T O P M E S S A G E

PAG

E 01

BTM

U D

IVE

RS

ITY R

EP

OR

T

Promoting diversity is a key part of our efforts to create a vibrant company. For the Bank of Tokyo-Mitsubishi UFJ (BTMU), embracing and promoting diversity means creating an environment in which everyone can contribute to the organization, through making the most of their unique skills, regardless of the external or internal differences they may have. To be able to always provide quality service that exceeds customer expectations, we must be a company that continually grows and develops in a vibrant manner. Our strength as an organization will be determined by the extent to which we are able to promote diversity. This is our president's message.

An organization is most dynamic when diverse individuals join together to collaborate and learn from one another.

Nobuyuki HiranoPresidentThe Bank of Tokyo-Mitsubishi UFJ

BTM

U D

IVE

RS

ITY R

EP

OR

T PA

GE

02

　I believe that the promotion of diversity must be something that has an impact on corporate values. In other words, the promotion of diversity must lead to real results. We want to create a workplace where employees are happier, more productive, and can bring creativity to their work. Ideally, we want to create a "virtuous cycle" in which corporate performance and individual growth and career attainment can go hand in hand.

　When I worked in our New York of�ce, I witnessed growing societal demands for inclusiveness in the United States, a nation that is confronting numerous challenges related to gender, race, religion and ethnicity. Out of necessity, we built a team of people who all differed in terms of their backgrounds, languages and ways of thinking; these differences gave our team dynamism. I saw with my own eyes how this dynamism became a source of vitality for the entire organization.　After my return to Japan, it was clear to me that gender is the issue of greatest importance for Japan. It was strange to see just how limited the career paths and development opportunities are for women in Japan. There are many talented women, but they are not given suf�cient chances to put their skills to use. At the same time, Japan is grappling with serious social issues resulting from the declining birthrate and aging population. In this context, a key challenge for us will be to create an environment that allows competent and highly motivated women to actively participate and express their creativity.

　An executive once said to me, "Diversity is personality." I think this really goes to the heart of "diversity." As we seek to promote diversity, our most basic goal should be to accept and make the most of each person's unique individuality.　Another way of putting it is that everyone has a unique lifestyle. It should not matter if people have different approaches to their careers. For example, it is �ne if some people want to make their job all-important, or for there to be those who will place a high value on having a ful�lling private life as well as working life.　There is diversity not only in terms of lifestyles; people's approach to work also varies depending on their different

stages in life. People will seek out work arrangements that match where they are in life―whether they are just starting out after graduating, or getting married or having children, or even if they are starting to care for aging parents. Companies need to accept these realities and respond appropriately. By having an accepting attitude towards these two kinds of diversity, both in terms of lifestyles and life stages, companies can have a positive impact on the work styles of each individual, which should in the end contribute materially to corporate performance.

　The Chinese philosopher Mencius said, "The will is the master of the spirit." He meant that it is important to have high aspirations, and to strive to ful�ll them. Vitality comes from bringing together diverse individuals having high aspirations of their own. I believe we have an organization in which channels of discussion remain open and everyone's viewpoint is appreciated, even if people might express divergent views.　When people are able to express their views and work diligently, achieving results that are appreciated by those around them, they can travel down the road to self-actualization. But to do this, they need support from the organization and its corporate culture―what we call "Fudo" in Japanese. And while we believe that the supporting system we provide for our employees is second to none, we will continue working to create an even more open "Fudo" that encourages the free-�owing exchanges of ideas.

　In the future, we will need to create an organization that is also open to the wider world. If we fail to achieve this, Japanese society, constrained by its inward-focused nature, will not grow and develop.　To create an open organization, it will also be vital for us to achieve diversity in terms of bringing together people from Japan and from other countries. This will spur new ways of thinking, allowing us to act with a more global vision, which could also help us to change Japan itself for the better. To realize this, we will take proactive measures to hire foreigners studying in Japan as well as Japanese who are studying abroad.

This is the phrase our president uses to encapsulate his work philosophy. While he experienced times in his life when he was able to achieve much by acting alone, evolving responsibilities and life's diverse experiences have led him to understand the limitations of what a single individual can achieve working alone. Witnessing �rst-hand the spontaneity and discipline exhibited by those working at our emergency response center after the 2011 Great East Japan Earthquake helped to underscore the power of what can be achieved by an organization working together.

"Forging ahead with belief in the power of the team."

