Systems that Encourage Challenges
Autonomous Career Development
As a system to support autonomous career development of each employee, we have positioned the Career Challenge System as a framework for employees to proactively choose their careers, and we offer various programs.
In the fiscal year 2023, more than 2,800 employees applied for the Job Challenge, an internal recruitment system, and 1,375 employees successfully transferred to their desired departments or engaged in internal side jobs outside their current departments, primarily within the headquarters.

Career Challenge System
Program |
Description |
Participants | ||
---|---|---|---|---|
FY2022 | FY2023 | |||
Job Challenge(note1) (excluding Mirushiru) |
An internal recruitment system within the group. Utilizing MUFG's vast field, it provides opportunities for employees to proactively challenge themselves in their desired roles, regardless of the company they belong to. | 2,581 applicants, 43% acceptance rate |
2,869 applicants, 48% acceptance rate |
|
Branch Manager Recruitment(note2) |
A recruitment system for branch manager positions both domestically and internationally. | 192 applicants | 214 applicants | |
Internal Side Jobs (note3) | A system for side jobs within the Bank and internally. It supports autonomous and multi-track career development while promoting internal innovation. | 371 applicants | 428 applicants | |
Mirushiru(note4) | A job experience-based recruitment system that allows employees to understand the specific content of a job in about half a day. | 49 applicants | 338 applicants | |
Position Maker(note2) |
A recruitment system where employees can freely propose their ideas and projects and become the "project leader" themselves. | 68 applicants | 37 applicants | |
External Assignments and Dispatch(note1) (including Open EX) |
Provides opportunities for employees to challenge themselves in roles outside the group, gaining diverse knowledge and experience. | 155 applicants | 83 applicants | |
Challenge Leave(note3) | Supports activities that contribute to personal growth (such as starting a business, studying abroad, obtaining qualifications, or engaging in public activities) by allowing a certain period of leave. | 22 applicants |
18 applicants | |
Global mobility programs for locally-hired Employees(note2) | A job posting system for vacant positions within the company, a three-month OJT program at the headquarters, and short- and long-term assignment, etc. | 56 users |
93 users |
- The Bank, the Trust Bank and MUMSS
- The Bank
- The Bank and the Trust Bank
- The Bank and MUMSS
■ MUFG Bank
To support the autonomous career development of each employee, we have established an internal recruitment system called "Job Challenge", which allows employees to voluntarily apply for their desired roles. In addition to positions that involve transfers, we also offer job experience-based recruitment systems such as "Mirushiru", which allows employees to understand the specific content of a job in about half a day. These programs are utilized according to preferences of individuals. "Job Challenge" enables employees to challenge various positions in domestic and overseas branches as well as headquarters, attracting numerous applications from employees. Additionally, we have established systems such as the "Course Change System" for switching between general and BS positions, the "Remote Transfer System" to accommodate circumstances like a spouse's job transfer or family caregiving, and the "Employee Appointment System" for contract employees, among others. These initiatives pursue corporate social responsibility (CSR) from the perspective of respecting work-life balance.
For overseas employees, we have also established a Global Job Posting Framework, which increases opportunities for assignments not only in their hiring location but also in other locations, including Japan.
■ Mitsubishi UFJ Trust and Banking
■ Mitsubishi UFJ Morgan Stanley Securities
■ Mitsubishi UFJ NICOS
To respond to the autonomous career development aspirations of motivated and capable employees, we conduct the "Challenge Recruitment" twice a year, which allows employees to challenge their desired departments, roles, and even managerial positions. Additionally, the "Course Change System" supports career development that aligns with diverse values and work styles by allowing transfers not only to area-specific and nationwide general positions but also to region-specific general positions.
We are committed to operating systems that promote the appointment of employees who challenge themselves to realize their careers while balancing work and life.
■ ACOM
■ Mitsubishi UFJ Asset Management
As part of our support for autonomous career development, we have established a "Self-Declaration" system and an "Open Recruitment System." In the "Self-Declaration" system, each employee can declare their thoughts on their career. The "Open Recruitment System" allows employees to apply for their desired positions. This system is not only applicable to internal transfers but also to external positions and attending graduate school for working professionals. We are focusing on initiatives that respond to employees' aspirations for career advancement.
We provide a "Career Path BOOK" as a resource to help employees think about their careers. By introducing employees who have utilized various systems, training, and self-development programs to enhance their skills and succeed, we aim to visualize career paths.
Career Development Focused on Specialization
Creating a Workplace Where Employees Feel Career Fulfillment
Along with providing compensation that reflects each employee's contributions, we conduct the "MUFG Group Employee Survey" annually to identify issues faced by our employees. The results are used to improve the workplace environment and organizational structure.
We disclose the Engagement Score as one of our human capital KPIs, and by quantitatively measuring progress, we aim to enhance various initiatives.
In Japan, the Bank, the Trust Bank, and the Securities undertake checks of employees’ day-to-day motivation, health and workplace environment, and other matters through pulse surveys, and regularly conduct organizational diagnoses to improve areas of concerns. The key findings are shared with employees to help identify and resolve problems at the early stage, promoting a healthy and open-working.
The engagement scores for the past four years were 71% in FY2020, 73% in FY2021, 73% in FY2022, and 73% in FY2023.

Employee Benefits/Financial Wellness
Bank | Trust Bank | MUMSS | |
---|---|---|---|
Real Wage Increase Level(note1) | Approximately 8.5% annual income increase | Approximately 9% annual income increase | Approximately 7% monthly salary increase(note2) |
- In Japan, the real wage increase level includes base pay increases, regular salary increases, promotions, bonuses (the Bank), allowances and subsidies (the Trust Bank and MUMSS), and bonuses (the Bank and the Trust Bank).
- MUMSS bonuses are performance-based, so the wage increase is calculated on a monthly salary basis.
Initiatives for Work-Life Balance
At MUFG, we aim to create an environment and work style where each individual can work healthily and vibrantly. To achieve this, we have established various systems related to work location, working hours, leave policies, and career challenge opportunities, all aimed at improving employees' work-life balance.
Examples include: remote work, use of satellite offices, discretionary labor system, flexible working hours, hourly paid leave, and internal/external side job opportunities.

Organizational Development through Data Utilization
At the Bank, the Trust Bank, and MUMSS, we regularly conduct pulse surveys (daily to twice a year) to monitor employees' motivation, health status, and workplace environment. Based on the results, we perform organizational diagnostics. By sharing these results with employees, we facilitate the early detection and resolution of issues, promoting the creation of a healthy and dynamic workplace.
In May 2023, the Bank released a tool called the "Organizational Diagnostic System" for management, which allows for unified monitoring of work conditions and engagement levels across different organizations. This tool is used in discussions at HR management meetings and other forums within the branches to ensure that each employee can work energetically in a healthy and sound workplace environment. We also provide various support data to help understand the actual conditions at each branch and to optimize labor management. Additionally, we plan to expand the provision of data to support the promotion of department-specific engagement enhancement initiatives.
