The Group has defined its Mission and Purpose, which serve as the foundation of all business activities, and aims to transform its organizational culture by creating environments and opportunities where employees can thrive and grow with a strong sense of purpose, thereby working as one Group to maximize value for local communities and customers and to create new value.
We have identified “human resource development and creation of training opportunities,” “creation of a safe and secure working environment,” and “promotion of diverse talent” as material issues, and position human capital management and the promotion of diversity as key management priorities.
Under the YMFG Medium-Term Management Plan (FY2025–FY2029), which commenced in FY2025, we have formulated a Human Capital Management Strategy aligned with our management strategy.
By pursuing both “job satisfaction” and “ease of work,” we aim to build a well-balanced internal human capital portfolio necessary to execute our management strategy.
To enhance job satisfaction, we focus on improving employee career autonomy.
To improve ease of work, we focus on enhancing employee well-being.
We promote a range of initiatives based on the key pillars of each theme.
In FY2023, we reviewed and redefined our internal definitions of banking-related skills.
In FY2024, we systematically implemented role-based training programs aligned with employees’ skill levels based on these definitions.
We continuously develop systems that enable employees to independently design and pursue their own career paths.
We visualize and monitor employee skill levels through a talent management system.
We offer specialized career tracks for employees seeking advancement in specific fields.
We provide new opportunities for motivated employees through an internal career posting system.
To build the human capital portfolio required to execute our strategy, we clearly define career models and required skills.
We support autonomous employee growth through internal and external training programs and ongoing reviews of HR systems.
We are strengthening management capabilities to practice human capital management at the workplace level.
We provide management training programs tailored to each management level.
We conduct one-on-one meetings to promote dialogue between managers and employees.
We encourage behavioral change through 360-degree feedback.
We provide unconscious bias training to raise awareness and reduce bias.
Managers use the talent management system to understand employees’ skills, career aspirations, and engagement levels.
We continuously implement initiatives to promote the active participation of diverse talent.
We aim to become a leading company in promoting DE&I within our communities.
1．Promotion of Women’s Advancement
Expanding opportunities for women, who account for more than 40% of the Group’s workforce, is positioned as one of our key management priorities.
In addition to initiatives such as job trial programs for women in corporate relationship management roles, in FY2024 all newly hired employees assigned to branch offices, regardless of gender, were engaged in corporate client relationship duties, as part of our efforts to address gender gaps among younger employees.
In addition, participation in “YMFG Women’s Day,” an event designed to support women’s career development, exceeded a cumulative total of 300 employees, contributing to increased motivation for career advancement among women employees.
* YMFG Women’s Day: An in-person event designed to support women’s career development and facilitate networking among women employees seeking career advancement, featuring roundtable discussions with the President and CEO and other executive officers, as well as dialogue sessions with women role models.
Expanding opportunities for women employees is positioned as a key management priority.
We are working to address gender gaps, particularly among younger employees.
We support women’s career development through initiatives such as YMFG Women’s Day.
We have been certified under the “Eruboshi” program (Second Level).
2．Support for Male Employee Participation in Childcare
We recognize male participation in childcare as an important issue.We introduced a childcare leave program in FY2023. The childcare leave utilization rate among male employees has remained at over 100%. Childcare leave is available to all employees, regardless of gender or employment status.
* Company‑defined paid childcare leave of up to 10 days, available within eight weeks after the birth of a child, in addition to statutory childcare leave.
To promote the active participation of diverse talent, we partially revised our performance evaluation and job grade systems in April 2024 and are focusing on their effective implementation and integration. As part of these revisions, we updated evaluation criteria to enhance differentiation in performance assessments and improve employee understanding and acceptance.
We also revised the operation of our job grade system to enable accelerated advancement and selective promotion of high-potential employees, including younger staff.
In addition, we reviewed compensation and treatment for employees aged 55 and over, as well as those rehired after retirement, to support the continued contributions of experienced and senior employees.
We continuously work to create a workplace environment where employees can work with energy and motivation, while supporting employee health and well-being.
Specifically, we have introduced return-to-work programs, short-time working arrangements, flexible working hours, telework options, and on-site childcare facilities.
In addition, we have launched internal projects aimed at promoting employee health.
We also implement a range of health promotion initiatives utilizing healthcare applications.
In March 2026, the Company was certified as a “2026 Health and Productivity Management Outstanding Organization (Large Enterprise Category)” by the Ministry of Economy, Trade and Industry and the Japan Health Council.
We conduct an annual employee survey to understand employee perspectives and assess the state of our organizational culture across the Group.
Enhancing Engagement through Dialogue and Active Listening
Since FY2023, the Group has held “YMFG Town Hall Meetings” as a forum for dialogue between employees and senior management.
