Japanese

Diversity Promotion

Our Efforts to Educate Our Human Resources and Energize Our Organization
Aiming to be an organization where all employees can actively contribute and flourish in their own ways

To support continuous growth as a company, continue to deliver value to its customers, secure competitiveness and realize innovative business models, Credit Saison must promote initiatives that provide employees that underpin the organization with independence in developing their careers and improve the sense of purpose they obtain from their work.
Credit Saison has from its inception promoted a progressive human resources strategy such as actively hiring women, adopting systems that enable them to continue working and assigning young employees to higher positions.
To respond to an evolving environment driven by trends such as a growing diversity of businesses, the rise of Millennials and the ways they differ from preceding generations in their economic activities, and diversifying forms of employment, we promote initiatives to remodel our organization into one where all our employees can actively contribute and flourish in their own ways by creating the necessary environment for women, employees of all age groups, and those with diverse backgrounds to be active contributors and by developing a corporate culture that is supportive of those who step up to challenges.

Head of General Affairs Department,
Customer Satisfaction Promotion Office,
Strategic Human Resources Department

Director Kazuhiro Hirase

Diversity & Inclusion Initiatives to Bring Out the Individual Strengths of Our Employees

We aim to stimulate and bolster our organizational capabilities by spurring the enthusiasm of each employee and drawing out their best ideas.

Credit Saison’s “Diversity Declaration”

Credit Saison aims to be a company where we acknowledge and harness each other’s capabilities so all employees can actively contribute and flourish as individuals Diversity Ensure we have diverse human resources with diverse perspectives+Inclusion Recognize our differences and harness them to come together as an organization=Diversity & Inclusion All employees contribute to the organization in their own ways so the Company can harness their full capabilities = active contributions from all employees

We aim to build an organization where each employee has ample opportunity to show their capabilities by drawing on the diverse perspectives of our people that arise from differences in gender, age, nationality and values. Through efforts to build an attractive organization, we will spur innovation and bolster our international competitiveness.

Systems for Promoting Diversity & Inclusion

Promote flexible working-style options and remodel our corporate culture so all our employees can do their best work across the entire Company.

Projects to Encourage All Employees to Actively Contribute at Work

With the aim of promoting human resource policies that link together business departments and divisions and are executed with sufficient speed, we launched a top-down, cross-division, all-company project team in autumn 2016. Establishing important themes in each fiscal year, we strive to resolve relevant issues.

  • Foster a culture that accepts diversity
  • Promote flexible working-style
  • Promote high-priority human resource measures

Saison Work-Life Design Unit Project

This unit was launched in April 2015 for the purpose of promoting bottom-up working-style reforms. About 200 employees volunteer to participate in the project, accepting the roles outlined below.

  • Gather views within the company, offer suggestions to management for reforming systems and corporate culture
  • Improve satisfaction and intra-company interaction by hosting a variety of events where employees and their families can participate
  • Website SAISON CHIENOWA
    Website managed as curation media for designing and publishing ideas on new ways to work and live

Diversity & Inclusion Initiatives

<Support for Diverse Human Resources to Thrive at Work>

Caption: Training seminar for female employees selected for leadership potential
CANVAS
  • Training for Female Employees Selected for Leadership Potential
    We offer leadership design training for female employees we expect to perform at a high level as future leaders.
  • Employee Mixers with Leading Companies in Promoting Diversity
    Together with other companies, Credit Saison regularly hosts gatherings where our employees can independently seek to improve themselves by learning from the employees of other firms about their working styles, culture and values as well as about leadership and career management.
  • Career Interviews and Reassignments for Employees Returning from Childcare Leave
    We recognize a return to work after an absence as the start of a new career, so we interview employees before they return on career development to tell them what we expect of them and actively reassign them based on their preferences and suitability, and follow up with them after they return.
  • Adopting CANVAS Benefit System for Employees
    We introduced CANVAS, an employee benefit platform. Employees can apply points they have been awarded to a menu of options for self-improvement, health, childcare, and nursing care.
  • Career Management Sheet
    We provide opportunities once a year for all employees to share with their supervisors their personal career vision and current life-shaping events such as childcare and nursing care.
  • Support to Ensure Disabled Employees are Hired and Retained
    We carry out recruitment and hiring activities throughout the year, strive to create a workplace environment that enables us to retain those we hire, and conduct regular post-hiring interviews.
  • System for Rehiring Retirees Beyond Mandatory Retirement Age
    This system promotes re-hiring of employees with a wealth of experience and skills who have reached the mandatory retirement age so they can harness their know-how by continuing to work.

