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Human Resources Strategy

Encouraging the Active Participation of Our Workforce

In order to realize the tenets of Mizuho's Corporate Identity, Mizuho has established an HR Vision to encourage all employees to take initiative and develop themselves.

HR Vision

Mizuho Financial Group firmly believes that the personal development of individual employees contributes to the stable and sustainable growth of Mizuho as a whole.

Mizuho recognizes those employees who make an effort to put the Mizuho Values into practice and helps employees to create a more fulfilling life through their work.

  • Mizuho encourages employees to utilize their strengths, and provides opportunities for them to use their skills and to develop their abilities.
  • Mizuho encourages employees who differ in terms of gender, country of origin, cultural background, and values to understand, respect, and inspire each other.
  • Mizuho works with its employees to create a corporate culture that encourages people to be passionate about and to take pride in their work.

One of the basic policies in our medium–term business plan is to "embed a corporate culture that encourages the active participation of our workforce to support a stronger Mizuho." With this in mind, in fiscal 2016 we worked towards achieving a competitive advantage for Mizuho in terms of our workforce by establishing "Mizuho's HR Policy" and moving forward with fundamental reforms in HR management.

Fundamental Reforms in HR Management

In order to implement Mizuho's new financial services consulting group business model, we need to move away from the outdated practices and unwritten rules which hinder the effectiveness of our HR strategies (for example, a "one–size–fits–all" style of HR management and promotions based on number of years at the company rather than ability and potential). It is essential that we encourage employees to take on challenges proactively without fearing failure, to reach their full potential, and to remain highly motivated. Each of the key strategies for implementing the fundamental reforms in HR management are aimed at enabling us to continually enhance employee engagement, ensuring that all employees can achieve continual growth, reach their full potential, and enjoy long and fulfilling careers at Mizuho.

In order to clearly communicate to all employees and executive officers the principles that will be applied to Mizuho's HR strategies, HR systems, and HR management, we established "Mizuho's HR Policy." Additionally, we released a "Diversity and Inclusion Statement" to affirm our commitment to promoting the professional growth and active participation of our diverse workforce. In order to ensure a high level of transparency and accountability in our HR practices, we also made both of these documents publically available.

Key Strategies for Implementing Fundamental Reforms in HR Management

  1. 1.HR management that respects employees' individuality
    • Development–focused HR management aimed at enhancing employees' strengths
    • Multi–track HR management that responds to the career goals of a diverse workforce
    • Promoting the health and wellbeing of employees and maintaining a healthy work environment
  2. 2.Strategic employee rotation
  3. 3.Development of future executive leaders
  4. 4.Globalization of Mizuho's talent and HR management
  5. 5.Promotion of diversity and inclusion
Mizuho's HR Strategies and Employee Satisfaction
  1. *Average response on a scale from 1 to 5 in the category of "satisfaction with the company" on the annual Staff Survey.

Primary Initiatives in Fiscal 2016

In addition to promoting our key strategies, we made sure to have direct dialogue with all employees about the background and rationale behind the fundamental reforms in HR management in order to ensure that everyone had an opportunity to learn about the changes.

  • Transition to development–focused HR management
  • Expand multi–track HR management
  • Introduction of the Mizuho Executive Leader Development Program (ELP)
  • Proactively promote employees hired outside of Japan to management positions
  • Promote globalization by providing more opportunities for Japanese employees to gain international experience
  • Accelerate the promotion of female employees to management positions
  • Transform work–life balance management (flexible work arrangements)

HR Management that Respects Employees' Individuality

We will transition to a more development–focused HR management which focuses on the inherent qualities of each individual and develops their strengths by encouraging them to proactively take on challenges.

We will seek to bring out each diverse individual's potential through work experience which is beneficial based on their inherent qualities, evaluating employees based on the growth in their abilities (including learning from their mistakes), and ensuring that employees have opportunities for dialogue with their supervisors regarding their career path and that they receive sufficient feedback.

Career design seminars (FY2016)
Number of seminar participants 4,952 participants, Number of hours participants spent in attendance 65,824 hours


A career design seminar

Strategic Employee Rotation

Through employee rotations across in–house companies, units, and other organizational borders within the group we will develop employees strategically in line with both their individual career aspirations and our strategies for each business field.


Development of Future Executive Leaders

High potential employees will be identified and selected from a diverse pool of candidates on a group–wide and global basis, and their leadership capabilities will be strategically developed through the Executive Leader Development Program. This program seeks to cultivate: 1) leaders befitting of a top class financial group–highly motivated with a strong mental stance, capable of uniting the entire organization to drive change; 2) leaders who can define and articulate Mizuho's future vision and direction, corporate identity, and fundamental executive policies; and 3) leaders who can also drive inorganic growth and change, without being bound by precedent and who do not give up when faced with a variety of difficulties or crises, but instead tackle them head–on and mitigate risk and damage to the organization.

The program seeks to cultivate the next generation of Mizuho's executive leadership through a four–pronged approach: 1) stretch job assignments where participants gain experience in strategically important or challenging posts; 2) leadership training programs (developed by Mizuho in collaboration with global business schools; some of the programs are entirely in English) which seek to develop participants' "ability to initiate," "ability to achieve," and "integrity"; 3) feedback provided to the participant; and 4) coaching by external specialists.

