- Integrated Report 2024
- Message from the CEO
- Message from the COO
- Message from the CFO - financial strategy
- Roundtable Discussion among Outside Directors
- Our Vision for a 2030
- New Medium-term Management Plan
- Global Business: A Decade of Tackling Challenges
- The Transformation of Saison Fundex Corporation
- CSDX Strategy
- Human Resource Strategy・Human Resource
Human Resource
Since our establishment, Credit Saison has continued to view people as the source of our value creation while taking on challenges as a leadingedge service company in the face of various difficulties. We are making progress every day to realize the vision for 2030, becoming a “GLOBAL NEO FINANCE COMPANY—A global comprehensive life services group with finance at its core” and creating a sustainable society that is even more convenient and prosperous than today’s. To realize our management strategy, we believe that a strong link between business strategy and human resource strategy is vital, and we are transforming our human resources organization to one that can provide cooperative support to our business divisions. We will also establish a new Human Resource Policy that represents the future of Credit Saison, and we will realize value creation that stays true to Credit Saison under a more consistent human resource strategy.
Creating professional human resources
Credit Saison is actively developing human resource strategies to create professional human resources based on the idea that “career advancement and a willingness to face challenges on the part of professional human resources who continue to create new value” are what drive the value creation to realize management strategies. In addition to creating systems that enable employees to take on challenges, such as expanding opportunities for the “Open Challenge” internal recruitment system, we will improve expertise through support for gaining qualifications and training programs, employ human resource management that makes the most of individual strengths through a scientific approach, and create and utilize a human resource portfolio to implement development, assignment, and recruitment plans, thereby realizing the optimal use of human resources in the right place at the right time.
Fostering an organizational climate
that maximizes performance
Credit Saison believes that realizing the vision of each individual, team, and organization and maximizing performance leads to sustainable corporate growth. We are currently considering how to use the results of the engagement survey, from which we have been accumulating data since its introduction in December 2023, to visualize the challenges faced by individuals, teams, and organizations, as well as how to analyze scores.
In this era of rapid change, to continue to create new value as a “leading-edge service company,” we aim to resolve issues through not only traditional HR-led problem-solving but also “dialogue” in the workplace.
NEXT SAISON
NEXT SAISON, held annually from FY2021 as an initiative to have executives show leadership and to consider the future of Credit Saison together with employees to realize management strategies, has realized more than 15 projects as of the end of August 2024, including a challenge-based promotion system and FOC promotion meetings. We are also discussing and preparing for the realization of the proposals adopted in FY2023. From FY2024, in addition to NEXT SAISON, we will renew the proposal system by integrating the SWITCH SAISON in-house ventures program and the “Saison Kaizen” program for cultivating a culture of improvement and reform, and aim to cultivate a culture in which proposals and opinions are simultaneously exchanged by all employees.
In the new NEXT SAISON, we will implement initiatives to encourage the creation of synergies between departments by proposing new services for existing businesses and new business proposals in the form of a contest in which executives also participate. By creating opportunities for sharing case studies and mutual praise between departments that promote operational improvements/reforms, we will contribute to accelerating business development.
The renovation of the employee cafeterias in the Company’s buildings (Ubiquitous buildings) in Tokyo and Osaka was made possible by the “Saison Campus concept realized by Ubiquitous Cafeteria reform” adopted in NEXT SAISON in FY2022. It has evolved from a cafeteria to a base for exchange and facilitates innovative and creative ways of working.
Challenge-based promotion system
In April 2024, we introduced a new personnel system to cultivate a culture that encourages proactive challenges, while valuing the spirit of “creative destruction” that has been passed down as Credit Saison’s DNA. This system enables all employees, regardless of background or employment status, including part-time workers, to challenge themselves for promotion to management positions (department head, manager) based on their own initiative. This is a promotion test that expects “motivation” and “latent potential” in addition to the “explicit abilities” of employees who take on new challenges, and promptly provides positions and environments with responsibilities such as organizational management and decision-making authority. In fact, in the first fiscal year, there were more than 10 applicants, and in the new organizational structure in the spring of 2024, three people were able to obtain their desired positions. Under this system, we aim to foster a corporate culture that respects and supports people taking on new challenges, even if they fail.
Saison Resilience
Saison Resilience is a program that develops people and organizations that are resilient in the face of change, and cultivates the ability to turn difficulties and adversity into opportunities for growth. We aim to maximize performance by having executives and general managers, including those at Group companies, take the initiative and set an example, acquire the ability to approach the inner nature of people from a medical and psychological perspective, and spread this throughout the organization.
FOC promotion meetings/TGIF
Giving rise to a flood of communication within and outside the Company, including Group companies, we launched the FOC (Full of Communication) promotion meetings in April 2023 to facilitate smooth communication in our operations by expanding our network both inside and outside the Company. As one of our initiatives, we organized the “TGIF” (Thank God It’s Friday) project, which provides an opportunity for communication outside of work across departments and the Company while enjoying food and drinks. As of the end of September 2024, it had been held 14 times, with a total of over 1,000 people participating. We will increase the frequency of these meetings in the future to further stimulate communication and accelerate the speed of business development.