<Support for Work-Life Balance and Continuous Employment>

Caption: Working Mother Seminar
  • Working-Mothers Seminar
    This seminar is an opportunity for female employees to gain the know-how to balance work and parenting and devise a career plan for the medium and long terms.
  • System for Extending Childcare Leave
    This system enables employees to extend their childcare leave until March 31 of the fiscal year when their child reaches age three (the default plan is for childcare leave to extend until a child reaches his or her first birthday).
  • System for Short-Working Hours for Employees Raising Kids
    Employees with children are eligible to apply for a short working day through April 15 of the year their children enter fourth grade. The period during which employees are eligible to apply is restricted to transfers attendant with relocations. In addition to options for a short working day, it is possible to reapply for a short working day after returning to a full-time position.
  • System for Career Route Changes
    Employee classifications can be changed according to personal circumstance such as marriage, childbirth, childcare, and nursing care.
  • System for Course Changes to Transferable or Non-transferable Status
    Employees can change their status to non-transferable according to personal circumstances such as marriage, childcare, and nursing care.
  • System for Nursing Care
    Over periods when employees need to provide nursing care, they are eligible to work shorter hours and can obtain nursing care leave of up to one year.
  • System for Rework Entry
    Employees that leave the Company to study or change jobs or to provide nursing care can return to work for Credit Saison on the same terms as when they departed if they meet certain conditions.

<Flexible Working-Style Options>

Caption: Along with more flexible working styles, employees enjoy other activities in the morning and/or in the late afternoon outside the office.

We are stepping up to the challenge of providing flexible working options to our employees with the aims of improving work productivity and decreasing overtime work hours.

  • Pilot Introduction of Telework Option
    We introduced a telework option with the aim of increasing the scope for disabled employees to use telework, and a few departments have adopted this option on a pilot basis since autumn 2016.
  • Early-Start Option, Staggered Start Times, Variable Work Hours and Work Shifts
    Head office departments and divisions have introduced an early-start option for summer to enable employees to start work an hour earlier in the morning and leave an hour earlier and that bans overtime after 20:00. Also, we put into place a system where employees can start work an hour earlier or later than the default starting time or use options for variable work hours or work shifts, giving them discretion in the hours they start and finish work to enable them to select the hours most suitable to their departments or the special attributes of their work or function.

Fostering Business Leaders with B.Q. by Offering Opportunities to Learn and Raise Self-Awareness

We offer opportunities for people to learn through experience by deliberately and strategically reassigning personnel. We have introduced stratified training, training for select employees and other systems and programs with aim of fostering human resources and leaders with a high business quotient (B.Q.).

B.Q. (business quotient) = I.Q. (intelligence) x E.Q. (emotion & humanity) x S.Q. (sensitivity)

“Degree of Immersion” Assessment Program (360-Degree Evaluation)

Once a year, employees are evaluated by their supervisor, colleagues and subordinates for their B.Q. These evaluations are returned to each employee as a form of feedback for personal development.

What is Credit Saison’s “degree of immersion”?
・Empowered to boldly face challenges without excessive fear of failure
・Empowered to remain passionate toward reaching goals
・Empowered to grow personally and as part of the organization

Credit Saison Awards Ceremony

An annual awards ceremony where employees and departments recognize each other’s achievements across organizational boundaries with the aim of changing the way employees think and of enhancing the Company’s collective strength. In addition to awards that recognize levels of achievement, with standards set by each department and division, there are many types of awards given, including those based on votes recognizing the actions and initiatives of employees who envision themselves as Credit Saison’s future culture carriers.

Career Interviews

To support the construction of future career plans, the Strategic Human Resources Department conducts interviews with the aim of enabling employees to reflect on their career experiences so far, discuss what motivates them and their values, and thereby enable each employee to gain a clearer understanding of himself or herself.

Suggestion System, Request Programs

We run various systems and programs to inspire our employees, such as the Dream Plan System where they are able to propose their ideas directly to senior executives and the “Degree of Immersion” challenge where they can request they be considered to work in a certain department or position.

Learning Café

Caption: A Learning Café event

We invite both people outside the firm and employees to be instructors at these events, sharing the know-how and knowledge they have obtained through their work experiences with the aim of enabling participants to apply what they learn in their own work and career development. Through dialogue with others, participants are stimulated to think and develop greater self-awareness.

Health-Oriented Management Initiatives Prioritizing Employee Health

Various measures and activities are carried out based on newly formulated principles and policies to advance and maintain health for conducting activities aimed at enabling employees and employers to work in a safe and healthy manner.

■Basic Principles

  1. Ensuring health and safety is a critical requirement for all operations.
  2. Our basic views concerning health are as follows.
    ①For employees, health is necessary for realizing their life design plans.
    ②For companies, employees need to be healthy to harness their capabilities sufficiently to contribute to the business activities and social activities.
    ③Employees should look after their own health but companies ought to support such activities.

