Developing Human Capital and Creating an Engaging Work Environment
First written in FY2016. 6 of 9 entries say "Advanced", first in FY2020. Latest entry: FY2026.
- FY2026AdvancedAnnual report
「To respond flexibly to rapid changes in the operating environment and achieve sustainable growth, we fundamentally revised our human capital development and training programs beginning in FY2026.」
From FY2026, the Bank fundamentally revised its human capital development and training programs and expanded initiatives to include autonomous career development, placing the right people in the right roles, DE&I and health management. - 2026-04-13AdvancedManagement plan
「To link the growth of diverse employees to value for the region and customers and to the enhancement of the Bank’s corporate value, we will focus on human resources development and training and strengthen our human capital. In addition, we will develop a comfortable working environment with a focus on DE&I and health-oriented management.」
In addition to human resources development and training, the plan incorporates DE&I, health-oriented management, engagement surveys, and personnel allocation aligned with strategy as strategic objectives and indicators. - FY2024AdvancedAnnual report
「In April last year, we revised our personnel system to create an environment in which employees can fully demonstrate their individuality and abilities and work actively while feeling a sense of purpose and fulfillment, regardless of gender or age. Together with the personnel-system revision, we revised our human capital development and training programs and established a framework to support employees’ willingness to learn. As a result, both training participation and qualification examination pass rates increased from the previous consolidated fiscal year.」
For the human capital theme, the Bank revised its personnel system and human capital development and training programs, resulting in increases in training participants and qualification examination passers. Initiatives have also expanded to engagement surveys, Platinum Kurumin Plus certification, business names and wellness leave. - FY2022AdvancedAnnual report
「Under the newly introduced side-job program, we are seeking to link the diverse perspectives and broader outlook gained through outside work to higher corporate value, while supporting employees in building new networks and improving their knowledge and skills by recognizing diverse ways of working.」
The Bank newly introduced a side-job program as a human capital and employee engagement initiative, linking diverse work styles with knowledge and skills development and network building. - FY2021AdvancedAnnual report
「As an initiative to improve the effectiveness of work-style reform, we formed a work-style reform project team through an open call for participants and began considering various measures. The proportion of female employees at supervisor level and above (deputy branch managers and section chiefs) rose 1.8 percentage points from the previous consolidated fiscal year to 20.3%, achieving the 20.0% target.」
A work-style reform project team was formed, and the female employee ratio reached 20.3%, exceeding the 20.0% target. - FY2020AdvancedAnnual report
「As a result, the cumulative number of people passing qualification examinations and other tests required to demonstrate consulting capabilities increased steadily to 565, up 202 from the previous consolidated fiscal year. The cumulative number of participants in internal and external training and courses held on holidays also exceeded 1,800.」
The number of employees passing qualification examinations and other tests related to consulting reached 565, while training participants exceeded 1,800. The Bank also disclosed three consecutive years of certification as a Health Management Excellent Corporation—White 500—and a female employee ratio of 18.5% at supervisor level and above. - FY2019ReframedAnnual report
「Under this medium-term management plan, we established four strategic objectives. We aim to improve productivity by strengthening our human capabilities, namely our analog capabilities, and by fundamentally reviewing and streamlining operations through the use of digital capabilities, while strategically allocating human resources to new businesses and regions capable of generating revenue.」
The human capital theme has been expanded into a framework covering stronger human capabilities, productivity gains through digital technologies, and strategic human-resource allocation. - FY2017RestatedAnnual report
「In addition, while developing the human capital that forms our foundation, we will create an environment that provides employees with a sense of purpose.」
Human capital development and creating an environment that provides a sense of purpose continue to be treated as the foundation for executing the plan. - FY2016First statedAnnual report
「While developing the human capital that forms our foundation, we will create an environment that provides employees with a sense of purpose.」
Human capital development and workplace improvements are positioned as the foundation supporting plan execution and value creation for the region.