Personnel

Approach to Human Resources

Fostering an environment where employees can pursue self-improvement to apply their skills and talent as well as assigning the right person to the right position, in order to maintain a competitive edge in business.
 

In the Japan segment, our competitive edge in business is based on our human resources approach, and we have designed an HR system that focuses on self-improvement, employee development and better productivity.
 

Specifically, our HR system values the career plans of our employees. We support this by offering two types of career tracks for employees: general positions tracked toward corporate management and specialist positions focused on forming more specialized careers.
 

In addition, we have a subsidy program for self-improvement. One system helps personnel invest in themselves by providing support for employees who wish to develop their skills and talent. Another new system helps employees acquire qualifications by absorbing the costs related to the qualifications that have a direct link to an employee’s work and that the company deems valuable for future business development. Employees’ qualifications will also be used to appoint personnel to positions that maximize their expertise and experience. 
 

By adopting this type of HR system, we will make our approach to human resources more visible to ensure the right employee is in the right position.

Employee Training and Evaluation

In order to achieve sustainable growth, employee training and retention is important topic for the next generation of employees. In the Japan segment, we changed the evaluation approach of management by focusing more on training and developing personnel than on performance. This change is designed so that management plays a more significant role in the development of human resources for the next generation.
Going forward, we will ensure our system provides that next generation of employees the chance to get career advice from management, and with our mentor system in place, we aim to create a work environment that encourages experienced employees to help develop and guide younger personnel.

Working at Monex

Initiatives for Better Productivity

We believe that employees must be physically and mentally healthy in order to increase our competitive edge in business. Since 2017, the Monex Group has been involved in improving the work-life balance as part of the “Tokyo Work-Style Reform  Declaration” program that is promoted by the Tokyo Metropolitan Government.
 

Working styles
In the Japan segment, we provide a “Healthy lunch” with a balanced diet and also offer complimentary cereal to employees who tend to skip or miss breakfast as a supplement, in order to support a healthy lifestyle. Our working environment encourages employees to keep in shape by subsidizing membership fees for specific sports gyms to help them relieve stress and maintain a fit body and also by helping their  monitor their body weight, etc., with digital scales. This environment also includes a flexible work schedule.  These measures lead to higher concentration and energy levels in employees, and help play a role in improving productivity.
 

Safety and Health Promoting System
In accordance with the Industrial Safety and Health Law, the Health Committee that comprises of Head of Human Resource Department and Health Manager, Health Supervisor, industrial doctors, and general employees, is held once a month. The Health Committee discusses issues related to workplace environments and health and ensures that all employees in the group, including temporary staffs, can work healthfully in terms of both mentally and physically.
 

Mental healthcare
Monex Group periodically conduct a web-based "stress check" examination for regular and contract employees to promote awareness of one’s stress condition. We also analyze the collective data with physicians and implement company-wide measures to improve the workplace environments so that Monex Group prevents mental health disorders of employees.

As part of the “Tokyo Work-Style Reform  Declaration” program, we are working to  promote a work-life balance in the Company  and to raise the percentage of employees  who use annual paid leave to 70% by 2020.

Work-Life Balance

We believe that having a good work-life balance is essential to keeping employee motivation high every day at work. The Monex Group strives to create an environment that enables employees to live a rich, full life in their work and at home, and our HR system, for example, provides both child-care leave as well as family-care leave. As of August 2018, a total of 60 employees have taken child-care leave. We encourage our male employees to also take this leave, and since April 2015, 10 employees have taken it (including those currently on leave).

Male employees taking child-care leave

Experiencing the demands in taking care of children
and recognizing the necessity of time management again

 

I took child-care leave for our first-born (from 4 months to 8 months old) for 4 months from August to November in 2017. After approaching the department manager about taking leave, he consented without hesitation. My colleagues took over my tasks for me and allowed me to spend this precious time at home. I was able to watch our child grow every day and enjoy this wonderful experience. Being able to share this time at home showed me first-hand just how amazing mothers are and how demanding taking care of children can be. Actually, for the first few months after the baby was born, work was quite busy and I was not really around to help out at home, which lead to a lot of arguments between me and my wife. But during my leave from work, I made an effort to give her some relief on a physical as well as mental level. This period was very important at home because we were able to communicate better as a couple and build a connection again from sharing this time together with our child. This also helped me focus on work again after my leave. In order to help out at home and get my work done, I also learned how important time management was. I now understood the demanding situation of my colleagues who worked while helping out at home with their children. After coming back to work, this helped me empathize and communicate better with my colleagues. Since my daily routine is based on an hourly schedule, I also became more aware of how to manage time so that I can spend it with my family more peacefully. I think that men taking leave and helping care for children at home also helps strengthen management skills in an organization and for work projects.

