Creating a Corporate Culture which Derives  Strength from Diversity • Human Resources Diversity • Providing Support for Good Work-Life Balance • Personnel System • Developing Employees for Global Operations • Employing Persons with Disabilities The Group is implementing its initiatives to create diversity (e.g.  gender, nationality) at work. In April 2008, the Diversity and  Inclusion Department was established in the Human Resources  Department, and other initiatives were implemented for creating  the kind of corporate culture which derives its strength from  diversity. In order to motivate employees to take on more challenges in  performing difficult tasks for promotion, SMBC has introduced a  new workplace hierarchy system in which job rankings are more  finely subdivided. This system will make it possible for talented  individuals to be quickly promoted to mid-management levels.  In order to enhance a sense of unity as “Team SMBC” and to  achieve a proactive and energetic bank, our employees’ per- formances are evaluated not simply in terms of one fiscal year’s  achievements but also evaluated on their overall contributions to  the company.  In order to respond to the rapid globalization of society and busi- nesses, SMBC is striving to develop global human resources  with practical language skills and an international business  sense. In fiscal 2010, in order to enhance the overseas market  presence and internal globalization of the company, the bank  substantially increased the number of employees taking lan- guage classes or having overseas business experience, and  those employed locally by overseas offices and subsidiaries, and  promoted the exchange of  employees between offices  in Japan and overseas. The Group has an employee support program which provides  assistance and support for maintaining a proper work-life bal- ance. In fiscal 2008, Sumitomo Mitsui Card, SMFL, JRI, and  SMBC Friend Securities developed their “Work-Life Balance  Guidebook,” based on actual experiences at SMBC. All Group  companies have already implemented the programs for parental  leave, leave for taking care of ill children, and shorter working  hours. Such programs provide more employee benefits than  those mandated by law. In addition, SMBC, Sumitomo Mitsui  Card, and JRI provide child-care subsidies, while SMBC,  Sumitomo Mitsui Card, Cedyna, SMFL, and Kansai Urban  Banking have implemented a program for rehiring former  employees. These programs assist and support in realizing a  good work-life balance for the Group’s employees. There is  also an annual visitation day for the employee’s children and  other family members to give them an opportunity to see the  employee at work at SMBC, Sumitomo Mitsui Card, SMFL,  JRI, and SMBC Friend Securities. JRI also organizes “Mama &  Papa Lunches” for an opportunity for employees to exchange  information on raising children. SMBC has promoted a “Go  Home Early to the Family Day,” while SMFL has a campaign to  encourage employees to take their summer vacations and to  reduce overtime work. SMBC Nikko Securities has introduced  an online support program for employees returning to work after  parental leave. Cedyna was awarded the “Best Balance Award”  in 2010, under the “Promotion of Work Life Balance Certification  System” organized by Shinjuku Ward in Tokyo, recognized for  its diverse human resources programs and achievements. The  Minato Bank regularly provides training programs for employees  coming back to work after maternity leave. SMBC, Sumitomo  Mitsui Card, Cedyna, JRI and The Minato Bank have all obtained  “Kurumin certification” issued by the Japanese Ministry of  Health, Labour and Welfare, for programs in compliance with  the Law to Promote Measures to Support the Development of  the Next Generation. Discussion session Children’s Visitation Day SMBC has established a special company called SMBC Green  Service Co., Ltd. which provides employment opportunities for  the physically-challenged. In December 2008, the company  opened its Kobe Branch, and the Unagidani Office in Osaka in  February 2009 for creating jobs not limited to the physically- challenged but also including the mentally-challenged. As of  March 2011, physically-challenged employees accounted for  1.95% of our total number of employees, more than the legally  mandated level of 1.8%. SMFG  2011 63