Diversity Matters Because It Leads to Results

Diversity Creates an Open Organization

Diversity Is a Source of Vitality

A Diversity ofLifestyles and Life Stages

The Importance of Corporate Cultureor "Fudo" in Japanese ―and Supportive Systems

　At Bank of Tokyo-Mitsubishi UFJ (BTMU), our vision for the promotion of diversity is "Enlighten, Encourage, Empower ～ Exceed the expectations of our customers ～"　Each person has his or her own ways of thinking, lifestyle and approach to work. 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 us who we are.　"Diversity" begins when we all accept one another as individuals, despite the "differences" we may have.　However, sometimes people may not even be aware of what it is that makes them unique. That's why we developed the "Diversity Chart" as a tool for visualizing the differences that might otherwise be hard for us to see in an objective way.

　In the section above, we asked eight BTMU employees to share with us their "personal mottos" and their assessments of themselves. They differ in terms of their gender, age, job duties, nationality, and abilities and disabilities―and we can see the wide range of diversity re�ected in their distinctive radar charts.　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 also need to be open to a diversity of views and approaches, which will make it possible for us to change with the times and continue to provide high-value services. By making the most of our own diversity, our employees will

About This Report

Being a father with a small child keeps me busy with parenting and housework on my days off. It's ful�lling to be working in a job where I can get direct feedback from customers.

My career is still ahead of me, but I know I need to �rst develop skills so that I can support others.

I love my job, which involves providing clerical support services. It's really rewarding to be able to help others to do their work better.

On my days off, I like going to concerts and having a full private life. At work, I do my best, using all of my communication skills.

PAG

E 03

Enlighten, Encourage, Empower.Being Part of a Strong Team Personal growth helps me

to appreciate my connections with others

All the wonderful people I met give me inspiration!

I will make the most of my unique skills!

The �rst step in promoting diversity is to accept each other as we are.

Yoko Seki (Joined the bank in 2006)Intelligence and Research Of�ce,Global Planning Division

Kyohei Susa (Joined the bank in 2012)Operation Service Department, Tamade Branch & Haginochaya Branch

Noriko Muraji (Joined the bank in 1998)Financial Planning Department, Dojima Branch

Takeshi Maehata (Joined the bank in 1993)Chief Manager, Commercial Banking Department No. 1, Nagoya-ekimae Commercial Banking Of�ce

BTM

U D

IVE

RS

ITY R

EP

OR

T

gain more satisfaction in their jobs, which will lead to improved customer satisfaction. This will help our overall corporate pro�tability, and ultimately strengthen our company for the challenges ahead.　A sustained commitment will be required in order for us to truly make the most of our diversity. Our team will grow ever stronger when each individual is able to fully express their talents and achieve personal growth, thereby providing a positive stimulus to the other professionals around them.　When we are able to work as a team to deliver services that exceed customer expectations, our customers will expect even more from us in the future. But we must continue to raise the bar―because the way we will grow as a company will be by continually surpassing customer expectations. And to achieve this goal, we will need to value―and continue to nurture―our diversity.

When we see how we differ from others, we see diversity.

I still have a long way to go when it comes to work. I really want to make the most of it. My lunch break is "my time," and I devote it to the things that are important to me.

Being involved in education, I get a chance to interact with people with diverse values, so I know communication is important.

Recently, I feel that I'm getting better at using my time wisely. I'd like to give back to all the people that have helped me out so far.

My motto is, "Work cheerfully." I communicate well―everybody on the team calls me "Mom."

PAG

E 04

Enlighten, Encourage, Empower. A workplace brings together many different individuals, each one unique in terms of how they think, live and work.

Brightening up the atmosphere Knowing myself, helping others, and contributing to the company―I am working on all these.

Meeting new people helps me to see myself in a new light

Taking on new challenges in life and work is helping me to develop the skills I'll need for the future.

The "Diversity Chart" is 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' life; understanding others' strengths and weaknesses; communication; and work ful�llment. The back cover of this report provides instructions for creating your own diversity chart. After creating your own chart, share and discuss it with your friends and colleagues.

