The source of Daiwa Securities Group's competitiveness lies in the capabilities of its employees. In order for Daiwa Securities Group to continue to transform itself and grow sustainably, the human resources (human capital) that make this happen are indispensable. By investing in human resources, we aim to increase their value and leverage the capabilities of our human capital for corporate growth.

With the rapid changes in the business environment, the definition of human resources requirements has also widened. In order to expand the pool of human resources with diverse skills and experience, it is important for all employees to have career ownership, consider what is required of them, and acquire the necessary skills. Therefore, we offer a variety of training programs to help employees autonomously improve their skills.

Daiwa Securities Group offers both mandatory and elective programs to encourage each employee to realize his or her autonomous career development. Defined as part of duties, the mandatory programs are designed to help employees acquire the skills and knowledge necessary for their current work, while the elective programs aim to help them acquire elements required for their future careers. Frontline departments and the relevant human resources division work together to provide training programs tailored to the needs of each division, enabling employees to acquire more practical skills.
We are also working on developing digital IT personnel by introducing the "Digital IT Master Certification System," for developing human resources that can leverage digital technologies to create innovation within our business, and setting up Daiwa Digital College to improve the IT skills of all employees.

Each headquarters defines the image of the employee to be achieved after five years of employment, and the skill set and standards required to achieve that image, based on which each headquarters implements a five-year training program that includes both input- and output-type training. When revision is necessary in line with business strategies, relevant divisions cooperate each other to review the content of the programs. Daiwa Securities Group believes that training new employees receive immediately after joining the company is the most critical and therefore the Group offers a wide range of training programs to new employees. We offer a full range of programs, from education for fostering the high ethical standards and professional mindset required of employees of our group, to specialized training that will enable them to quickly become a competent resource at their respective workplaces.

We provide all employees with optional skills training aimed at enhancing the skills that employees themselves want to improve. We offer e-learning, which employees can take when it is most convenient for them, and two-way online instructor-led training. We have thus developed a training system that can better satisfy employees' motivation for self-development. For example, in the "Inheritance and Business Succession Master" course, which is led by a practicing tax accountant, employees learn basic knowledge of laws and systems and then acquire practical skills by generating output through case studies. The course helps the participants to acquire the skills and specialized knowledge necessary for conducting high-quality solutions business, and many of participants have stated that the course helped them better understand customers' issues and needs and provide solutions to address them.

The Daiwa Leadership Program is a two-and-a-half-month training program for developing next-generation leaders. Developed in cooperation with an external educational institution, the program is offered in an MBA-course format, taught by leading lecturers from outside the company. Participants systematically learn management theory through discussions with the lecturers and peers, and acquire practical knowledge and know-how. At the end of the training, participants make a presentation to our management team to output what they have learned. The program also serves as a good opportunity for group-wide networking among participants selected from each company in the Group.

Daiwa Securities encourages the acquisition by its employees of Financial Planner ( CFP®) and Certified Member Analyst (CMA) qualifications as they are closely related to securities business. The Company set as a sustainability KPI a target of a combined total of 3,000 CFP®s and CMAs by FY2023, and achieved the target at the end of FY2022. In particular, the number of employees with CFP®, which is highly compatible with our "asset management-type business" and is a globally recognized hallmark of professional FP, has surpassed 1,000 for the first time among Japanese companies and organizations, making us the organization with the largest number of CFP®s among financial institutions. In addition, we support our employees in acquiring over 100 different certifications in IT, language, professional services, and other fields so that they can develop a high level of expertise and apply it to their respective jobs.

In order to nurture employees with a mindset that allows them to grow and develop themselves toward their next goals while working diligently on the tasks at hand, the Group encourages autonomous career development and creates an environment that maximizes employee performance.

Career Design Book

To support the career design of each and every employee, the Group posts "Career Design Book" on the internal portal site, making it available to all employees. The Book showcases a variety of career paths and career tracks, and describes various personnel systems, and education/training programs, as well as benefit programs.

Daiwa Securities Group Introduction Website

This site introduces the businesses and culture of Daiwa Securities Group companies and their departments, and visually presents the employee image and skill requirements.

Self-Assessment System

We have established a self-assessment system as a twice-yearly opportunity for employees to talk about their careers with their superiors and convey to the Human Resources Department their needs. This system enables employees to share their career vision, strengths, and challenges with their supervisors at one-on-one meetings and communicate to the human resources department their degree of satisfaction with their jobs and also their opinions on the personnel and training systems, the workplace environment, and other matters.

Intra-Group Job Posting System

We have instituted a system of intragroup job postings to help employees with skills and the desire to realize their potential to open new career paths.

To ensure that all employees can continue working with a high level of motivation, it is important to have a fair and convincing evaluation system. For this reason, Daiwa Securities Group has implemented a multifaceted evaluation system for managers whereby subordinates conduct evaluation. This involves subordinates assessing each manager's job performance in carrying out daily duties and the results being fed back to the manager. The scheme aims to help managers to identify their challenges and improve their managerial skills through training programs and other means, thereby improving our overall productivity. The multifaceted evaluation system covers all managers, including executives, the heads of departments, offices, and sales branches, and section chiefs.
Regarding the evaluation of employees, we conduct comprehensive evaluations that take their compliance-related performance into account. In addition, we endeavor to create a personnel evaluation system that motivates all employees, regardless of years they are with us, whether they are young, middle of career, or experienced veterans, to take on the challenges of the next stage of their careers and to work in positions with greater responsibilities. In evaluating employees, we focus mainly on whether, in light of their respective abilities, roles, and responsibilities, they are always changing and continuing to grow in their performance, contribution, and the achievement of the Medium-term Management Plan. Even while on childcare leave, employees are still eligible for promotions as we properly evaluate their contributions to date.