi UFJ

2-7-1 Marunouchi, Chiyoda-ku, Tokyo, 100-8388 Japan Tel: +81-03-3240-1111 (Main) http://www.bk.mufg.jp/english/ Printed in September 2013

At the Bank of Tokyo-Mitsubishi UFJ (BTMU), our vision for promoting diversity is "En-

lighten, Encourage, Empower.―Exceed the expectations of our customers."

Everyone has his or her own way of thinking, living, and working. No one else is

exactly like you in terms of gender, age, nationality, job duties, career experience,

abilities and disabilities, and all the other things that make you who you are.

Diversity thus begins when we accept one another, including our differences.

Once we can recognize and accept our individual differences, we can then make the

most of our unique talents.

As the needs of our customers become increasingly diverse, we as a company also

need to diversify our human resources. We need to be open to a diversity of views and

approaches, enabling us to change with the times and continue to provide high-value

services.

By making the most of our own diversity, our employees will find greater satisfaction in

their jobs, which will lead to higher customer satisfaction. This will help our overall cor-

porate profitability, and ultimately strengthen our company for the challenges ahead.

Making the most of diversity requires a sustained commitment. Our team will grow

ever stronger when each individual is fully able to express their talents and achieve

personal growth, thereby providing positive stimulus to those around them.

When we are able to work as a team to deliver services that exceed customer expec-

tations, our customers will expect even more from us in the future. But we must con-

tinue to raise the bar,because the way we grow as a company is by continually sur-

passing customer expectations. And to achieve this goal, we will need to value― and

continue to nurture―our diversity.

Self-understanding &Personal Development

Understanding Others' Strengths &Weaknesses

WorkFulfillment

IndividualLife

CommunicationSupportingOthers'Lives

Self

Others

Hitoshi SuzukiDeputy President(Joined the bank in 1977)

A self-assessment tool for evaluating (on a scale of 1 to 5, with 5 being the highest) the extent to which an individual is achieving their ideals in terms of: self-understanding and personal development; individual life; supporting others' lives; understanding others' strengths and weaknesses; communication; and work fulfillment.

Making every day count

Akihiro GotoManager,Commercial BankingDepartment No. 2,Nagoya Commercial BankingOffice(Joined the bank in 2005)

Making the most of social encounters

Mio SugiyamaFinancial PlanningDepartment, Tanimachi Branch(Joined the bank in 2006)

Worked at the New York Branch, a securities arm in London, and as General Manager of the Global Markets Planning Division, General Manager of the Credit Portfolio Management Division, Chief Executive of the Global Markets Unit, and in various other positions before assuming his current post in June 2012. In his off time, Suzuki walks and swims, practices classical guitar, and in other ways makes steady efforts to realize a fulfilling private life.

After working in Japan at the Yokohama-ekimae and Kojimachi Commercial Banking Offices, transferred to the Corporate Banking Department of the Singa-pore Branch. Having recently had his first child, Goto now needs to think seriously about work-life balance.

After working as a bank clerk at the Morishoji Branch, became a Customer Relationship Manager. Transferred from the Keihan Kyobashi Branch (now the Osaka Kyobashi-Keihan Kyobashi Branch) to the Tanimachi Branch in October 2012. Sugiyama married two years ago and is in the process of building a life of her own.

Joined the Bank of Tokyo-Mitsubishi UFJ (Malaysia) Berhad. Before joining the bank, studied Japanese at Tokyo University of Foreign Studies for 1 year starting in 2004. Came to Japan in January 2013 under the GRTP (see note). As vice country manager for Malaysia, supports Japanese compa-nies in overseas business expansion.

Work hard, play hard

Nixon Chang Wei ShyongRegional AdvisoryDepartment,Global Business Division(Joined the bank in 2008)

Learning to balance fatherhood and work

Bottom-Up ExchangeWhat is a Diversity Chart?

Contemplating the Benefits andChallenges of DiversityDiversity lies at the heart of efforts to revitalize our organization. But how do the future leaders of our bank perceive these efforts? BTMU Deputy President Hiroshi Suzuki sat down with young staff to heartheir thoughts on diversity.

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Note: Global Rotation Training Program. A program that provides high-potential, locally hired staff with opportunities foron-the-job training in other countries and regions.

Suzuki: BTMU is striving to be the world's most trusted financial group, and yet almost all of our staff are Japanese. By that measure, we're still far from being a globalized com-pany. To really work with customers around the world, we need to change more. For example, when talking with a person who was being vetted for the president's position of a German bank, he told me, "This bank is so globalized that even I—an Indian born in India who can't speak German-am being considered for the presi-dent's position." This level of diversity can serve as a concrete goal for us. In the coming years there will be increasing opportunities for people

from countries all over the world to work in Japan. When that happens, Japan will need to be flexible about accepting more diversity.Sugiyama: At the last branch I worked at, there were a lot of other Cus-tomer Relationship Managers who worked for retail customers, so it was easy to talk to someone when I had trouble. But at the branch I'm at now, I'm the only one in my position, so I had some diff iculty at f irst. Thanks to this new environment, though, I feel like my relationship with the bank tellers and Operation Service Department has gotten closer. I think it's important to adapt to your surrounding environment.Shyong: Malaysia, my home country, is a multi-ethnic society. We have Malays, Chinese, Indians, and other peoples from different cultures living next to each other. To get along in a

place like that, you need to under-stand the culture and history of the countries where other people are from. For example, I know that many Malays don't eat pork, so I know not to bring a Malay person to a restau-rant whose specialty dish is pork. In Japan, people don't have opportuni-ties to learn about ethnic differences like that. On the other hand, in Japan you have honorific and humble ways of speaking that express relationships in a hierarchy. This was very difficult fo r me to unders t and a t f i r s t . Although it's not easy to overcome these differences, "When in Rome, do as the Roman's do." An attitude of respecting and embracing other cu l tures should come in handy when commercial banking offices partner with overseas branches or