Masako Ochi (Joined the bank in 2010)Osaka Finance Business Promotion DepartmentCorporate Finance & Strategic Advisory Division

Ken Akutsu (Joined the bank in 1999)Manager, Education Planning Department,Retail Branch Management Division

Megumi Nakane (Joined the bank in 1990)Operation Service Department, Osone Branch

Doug Chinery (Joined the bank in 2008)Corporate Banking Department No.1, Corporate Banking Division No. 2, Corporate Banking Group No.1

BTM

U D

IVE

RS

ITY R

EP

OR

T

Self

Supporting Others' Life

Self-understanding & Personal Development

Individual Life

Communication

Work Ful�llment

OthersUnderstanding Others' Strengths & Weaknesses

How to Read a Diversity Radar Chart

Although they all play roles within the same organization, the people who make up the Bank of Tokyo-Mitsubishi UFJ (BTMU) are not all the same in terms of their approaches to work, their lifestyles, or their views regarding diversity. This Roundtable Discussion brought together men and women of various ages and workplaces to discuss diversity at BTMU from their own points of view. They shared their thoughts concerning how the company can make the most of diversity.

Miura: Because I have a small child, I depend on the support of my colleagues so that I can leave work at a �xed time every day. I work hard while I'm at the of�ce, but I still also have a slight sense of guilt.Yoneishi: That can sometimes be a problem from a manager's viewpoint. Your colleague might be hoping to have a meeting with you, but you need to leave; things like that. I've participated in working group activities for improving the situation for women, so I can understand, but others might not be as understanding.Muramatsu: This is when

teamwork really matters. Because everyone's situation is different, you always want to have a system that allows the other members of a team to step in and take care of things when the need arises.Takeda: I agree. That's why all of the members of a team have to keep in mind the need to step in and provide whatever support is needed to keep a team functioning and get the job done.In terms of my own work style, I think I've become increasingly aware of the broader picture, and so I naturally pay more attention to what is happening with other people. And I hope I can gain an even better understanding about the other members of my team, not only in order to play my own role better, but so that the team as a whole can better achieve its goals. This will require me to keep improving my communication skills.Yoneishi: In my case, I think that I've been able to do a good job in terms of fostering the career development of my staff; I now need to pay more attention to developing my own skills.Looking at those around me, I see a lot of people who get all caught up in worrying about the details of their job, but they don't have things in life that can help them take their mind off of it. People need balance and ways to unplug

and enjoy the rest of their life. I tell people that unless they can enjoy their private life, they're not going to be satis�ed in their job, either. But it's dif�cult to know what's appropriate in terms of supporting people's lives outside of work.Muramatsu: I think communication is really important, and so every morning I make it a point to reach out and talk with my fellow team members. Communication is the key to teamwork, and I think that if you can get the communication piece right, you are on your way to solving whatever problems might crop up. I trust my own leadership abilities, and so I think I've been able to learn where I can do better along those lines.

Yoneishi: Well, no one is openly resisting the company's efforts to promote diversity, but I think that there are still a lot of people who don't fully understand why diversity matters. Miura: Those sorts of people need to consider what it would be like if the shoe were on the other foot. They need to ask themselves, what would it be like if I were in that position? How would I want to be treated?

Yoneishi: I don't think people change their way of thinking very easily, and so we need to start by changing the system. If we can put a supportive system in place, then people will start to make use of it, and then we will see things gradually evolve. Still, people can't just depend on the system; they still need to perform at their best and gain the understanding of those around them.

Muramatsu: We �rst need to �gure out what issues will come up when we promote diversity, and then we need to decide whether we can address those challenges based on previous experience, or

whether we might need to introduce some new sort of structures or procedures.Yoneishi: As an organization, we should rethink our in-house posting system and give people a better chance to apply for what they'd like to do and to make their interests known. Looking around, I get the impression that a lot of the younger people in particular are fairly passive, rather than proactively taking their career development into their own hands. Before we can all bene�t from diversity, each of us needs to be true to our own core values.Takeda: Personally, I get the sense that we haven't really progressed that much when it comes to diversity. Opportunities for women have certainly opened up quite a bit, compared to seven or eight years ago. But more broadly, I don't think the company has that much diversity, especially in terms of re�ecting the wide range of

perspectives that people in society have. So, at this point we are not yet really taking advantage of what diversity has to offer. I think we are really just taking our �rst steps in that direction.

