30 MIZUHO BANK EUROPE N.V. Over the past years our employee population has become more international. As of 2018 our employees represent 27 different nationalities. Nationality diversity 2015 to 2018 Gender diversity 2015 to 2018 In addition to diversity in employee nationalities, we remain committed to increasing gender diversity within our organization. As an organization we have healthy retention rates and vacancies arise infrequently. On the managerial level we announced 2 appointments of female managers in December 2018. We continue to increase diversity across our recruitment approach by considering candidates irrespective of their nationality, gender, beliefs or age. Learning and Development We operate in a highly dynamic environment, with increasing demands from regulators and customers, and the need to keep up with competitors and rapidly developing technology. Additionally, as a relatively flat organization, we have certain dependencies on individual specialists. These factors make learning & development programs key to our strategic success. Managers and employees alike are required to complete sufficient training to keep them ‘fit’ for their job. In 2018 approximately 2% of our total salary costs were allocated for training and development budget. Besides an increased training ratio we also saw a positive shift where employees focus is not only on the technical training, but also more and more on the development of their professional (soft) skills. To support this, we have successfully launched the Corporate Culture Academy in 2018. This Academy provides a unique set of training possibilities, available to all employees. In 2019 we will further grow this Academy. On a managerial level we have conducted a series of management training to support managers in further developing their professional skills. We also enhanced the HR analytics for Management and department heads, providing insight on the training activities per department. Per 2019 we will support our managers with a HR strategy project including an employee scan, succession planning and development reviews. 3.9 Doing More for Society Given our presence in the Netherlands for more than 40 years, we recognize the importance of corporate social responsibility within the region. Specifically, we aim to provide support to both vulnerable communities in the area and local communities which share a common background to our employees’ diversity. Our corporate social responsibility philosophy consists of three key components: local partnership, social contribution, and sponsorships.