We actively recruit the following specialized personnel.

• New graduate hires: Actuaries, professionals in the asset management, IT and digital areas
• Hiring of experienced personnel: External specialists who can make an immediate impact in areas such as asset management, sales, IT/digital, etc.

As a result of transforming our business model through means such as streamlining back-office operations, including document screening and data entry of billing details at branches and service centers, we will appropriately reskill them and gradually shift them to divisions that handle customer service.

Our aim is to create an environment where every employee can make full use of his or her capabilities in order to offer customers superior services and to enhance corporate value. Our "Human Resources Development Basic Policies" emphasize development of people who put the customer first. We are vigorously supporting our employees so that they are motivated to grow together with the Company with job satisfaction, while always being mindful of corporate social responsibility.

In order to motivate each and every employee for personal development and foster them to become human resources capable of taking action expressing the four orientations (*1) based on the customer-first concept while implementing the PDCA cycle on a daily basis, we have a system in which OJT (*2), support for self-development and Off-JT (*3) are linked under the "Human Resources Development Basic Policies".

(*1)"Four orientations" refer to "Ownership oriented," "Challenge oriented," "Speed oriented," and "Customer oriented," which are listed as elements of our desired image of human resources.
(*2)OJT: On-the-job training. OJT is personalized training. A superior provides the knowledge and skill set his/her subordinates need in order to do the job in the course of the daily performance of tasks.
(*3)Off-JT: Off-the-job training. For off-JT, away from daily tasks, personnel participate in a training program, etc. conducted by the in-house human resources development section or an external training institution and acquire the knowledge and skill set required for doing the job.

In addition to training by job level according to employees' positions, such as training for new employees, we also make voluntary training programs available in order to develop their capabilities. We also provide programs to support employees' self-development, including a program encouraging employees to acquire qualifications and certifications.
Through the linkage of these programs with practical training at each workplace, we promote effective human resources development so that "all employees can develop their talents and work with energy and vitality."

We implement employee training tailored to each level, with an eye to the future by establishing a next-generation leader development program for the purpose of strategically developing employees in the context of a long-term plan to continuously produce management leaders who will support the Company's growth.

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We conduct digital transformation (DX) training to develop personnel who can leverage DX to create new businesses and improve services and operations.

(*)Target = head office employees (excluding organizations affiliated with the head office, such as service centers)

In order to systematically develop human resources in the digital field, we have implemented a separate development curriculum for each type of human resource.
・Prepare training lineup that is unique and tailored to our business operations, while utilizing the common training programs of the Japan Post Group
・Establish an environment in which employees can learn necessary skills and knowledge by pairing them with experienced employees, incorporating knowledge from outside the Company, and providing on-the-job training (OJT) in the course of actual work.
・In the future, we will build a framework for continuously producing digital human resources and accelerate the promotion of digital transformation

This system provides incentives according to qualifications to employees who have acquired qualifications set by the company.

This system subsidizes half of the course fee (no upper limit) for employees who meet certain conditions such as completing the course. We offer about 200 types of correspondence courses.

We offer overseas training programs to develop human resources who can contribute to the future management of the company by participating in MBA programs at graduate schools in the U.S. or the U.K. to acquire management knowledge and an international perspective. We also dispatch mid- to short-term trainees to investment management companies, mainly in the U.S., for the purpose of developing specialized investment management personnel.

• Capacity Development and Education (ESG data)

With the functions of "achieving management objectives," "developing human resources," and "ensuring that results are reflected in compensation," personnel evaluation systems play a crucial role in corporate management. We are thus working to develop a "personnel evaluation system that develops human resources." It would enable employees to not only recognize their own strengths and weaknesses, but also to improve them.
By linking personnel evaluation criteria with the Management Policy and by holding department-wide human resource development meetings (*1), we ensure the validity and objectivity of personnel evaluation goals, evaluation results (*2), and development policies, etc., so that we can address employee growth and development as an organization.
We also believe that in order for the personnel evaluation system to function properly, it is extremely important to have dialogue and communication with each employee as a normal part of everyday work. We encourage managers to engage in dialogue and communication with employees on a regular basis with a view to developing the employees, and not only at mid-term dialogues and personnel evaluation feedback sessions.

(*1)Meetings in which the organization discusses the setting of goals for each employee in personnel evaluations, the appropriateness of evaluation results, and employee development policies, with the aim of developing employees throughout the organization.
(*2)In our personnel evaluation system, employees work with their evaluator at the beginning of the fiscal year to set evaluation goals and then hold regular dialogues afterward. After the end of the fiscal year, employees give a self-assessment of their goals, and the evaluator also makes an assessment. The evaluation results are then shared with the employee as feedback.