Employee Enablement and Progression

Since the social and competitive environment is changing drastically, we aim to develop human resources capable of responding to such changes. While enriching opportunities for challenge and learning, each and every one of us will autonomously build our careers so that we can acquire opportunities to play an active role on our own.

Policies and Guidelines

Our basic philosophy on human capital development is to provide each employee with educational opportunities that enhance their discernment and sense of ethics as waell as their knowledge and expertise, and to develop human capital who can realize the MUFG Way, together with supporting their autonomous career development.

In line with the MUFG Way, we aim to provide our employees with opportunities for personal growth and offer an environment in which they can direct their energies into working with a sense of ful­fillment. To this end, we promote Diversity, Equity & Inclusion. To embody the MUFG Way, we have also positioned "Integrity and Responsibility", "Professionalism and Teamwork" and "Challenge and Agility" as values to be shared by all employees as def­ined by the MUFG Human Resources Principles, which serve as the basis for human resources management. Based on these principles, all Group companies engage in the planning and implementation of their respective human resources management policies.

Currently, the MUFG Group has approximately 68,500 employees^(note) hired in countries other than Japan. In an effort to ensure that all of them feel comfortable about being part of the MUFG workforce, we develop employee trainings aimed at facilitating their understanding of MUFG culture. We have also introduced on-the-job (OJT) training programs in which overseas employees take on assignments in countries outside of their location of employment, such as in Japan.

In addition, we hold cross-regional and cross-functional committees under a global talent management framework to conduct talent reviews and succession planning.

With these ongoing efforts, greater numbers of those who were hired in countries abroad are taking on managerial positions at MUFG. For example, the Bank's executive officers include 8 people hired in countries abroad. Of these, 1 executive officer is female. Moreover, as a result of our broadening the range of career paths available to them, we have seen improved motivation among individuals hired overseas and their drive is helping to inspire their peers hired in Japan. In short, our approach to global talent development is creating a more positive cycle.

For MUFG's sustainable growth, securing highly-skilled professionals in a variety of fields of specialization is important. For this purpose, MUFG is endeavoring to secure and nurture true professionals with advanced skills and expertise, through comprehensive efforts in recruitment and training.

Today, the MUFG Group has expanded into more than 50 countries around the globe, and approximately 57% of its entire workforce is accounted for by overseas employees (as of May 31,2023). Based on the concept of " Diversity, Equity & Inclusion", in order to recruit and develop a diverse range of professionals, it is necessary to foster our corporate brand both in Japan and overseas so that people will want to work for MUFG. MUFG is expanding opportunities for employees to play an even more active role by operating a market-standard and globally unified human resources platform for title management, employee evaluation, wage determination and other human resources practices.

Also, as more and more employees with diverse backgrounds join, we began implementing job-level based training programs on a global basis to ensure all Group members understand the MUFG Way and embrace a shared culture. For example, we provide the Global Leaders Forum targeting those in managing director or similar positions with a variety of experiences from different countries and regions where the group operates, to help such individuals acquire essential leadership knowledge as well as necessary perspectives and in-depth expertise on global operations. In addition, in the Three-month Intensive Program for working-level employees, participants from overseas facilities will receive on-the-job training in the form of business trips to other regional departments for three months. This not only fosters the development of the participating employees, but also fosters the mindset of the employees at the host sites to work globally.

These efforts are helping to increase the motivation of employees hired overseas, while at the same time expanding the talent pool, thereby promoting competition within the company and creating a virtuous cycle that will lead to the realization of a stronger organization. Today, a growing number of individuals hired overseas have been promoted to managerial posts. For example, 8 of these individuals, including one woman, have assumed executive officer positions at the Bank (as of March 31, 2023).

Nurturing human resources capable of spearheading digital transformation (DX) is a matter of pressing importance. With this in mind, various training programs have been implemented to nurture digital specialists at the Bank, the Trust Bank and the Securities. Among these programs, “DEEP” training (see below), a practical program designed to nurture digital specialists, has already been completed by approximately 300 individuals. In addition, approximately 750 individuals have completed a program aimed at discovering and nurturing DX leader candidates through in-house solicitation. Furthermore, the Bank mandates that all of its employees undergo e-learning programs with content equivalent to training programs for “IT Passport” certification, one of the Japanese national certifications, to help raise their digital literacy and has introduced an in-house digital-skill certification system to encourage employees to acquire external certifications. Under this system, a total of 1,791 individuals have been certified as “gold skill holders.”

As the business environment changes at an unprecedented speed, in order to secure talents capable of responding to changes, we provide opportunities for taking on challenges and for learning, as well as invest in employees to move ahead of changes in the business environment.

Each Group company is developing training programs in order to ensure that employees can provide high-value-added services to customers with a high-level of motivation and expertise.

The Bank defines a role model as an employee who has personal capacity, skills and expertise, and can deliver achievements and contribution. In other words, an employee begins with personal capacity, adding skills and expertise gained as a professional to attain high levels of achievement and contribution on a medium- to long-term basis. In addition to cross-divisional, rank-specific training to develop personal capacity and division-specific skills training to acquire "skills and expertise," we also have a rich menu of self-development support programs to provide opportunities for autonomous learning according to each individual's stage of growth.

In order to improve day-to-day working experience, the Bank strives to cultivate an environment to foster human resource development within the workplace. We are creating a "culture of nurturing people" and strengthening the organization by developing the "1-on-1 Guidebook" and "Career Interview Guidebook," both of which are designed to activate communication between supervisors and subordinates in terms of "quality and quantity," and by expanding the mentoring system and guidance officer system for the development of young employees.