BTMU negotiates with other com-panies. Goto: I've worked at the Singapore Branch, so I've had the exact oppo-site experience as Nixon. I learned that to work smoothly with people of various ethnicit ies, you need to understand your respective differ-ences and backgrounds. In Japan we have what we call a "tacit under-standing" of what's proper between Japanese people. But if you go out into the world, that tacit understand-ing doesn't work. I found out first-hand that understanding others and having others understand yourself requires verbal communication.Suzuki: Even when your workplace changes and there's no one nearby doing the same work, I think things gradually get better when you bring your concerns to the people around you.

Why is diversity essential to company growth?

People are essentially the same, regardless of nationality.

Make an effort tocommunicate and you'll �ndthere are a lot of similarities.

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I 'm sure there are also plenty of differences resulting from nationality. But in the end, when you open your heart up to people while being aware of your various differences, you �nd that we humans really are all the same. That was my experience when living abroad for 11 and a half years. There are people who are easy to talk to and people who are dif�cult to talk to, in any nationality. Japanese people are no different. And if you make a personal effort to communi-cate, you'll �nd there are also a lot of similarities. Making that effort is what I think diversity is all about.

Sugiyama: BTMU has certainly done a good job of introducing programs and providing support for maternity, childcare, and returning to work. However, I've also heard of cases where women couldn't return to work even though they wanted to because of a society-wide problem, such as the under capacity of nursery schools in Japanese cities. I want Japan to become a place that can accommodate a range of work styles

for various life styles and life stages, beyond just having and raising chil-dren.Shyong: I think accepting different individuals and making the relation-ship with them valuable and comfort-able is necessary but also the most dif�cult. People have a tendency to reject change when they encounter it. That's why it's important for BTMU to clearly, politely, and persistently explain the merits of change.Goto: This goes without saying, of course, but one thing I realized from working overseas is that there are plenty of talented people who are not Japanese. But when I'm in Japan and doing business only with Japa-nese customers, occasionally I'll hear someone say something like, "Is it okay if they're not Japanese?" This kind of stereotypical thinking can become a major hindrance to doing business globally.Suzuki: The working environment for women has improved at BTMU, but I think you would all agree it's still not enough. At the same time, though, hardly any of these programs existed in Japan 25 years ago, so I think things are in the process of getting better. Also, to become a truly globalized

�nancial institution, we need to com-municate in English more. Talented individuals from overseas will have increasing opportunities to come and work in Japan. If we don't embrace these changes we won't become an internationally competitive company.

Sugiyama: First, I think it's impor-tant to create an environment where people can say what they think, as long as it's constructive. This de-pends on individual efforts. Actually, the branch where I currently work sets up a meeting or other activity once a week where people can talk candidly with each other.Shyong: I think it's important to create a lot of opportunit ies for mutua l exchange and t r a i n i ng between people from Japan and people from overseas. Teaching each other about our different business customs can lead to a deeper mutual understanding about how to get work done and might even result in more ef�cient work methods. There's also language. Learning a foreign language and understanding

things in that language helps to smooth out communication with people f rom different cul tures. Another idea is to introduce a sug-gestion system where staff submit ideas on how to improve bank prac-tices, and the best ideas are awarded and adopted.Goto: BTMU has branches in a lot of countries, and sometimes people, like Nixon for example, come from those branches to Japan. If we had more chances to learn about each other, maybe work would go more smoothly and we could overcome the stereotypes.Suzuki: I'm sure you all have worries about communicating with your boss, but sometimes all you can do is come right out and say what you’re thinking. As for the nationality issue, in the near future there will be non-Japanese people working in core of�-cer positions introduced in Japan. When that happens, some of our training classes will probably be held entirely in English. And if activities like that become more prevalent, things will gradually change, I think.

Goto: Speaking from my overseas experience, work went smoothly when my teammates and I under-stood each other. Once we under-stood each other, it took much less time to communicate. And that had a real impact on our team perfor-mance. I'm sure the same thing can happen between Japanese people.Sugiyama: I think there's de�nitely a greater understanding of the need to respect other people's work-l ife balance and to �ll in for them through teamwork. I'll probably use childcare leave and shorter working hours myself someday, so why wouldn't I help someone in a similar situation? Also, I made some important self-discoveries during our discussion today. I don't have that many oppor-tunities to talk with people in com-pletely different departments, so I'm happy I could come.Goto: That's true. It's easy to talk with people you meet through work, but there aren't any opportunities to

talk with people in other depart-ments. In that sense, this was a valu-able experience because it allowed me to think about what individual differences really mean.Shyong: I learned a lot from what you all said about the importance of understanding and accepting each o ther. In Japan , the Japanese language is my biggest obstacle to understanding other people, so my plan is to study more.Suzuki : We have a lot of people

working in different departments, so an opportunity like this to communi-cate directly with people on the other side of those organizational barriers is quite valuable. That's one reason why we explain our diversity efforts to employees in a format such as the Diversity Report. My hope is that you won't just read it casually and move on but actively try to acquire an atti-tude that embraces diversity and help us promote the globalization of our organization.

What are the biggest challenges to promoting diversity?

What should we do topromote diversity?

