Development of Personnel for Regional and Overseas Businesses and FP Personnel
First written in FY2016. 4 of 9 entries say "Advanced", first in FY2018. Latest entry: FY2026.
3 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The plan called for increasing the number of qualified personnel to 1,500 by fiscal 2025, but the fiscal 2025 result exceeded the plan at 1,567. Under the Sixth Medium-Term Management Plan, priority qualifications will be narrowed down from the perspectives of sales strategy, recurrent education and reskilling, and the company will promote qualifications including FP Level 1, Business Succession/M&A Expert, DX Support Coordinator, IT Passport and Generative AI Passport.」
The target of 1,500 qualified personnel under the Fifth Medium-Term Management Plan was exceeded at 1,567. Under the Sixth Medium-Term Management Plan, the company is moving toward recurrent education and reskilling focused on selected priority qualifications. - FY2022AdvancedAnnual report
「As part of these efforts, in fiscal 2021 we began operating systems for side jobs and concurrent employment, paid special allowances to employees, established a childcare leave consultation desk, and formalized the use of former surnames at work. To develop consulting sales personnel who address customers' needs, we also established training programs by skill and purpose, systematized a medium-term OJT program, and worked to improve customer satisfaction, or CS, starting from the pursuit of employee satisfaction, or ES.」
Progress was made in turning job satisfaction, diverse work styles and consulting talent development into concrete initiatives, including the side-job and concurrent-employment program, a childcare-leave consultation desk, use of former surnames, and training and on-the-job training. - FY2022-Q3ReframedAnnual report
「To realize its management philosophy, we will develop personnel who proactively put the Future7 action guidelines into practice, work closely with local communities and customers, address their respective issues and needs, and acquire advanced consulting and solution-proposal capabilities. To this end, we will continuously support employees' autonomous growth by combining training tailored to each individual's skills, including OFF-JT, practical experience through OJT, and self-development (SD).」
The description of personnel development has been made more concrete, moving from the development of financial planner and consulting personnel to support for autonomous growth through Future7 and a combination of training, practical experience and self-development. - FY2021AdvancedAnnual report
「To date, the company has implemented childcare support measures, including enhancing childcare leave programs, establishing in-house childcare facilities, preparing a guidebook on support for balancing childcare and work, and holding consultation sessions for employees returning from childcare leave. These measures have helped maintain a relatively high level of the percentage of women in management positions and other indicators.」
The company made its goal of creating a fulfilling workplace more concrete through childcare support, women's advancement and ensuring diversity among core personnel, including mid-career hires and part-time employees. As of May 2021, the percentage of women in management positions was disclosed as 21.5% at 荘内銀行 and 18.5% at 北都銀行. - FY2020ReframedAnnual report
「To create a corporate culture that raises employee motivation, places importance on employee satisfaction, provides fulfilling work and firmly supports employee growth」
The description of personnel initiatives has expanded from developing consulting personnel to creating a corporate culture that emphasizes employee satisfaction, fulfilling work and employee growth. - FY2019RestatedAnnual report
「We will provide personnel training to support the provision of solutions and integrated corporate and retail sales.」
The company continues personnel training to support consulting sales, the provision of solutions and integrated corporate and retail sales. - FY2018AdvancedAnnual report
「During this period, both banks also focused on work-style reform and expanding opportunities for women. 荘内銀行 began offering loans supporting companies promoting women's advancement, while 北都銀行 received the Kirari Initiative Award, Director-General of the Employment Security Bureau Award, under the Ministry of Health, Labour and Welfare's awards for companies and workplaces that are easy to work at and highly productive, in recognition of its achievements in workplace development and personnel training.」
There has been concrete progress in personnel development and work-style reform, including the launch of loans supporting companies promoting women's advancement and awards for workplace development and personnel training. - FY2017RestatedAnnual report
「Enhancing personnel training to support strong consulting capabilities, and further promoting diversity and strengthening initiatives to reform working practices」
In addition to personnel training to support consulting capabilities, the company has identified diversity and work-style reform as personnel initiatives. - FY2016First statedAnnual report
「We will work to create earning power for regional industries and companies through the development of financial planner personnel and the active use of FinTech.」
The company positions the development of financial planner personnel responsible for asset management advice as a measure to enhance customer service and support regional companies. It also separately describes cooperation with a training course for personnel in Asian business.