Building a talent portfolio to implement growth strategy

Mizuho publishes the "Human Capital Report" to comprehensively explain how we will create value together with our customers, the economy and society through "Enhancing Human Capital" and "Transforming Corporate Culture". For details on our various human capital initiatives.

Further information
Human Capital Report

Toward an HR management system led by business divisions

Stable recruitment of talent to support business areas

Mizuho business divisions, to achieve their strategies, are taking the lead in managing their own flexible HR recruiting, from both internal and external talent pools. We believe that allowing individual divisions to accelerate their own strategic HR initiatives leads to optimal personnel allocations, which aids the achievement of business strategies and ultimately increases the corporate value of Mizuho as a whole.
We will make further operational improvements to the construction of our talent portfolio, such as spelling out the personnel requirements of each business area and the career paths that meet those requirements as well as improving HR training and recruiting practices through employee career development and other programs.

Toward an HR management system led by business divisions

Our HR management system led by business divisions is still in its early stages, and there is room for improvement in terms of operational knowledge and optimal personnel allocations across the entire company. Accordingly, we are continuing with measures to enhance operations in order to bolster human capital for the group. These measures include organizing useful HR data (using Tableau) for business divisions and forming consensus on overall optimization through the Human Resources Strategy Council.

Stable recruitment of talent to support business areas

We have set priority-focus areas within our business portfolio in line with our target business models and have set KPIs for the talent who will drive the realization of growth strategies in these areas. Thanks to independent HR management by business divisions, we are making steady progress on securing talent in each area and reaching the KPIs. In FY2025, we will continue efforts to enhance in-house training systems and mid-career recruiting in order to secure the necessary talent to realize our business strategies.

Retail business in Japan

In our retail business in Japan, where we are focused on improving customer experience and supporting the doubling of asset-based income, we will review our digital, remote, and in-person approaches, move forward full digitalization of office procedures, and transform branches from places for administration into places for consultation. In light of the increasing importance of personnel who have knowledge and experience in face-to-face consulting and who are capable of supporting asset formation, management, and succession in a customer-oriented manner, we are putting emphasis on personnel development and have set a KPI for number of employees with personal consulting qualifications.

Corporate business in Japan

The corporate business, where we are aiming to enhance the competitiveness of Japanese companies, calls for the insight to delve deeper into industry trends and client needs and the creativity to design growth narratives with corporate clients. We are focusing in particular on the area of business succession, which requires specialized knowledge and practical experience. We have set a KPI for the number of in-house certified personnel who can support business succession and are strategically assigning personnel to this area. Similarly, in the area of support for startups/innovative companies, we have set a KPI for the number of in-house certified personnel in order to systematically develop personnel with experience in providing support in leading-edge technology fields and expertise in responding to the needs of companies at different stages of growth.

Sustainability-related business

In the area of sustainability and innovation, to respond to the various sustainability challenges our large corporate and other clients are facing, we will further increase the number of environmental / energy sector consultants at Mizuho Research & Technologies. On the other hand, advancing sustainability in the wider community requires action not only by large companies but also by the small and medium-sized enterprises that make up the supply chain. Because of this, we have set a KPI for number of sustainability management experts as well and are working to ensure employees obtain the knowledge necessary to conduct sustainability transformation discussions with a wide range of corporate clients as they acquire relevant qualifications.

Global business

We are evolving the global Corporate & Investment Banking (CIB) business model in the US and EMEA and expanding our transaction banking and capital markets business in Asia. In order to strengthen our business in each of these markets, we need to secure local personnel who are familiar with the market, to which end we maintain a high ratio of local personnel in management positions at our offices outside Japan.
At the same time, we must secure a sustainable pool of personnel from Japan who have international experience and can work together with local personnel. In training early career employees, we will increase the number of new international assignments, set the assignment period to two years, and provide opportunities for employees to gain one year of practical experience in banking and one year in internal management, allowing us to build a sustainable portfolio of talent with international experience.

Digital transformation

At the group level, digital transformation is a priority area of our medium-term business plan, and in Japan we are in need of personnel who have advanced expertise in digital transformation and technologies and can facilitate business transformation for our clients and Mizuho. As part of securing such digital transformation personnel, we have set a KPI for the number of these employees and are developing our personnel, mainly at Mizuho Research & Technologies and Mizuho–DL Financial Technology. In tandem, to expand the base of employees with knowledge on digital transformation and technologies, we have also set a KPI for the number of digital transformation basics personnel, and we are working to raise the general level of knowledge through our digital transformation employee development program.

Second and third lines of defense to support business

One of the priority areas of the medium-term business plan is maintaining stable business operations, which support our growth strategies and corporate foundations, and by extension all that Mizuho represents. With Mizuho being called on to implement deeper and more sophisticated governance, securing expert personnel in the areas of risk and compliance management and internal audit—the second and third lines of defense—is becoming increasingly important, and we have set the enhancement of these areas as a KPI.

Further information

Human Capital Report List of data (Human capital supporting growth strategies) (PDF/6,886KB)