Employee Enablement and Progression

For the approximately 88,000^(note) overseas employees hired across the group, we are revitalizing mobility and training programs between MUFG's overseas locations, including Japan, to foster a sense of belonging as members of MUFG and to create a more comfortable working environment.

To strengthen unified global talent management at MUFG, we have established a global framework for talent management and hold global talent management meetings for each business area. This allows us to develop talent from a global perspective.

As a result of continuously enhancing these initiatives, the number of overseas employees in management roles has increased. As March-end 2024, ten overseas employees, including one woman, have been appointed as executive officers at the Bank. The expansion of such career paths not only boosts the motivation of overseas employees, but also serves as a positive stimulus for domestically hired employees, creating a virtuous cycle in global talent development.

MUFG operates in over 40 countries worldwide, with approximately 63% of its total employees being hired overseas, representing a diverse range of nationalities and cultural backgrounds (as of March-end 2024). To attract and develop such diverse professionals, we are enhancing our corporate brand both domestically and internationally to make MUFG an attractive workplace.

In the current medium-term business plan, we aim to further instill the MUFG culture among both domestic and international employees by enhancing our global leadership training programs. In addition to existing global management development programs such as the Global Leaders Forum and Global LEAD, we have launched the Global Executive Acceleration Program. This new initiative is designed to help newly hired senior overseas employees quickly deepen their understanding of MUFG and become immediately effective in their roles. Beyond management programs, we also offer the Three-month Intensive Program for operational-level employees working at overseas locations. This program provides short-term on-the-job training (OJT) opportunities at our Tokyo headquarters, aiming to expand the number of overseas employees with a global mindset.

Nurturing human resources capable of spearheading digital transformation (DX) is a high priority initiative. At the Bank, the Trust Bank, and MUMSS, various training programs have been implemented to nurture digital specialists. A practical, selective program designed to nurture core digital personnel has been completed by approximately 750 individuals to date. Additionally, an in-house solicitation-based training program aimed at discovering and nurturing core personnel candidates has also been completed by approximately 750 individuals.

Furthermore, the Bank mandates all employees to undergo e-learning programs with content equivalent to the “IT Passport” certification, one of the Japanese national certifications, to help raise their digital literacy. In addition, an in-house digital-skill certification system has been introduced to encourage employees to acquire external certifications and 1,962 individuals having been certified as “gold skill holders” (holding advanced-level qualifications in digital and IT fields). The goal is to make the acquisition of IT Passport-equivalent skills mandatory not only for the Bank but also for the Trust Bank and MUMSS during the current medium-term business plan period.

Through these initiatives, MUFG aims to nurture core digital personnel and enhance the digital literacy of all employees.

Each group companies offer various training programs to ensure that employees possess high motivation and expertise, enabling them to provide high value-added services to customers.

At the Bank, the desired talent is defined as “individuals who, based on their human qualities, can leverage their professional skills and expertise to achieve high levels of performance and contribution over the medium to long term”. To enhance human qualities, we offer bank-wide tiered training programs, and for the acquisition of skills and expertise, we provide department-specific skill training. Additionally, we offer career reflection training programs at key milestones for employees of all generations and levels. We also have a rich array of self-development support systems, providing autonomous and self-development learning opportunities tailored to each stage of growth.

Moreover, it is crucial to enhance the effectiveness of reflecting workplace experiences in employee growth. To this end, we focus on creating a nurturing environment within the workplace. For example, we promote “1on1 Guidebooks” and “Career Interview Guidebooks” to support 1-on-1 meetings aimed at enhancing the quality and quantity of communication between supervisors and subordinates. We also offer coaching programs not only for new managers but also for current management, and we expand mentoring and instructor systems for the development of younger employees. These initiatives aim to foster a culture of nurturing people and strengthen the organization.

① Cross-Departmental Tiered Training to Enhance Human Qualities

Starting with introductory training for new employees aimed at instilling a professional mindset, we conduct training programs at key milestones to enhance human qualities. For example, in the training programs for newly appointed assistant managers and new branch managers, participants receive foundational knowledge to promote self-awareness, develop subordinates (including leadership), and strengthen organizational management skills. Additionally, through discussions with other participants, we aim to articulate desired management style of each individual.

② Department-Specific Skill Training Aimed at Acquiring Skills and Expertise

For each job category, we define the required skills and future career paths. Particularly for new appointees, we provide support not only through on-the-job training (OJT) but also through off-the-job training (Off-JT) at appropriate times to facilitate early development and integration into the workforce, thereby enhancing their professional skills. For example, in the case of Life Plan Consultants (LPCs) who are responsible for sales to individual customers at branches, we invite highly skilled professionals who are active on the front lines serve as training instructors. They support the acquisition of specialized skills in areas such as asset management, insurance, inheritance, and real estate-related services. In fiscal year 2023, approximately 3,200 employees participated in training programs for LPCs.

③ Self-Development and Career Support Programs

In the era of 100-year lifespans, it is important for each employee to regularly reflect on their strengths and challenges, take stock of their experiences, and articulate their future aspirations to achieve autonomous career development. At the Bank, we offer mandatory career reflection programs at key milestones, starting with career training in the second year of employment and continuing at ages 30, 40, and 50.

In terms of systems that support career advancement, we provide various career support programs, such as internal job posting systems. Additionally, we offer a wide range of paid and unpaid self-development programs and qualification support systems. In fiscal year 2023, 4,757 employees utilized the qualification support system, which covered 47 types of qualifications, including FP (Financial Planner) certification, securities analyst, SME (Small and Medium Enterprise) consultant, and IT-related certifications. For fiscal year 2024, we have reviewed and expanded the list of supported qualifications to 60, adding new ones such as MBA, national career consultant certification, and sustainability management certification. We also have various other systems in place to help employees challenge themselves and achieve their goals.

④ Mentoring Program to Support Growth

We are expanding our mentoring system in various ways, where employees learn from each other. In addition to mentoring aimed at supporting the retention of young employees and mid-career hires, we offer executive mentoring for the development of next-generation leaders and mentoring for female managers. In an environment where employees with diverse values learn from each other, we are fostering an organizational culture that mutually supports career development for individuals. The mentoring system includes programs organized by the Human Resources Department and different business units, promoting a culture of mutual learning.

⑤ External Dispatch Program

We have partnered with external educational institutions to offer more than 10 external dispatch programs, covering a wide range of topics such as liberal arts, MBA skills, and innovation. Employees who participate in these external dispatch programs engage in discussions and interactions with employees from other companies who have diverse values and experiences. Through this process, they reflect on themselves and achieve personal growth. Additionally, by providing these diverse opportunities for cross-industry competition, we help participating employees enhance networking, which in turn enhances MUFG's presence.

In order to achieve MUFG's vision of the future, each employee is expected to be a professional with high human skills and expertise as defined by the "ideal employee profile," and to anticipate changes and take on challenges to achieve high performance and contributions in the medium to long term.

The Bank's human resource evaluation system is built on a framework that supports the pursuit of "professionalism," "transformation and speed," and "autonomous career development," which are keys to achieving the "ideal employee profile." Specifically, it consists of two evaluations, "competency evaluation" and "performance evaluation," and two competency development tools, "360-degree feedback" and "career development programs."