HR Vision

Mizuho has established an HR Vision as a commitment to supporting all employees to take initiative and develop themselves in line with Mizuho's Corporate Identity.

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

Mizuho recognizes employees who put the Mizuho Values into practice, and helps employees to achieve 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 take pride in their work.


Mizuho's HR Policy and Mizuho's Commitment to Diversity, Equity & Inclusion

We established Mizuho's HR Policy to clearly communicate the principles for Mizuho's HR strategies, system, and management under the HR Vision. Additionally, we have outlined our goals to foster the professional growth and promote the active participation of our diverse workforce in Mizuho's Commitment to Diversity, Equity & Inclusion, released together with our Priority measures in commitment to Diversity, Equity & Inclusion in Japan.

Mizuho's HR Policy (PDF/264KB)
Mizuho's Commitment to Diversity, Equity & Inclusion (PDF/166KB)
Priority measures in commitment to Diversity, Equity & Inclusion in Japan (PDF/452KB)

In order to promote our business strategies and differentiate Mizuho from our competitors, it is essential that we encourage the professional growth and active participation of all members of our diverse workforce, build a talent pool capable of supporting our business strategies, and cultivate leaders who can capably guide us towards the future we envision for Mizuho. Promoting diversity, equity and inclusion is crucial to this endeavor, as a diverse, engaged workforce is key to innovation and continual production of new corporate value. With this in mind, we have put in place a new HR strategy in which employees design their own career plans, gain greater ambition and motivation, and enhance their universally recognizable value. We have also positioned diversity, equity and inclusion as critical to all aspects of our HR strategy and are working as a unified group to promote it.

Framework for implementation

We are pursuing the new HR strategy as well as diversity, equity and inclusion based on the results of deliberation by first our Executive Management Committee and then our Board of Directors. At the implementation stage, these initiatives are overseen at the most senior levels of our organization. Initiatives for promoting diversity, equity and inclusion, for example, are overseen by the Group Chief People Officer (CPO) and involve collaboration among the Diversity & Inclusion Promotion Offices that have been established at Mizuho Financial Group, Mizuho Bank, Mizuho Trust & Banking, Mizuho Securities, and Mizuho Research & Technologies.

Additionally, to continually promote these initiatives on a group–wide basis and enhance their effectiveness, we have established a framework where the heads of each of the in–house companies and the Group CPO work together to provide directives to branch/department general managers who facilitate efforts to promote the participation of our diverse workforce on the frontlines of our business.

We established a Diversity, Equity & Inclusion Promotion Committee chaired by the Group CPO and composed of general managers in charge of business promotion in each division. Through the committee, we are striving to accelerate the promotion of diversity, equity and inclusion as appropriate for each division's particular situation.

Numerical targets

We have set and are working towards medium– to long–term numerical targets for measuring our progress in promoting diversity, equity and inclusion.

Further information
ESG data: Numerical targets

Back to top