Long-term talent development and work-style reform
First written in FY2017. 6 of 9 entries say "Advanced", first in FY2018. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「Wages have been raised for 4 consecutive years, and the planned wage increase for bank employees in July 2026 is 5.75%. Under the new personnel system scheduled to be revised in FY2027, we will provide treatment aligned with employees’ capabilities and roles and seek to improve their motivation and engagement.」
The bank disclosed 4 consecutive years of wage increases, a planned 5.75% wage increase in July 2026, and a revision to the new personnel system planned for FY2027. It also disclosed human-capital KPIs, including a 12.3% ratio of women in management and a 100% male childcare-leave uptake rate. - FY2025AdvancedAnnual report
「Actual as of March 2024 Actual as of March 2025 Target as of March 2028 Percentage of bank employees holding nationally recognized professional qualifications 43.5% 45.7% 50.0% Number of holders of the IT Passport qualification 78 116 300」
The human-capital management indicators were updated: the percentage of bank employees holding nationally recognized professional qualifications increased from 43.5% to 45.7%, and the number of IT Passport qualification holders rose from 78 to 116. Targets for March 2028 have been set at 50% and 300, respectively. - FY2024AdvancedAnnual report
「In its human-capital strategy, the bank has set forth its aim of becoming a corporate group that helps create a sustainable society by increasing the value added created through human-capital management. It defines this value added broadly in two categories: “employees’ sense of fulfillment, purpose and meaning in life (creating value added for employees)” and “talent capable of connecting their own growth to the prosperity and happiness of those around them (developing employees capable of creating value added).” Currently, based on the value-enhancement strategy set out in the long-term vision “First Bank VISION 10,” the bank and its employees share the “Four Values.” By enriching the means and depth of communication and implementing the initiatives employees seek in a balanced manner, the bank is working to build strong engagement and create value added.」
The human-resources initiatives were expanded from long-term development and work-style reform to human-capital management and organized into a framework covering the Four Values, engagement, and support for training and obtaining qualifications. Numerical targets have also been set for the fiscal year ending March 2028, including the percentage of women in management, the qualification-holder ratio and training hours. - FY2021RestatedAnnual report
「(ニ) Medium- and long-term initiatives for work-style reform and talent development」
The 15th Medium-Term Management Plan also identifies work-style reform and talent development as medium- and long-term initiatives. - FY2019Greater specificity in human-resources initiativesAnnual report
「Regarding human resources, we aim to develop personnel with specialized knowledge and strong capabilities and establish a highly skilled workforce capable of meeting customers’ broad range of needs. At the same time, we will continue initiatives for career advancement and work-style reform and work to create a rewarding workplace.」
The human-resources initiatives were given concrete form through the development of specialized personnel, establishment of a highly skilled workforce, career advancement and work-style reform. - FY2018AdvancedAnnual report
「Regarding human resources, we will implement a long-term development plan, continue our work-style reform initiatives, and strengthen the development of talent who will lead the future of the bank.」
The wording on human-resource development advanced from clarifying development policies and career paths to implementing a long-term development plan. - FY2017First statedAnnual report
「Third, regarding human resources, we will clarify our long-term development policies and career paths, undertake work-style reform, and strengthen the development of talent who will lead the future of the bank.」
The bank stated that it would strengthen the development of future leaders by clarifying long-term development policies and career paths and pursuing work-style reform.