Takeda: When people have different perspectives, they can come up with fresh insights. And those new ideas can then lead to changes that will strengthen the organization as a whole. Thinking of it that way, shouldn't we be doing more in a systematic way to take advantage of the contributions that people from different nationalities and cultures could make?Yoneishi: Our customers certainly

are diverse – and if all of our employees think alike, they won't be able to respond to evolving customer needs. We still have a long way to go in terms of working with people from different countries, or even across our own different business units.Miura: I agree. In fact, there are a lot of things that you notice just being transferred from headquarters to a branch, or vice versa. Once you have the experience of working in a different environment like that, you'll also change the way you look at things. Muramatsu: If we're so concerned with diversity, we really should take a greater interest in other people. Taking an interest in others can be the catalyst for so many new things. I think that's why diversity is so valuable.

PAG

E 05

Diversity Roundtable

How would you summarize your lifestyle and work style?

Do you think that the bank is doing a better job of embracing diversity?

BTM

U D

IVE

RS

ITY R

EP

OR

T

Although they all play roles within the same organization, the people who make up the Bank of Tokyo-Mitsubishi UFJ (BTMU) are not all the same in terms of their approaches to work, their lifestyles, or their views regarding diversity. This Roundtable Discussion brought together men and women of various ages and workplaces to discuss diversity at BTMU from their own points of view. They shared their thoughts concerning how the company can make the most of diversity.

Miura: Because I have a small child, I depend on the support of my colleagues so that I can leave work at a �xed time every day. I work hard while I'm at the of�ce, but I still also have a slight sense of guilt.Yoneishi: That can sometimes be a problem from a manager's viewpoint. Your colleague might be hoping to have a meeting with you, but you need to leave; things like that. I've participated in working group activities for improving the situation for women, so I can understand, but others might not be as understanding.Muramatsu: This is when

teamwork really matters. Because everyone's situation is different, you always want to have a system that allows the other members of a team to step in and take care of things when the need arises.Takeda: I agree. That's why all of the members of a team have to keep in mind the need to step in and provide whatever support is needed to keep a team functioning and get the job done.In terms of my own work style, I think I've become increasingly aware of the broader picture, and so I naturally pay more attention to what is happening with other people. And I hope I can gain an even better understanding about the other members of my team, not only in order to play my own role better, but so that the team as a whole can better achieve its goals. This will require me to keep improving my communication skills.Yoneishi: In my case, I think that I've been able to do a good job in terms of fostering the career development of my staff; I now need to pay more attention to developing my own skills.Looking at those around me, I see a lot of people who get all caught up in worrying about the details of their job, but they don't have things in life that can help them take their mind off of it. People need balance and ways to unplug

and enjoy the rest of their life. I tell people that unless they can enjoy their private life, they're not going to be satis�ed in their job, either. But it's dif�cult to know what's appropriate in terms of supporting people's lives outside of work.Muramatsu: I think communication is really important, and so every morning I make it a point to reach out and talk with my fellow team members. Communication is the key to teamwork, and I think that if you can get the communication piece right, you are on your way to solving whatever problems might crop up. I trust my own leadership abilities, and so I think I've been able to learn where I can do better along those lines.

Yoneishi: Well, no one is openly resisting the company's efforts to promote diversity, but I think that there are still a lot of people who don't fully understand why diversity matters. Miura: Those sorts of people need to consider what it would be like if the shoe were on the other foot. They need to ask themselves, what would it be like if I were in that position? How would I want to be treated?

Yoneishi: I don't think people change their way of thinking very easily, and so we need to start by changing the system. If we can put a supportive system in place, then people will start to make use of it, and then we will see things gradually evolve. Still, people can't just depend on the system; they still need to perform at their best and gain the understanding of those around them.

Muramatsu: We �rst need to �gure out what issues will come up when we promote diversity, and then we need to decide whether we can address those challenges based on previous experience, or

whether we might need to introduce some new sort of structures or procedures.Yoneishi: As an organization, we should rethink our in-house posting system and give people a better chance to apply for what they'd like to do and to make their interests known. Looking around, I get the impression that a lot of the younger people in particular are fairly passive, rather than proactively taking their career development into their own hands. Before we can all bene�t from diversity, each of us needs to be true to our own core values.Takeda: Personally, I get the sense that we haven't really progressed that much when it comes to diversity. Opportunities for women have certainly opened up quite a bit, compared to seven or eight years ago. But more broadly, I don't think the company has that much diversity, especially in terms of re�ecting the wide range of

perspectives that people in society have. So, at this point we are not yet really taking advantage of what diversity has to offer. I think we are really just taking our �rst steps in that direction.

