"Encourage Growth"
（Three Pillars ⑴）
Amid the dramatic shifts taking place in the social conditions and economic environment in which the Bank is situated, employees must precisely address the increasingly complex needs of our customers. For this purpose, every employee must consider their own careers, strive to grow, provide customer-oriented services, and develop professional human resources who are willing to take on the challenge of enhancement areas . Under the belief that the very growth of a diverse range of human resources is a source of competitiveness, the Bank provides active support for career development.
In addition, from the dual approach of recruitment and developing existing human resources for the enhancement areas in the Medium-term Management Plan, the Bank strives to secure personnel in specialized fields, and is advancing active recruitment of outside human resources along with the acquisition of knowledge and know-how in specialized fields.
Development of Autonomous Employees
As individual values and careers diversify, we recognize the need to review the traditional company-led deployment of human resources and human resource development.
We believe it is essential for employees to act as career owners, envisioning and shaping their own careers. To support this, the Bank provides opportunities for awareness and learning, and is committed to management transformation towards a servant leadership style based on relationships of trust.
Additionally, we establish regular dialogue opportunities between supervisors and subordinates, such as 1 on 1 meetings, to deepen communication and support the autonomous growth of employees.
Fostering an awareness of career development
As an opportunity for employees to consider their own careers, we have developed a Career Design Guidebook that introduces the work content and career development support measures of all organizations and departments, as well as interviews with employees who have actually utilized these resources. In addition, we have created and implemented original tools that diagnose career types based on individual personalities, and career experience tools incorporating gamification elements.Furthermore, we conduct career design training sessions that encourage employees to review their career histories, design the life they wish to build through their work, and consider actions to achieve it. We also offer e-learning courses on career design tailored to different age groups, actively fostering an environment where employees are motivated to think proactively about their own careers.
Providing opportunities for career choice
We have introduced the following systems as an opportunity to select and implement the careers that we have drawn on ourselves.
Regarding our Career Challenge Program, which allows employees to transfer to different organizations or departments through internal applications, the number of applicants has remained around 200 over the past three years.
In addition, the Postal Services Group conducts in-house recruitment across the Group, Strategic side job, and internships within group companies, enabling career development across companies and organizations.
Providing learning opportunities related to career development
To open up careers, we provide opportunities for employees to learn independently.
In addition to e-learning, correspondence courses, and subsidies for qualifications acquisition costs available to all employees, we are expanding our voluntary career development support measures through DX human resources programs, selected training, and studying at a graduate school, and more.
| DX Human Resources Program | Publicly recruited and selectively trained personnel who play a central role in data utilization |
| Selected training | Training in which participants choose the topics they wish to study |
| Studying at a graduate school | Dispatch personnel with advanced and specialized knowledge in fields such as finance, management, and law. |
| E-learning,Correspondence Courses, Qualification Acquisition Assistance | E-learning (277 courses (including 142 e-learning courses accessible from home)), correspondence courses (185 courses), and providing subsidies for qualification fees. *Number of e-learning and correspondence courses is based on FY2024 results. |
Initiatives for managerial positions, Management transformation
In order for employees to grow independently, autonomously and to make the most of their individuality, we believe that management of managers close to the employees are important, and we are transforming ourselves into a servant leadership style.
Specifically, we carry out management training and 1-on-1 training aimed at understanding and practicing servant leadership style, and improving listening and nurturing skills to managers in each organization.
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1on1 meeting website -
1 on 1 Bibles
Training, On-the-Job Training, Mentoring program
In order to nurture employees who grow themselves through challenges and maximize their abilities, which is the basic concept of our human resource strategy, Job level-based training is structured to learn the stance (attitude and role awareness) of each position and implement it in their work.
In the acquisition of business knowledge, we provide training by job function, mainly through on-the-job training by senior employees in the same department. In addition, senior employees from other departments serve as mentors to support career development and workplace adaptation through advice.
Cultivation of DX human capital
We are committed to developing DX human capital to achieve a corporate structure with competitive advantage through the "fusion of real and digital," the creation of new businesses, and the improvement of services and operations.
Specifically, we provide training according to the level of employees, from acquisition of basic knowledge to data analysis and digital thinking.
For head office employees, we are working toward the goal of having all employees take training up to the basic knowledge training by the end of FY2025.
In addition, the digital-related divisions conduct cross-border training to other companies and overseas visits to gather information and enhance their perspectives on external case studies and cutting-edge technologies and promote the development of DX human capital in each service unit.
Through DX training, employees learn new technologies, enabling them to apply these skills to their work.
This not only contributes to greater operational efficiency, but also strengthens our organizational capabilities to flexibly utilize digital technologies and provide optimal services that meet customer needs.
Active Recruitment of Specialized Human Resources in Enhancement Areas
To strengthen our Market operation structure, we have introduced a professional position system and are promoting the hiring of professional human capital. Moreover, we are expanding our internship program for new graduates to provide them with opportunities to gain practical experience in market operations, leading to the recruitment of highly expertise-oriented human capital.
In market operations, risk management, and other fields that require advanced specialization, the Bank engages in mid-career recruitment leveraging direct recruiting and alumni networks.
In addition, we are focusing on the development of internal human capital, providing specialized skills through enhanced training programs and desk rotations among related departments. Furthermore, we are striving to expand human capital with particularly advanced and specialized knowledge by introducing a highly specialized management system in the field of market risk management and ALM from FY2024.
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External recruitment
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Internal recruitment
Dispatch to other companies
The Bank actively seconds employees to other companies and engages in human resources exchanges from the standpoint of deepening the understanding of different businesses and organizational cultures, as well as of helping employees acquire specialized knowledge. This effort is also taken from the standpoint of building networks with a diverse range of human resources.
To promote the Σ Business, we are cultivating employees who empathize with the business and are willing to take on challenges as core human capital. Specifically, in addition to internal training through the Career Challenge system and on-the-job training, we are working to accumulate new knowledge and practical experience and build a network with diverse human capital by dispatching employees to cooperating companies (e.g., GPs).
Employees who have experienced Σ Business operations through the Career Challenge system are engaged in practical operations as core human resources in their region and are committed to developing human resources within the company.
These initiatives serve as opportunities for employees to gain a new awareness, as well as opportunities to reexamine themselves from a different standpoint than in the past. In this way, they function to support the career development and growth of our employees.
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Number of human resources dispatched to other companies (cumulative total)
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Number of employees currently dispatched to other companies as of April of each fiscal year