Has diversity ever helped youin your work?

Once you reach a certain level of mutual understanding with your teammates,

Communication gets easier and work proceeds more smoothly.

Understand that globalization can't move forwardwithout an attitude that embraces diversity.

Put stereotypes behind you andmake a personal effort to communicate.

Set up opportunities for people to shareconstructive ideas.

Behavioral Advice

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Kusatani: I'd been aware of differ-ences in l i festyles but not l i fe "stages" until reading last year's diversity report. My life has various stages and the report helped me realize the need to think more about my work style in each stage. I also considered the possibilities

of assigning non-Japanese Corpo-rate Customer Relationship Man-agers and the benefits of carrying out social exchange with staff that are not in charge of business pro-motion. There is still so much more we can do.Sekine : I 've always worked in retail, and I've really noticed how staff work differently now than in the past. More people are trying to

balance their career with their per-sonal l i fe as they take care of elderly family members and chil-dren. Today, there's greater diversity in work styles; for example, staff coming back to work after mater-nity and childcare leave and those taking childcare leave. However, we a lso need to consider the work-life balance of the staff who

support them when they are away. We need to find a win-win solution. True work-life balance is giving your best on the job and at home. That's why when evaluating work performance we need to focus on the results and the processes taken to achieve those results, as in how much effort the staff has put into achieving goals and meet-ing chal lenges. This has to be regardless of whether the staff is

working shorter hours for childcare or not. Of course, taking childcare leave should never weigh on an evaluation no matter what.Okada: In my case, my wife works but I don't mind if she pursues a career or stays at home—as long as it's a choice that she's made. My friend from college was the first in his public office to take a one-year childcare leave. If a similar opportunity comes my way, I'd like to take about three months off and experience life as a stay-at-home dad who plays an active role in rais-ing his kids.Kusatani: I got married last year and most of the people I work with have female partners who stay at home. Even so, I think there is an understanding in the off ice of women who continue to work after marriage. As for me, I chose to work, so I want to be responsible and fulfill my duties both at work and at home. That's why I don't expect others to pay special attention to me or be overly caring because it's a decision I've made.

Sano: In my office, diversity is still mostly about advancing the role of women. In Japan, I would assume that areas with dense populations l ike Tokyo, Nagoya, and Osaka receive plenty of diversity-related information and have more people

working shorter hours or taking childcare leave. At local isolated branches, on the other hand, the difficulty of allocating personnel is sometimes a big obstacle.Okada: There are many unsaid rules in all-Japanese workplaces, but I think things are starting to change bit by bit. That's why now is our chance to start talking things out even if people may already know. I try to communicate in different ways by changing the place, the time, or the occasion, especially when talk-ing with staff. When listening I'm also thinking carefully about what kind of work I will assign the person. We all may be part of one bank but our customers come in many shapes and colors. Whether in retail or corporate, engaging with our customers str ict ly by our norms and mindsets as bankers sometimes leads to shocking real-izations on how differently they perceive things. Our service would improve if we could foster an atmo-sphere where diversity is shared from a wider perspective across the entire organization.

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What’s your take ondiversity?

"Diversitymeant for 'exceedingcustomer expectations'doesn't alwaysyield the expected results."

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Note: Global Rotation Training Program. A program that provides high-potential, locally hired staff with opportunities foron-the-job training in other countries and regions.

How to Read a Diversity Radar Charta: Self-understanding & Personal Development b: Individual Life c: Supporting Others’ Lives d. Understanding Others' Strengths & Weaknesses e: Communication f: Work Ful�llment

At the Bank of Tokyo-Mitsubishi UFJ (BTMU), our vision for promoting diversity is "Enlighten, Encourage, Empower. ― Exceed the expectations of our customers." How do our employees perceive diversity? What inconsistencies do they notice in their daily work? How should we go about promoting diversity? We asked four men and women of various ages and positions to take part in an open-hearted discussion.

How can we achieve smooth,meaningful progress on diversity?

Diversity As Seen from Within

Employee Roundtable Hironori OkadaChief Manager,Credit PlanningDepartment,Credit Policy &Planning Division (Joined the bank in 1990)

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I have worked in Frank-furt and London. With two staff in my 20-member team being GRTP (see note) trainees, weekly meetings are held in English.

Kumiko SekineGeneral Manager,Gakugei Daigaku-ekimaeBranch (Joined the bank in 1993)

I've been in retail ever since joining the bank. I enjoy a ful�lling career using my skills as the General Manager of my branch, where most of my 15-member team are women.

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Kenji SanoManager,Business DevelopmentDepartment,Shimizu Branch (Joined the bank in 2003)

Two of the four branch-es I've worked at were local isolated branches. M y c u r r e n t b r a n ch serves both retail and corporate customers, and currently focuses on total asset manage-ment. My wife works in Tokyo and I currently work away from home.

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Hitomi KusataniCommercial BankingDepartment No. 1,Dojima CommercialBanking Of�ce (Joined the bank in 2008)

Seven people are Corpo-rate Customer Relation-ship Managers at my cur-rent commercial banking of�ce, two of whom, in-cluding me, are women. I married after moving to Osaka from Nagoya. My husband and I are plan-ning to take up jogging on the weekends.

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Have you noticedany inconsistenciesin the progress ofour diversity efforts?

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Don’t hesitate to ask what something means orsay that you don’t understand, even when youthink the answer is common knowledge.

Try varying your communication with othersby changing the location, time, or occasion.

Make work processes more versatile andshare information within the division.