Takeda: When people have different perspectives, they can come up with fresh insights. And those new ideas can then lead to changes that will strengthen the organization as a whole. Thinking of it that way, shouldn't we be doing more in a systematic way to take advantage of the contributions that people from different nationalities and cultures could make?Yoneishi: Our customers certainly

are diverse – and if all of our employees think alike, they won't be able to respond to evolving customer needs. We still have a long way to go in terms of working with people from different countries, or even across our own different business units.Miura: I agree. In fact, there are a lot of things that you notice just being transferred from headquarters to a branch, or vice versa. Once you have the experience of working in a different environment like that, you'll also change the way you look at things. Muramatsu: If we're so concerned with diversity, we really should take a greater interest in other people. Taking an interest in others can be the catalyst for so many new things. I think that's why diversity is so valuable.

PAG

E 06

Self

Supporting Others' Life

Self-understanding & Personal Development

Individual Life

Work Ful�llment

Others

Understanding Others' Strengths & Weaknesses

How to Read a Diversity Radar Chart

How can we make diversity work for the wider organization?

What do you think is the value of diversity?

Moderator: Makoto TakadaPresident, Asahi Sustainability Management Co., Ltd.

Mariko Yoneishi Chief Manager & Senior Manager, International Business & Operations Department,Ueno Commercial Banking Of�ce(Joined the bank in 1992)

"I've worked hard to foster the career development of my staff; now I need to polish my own skills."

Yuichi MuramatsuGeneral Manager, Yokohama-hakuraku Branch(Joined the bank in 1993)

"During the week I run a bank branch, and on weekends I try to keep my family running smoothly. Good communication is the key to both."

Nahoko MiuraCP Trading Department, Global Markets Trading Division(Joined the bank in 2002)

"There can be a lot to deal with, working with clients and colleagues, while also being a mom and trying to do things that I enjoy."

Akihiko TakedaManager, Overseas Business Planning Department,Global CIB Planning Of�ce(Joined the bank in 2000)

"I was working in New York until May 2012. I really noticed the differences in lifestyles right before and after I returned to Japan."

"To Bene�t from Diversity, We Each Need to Have Our Own Core Values."

Commu-nication

BTM

U D

IVE

RS

ITY R

EP

OR

T

In June 2010, BTMU reorganized the existing Equal Partnership Of�ce into the Diversity ＆ Inclusion Of�ce. 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.

　At BTMU, 45% of our staff is female (fully 60% when contract employees and temporary staff are included). We have been conducting 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 management 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 managerial positions, such as corporate banking of�ces, overseas branches and headquarters of�ces, all of which experienced insuf�cient advancement for women during recent years.

BTMU enhances the work-life balance of its employees in order to achieve diverse work styles. In addition to supporting female employees' balancing of childcare and work, BTMU promotes three initiatives: (1) the "Merihari" Work & Life Campaign; (2) creating a corporate culture that promotes balance between family care duties and work; and (3) increasing the number of male employees taking childcare leave.

(1) "Merihari" Work & Life Campaign　The "Merihari" Work & Life Campaign (which means the campaign to improve work ef�ciency while achieving balance and reduced

working hours) aims to promote effective working styles for each employee through allowing employees to voluntarily reduce their overtime working hours and to conduct a review of their work styles. Speci�cally, it includes the efforts shown in the table below.

(2) Creating a corporate culture that promotes balance between family care duties and workAny employee can face the challenges of family care. BTMU is working to create a corporate culture that encourages employees to talk about their family care challenges. We inform employees of opportunities that can assist them to balance their work and family care duties, and work to raise awareness of the fact that the family care issue concerns everyone and calls for preparation and planning. Some related efforts are shown in the table below.

(3) Increasing the number of male employees taking childcare leaveBTMU has encouraged its male employees to take childcare leave, based on our vision of offering a working environment where male employees can easily be involved in raising their children, and where work-life balance is promoted in order to realize a more ful�lling workplace for all. As a result, in Fiscal Year 2011, 198 male employees took childcare leave, accounting for 18% of the total male employees with infants under 2 years of age.

Employees with disabilities will continue to be actively hired at BTMU and its special subsidiaries for the employment of the handicapped, 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.

