Employee Enablement and Progression

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

Upon joining MUFG, all new employees participate in introductory training designed to instill a professional mindset and build foundational skills. During the on-the-job training (OJT) period for new graduates, we provide regular online supplementary sessions and group training, tailored to each individual’s work experience and skill acquisition status. We also offer training for OJT instructors, creating an integrated development framework that links formal training, OJT, and collaboration between training departments and workplaces.
Subsequently, milestone-based programs are conducted to further enhance human qualities. For example, training for newly appointed assistant managers and branch managers provides foundational knowledge to promote self-awareness, strengthen leadership and subordinate development, and improve organizational management capabilities. Through interactive discussions with other participants, individuals articulate their desired management style.

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 accelerate development and integration into the workforce, thereby enhancing professional proficiency.
To strengthen proposal capabilities aligned with customers’ diverse life events and both explicit and latent needs, we focus on training for Life Plan Consultants (LPCs) and Financial Planners (FPs) who handle individual customer sales at branches. Highly skilled professionals active on the front lines serve as instructors, supporting the acquisition of specialized skills in areas such as asset management, insurance, inheritance, and real estate-related services.
For example, at the Bank, more than 2,000 employees participated in LPC training programs in FY2024. In the foreign exchange domain, in addition to OJT for operational tasks, specialized foundational training programs are provided to reinforce expertise through both practical and classroom learning. OJT includes rotations across multiple sections, enabling employees to acquire the specialized knowledge and skills required for foreign exchange operations in a structured, phased manner.

③ Self-Development and Career Support Programs

In the era of 100-year lifespans, achieving autonomous career development requires employees to regularly reflect on their strengths and challenges, take stock of past experiences, and articulate future aspirations. At the Bank, we provide 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.
To further support career advancement, we offer a variety of career support systems, including internal job posting programs, as well as extensive paid and unpaid self-development programs and qualification support schemes. For example, our weekly “Online Self-Development Seminar” (commonly known as ELP training) has attracted approximately 35,000 participants across the Group, including contract employees.
Regarding qualification support, in FY2024, 6,370 employees utilized the program, which covered 60 types of certifications such as FP (Financial Planner), securities analyst, and SME consultant. In FY2025, we expanded the scope to 113 certifications and increased incentive amounts, adding new qualifications such as the G Test, AWS certifications, compliance officer, and IFRS certification. In addition, we have established various systems 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 key to achieving the ideal employee profile. Specifically, the system consists of two evaluations: competency evaluation and performance evaluation.
To strengthen career development, we provide various career support programs, including internal job posting systems, as well as a wide range of paid and unpaid self-development programs and qualification support schemes. For example, the weekly “Online Self-Development Seminar” (commonly known as ELP training) is part of a comprehensive approach that incorporates four competency development tools: 360-degree feedback, career development programs, skill and qualification libraries, and job descriptions (for certain job grades).
In performance evaluation, individual missions are set based on branch policies determined by branch managers, and goals are established accordingly. Evaluations reflect not only individual performance but also alignment with team objectives.