To cultivate true professionals who inspire confidence in customers, the Trust Bank provides training tailored to each individual's position, rank and occupation. Through its Personnel Development Program in each field of business, the company conducts practical job rotation and carries out training for the specific work responsibilities of each division. In addition, the Trust Bank is expanding the range of educational opportunities for employees seeking to independently develop their careers through the "MUTB Business School," self-enrichment seminars, dispatch outside the company, support for obtaining qualifications and various other educational support programs.

In order to cultivate human resources that possess both "outstanding personal capacity" and a "high level of professionalism" and contribute towards improving the capacity, qualities, passion and expertise of employees, the Securities actively implements OJT, which encourages growth through work experience, and OFF-JT, which entails implementing training according to rank and occupation, supporting employees in bettering themselves professionally and so on. In our company-wide common training, the Securities works to ensure thorough adherence to the MUFG Way and the MUFG Group Code of Conduct and strengthen management functions and engagement, while in the training according to occupation, we work to improve the skills and expertise required from each business division in order to continue to provide customers with high-grade services. Moreover, the Securities is also focusing its efforts on supporting independent career development by enhancing support systems for self-betterment and acquisition of qualifications by all its employees.

In order to develop human resources who can adopt and respond to social changes, such as the cashless society, and continue to grow on their own, we implement job rotation system, OJT to promote growth through work execution in the workplace, career development support, job-level based training, and self-development support, based on the pillars of “emphasis on OJT" and “support for autonomous growth.”

Specifically, OJT officers are appointed with the goal of realizing joint learning and growth among young and mid-career employees based on mutual teaching and learning while performing everyday tasks. In rank-specific training, cross-departmental training is implemented to impart the necessary skills and foster the right mindset for each rank.

In terms of career development support for individual employees, we are also expanding measures including employee career training and career management training for managerial position holders.  Together with this, we actively provide self-development opportunities for independent learning, such as e-learning and external dispatch. We place a particular focuse on measures to enhance digital literacy across the company.

To develop employees who embody the corporate philosophy of " the Spirit of Human Dignity," " Customers First," and " Creative and Innovative Management," ACOM implements diverse training including on-the-job training (OJT), rank-specific training, and selective education and training that develops management executive candidates and DXtalents.ACOM also provides educational opportunities that support autonomous growth by employees, including e-learning, correspondence education, support for obtaining official certifications, and dispatch to business school.

Krungsri (Bank of Ayudhya) understands that employees play a crucial role in the organization’s productivity and has striven for a comprehensive human resource development with ‘People Excellence’ as its core value. Four pillars, namely “Adherence to and demonstration of Krungsri Core Values”, “Leadership Development”, “Professionalism Improvement”, and “Good Corporate Citizenship” have been stipulated to support this value, and various programs are provided for talent development.  There are programs provided jointly between MUFG and Krungsri, such as the Global Leaders Forum, and many more which are unique to Krungsri.

Krungsri recorded training expenses of 6,116.59 baht per employee per year and an average of 58.44 training hours per employee annually in 2022. In addition, Krungsri won the HR Excellence Awards 2022 (Gold Award) in leadership development from Human Resources Online.net.

Bank Danamon regards competency development as one of the Bank’s investments in its employee, along with the Bank’s strategies that focus on people, digital and branding.  As part of its support for human resources development, Bank Danamon has consistently organized training programs to increase employee’s knowledge and skills.  Various employee training opportunities are provided according to the training needs and objective, including classroom learning system, e-learning, OJT, and others.

Overall, employee training and development programs, as of December 2022, have been provided to 9,986 employees, where the implementation is divided into 89 E-Learning modules and 882 hybrid programs (online classes and classes) with a total duration of 747 mandays implemented for all Bank employees.

MUFG companies are carrying out multi-faceted expansion of mentoring programs by which employees learn from each other. About 5,000 persons ^(note) make use of mentoring programs every year, including mentoring aimed at onboarding young and mid-career employees, executive mentoring for the development of next-generation managers, and mentoring for female managers. Under an environment in which employees who hold diverse values learn from each other, we are creating an organizational culture that supports individual career development and enables autonomous enhancement of human capital. In addition to programs sponsored by the Human Resources Division, our mentoring programs include programs unique to business divisions. Through this, a culture of learning from one another is widely taking root.

In order to achieve MUFG's vision of the future, each employee is required to make changes and there is a need to create an environment that encourages employees to grow and take on challenges. Based on this, MUFG is reviewing the ideal employee pro­file and qualif­ication requirements with a greater emphasis on "professionalism" and "innovation and challenge" and are also developing an environment that encourages employees to voluntarily make innovation and strive to achieve the careers they seek.

As for the performance evaluation, targets are set by all employees at the beginning of each ­fiscal year, the degree of achievement is reviewed and performance, including actions and processes, is evaluated at the end of the year. As for the competency evaluation, various competency indicators are set to make a multidimensional evaluation.

After each evaluation, a feedback interview is held to communicate the strength and weakness, which will contribute to future performance and competency development. Thus, we encourage them to improve their performance and build their careers by ensuring deep understanding and objectivity.

We also give 360-degree feedback to the executive level and the line and other managers at the management level. This is an opportunity to raise awareness of their managerial qualities, strength and weakness and to encourage them to make improvements by understanding observation from various perspectives such as subordinates, coworkers, related departments, and other concerned parties.