Sekine: Retail is actually an area of great diversity. In addition to full-time staff, we have contract and tempo-rary staff, employees on loan from insurance companies and securities companies, and people who have changed careers. We also have female managers and women who have returned to work after maternal and childcare leave and are balancing motherhood with their careers. The differences in our background and positions lead to different values but we have come to accept these differ-

ences as natural and have come together as one team, united by our common goals to satisfy customers and do quality work. Nonetheless, there are of course challenges. For example, some choose to work shorter hours after returning from childcare leave, in which case the remaining staff must work harder while the person is gone in the morning and eve-ning. Children will catch a cold in the same season or school events will fall on the same day, which means that a bunch of the working parents end up taking off work at the same time. In situations like these, work allo-

cation turns into a sudden chal-lenge, ultimately leading to cus-tomers having to wait longer at the counter. The challenge going for-ward is to identify the areas where diversity meant for "exceeding cus-tomer expectations" is not always y ie ld ing the expected results where it matters most.Okada: Overseas, working hours are more flexible and there are vari-ous ways of working. This is per-ceived as the norm and that's why employees who fill in for others

don't think anything of it. Their capacity for acceptance is so large. Kusatani: Many people in retail take childcare leave, and while I appreciate the forward-thinking atmosphere, when I look to divi-s ions a t commerc ia l bank ing offices related to corporate bank-ing, the concept itself is not even understood yet. I'm sure that child-care leave will become the norm as more peop le s t a r t us ing the system, but in reality, we are still far from reaching that standard.

Sekine: Ms. Kusatani, what kind of

support do you think will allow Cor-porate Customer Relationship Man-agers to continue working after having children?Kusatani: I can't really say without trying it myself, but I think it should be enough if they communicate well with their supervisors. For example, there are many women at the client companies I work with. Sometimes I receive a call saying, "My child has come down with a fever so I'll be leaving the office at two." But they'll also

add that so-and-so will be filling in and that I should come to their office as scheduled. This is a sign that they have a system in place where people fill in for others. In other words, the important thing is to understand who is doing what, to communicate constantly about what you're doing, to share information, and to work together. But then again, sudden events can be a problem. You can't bring home customer information, which means you can't write out daily reports at home. It would be nice to have some kind of software that resolves these issues. For example, I also think it would

be nice if there were a corporate banking section version of the return-to-work training materials that retail sections use. Why? Because I'm sure there are many things people don't understand after coming back from childcare leave.Sekine: What's happening in retail could happen in commercial bank-ing offices too. If one of my branch staff comes to a certain point in their lives where they must take some time off work or work shorter hours, I want to be able to con-gratulate them with a smile and reassure them that everyone will offer their support. That's the kind of environment I'd like to create, since after all, that's what working as a team is all about. To achieve that, work processes can be made more versatile, com-munication more frequent, and atti-tudes more open to giving and receiving help. That way, if some-thing happens to someone, we can say, "Don't worry, now it's my turn to help you." I can't stress enough how important communication is. This leads me to my point that future challenges lie in the system. People are promoting diversity but work processes, rules, and systems have not changed much. These are the areas where we need to discuss what changes need to be made. It would be nice if people like Ms. Kusatani would open this con-versation at commercial banking offices too.Sano: At the end of the day, talking

is the only way for people to accept o n e a n o t h e r. I n t h e c a s e o f branches that serve both retail and corporate customers, retail staff have the opportunity to talk eye-to-eye with Corporate Customer Rela-tionship Managers. However, retail standards are very different from corporate banking standards. That is where they should share infor-mation and discuss how each side thinks and how they should do their work together.Okada: When promoting diversity as an organization, everyone needs to support the “pioneers” of diver-sity and think together from there. It's hard work for the pioneers but realistically that's the only way. We should give things a try first and then figure out what's missing. If we do it all at once, we'll have trouble finding out how people are adapting. So we should try a few things as an experiment until we can really see what's missing in the system and organization, and then move forward

while thinking about what's possible. I think this approach is far more ben-eficial than simply doing all the think-ing on paper. As for accepting one another on an inter-personal level, the important thing is to ask questions openly without being embarrassed. Don't hesitate to ask what something means, even when you think the answer is common knowledge. I think this sense of embarrassment is unique to Japanese people; something that non-Japanese would think nothing of. Another important factor is to keep a sharp eye out for the slightest things you notice about others. It could be a small change in facial expression. If someone looks dis-tressed while talking, don't use your busy schedule as an excuse to ignore it. Personal relationships are difficult to build; that's why I remind myself that I need to be careful and attentive when interacting with others.

"Accepting others means being open.Capture every change in facial expression."

Talk regularly about ways to make workeasier for everyone.

What kind of behavior do youthink helps promote diversity?

Behavioral Advice

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How to Read a Diversity Radar Charta: Self-understanding & Personal Development b: Individual Life c: Supporting Others’ Lives d. Understanding Others' Strengths & Weaknesses e: Communication f: Work Fulllment

Our Diversity ChartsPersonalities and ValuesC O M P A R E ! See for yourself the diversity

of our staff through diversity charts.

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I transferred from a completely unrelated occupation at the age of 36.I have settled in with the support of my colleagues.Next, it will be my turn to support others.

With gratitude

Terukazu Kato (Joined the bank in 2007)Operation Service Department, Ageo Branch

It’s fun to experience personal growth through work.Working overseas taught me the importance of being assertive.I think the Japanese are too reserved.

There’s no better way to improve yourselfthan through work.

Takashi Otaki (Joined the bank in 2003)Manager, Commercial Banking Department No. 2,Senba Commercial Banking Of�ce

I am completely satis�ed with my life right now!I am given meaningful work and am lucky to have many friends from the workplace and from university.