PAG

E 07

Numerical targets

Targets(by the end of March 2015)

(Reference)Results as of April 2012

Total number of line management positions

Female Manager Ratio

Female RecruitmentRatio for Global Of�cers

300

15%

20% or more

265

Top management

Middle management

80

220

42

223

12.4%

25.6%

BTMU Establishes New Numerical Targets for Promoting Female Workers to Management Positions

Continuing to Employ Persons with Disabilities

Promoting Diverse Working StylesMore Childcare Leave Taken by Male Employees

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

BTM

U D

IVE

RS

ITY R

EP

OR

T

Major Components of the "Merihari" Work & Life Campaign

●Convening a forum for General Managers and Chief Managers/Senior Managers

●Implementing a project for employees to review their own work styles●Distributing a booklet to all employees explaining examples of ef�cient work styles ●Convening small workshops at branches/divisions requesting them●Distributing "Going Home" signs ('Kaeru Fuda' )" for all of�ces and branches requesting them ●Introducing "Merihari" role models in a booklet for all employees

●Interviewing workers inside and outside BTMU who have proactively reduced their working hours, and sharing these pro�les within the company

Activitiesconducted bythe Working

Group

Efforts for creating a corporate culture that promotes balance between family care duties and work

●Conducting an employee questionnaire on family care issues●Making and distributing a handbook based on the questionnaire results

●Publishing newsletters●Convening small-scale forums on family care issues

Activitiesconducted bythe Working

Group

In October 2011, staff in charge of diversity promotion at BTMU including overseas of�ces and Union Bank, convened in Tokyo and held the Global Diversity & Inclusion Forum to exchange information. The forum is scheduled to be held regularly each year going forward.BTMU and Union Bank are special sponsors of GOLD, 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 the symposium in October 2011, BTMU made a presentation about its global human resources system. 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.

PAG

E 08

This program is intended to provide high- potential locally hired staff with an opportunity for on-the-job training in other �elds, in order to foster future candidates for management positions.

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)1 year, in principleA total of 35

Regional distribution

Region of origin

The Americas Europe & the Middle East Asia Japan Total

Host region

1

0

3

4

1

1

1

3

3

1

6

10

2

0

16

18

7

2

26

35

Forum for General Managersand Chief Managers/Senior Managers

Going Home" signs ('Kaeru Fuda' ) are used by 15,000 employees at some 500 of�ces and branches. By using these signs, employees can announce to others when they plan to �nish work and go home early. These signs are playing a part in encouraging employees to voluntarily review their working styles and to foster a corporate culture of going home early.

This forum was held to encourage employees within each organization unit to conduct reviews of their working styles. Some 1,800 employees participated.

Kagayaki Caravan Forums are small-scale "upon-request" forums that are held in of�ces throughout the country. A total of 100 Kagayaki Caravan forums have been held so far, with approximately 2,800 participants in all. The forums include panel discussions, exchanges of views, and the showing of DVDs of lectures on themes including how to achieve work-life balance. (Photo: Abenobashi Branch and Abenobashi-nishi Branch).

Distributing "Going Home" signsNumber of male employees taking childcare leave

Kagayaki Caravan Forums

BTMU holds "Kagaya Kids' Day" at head of�ces in Tokyo, Nagoya and Osaka, as well as 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.

"Kagaya Kids' Day"

FY2009

FY2010

FY2011

30

10

232

198

FY2008

Aiming for Doubling the Number of Locally Hired Staff in Management Positions

BTM

U D

IVE

RS

ITY R

EP

OR

T

Support measures to achieve work-life balance

1 hour of childcare time

❸Leasing of personal computers (starting 1 month before returning to work)

Marriage Pregnancy Childbirth Childcare Family care

Starting 6 weeks before childbirth

Continuing until 8 weeks

after childbirth

Maternity leave

Childcare leave10 days of paid leave until the child's second birthday

1 year in total of family care leave

❹Shorter working hours

❺Exemption from overtime work

5 days of nursing care leave per year

❻Day-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

Leasing of personal computers

Systems

❶Area Speci�c Track Relocation Posting System

❷Hospital visits during working hours

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

❺Exemption from overtime work

Five-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

Europe & the Middle East

The Americas

Asia

Total

(This was the �rst �scal year during which short-term childcare leave was offered)

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

Area Speci�c 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.

Employees can borrow personal computers for use at home to facilitate their smooth return to work.

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

Employees can be exempted from overtime work in order to that they will have time for raising their children.

Half of nursery school expenses (up to 20,000 yen/month) can be subsidized.

