Transforming into a distinctive bank led by its employees

「In April 2025, we launched a new personnel system and aim to improve productivity across the organization and enhance corporate value by linking initiatives to create an environment that brings out employees' abilities to the fullest with systems that expand opportunities for them to excel. We eliminated the former distinction between career-track and general-track employees and consolidated them into the "G Course (core-business positions)." In April 2025, we introduced a "talent management system" to understand individual capabilities and career plans using skills-visualization tools and other resources.」

「We revised our personnel system and began operating it in fiscal 2025 so that employees can work with confidence over the long term.」

「As the Group is entering a major transition in its employee composition and is concerned about future staff shortages, developing talent, including improving the capabilities of younger and mid-career employees, enabling senior employees to thrive and developing successors, is a challenge. As the expansion of our customer base has created shortages of sales staff and time, we need to free up sales staff and time through business transformation.」

「Under its medium-term management plan, the Group has established the development of human resources and workplaces where all employees can thrive and grow as a priority objective, and is pursuing the following strategies: ① strengthening the development of professional talent capable of responding to changes in society and the business environment, and ② changing systems to support career advancement and increase motivation. To enable employees to work with confidence over the long term, we have begun revising our new personnel system for operation to start in fiscal 2025.」

「In addition to strengthening employee development to implement these initiatives, we will advance digitalization, including expanding non-face-to-face services, and review our branch network and improve operational efficiency to respond flexibly to changes in the environment.」

「In this environment, we recognize that, in order for the Company to support customers' growth and development as a "life partner that can genuinely serve our customers," it is necessary to further deepen our current business model of "core-business support and optimal proposals," build a robust management foundation to support it, and strengthen employee development.」

「Accordingly, under the new medium-term management plan, the "Second Mirai Creation Plan," we have established the following 3 priority objectives. ③ Promoting work-style reforms that enable all employees to thrive」

「While focusing on strengthening our human resources for "core-business support and optimal proposals," we will promote work-style reforms, including diversity initiatives, and establish the foundation for strengthening organizational and human-resource capabilities so that every employee can thrive.」

「We aim to transform into a distinctive bank led by its employees through an unceasing commitment to demonstrating our uniqueness.」