Always give it your best, whatever it is.

Yasuharu Cho (Joined the bank in 2001)Manager, Corporate Banking Department No. 1,Corporate Banking Division No. 4,Osaka Corporate Banking Group

I usually spend my days off with colleagues around the same age as me or local friends. Sometimes I go for a 20-30 km bike ride.I �nd my work goes well when I’m smiling.

Overcoming every challenge with a smile!

Masako Ito (Joined the bank in 2008)Deposit & Internal Exchange Operations Department,Retail Operations Planning Division

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As recommended by my supervisor, I took �ve days paternity leave whenmy second child was born, which made my wife very happy.I'm so grateful for the support of my colleagues!

My colleagues and family help megive it my best.

Keiichi Ando (Joined the bank in 1997)

Senior Manager,Nagoya Finance Business Promotion Department, Corporate Finance & Strategic Advisory Division

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Communication is essential because of the wide range ofdepartments I work with.I am enjoying important jobs and challenges step by step.

Training still in progress.Self-discovery underway.

Katsunori Mori (Joined the bank in 2001)Senior Manager,Global Communications Department,Systems Division

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Based on my own experience, I am now concerned with supporting the private lives of my staff from a management perspective.After all, employee satisfaction means customer satisfaction.

Respect your work-life balance andthat of your colleagues!

Kotaro Murakami (Joined the bank in 1988)General Manager, Akihabara Branch

Nowadays, the workplace is a very understanding place, such as allowing children to attend welcome and farewell parties for staff members.With everyone’s support, it has become much easier to work here compared to just after I came back.

Serious about work and family

Atsuko Kimura (Joined the bank in 1999)Manager, Financial Planning Department,Takarazuka Nakayama Branch

Work is not something you do just for yourself, but for your family, company, country and even the whole world.Of course, life is short, so it’s important to maintain a good work–life balance.

Optimistic, persevering, helpful, and dedicated.

Kewalin Premjai (Joined the bank in 2010)Corporate Banking Group No. 1,Corporate Banking Division No. 2,Nagoya Corporate Banking Group

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My experience with raising children plays a role in management too: I enjoy discovering the strengths of each team member and helping them grow.

I’m a unique individual,so I act myself at work and at home. You are unique too, so work on creating an environmentwhere you can shine.

Naomi Kamiyama (Joined the bank in 1989)Chief Manager, Yen Securities Operations Department, Global Markets Operations Division

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In my motherly role at the branch, many people come to me for advice.I think that if we can cultivate our individual strengths, then we will become stronger as a team.

Always aim high for great achievements

Hiromi Baba (Joined the bank in 1998)Operation Service Department,Chita Branch

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Communication is important no matter the situation.You can learn a lot by listening to people talk about life in general.

The best guide to life is meeting and speakingwith different people.

Hiromi Toyoda (Joined the bank in 2009)Commercial Banking Department No. 4,Hachioji Commercial Banking Of�ce

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Upper: The Credo Lower left: Guest Preference PadLower right: First Class Card

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Right now we have 422 employees. About 60% of them are women, and non-Japanese employees account for almost 5%. Our positions for operations are divided into two types: front-of-the-house and heart-of-the house. Front-of-the-house positions mainly deal with our guests directly, whereas heart-of-the-house positions are in

charge of accounting, personnel affairs, sales and marketing, etc. However, depending on the situation, even employees who belong to departments that operate behind the scenes assist our concierge services. In this way, we provide a lateral ser-vice in which employees assist one another across departments.

The Ritz-Carlton refers to its guiding values as Gold Standards, which are defined on The Credo Card. Our em-ployees are required to carry this pocket-sized card with them at all times, so as to understand the values well enough to act them out sponta-neously. Many people who have learned our Credo through the media or other sources apply for a position at our company. We screen such applicants when selecting our new employees, so when they start their Ritz-Carlton career, their sense of purpose has

already been unified to some extent. Soon after they join us, we provide them with a two-day orientation work-shop to instill our Credo even further. Three weeks later, they attend a review session. Employees also gather on a daily basis for a five- to ten-minute meeting, known as line-up, held in each department to share information with each other. At line-up, employees reaffirm the essence of our Gold Standards and share their sense of values.

We have a mechanism for encourag-ing employees to show their gratitude to each other on a daily basis, by us ing our F i rs t C lass Card . For instance, if you receive help from another employee, you write down words of appreciation on this card and hand it personally to him or her at line-up. Occasionally, when employ-ees have done a particularly outstand-ing job, their boss hands them a First

Class Card with messages from senior managers on it. There is p rofound mean ing in expressing one's appreciation directly to another employee in front of others at line-up. This action plays a role not only in motivating employees who receive the card but also in giving other employees a supportive push that implies, "You are allowed to do like this." Besides that, we also have a mecha-nism for sharing information within the whole Ritz-Carlton group on the specific preferences of each guest. Each employee writes down a guest's preferences on a Guest Preference Pad, and this information is stored in a database. Sharing information in this way allows the whole group to work as a team, beyond the confines of any one department or even The Ritz Carlton, Tokyo. We have a preference pad for em-ployees as well. Called "Focus on you!", it lets employees find out new employees' preferences on the first day of company orientation. Two days later, when our new ladies and gentle-men are assigned to each depart-ment, they receive a warm welcome from colleagues in the same way that guests are welcomed. Colleagues then look out for what we call hot and cold-button topics, or topics that people like to talk about and topics that are displeasing to them, respec-tively. When we share such informa-tion beforehand, the first communica-tion with new employees goes very smoothly. A hotel as a workplace is like a small community. Hotels have many differ-ent types of jobs, performed by diverse individuals working together. For this reason, communicat ion

among employees is vital to the operation.