Monex, Inc.  Manager,
Operation & Support Group
of IT Management Department

Yuanhao Li
 

Flexible Work Schedule

In the Japan segment, it became harder for all the employees to follow one designated schedule to be at work, because there were more developers who were working on the transition to an in-house backbone brokerage system for Monex, Inc. We believed that letting employees select a work schedule to match their work load would make it easier to work and improve both work efficiency and labor productivity. As a result, we introduced a flexible work schedule in January 2017. In addition to this new flexibility, we shortened the work day by thirty minutes from 8 hours to 7.5 hours.
 

The goal of this shortened day was to build awareness among employees to use the limited time more effectively, such as for self-improvement or investing in their own time and spending more time with family, etc. After introducing the flexible work schedule, there was more freedom for employees with children to decide on a schedule that was more accommodating. This gave them leeway during the morning commute, and ultimately, its effect included working more efficiently and increasing labor productivity. 
 

In the U.S. segment, employees in some departments at headquarters in Florida as well as some in the Costa Rica office now work remotely from home due to specific circumstances. A flexible time schedule had already been introduced here and it has shown how this working style favors work efficiency.

Support for Employees with Children and Maternity Leave

The Monex Group strives to develop systems and an environment to help women return to work after taking maternity leave. To date, 100% of female employees and managers have returned to work after taking such leave. In addition, the Ministry of Health, Labour and Welfare officially recognized the Monex Group in 2017 as a company that supports employees with children.

Diversity

Diversity and Specific Initiatives

The Monex Group focuses on diversity in personnel as a resource to remain competitive in business and as a foundation to achieve sustainable management. We run an online securities brokerage business on a global scale, and we ensure diversity is reflected in our personnel structure as well, with 50% being American and 40% Japanese.
 

In the Japan segment, we understand that it is very important to have an organization with a diverse staff in terms of nationality, age and experience. We have employees working here from such a diverse range of nationalities including Japanese, Chinese, American, Dutch, Canadian, Indian, Ukrainian, Korean, British and French. In addition, we hold events like Family Day and BBQs once a year to encourage internal communication and to help our employees’ families become more familiar with Monex. These events foster a corporate climate that maximizes the individuality of each employee and improves motivation at work.
 

At TradeStation in the U.S. Segment, our HR system and policy is designed to provide equal opportunities in our hiring practices. For example, we offer equal opportunities to all candidates being recruited and employees seeking transfers, promotions, retirement and/or training regardless of their ethnicity, religious beliefs, sex, birthplace, age, pregnancy, handicaps, military service, or spousal status.

We held an event for employees and their families at the office to introduce our work at Monex to family members.

LGBT

In April 2016, we revised the company regulations and expanded on the concept of “spouse.” The system was changed to include common-law marriages so they were eligible to take vacation for their honeymoon or receive a wedding gift bonus. We also are helping realize more diversity in society through our business, including the development of a new service for customers who are LGBT couples.

Initiatives in securities services that help the LGBT community

Promote a diverse society through
an internal business competition on LGBT

 

I rolled out a “Partner Account” service for customers whose marriage was not legally recognized. This is the first Partner Account service provided by a major online securities brokerage company. “Partners” can specify one account to save money together and link the same account to make credit card payments. The idea for this service came from the internal competition “EDISON” that Monex, Inc. started in 2017. At that time, seminars and other internal measures were provided to promote understanding and awareness about LBGT, as it was becoming increasingly important for us to create an LGBT friendly environment. For this reason, LGBT was set as first theme in the aforementioned business competition called EDISON. I felt that LGBT couples suffered from many disadvantages compared to legally married couples. I tried to think about what a financial institution could provide to improve their situation and the result was a Partner Account. This would be a service unavailable at other companies, we could roll it out quickly with our in-house infrastructure and it would be a meaningful initiative in society. For these reasons, we decided to adopt this service. Our hope is that it helps build momentum in society to garner more LGBT allies and support.

Monex, Inc.
Marketing Department  TradeStation Promotion Office  of Marketing Department

Chieko Yo