❷Hospital visits during working hours

❶Area-Speci�c Track 　Relocation 　Posting System

❸Leasing of personal 　computers

❹Shorter working hours

❺Exemption from 　overtime work

❻Day-care subsidy

Note: GRTP (Global Rotation Training Program)

September

October2005

AprilAprilJune2006

MarchApril2007

April Instituted partial pay for employees taking Childcare Leave2008

June2009

June

November2010

2011

BTMU’S DIVERSITY

PAG

E 09

Working Group on Diversity (provisional name) "Click! Kagayaki " Intranet Website Dedicated to Diversity

In 2012, the original Working Group to support career development of female employees and Work-Life Balance was reorganized as Working Group on Diversity. The working group had conducted surveys and held small-scale forum to cultivate inclusive corporate culture as a grass-roots movement.The Working Group on Diversity plans to further expand its scope of activities, including improving the "work-life balance" of all employees, regardless of their gender or family situations.

Received thesecond-place award at the 2012 J-Win Diversity Awards

A number of our efforts have received acclaim, including: establishing numerical targets for female management position and actively publicizing these both inside and outside the company; our various efforts related to increasing the number of female management positions; and the activities of the Working Group on Diversity.

Received a special honorable mention award as part of the 5th Toyo Keizai Diversity Management Awards

Our global diversity promotion initiatives and track record of increasing female management positions have been recognized within the banking industry.

The predecessor Working Group was of�cially called the "Working Group on Diversity and Consideration of New Working Styles for Women" and came to be called simply the "Working Group on Diversity." Initially, the subject matter addressed by the working group was limited to improving conditions for women. The new Working Group on Diversity plans to discuss the scope of the themes that it will address, and an appropriate of�cial name will then be established.

The "Click! Kagayaki" website provides a variety of contents useful for the promotion of diversity, including articles pro�ling role models (female employees who are active in management positions and those participating in the "Merihari Work & Life Campaign"), along with reports on the activities of the Working Group on Diversity and FAQs about using relevant corporate systems. Employees can also sign up through the website to borrow DVDs on topics related to diversity.

Reason for the

Provisional Name

BTM

U D

IVE

RS

ITY R

EP

OR

T

The History of BTMU’s Diversity Promotion Efforts

OPEN Portal

▲

C-Square

▲

Employee

▲

"Click! Kagayaki "

Launched the Working Group to support career development of female employees and Work-Life BalanceConducted surveys on women's working conditions

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

Obtained certi�cation under the Act on Advancement of Measures to Support Raising Next-Generation Children

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

AprilAprilApril

OctoberOctober

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

First published the Kagayaki BookletObtained certi�cation under the Act on Advancement of Measures to Support Raising Next-Generation Children

MarchMarchMay

May

June

July

2012

Received the second-place award at the 2012 J-Win Diversity AwardsA total of 1,121 female employees took maternity or childcare leaveLaunched the Working Group on Diversity (provisional name) to address issues related to new working stylesReceived a special honorable mention award as part of the 5th Toyo Keizai Diversity Management AwardsLaunched "wiwiw," a website that supports skill-building for employees on maternity or childcare leaveLaunched diversity management trainings for General Managers of of�ces and branches

The International Space Station (ISS) is a collaboration involving 15 countries. It is a project that must bring together experts from diverse �elds, often with different cultural backgrounds and values. We spoke with Mr. Koichi Wakata, the �rst Japanese commander of the ISS, about how to harness the power of diversity in pursuit of achieving a common mission.

What sort of work are you involved in at JAXA?As manager of the JAXA Astronaut Group, my work currently focuses on the training of JAXA's astronauts and activities that support their space missions. In preparation for my own mission at the end of 2013, I am also getting up to speed on all the systems used by the countries participating in the ISS. I am also involved in public outreach activities, as well as activities to develop future space systems.I will serve aboard the ISS for an extended period at the end of 2013, as commander of Expedition 38/39. The speci�c mission details are yet to be determined, so I need to continually prepare myself to be ready for whatever needs to be done.