I think the ideal team is a self-reliant team in which the company's vision reaches all employees, enabling them to understand individually how to turn the vision into action. For guests, service that doesn't change is boring. It doesn't create memorable experiences for them. Meanwhile, every employee has a different personality. In this respect, employees are allowed to provide ser-vice in their own ways, as long as they act in conformity with the guide-lines of our Credo. Each employee ponders the best way to provide hos-pitality by thinking from the guest's perspective, and then puts it into action. I think it would be ideal if every employee could do that. In fact, touching examples of hospi-tality given voluntarily by employees are shared internally as "wow" stories. Employees who are inspired by these stories extend a different kind of hos-pitality at their own workplace, in effect weaving an entire tapestry of "wow" stories. The ideal team leader, meanwhile, should be a role model who shows the principles of the Credo through example. Employees expect their leaders to put into practice the Credo they recite at daily line-up. If they fail to do so, no one will follow them. Leaders also should be mindful of how to compliment and admonish their employees without contradicting the Credo. Individuals who can serve as a model for everything—behavior, language, and appearance—make the

best leaders. It is also important for leaders to treat their employees with an open-door policy. If they create an easy, approachable atmosphere and show a willingness to accept their employees anytime and anywhere, the employ-ees will realize that their leaders care about them.

One issue is the unbalanced age structure of our employees, many of whom are young. A large portion of our guests are elderly people, so we would like to make use of older em-ployees who better understand the perspectives of our elderly guests and are skilled at offering more mature hospitality. Also, hotels work all hours of the day and night. Although we divide 24 hours into three eight-hour shifts, many employees who have young children, for example, prefer shorter work hours. We are also addressing this issue to respond to their wishes.

What kind of people work at this hotel?

How do you create a unified sense of purpose ina diverse workforce?

Do you have any mechanisms for promoting teamwork?

Please tell us your conceptof the ideal team andteam leader.

What issues currentlyexist regardingteam management?

Diversity at THE RITZ-CARLTON, TOKYO

The Ritz-Carlton Hotel Company is well known for providing service that goes beyond the normal call of customer satisfaction by creating memorable experi-ences for its guests. The Ritz-Carlton calls its employ-ees "ladies and gentlemen" and, as its commitment to them, called The Employee Promise, it fosters a work environment where "diversity is valued, quality of life is enhanced, individual aspirations are ful�lled...." What effect does the company's approach of treating its employees the same as guests and making the most of their diversity have on its team operations? To �nd out, we visited The Ritz-Carlton, Tokyo, which opened in 2007 as part of The Ritz-Carlton hotel group.

THE RITZ-CARLTON, TOKYO

Yukari Sato Director, Human Resources,The Ritz-Carlton, Tokyo

Case study

Understand the organization's vision andfollow it as one’s code of conduct.

Encourage employees to compliment each otheron a regular basis.

Store and share information on individualcharacteristics and examples of good behavior.

For leaders: Have an open-door policy andtry to be a model for employees.

Behavioral AdviceThe Ritz -Car l ton, Tokyo opened on March 30, 2007, as the second hotel in Japan managed by The Ritz-Carlton Hotel Company, which has operations worldwide. It is located in the 248-meter-high Midtown Tower —the tallest building in Tokyo—in the Tokyo Midtown complex in Roppongi. The hotel occu-pies the �rst basement �oor through the second �oor as well as the 45th through the 53rd �oors.

2005September

October

BTMU’S DIVERSITY

History of BTMU’s Diversity Promotion Efforts

At BTMU, 45% of our staff is female (60% when contract employ-ees and temporary staff are included). We have been making various efforts to promote women, who comprise such a large part of our work force. In 2010, we achieved our initial numerical target set in 2006 for promoting female workers. Revised numerical targets were set in 2011, aiming for promoting 300 female workers to line man-agement positions and for female managers to comprise 15% of the total by the end of March 2015, when the current Medium-Term Business Plan ends. Instead of simply aiming to increase the number of female workers promoted, BTMU is planning to expand the range of business �elds where female workers work in manage-rial positions, such as corporate banking of�ces, overseas branches and headquarters of�ces, all of which experienced insuf�cient advancement for women in recent years.

(1)Diversity forum Attended by prominent �gures, the forum is held as a venue to build awareness of diversity as a source of organizational strength and to recognize speci�c actions. At the 2012 forum, Seiji Hirao, the former coach of Japan's national rugby team, gave a lecture on the topic “Com-munication and leadership tha t cap i t a l i zes on the power of the individual,” which was attended by a total of 400 people from Tokyo, Nagoya, and Osaka.

(2)Team Diversity Tailored to the business and workplace of BTMU, this content on the BTMU website uses easy-to-understand illustrations to provide content detailing examples of issues and solutions in the promotion of diversity.