Overview of Mizuho's Executive Leader Development Program

Diversity and Inclusion

We aim to proactively incorporate the ideas and opinions of our diverse workforce into our everyday work, strategic planning, and decision–making in order to create new value and innovations. We are committed to valuing the voices of women, non–Japanese nationals, individuals with disabilities, individuals who identify as LGBT, employees who are balancing childcare or aging family member care with their work, and other diverse groups. We are promoting diversity and inclusion in order to ensure that each employee can feel motivated and proud to be working at Mizuho and enjoy long and fulfilling careers.

In order to better support women's career advancement, we are strengthening and expanding our strategic development programs and are supporting the activities of the Mizuho Women's Initiatives Network (M–WIN), a global, employee–led network. In doing so we aim to promote the active participation of women in the workplace and their contribution to the creation of new value.

Transforming Work–life Balance Management (Flexible Work Arrangements) and Promoting Employee Health and Wellbeing

In order to provide employees with more diverse and flexible work arrangements and impose fewer limitations on their working hours and location, we will continue to expand our telecommuting system and other available options. We are also aiming to transform employee mindsets through initiatives such as setting a target for 100% of eligible male employees to take childcare leave and acknowledging employees who take on additional responsibilities in order to support colleagues who are balancing childcare or aging family member care with their work. These efforts, coupled with initiatives for promoting employee health and wellbeing, are aimed at creating a comfortable work environment for all employees and enabling them to enjoy long careers at Mizuho, while having the additional benefit of making the workplace more productive.

Mizuho received Platinum Kurumin certification in recognition of our significant efforts to implement and maintain systems that assist workers in balancing work and childcare. Image
Mizuho received Semi–Nadeshiko Brand designation for fiscal 2016, conferred jointly by the Tokyo Stock Exchange and Japan's Ministry of Economy, Trade and Industry.
Mizuho was recognized on the 2017 Bloomberg Financial Services Gender–Equality Index. Image
Mizuho received the top rating of "Gold" on the PRIDE Index which evaluates LGBT–related initiatives. Image
Mizuho recognized under the 2017 Certified Health & Productivity Management Organization Recognition Program (Large Enterprise Category). Image

Globalization of Mizuho's Talent and HR Management

Mizuho's business strategies are increasingly global in nature and therefore we are focused on developing global talent and ensuring the right person is in the right position on a global basis by standardizing HR management for all employees regardless of which country they were hired in. In particular we are aiming to accelerate the development and promotion to management roles of employees hired outside Japan as well as provide more opportunities for Japanese employees to gain international experience.

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Numerical Targets (MHFG, MHBK, MHTB, and MHSC)
Area Numerical target To be achieved by Current (as of last year)
Outside Japan
Percentage of management positions filled by employees hired outside Japan 50% July 2019 41%(33%) Projection for July 2017
Percentage of management positions filled by women 10% 8%(7%)
(total for the above noted 4 companies)
Percentage of management positions filled by women General manager equivalent 10% 4%(3%)
Manager equivalent and above 20% 12%(10%)
Supervisor equivalent and above 30% 24%(22%)
Percentage of new graduates hired for management track jobs who are female 30% FY2019 intake 33%(34%) FY2017 intake
Percentage of paid annual leave taken by employees 70% FY2018 68%(64%) FY2016
Percentage of eligible male employees who take childcare leave 100% FY2018 23%(1.5%) FY2016
Percentage of employees who are individuals with disabilities 2.3% June 2019 2.1%(2.2%) March 2017

Embedding a Corporate Culture

One of the 10 Basic Strategies set in Mizuho's medium–term business plan is continued initiatives toward embedding a corporate culture to support the creation of a stronger organization.

Basic Approach

Mizuho is moving forward with the establishment of a strong corporate culture that is indispensable for building a strong organization to realize its aim of being a financial services consulting group.

Corporate cultures are nurtured and established through the actions of each and every employee based on their awareness of the Mizuho Values. With the One MIZUHO Promotion Project Team taking the lead, we are working to encourage the penetration and sharing of the Mizuho's Corporate Identity and our medium–term business plan among all management and staff of our group and are promoting initiatives to support the efforts of all employees in putting the Mizuho Values into practice. Specific activities include "strengthening our initiatives at the departmental and branch levels aimed at having each and every employee put the Mizuho Values into practice" and "further promoting internal communication."


Strengthening Our Initiatives to Encourage All Employees to Put the Mizuho Values into Practice

Visions of Individual Offices


Each office formulates a "office vision" containing that office's aims, and the staff members of each office strive to realize their respective visions. Furthermore, each office organizes the One MIZUHO Day meetings to deliberate about the initiatives that should be implemented.

General Managers' Off–site Meetings


We hold General Managers' Offsite Meetings for the general managers of our domestic and overseas offices who are supposed to provide a driving force for establishing our corporate culture. At these meetings, the general managers hold discussions regarding their own action plans and other matters aimed at establishing our corporate culture.

Continuing Measures to Promote Internal Communication

Culture Prizes


For employees who are putting the Mizuho Values into practice at a very high level and deserve to be recognized as role models for all employees, the Group CEO presents awards and congratulates those outstanding employees. Their exemplary behavior and good examples are shared widely throughout the group. In fiscal 2016, 75 employees were selected to receive these special awards.

Arigato (Thank You) Cards


These cards, which can be used on tablet computers and smartphones, have been created as a tool for employees to praise one another. These messages serve to increase interest in ways that fellow employees work, help to improve communication, and nurture mutual trust.