How do you manage all the people you need to work with, given their diverse personalities and backgrounds? To operate the ISS safely and achieve maximum results, everyone's efforts must be in harmony, which means that good communications are essential, not only with the crew, but also with others, such as the training and ground control teams in the different countries.People from many different countries are involved, but when we work together for the success of our missions in space, whatever differences we may have in terms of cultural practices and customs are really just super�cial. Deep down, we all share this same Earth, and our individual personalities are more important than our nationalities.To appreciate one another's differences and to make sure we are working toward the same objectives, we �rst need to understand one another's goals. In addition to our shared goals of operating the ISS safely and effectively, everyone has their own personal goals that they seek to achieve

during their time in orbit. Some people want to conduct their own experiments on their days off, while others want to take a lot of photographs from space, and then there are those who want to send a lot of messages down to the people on Earth. We need to �nd out what everyone's unique desires are.To accomplish this, we need to practice good communication on a daily basis. If we know in advance what people will want to do, then we can remember to say things like, "Since we have some free time tomorrow on Sunday afternoon, let me help you make a video of your experiment," or "We're coming up on a spot where we can see the aurora borealis really well, so get your camera ready." Helping each other out like this builds a feeling of solidarity which leads to good relationships, which will come in handy when people are working together to get through each day's list of experiments and tasks, or when they are training together or just living together in space.The same goes for our relationships with the ground controllers. Because the communications between astronauts and those on the ground are mainly by voice, it can sometimes be hard to get across what we are thinking. That's why it's good to get to know and talk with the ground controllers in person, such as during training exercises, to help us understand one another during the �ight.

In a business setting, how should people respect diversity while making the most of one another's strengths?I would think that in a corporate setting, much like in space, it would be important to maintain good communications with the other members of your team, and to make sure to understand what others are hoping to achieve.Teams can achieve better results when an organization creates an environment in which each and every member of a team can make a contribution based on their own strengths. This is made possible only when there is diversity. Competition can be important too, in addition to cooperation. When people can have friendly competition within a diverse team, they can better achieve personal growth.

Koichi Wakata was born in Saitama Prefecture in 1963. He joined Japan Airlines in 1989. In 1992, he was selected as an astronaut candidate by NASDA (the predecessor to JAXA) and later that year trained with the U.S. National Aeronautics and Space Administration (NASA). After joining Space Shuttle missions in 1996 and 2000, he served aboard the International Space Station (ISS) for an extended period in 2009. He is now preparing for his fourth trip to space at the end of 2013, when he will serve as the �rst Japanese commander of the ISS, during Expedition 38/39.

PAG

E 10

OBSERVER’S

Astronaut

Mr. Koichi Wakata

BTM

U D

IVE

RS

ITY R

EP

OR

T

Chief, Astronaut GroupFlight Crew Operations and Technology DepartmentHuman Space Systems and Utilization Mission DirectorateJapan Aerospace Exploration Agency (JAXA)

For diversity to serve as a source of strength, we need to �rst understand one another’s goals and dreams.

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

Examples of personal mottos could include: "I will work hard to ensure a bright future for my family;" or "I will �nd ways to use my unique talents;" or "I will be a great part of my team."

Diversity Radar Chart―Developer:Makoto Takada, President, Asahi Sustainability Management, Inc. and former External Relations Associate Director for Procter & Gamble Japan (P&G Japan). ◎Mr. Takada was born in 1964 in Gunma Prefecture and graduated from Tokyo University of Science in 1987. He worked at the P&G Product Development Center, where he managed activities related to Japan and China, as well as global projects. He later joined P&G's External Relations Division, where he was involved in social marketing efforts and strategic corporate communications activities, including leading P&G's sustainability programs. After leaving P&G in August 2010, he assumed his current position as President of Asahi Sustainability Management Co., Inc. He is based in Tokyo and Kobe.

My Personal Motto:

Supporting Others' Life

Self-understanding & Personal Development

Individual Life

Communication

Work Ful�llment

Self

Others

Learn about your unique personal values by creating your personalized Diversity Radar Chart and crafting your own Personal Motto.By sharing your motto and chart with your co-workers and friends, you can learn how each person values things differently, which can help us all better appreciate our diversity.

For each of the six spokes on the chart, think about how much each of the concepts matches your own personal ideal. Don't worry about the detailed de�nitions for these concepts; every person will interpret them in their own unique way; that's part of our diversity.*

１

Mark each spoke at the appropriate level from 1 to 5 (with 5 being the highest) to indicate how close your current situation comes to achieving your ideal. Next, connect up each of the points that you marked on the different spokes.

2

3

*For example, "life" could mean human life or lifestyle. The meaning can be up to you.

Use your completed Diversity Radar Chart to help you develop your own Personal Motto.

Steps

Make Your Own "Diversity Chart"Postscript

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

Understanding Others' Strengths & Weaknesses

Printed July 2012