Further Enhancement of Talent Development and Utilization of External Expertise
First written in FY2016. 9 of 13 entries say "Advanced", first in FY2017. Latest entry: FY2026.
The whole theme swung hardest in 2020: 5 of 38 companies on the "Worse" side.
- FY2026AdvancedAnnual report
「The Group's human resources strategy is based on 3 pillars: building a talent portfolio, data-driven talent management, and improving employee engagement, with efforts focused on maximizing the productivity of each individual.」
Organized human capital initiatives around 3 pillars: the talent portfolio, talent management using data and AI, and employee engagement. For fiscal 2025, the targets were ¥390 million in human capital investment, 60 hours of learning, 291 personnel developed, and 45 specialist, 186 core, and 2,118 base DX personnel. The Bank also set 3-year targets from fiscal 2026 of ¥3.5 billion in investment, more than 60 potential management candidates, and 360 personnel developed. - FY2025AdvancedAnnual report
「The Bank secured a budget for human capital investment in talent development, including training costs, that was nearly twice the previous level, and expanded external training and on-demand learning content for specialist personnel. In addition, it established a 3-year development program for 280 personnel, actively arranged participation in programs to strengthen consulting proposal capabilities in the corporate and individual customer areas, and dispatched personnel to other industries in areas including DX and ICT consulting, focusing on the continuous development of highly specialized personnel.」
Disclosed fiscal 2024 results of ¥360 million in human capital investment, 51 hours of learning per employee, 189 personnel developed, and 32, 118, and 1,810 DX specialist, core, and base personnel, respectively. - FY2024AdvancedAnnual report
「To achieve the Group's purpose, "Creating a local community where each person's aspirations can be realized more fully," the Bank believes it must become an organization where diverse specialists come together to create new value. It has therefore established the Group Talent Development Policy, "Be a person who keeps running together," expressing its hope that each employee will become a partner who continues to move forward with customers, the community, and colleagues.」
Defined talent development through the Group Talent Development Policy, "Be a person who keeps running together," aligned with the Group's purpose and centered on opportunities for learning, challenge, and practical application. It also set fiscal 2025 targets including human capital investment of more than ¥400 million, 40 hours of learning per employee, and 280 personnel in the development program. - FY2023AdvancedAnnual report
「The Bank secured a budget for human capital investment in talent development, including training costs, that was nearly twice the previous level, and expanded external training and on-demand learning content for specialist personnel. In addition, it established a 3-year development program for 280 personnel, actively arranged participation in programs to strengthen consulting proposal capabilities in the corporate and individual customer areas, and dispatched personnel to other industries in areas including DX and ICT consulting, focusing on the continuous development of highly specialized personnel.」
Gave concrete form to talent development through a budget nearly double the previous level for human capital investment, a 3-year development program for 280 personnel, external training, and assignments to other industries. - FY2022AdvancedAnnual report
「In April last year, the Bank newly appointed a Group CHRO (Chief Human Resources Officer) to enhance the human resources strategy across the Group. It also worked to strengthen talent development by actively dispatching personnel to head-office training programs and external companies. In particular, it focused on developing DX personnel through the use of DX trainees, who enhance specialized DX skills through in-house training and external assignments. In addition, the Bank established the DX Certification Program last October, classified DX personnel into 3 levels, and set target numbers for development. It also recommended that all employees obtain the IT Passport certification to improve their DX literacy. As a result, the cumulative number of certification holders reached 1,343 as of the end of March this year.」
Gave concrete form to talent development measures through the appointment of a Group CHRO, DX trainees, the DX Certification Program, a 3-level personnel classification, and 1,343 IT Passport certification holders. - FY2021AdvancedAnnual report
「The Bank added transformation of its human resources strategy to transformation of its business model and work styles, and will further accelerate its DX strategy, including by developing and securing DX personnel.」
Expanded the scope of talent development beyond specialist personnel and diversity to include the development and recruitment of DX personnel. - FY2019RestatedAnnual report
「The Bank will develop professional personnel with high levels of expertise, broad business skills, and a customer-oriented approach who can deliver strong results. It will also further promote diversity and create an organization in which all employees can thrive regardless of gender or age.」
Continues to develop professional personnel and promote diversity regardless of gender or age. - FY2018RestatedAnnual report
「The Bank will develop professional personnel with high levels of expertise, broad business skills, and a customer-oriented approach who can deliver strong results. It will also further promote diversity and create an organization in which all employees can thrive regardless of gender or age.」
Continues to develop professional personnel and promote diversity regardless of gender or age. - FY2017AdvancedAnnual report
「The Bank will develop professional personnel with high levels of expertise, broad business skills, and a customer-oriented approach who can deliver strong results. It will also further promote diversity and create an organization in which all employees can thrive regardless of gender or age.」
Gave concrete form to the direction of talent development, targeting professional personnel equipped with expertise, business skills, and a customer-oriented approach. - FY2016First statedAnnual report
「To build a corporate culture that generates new ideas, the Bank advanced personnel assignments to other industries and overseas and made use of external expertise, while also actively promoting diversity.」
Describes assignments to other industries and overseas, external expertise, and diversity as measures relating to personnel and the organization.