■Policies

  1. Companies comply with mandatory safety considerations.
    Companies maintain the necessary systems for safety management. Specifically, companies promote systems for task environments, work environment management, and health management while providing education on occupational safety and health to supervisors and managers as well as employees.
  2. Employees take steps on their own to ensure their safety and improve their health.
    ①Employees actively participate in activities to promote health that companies implement.
    ②Employees are responsible for managing their own health so they can do their work enthusiastically.

■Specific Activities

  • Advance initiatives to ensure all employees (100%) receive regular health checkups and post-checkup support for improving their health
  • Devise measures to improve workplaces by drawing on stress check results
  • Conduct training on mandatory safety considerations (line care) aimed at managers
  • Offer mental-health support to all employees
  • Implement return-to-work programs aimed at enabling a smooth return for employees coming back from injuries or sickness
  • Promote self-investment in staying healthy via introduction of a cafeteria plan

External Evaluations and Activities

Promoting Diversity and a More Prominent Role for Women at Work

Selected as a “Pre-Nadeshiko Brand*” company in fiscal 2015
*“Pre-Nadeshiko Brand” companies are ones where the female ratio of new managerial promotions exceeded 30% in fiscal 2014, according to the fiscal 2015 “Nadeshiko Brand Company” report published by the Ministry of Economy, Trade, and Industry (METI).

Active support for Kanagawa Women

女性の活躍を応援する行動宣言 賛同書
Click on the image to expand

Toshima Ward’s Toshima “Iku-boss” Declaration

Toshima “Iku-boss” Declaration
Click on the image to expand

Health and Productivity Management (HPM)

Recognized in the METI “2017 Health and Productivity Management” category for large enterprises (White 500)

“2017 Health and Productivity Management

Credit Saison was recognized in the “Excellence Award” category in fiscal 2014 for companies with outstanding initiatives for cancer patients balancing treatment and work.

TOKYO WORK CIRCLE PROJECT

Personnel data

Number of Managerial Employees

  Fiscal year 2012 Fiscal year 2013 Fiscal year 2014 Fiscal year 2015 Fiscal year 2016
(As of October 1)
Directors (persons)
Men
Women
15
15
0
15
15
0
14
13
1
14
12
2
17
15
2
ASB* members (persons)
Men
Women
*ASB = Audit & Supervisory Board
4
4
0
4
4
0
4
4
0
4
3
1
4
3
1
General managers (persons)
Men
Women
69
59
10
71
61
10
74
65
9
82
72
10
77
67
10
Section managers (persons)
Men
Women
152
121
31
155
125
30
160
123
37
159
120
39
166
124
42
Section chiefs (persons)
Men
Women
300
89
211
297
91
206
290
97
193
292
98
194
298
100
198

Male-Female Managerial ratio

Positions by rank Fiscal year 2015 Fiscal year 2016 Fiscal year 2016(As of October 1)
Men Women Men Women Men Women
General managers (equivalents) 87.7% 12.3% 87.8% 12.2% 87.0% 13.0%
Section managers (equivalents) 76.9% 23.1% 75.5% 24.5% 74.7% 25.3%
Section chiefs (equivalents) 33.3% 66.7% 33.4% 66.6% 33.6% 66.4%
総計 54.1% 45.9% 54.3% 45.7% 53.8% 46.2%

Personnel data

  Fiscal year 2012 Fiscal year 2013 Fiscal year 2014 Fiscal year 2015
No. of employees (persons) 1*
Men
Women
1,938
580
1,358
2,007
612
1,395
2,078
631
1,447
2,163
648
1,515
Female manager ratio
※ Ratio at rank of section manager or above
18.6 17.7 19.7 20.2
No. of new hires 2*
Men
Women
21
9
12
117
23
94
110
20
90
163
26
137
No. using system for childbirth leave 100 102 123 120
No. obtaining childcare leave
Men
Women
155
1
154
166
1
165
184
1
183
200
0
200
No. using short work hours as a childcare option 192 208 238 254
No. using system for nursing care leave 7 6 7 8
Average overtime hours per month 11.0 12.3 10.9 11.7
Average number of paid vacation days approved 10.5 10.5 10.9 10.1
Ratio of paid vacation days used (%) 59.9 60.3 62.0 57.9
Average age 3* 35.9 36.2 36.3 36.2
Average length of service (years) 4*
Men
Women
10.5
12.5
9.7
10.7
12.3
10.1
10.8
12.2
10.2
10.7
12.0
10.2

1* Number of employees (parent) excludes contract employees and part-timers.
2* Number of new hires refers to recent college or high school graduates and does not include mid-career hires.
3*, 4* do not include contract employees and part-timers.
*This ratio does not include seconded employees.

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