Smal l -scale diversity forums are held to create opportunities for employees to deepen their understand-ing of diversity and interna-tionalism. In December 2012, a panel discussion was held between chief managers with overseas work experience and locally hired staff titled "Working with foreign-ers: Is language the only difference?" Additionally, roundtables were held in Japanese, English, and Chinese with the locally hired staff. Since October 2011, the staff in charge of diversity promotion at BTMU's overseas of�ces and at Union Bank, N.A. have converged at the annual Global Diversity & Inclusion Forum. Forum participants discuss information sharing and issues and measures relating to the promotion of diversity and inclusion. BTMU and Union Bank, N.A. are special sponsors of GOLD (Global Organization for Leadership and Diversity), a non-pro�t organization working to support the promotion of diversity and the development of leaders who will play active roles globally as a bridge between the United States and Japan. At a symposium in March 2013, BTMU and Union Bank, N.A. participated in a panel discussion on advancing the role of women in Asia. In the future, we aim to strengthen our training programs, including the Global Rotation Training Program (GRTP), and to further increase the number of locally hired staff who pursue overseas management positions under the current Medium-Term Business Plan.

Employees with disabilities will continue to be actively hired at BTMU and its special subsidiaries for the employment of disabled, as we work to realize a world as it should be, one in which all people can live and work whether or not they have disabilities. In September 2012, BTMU received the Minister's Award for Out-standing Of�ces of Employment for Persons with Disabilities from the Ministry of Health, Labour and Welfare in recognition of BTMU as a company that actively employs persons with disabilities.

Numerical targets

Targets(by the end of March 2015)

(Reference)Results as of April 2013

Total number of line management positions

Female Manager Ratio

300

15%

315

Top management

Middle management

80

220

43

272

13.6%

Efforts to promote female workers Efforts to provide an international environmentand utilize personnel Support measures to achieve work-life balance

1 hour of childcare time

Marriage Pregnancy Childbirth Childcare Family care

Starting 6 weeks before childbirth

Continuing until 8 weeks

after childbirth

Maternity leave

10 days of paid childcareleave until the child'ssecond birthday

1 year in total of family care leave

(3) Shorter working hours

(4) Exemption from overtime work

5 days of nursing care leave per year

(5) Day-care subsidy

1yearold

2yearold

3rdgrade of

elementary school

5 days off per year for familycare

Carrying over holidays

3 years in total of shorter work hours

System

(1) Core of�cer (speci�c)/Associate Relocation Posting System

(2) Hospital visits during working hours

Days off for birth of a child(for male employees) 2 days

(4) Exemption from overtime work

5 days of leave for the newly married

Special leave prior to childbirthstarting 6 months before the due date

Flex-time system to make commuting easier allowing workers to start early or late, up to 1 hour each day

Assisting those who wish to continue using their maiden names

Pregnant women can take necessary time to have a checkup during working hours.

Core of�cers and Associates can also request a transfer to another area, for reasons such as the work relocation of a spouse or in order to provide care for family members.

Shorter working hours are approved for maternity, childcare or family care reasons.

Employees can be exempted from overtime work so they have time to raise their children.

Up to half of nursery school expenses (20,000 yen/month) is subsidized.

(2)Hospital visits during working hours

(1)Core of�cer (speci�c)/ Associat Relocation Posting System

(3)Shorter working hours

(4)Exemption from overtime work

(5)Day-care subsidy

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In June 2010, BTMU reorganized the existing Equal Partnership Office into the Diversity & Inclusion Office. Since then, BTMU has been working to foster appreciation of the individuality and diverse working styles of its employees, including efforts to provide opportunities for each employee to make full use of their unique skills, for their own personal growth and for growth of the company as a whole.

Creating an environment that fosters diversity

Continuing to employ persons with disabilities

The diversity forum

A small-scale diversity forum

This program is intended to provide high- potential locally hired staff with an opportunity for on-the-job training in other countries and regions.

Global Rotation Training Program

●Eligible personnel

●Training duration●Number of participants

Those who have worked for BTMU for 5-15 years.(Mainly for those in positions below section chief)One year, in principleA total of 48

Regional distribution

Region of origin

The Americas Europe & the Middle East Asia Japan Total

Host region

2518

3025

101112

321823

97

3248

Europe & the Middle EastThe Americas

AsiaTotal

FY2009 10

FY2010 232

FY2012 222

FY2011 198

Number of male staffwho took childcare leave

30FY2008 (First �scal year short-term childcare leave was offered)

Launched the Working Group on Diversity to address issues related to new working stylesConducted surveys on women's working conditions

2007MarchApril

Published the �rst Kagayaki BookletObtained certi�cation under the Act on Advancement of Measures to Support Childrearing

2010June

November

Reorganized the Equal Partnership Of�ce into the Diversity & Inclusion Of�ceLaunched the "Merihari" Work & Life Campaign

2008 April Instituted partial pay for employees taking childcare leave

2009 June Obtained certi�cation under the Act on Advancement of Measures to Support Childrearing

2006

April

AprilJune

Established the Equal Partnership Of�ce in the Human Resources DivisionEstablished numerical targets for female management positionsReceived the Corporate Achievement Award for Supporting Gender Equality and Work-Life Balance, Tokyo Labor Bureau Chief's Award of Excellence

2011

MarchAprilApril

OctoberOctober

Revised numerical targets for female management positionsAchieved a total of 42 women in top management positionsEstablished MU Business Partner Co., Ltd., a special subsidiary for the employment of the disabledHeld the Global Diversity & Inclusion ForumPublished a handbook on family care

2012

MarchMarch

May

May

June

July

JulyJulySeptember

NovemberDecemberDecember

Earned second place at the 2012 J-Win Diversity AwardsTotal female employees who had taken maternity or childcare leave reached 1,121Launched the Working Group on Diversity to address issues related to new working stylesReceived a special honorable mention award at the 5th Toyo Keizai Diversity Management AwardsLaunched "wiwiw," a website that supports skill-building for employ-ees on maternity or childcare leaveLaunched diversity management training for General Managers of of�ces and branchesDistributed Diversity Report Vol. 1 Began publishing diversity content on the BTMU websiteReceived the Minister's Award for Outstanding Of�ces of Employ-ment for Persons with Disabilities from the Ministry of Health, Labour and Welfare Introduced back-to-work trainingHeld a diversity forum Held small-scale diversity forums

BTMU’s Efforts to Support Diversity / Enlighten, Encourage, Empower

Team Diversity

BTMU holds "Kagaya Kids' Day" at head of�ces in Tokyo, Nagoya, and Osaka, and at other of�ces and branches upon request. This event aims to introduce employees' children to their parents' workplaces and to teach them about the role that �nance plays in society. Various employees have said that these events have led to improved communication with their children.(Photo: Toyota Branch and Toyota Commercial Banking Of�ce)

Kagaya Kids' Day

We provide training for line managers to encour-age their understanding of the concept of diver-sity management and for learning key aspects of staff development in daily of�ce manage-ment. In the �rst half of �scal 2013, training was held in Tokyo, Osaka, and Nagoya on the subject of how to support the career develop-ment of staff returning from maternity and childcare leave.

Back-to-work train-ing was introduced for staff who are re-turning to work after childcare leave. The t ra in ing inc ludes individual work and group discussions on the subject of ca-reers, covering such top i cs as “What work means to you,” “Issues and concerns after returning to work,” and “What is expected of you.”

Diversity management trainingBack-to-work training

People are motivated differently. Find the trigger ineach person through regular dialogue.

People base their actions on words, so makeconstant efforts to communicate through words.

Assert your individuality while rememberingdecency, appreciation, and humility.

For upper-level managers: Maintain strong,quality communication with middle managers.

Aoshima has viewed sports from various angles: as professional base-ball player, as sports writer and com-mentator, and as coach. Now about the same age as the average com-pany manager, Aoshima shared with us the insights in team management and diversity he has gained through his own experiences and journalism.

There's no doubt a great amount of diversity today, in terms of individual backgrounds, values, and life goals. It was much simpler in earlier days. On sports teams, rank played a big part. All a superior had to do was say something and everyone below him automatically got the message. But today is different. The age we're living in and changes in education

have probably played a part, but rank is less important now. Organizations, even on sports teams, have become �atter. In a �at social environment, you can't just say something and expect the message to reach everyone. You have to make an effort to deliver that message in all directions. Speci�cally, this means talking to people individually. Everyone has his or her own trigger. You have to �nd the trigger in each person through daily conversation. The mission that a workplace needs to achieve is different, though. A mission needs to be communicated with passion and a sense of conviction. That's leadership.

First of all, don't reprimand him or her for not being more motivated. Even I would rebel if I were told to get my act together. Reprimanding someone without listening will only make them less motivated. Diversity is about unique individuals realizing their potential in their own ways, and th is adding up to an amazing strength for the whole group. So an individual who isn't realizing his or her potential needs special care. Not providing this care can weigh on a group's potential. Here , too , communica t ion i s important. Talk with him or her, learn about what their world is like and what they're feeling, and then suggest speci�c ways to improve. Humans base the i r ac t ions on

words, so communicat ing with words is crucial. Of course, if they know what to do and still don't do it, reprimanding them may be the only option.

The role expected of captains in team sports is to communicate the coach's vision to all team members in the words they use and un -derstand. As a result, a captain must correctly understand the coach's vision, and in that sense the captain must be competent. However, sometimes a captain's competence causes him as team leader to clash with the coach. When this happens, the coach (or upper management for corporations) must not lose. This is because if the coach is argued into submiss ion, the organization will fall apart. Compromise is okay, of course, but

the coach needs to make sure the captain understands his message. The ideal relationship is when the coach needs to say very little for the captain to understand him. To get there, the coach needs to work regularly on strengthening the �ow and quality of communication with the team captain.

Ath letes have to asser t the i r i n d i v i d u a l i s m t o t h e p o i n t o f appearing arrogant. The workplace is the same, I think. You can't get far in a career without asserting yourself. But is there a way to fully assert yourself without drawing �ak from the people around you? Believe it or not, there is. The key is to show decency, to voice your appreciation, and have a humble attitude. As long as you do that, you can put your best self forward. Putting yourself out there entails risk. Some top-performing athletes purposely take on an enormous amount of risk so they can turn it into a force that drives them. But they never forget that their efforts are necessarily embedded in acts of decency, appreciation, and humility. I think this applies to anyone who serves a role in society. In other words, as long as you remember decency, appreciation, and humility, assert yourself to your hearts content. I think everyone should make the most of who they are.

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How should managerscommunicate witha diverse junior staff ?

How should a manager dealwith an employeewho isn’t realizing his or herfull potential, for example ?

How can an employee puthis or her unique abilities towork withoutappearing ostentatious?

What role are middlemanagers, the team captains ofthe corporate world,expected to play ?

Behavioral Advice

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OBSERVER’S

Sports writer and commentator. Born 1958 in Niigata City, Niigata Prefecture.After playing in�elder for Keio University and Toshiba's Brave Areus, in 1985 Aoshima joined the Tokyo Yakult Swallows, a major league baseball team in Japan. He retired from baseball �ve years later, taught Japanese in Australia for a time, and then turned to sports writing. He coached the Sega Sammy amateur baseball team for three years from 2005. Today, Aoshima works in various media to convey the allure and excitement of sports.

Kenta AoshimaPROFILE

Managers need to talk more.Employees need toremember decency,appreciation, and humilitywhen assertingtheir individuality.