[ FOC promotion meeting project ]
Diversity, Equity & Inclusion (DE&I)
As a “leading-edge service company,” Credit Saison believes that it is necessary to create an organization where diverse human resources can fulfill an active role in their own way in order to provide new value to society. In August 2021, we established the Sustainability Committee, which is also attended by the Representative, Executive President and COO. With the DE&I Promotion Working Group (WG), a subordinate body of this Committee, at the center, it is engaged in improving systems and fostering a culture of mutual understanding to create an organization where all employees with diverse backgrounds, such as gender, age, handicap, and nationality, can demonstrate their abilities in their own way and fulfill an active role in a comfortable working environment.
Holding a company-wide event to promote DE&I
In January 2024, as an initiative of the DE&I Promotion WG, a company-wide event “Let’s think about the active participation of all employees WEEK” was held for the first time. We created an opportunity for every employee to proactively think and learn about the current state of Credit Saison’s DE&I, and to engage in dialogue with external guests and management, and approximately 860 people participated. We are carrying out DE&I promotion activities so that Credit Saison can become a more comfortable company to work for and grow as an organization.
Balancing childcare and work
Credit Saison has established systems that support flexible working styles for employees, facilitates regular interactions for employees who are raising children, and holds seminars to support a work-life balance, co-hosted by labor and management. We are also working to cultivate a culture in which it is easy for men to take childcare leave, and we support the balancing of work and childcare.
Expanding hiring opportunities for people with disabilities
From April 2024, we started operation of the “Business support team,” which comprises members who are people with disabilities. We will promote the expansion of hiring opportunities for people with disabilities while aiming to create workplaces where people can work on their own and stably by making the most of their individual characteristics and strengths.
Challenge leave of absence and Good Life leave/leave of absence
To support balancing life events and work and enriching one’s own life, a new leave and leave of absence system has been introduced taking into account feedback from actual employees. Challenge leave of absence enables employees to take a leave of absence of between one month and two years to improve their skills and personal growth, so that they can make a greater contribution to the organization when they return to work. Good Life leave/Leave of absence enables employees to take a maximum of one year’s leave of absence for reasons such as hospital visits for infertility treatment by expanding the range of applicable uses of accumulated paid leave. We aim to be a company where every one of our diverse employees can make the most of their strengths and continue to fulfill an active role, and we are working on system revisions.
Saison Global Summit 2024
In June 2024, the “Saison Global Summit,” where overseas Group companies gathered, was held at Sunshine City in Ikebukuro, attended by nearly 140 members from Singapore, India, Indonesia, Thailand, Brazil, and Mexico. In our Global Business, diverse human resources, regardless of age, gender, nationality, or race, are leading the business in each country. At this year’s Summit, each company’s business strategy and know-how were shared, and mission, vision, and values as a Global Business were unveiled. While embracing common values amid diversity, we are working together as a Group to promote the realization of financial inclusion.
Creating an organizational culture in which everyone works together to increase corporate value
We are implementing human capital initiatives that contribute to increasing of our corporate value. In addition to organization and human resource development, career development through our human resource systems, and investment of capital in human capital, we have introduced a performance-linked compensation system so that each and every one of our employees remains conscious of our business performance and stock price. Through these efforts, we aim to foster a greater desire to achieve business targets and to motivate our employees in their work.
Financial bonuses and special bonuses
In FY2022 and FY2023, during the previous Medium-term Management Plan, we
introduced a performance-linked bonus system with the goals of further motivating employees and fostering an organizational culture in which all employees worked to achieve our corporate profit targets. When our ordinary income (non-consolidated) surpassed our annual plan target, a percentage of that surplus was issued as a financial bonus. In addition, we issued a special bonus in recognition of the way the entire company worked together as one to achieve our business profit target of ¥70.0 billion, set forth in the previous Medium-term Management Plan that was
launched during the pandemic, a full year ahead of schedule.
Because of these bonuses, average employee wages for FY2023 were roughly 10% higher than they were in FY2021, before the bonuses were introduced, contributing to an effective raising of wages.
Furthermore, two-thirds of the financial bonus was paid in cash and onethird was paid in the form of phantom stock*. This heightened all employees’ awareness of our corporate value (stock price) and their desire to participate in the management of our company, which we expect will contribute to our sustainable corporate growth.
Ownership association plan
In addition to introducing financial bonuses, we are promoting membership in our Ownership association plan to foster a greater focus on business results and stock price among all employees.
In July 2023, following the payment of the first financial bonuses, we actively showcased the Ownership association plan, including conducting a campaign to boost membership. As a result of these efforts, the percentage of employees who are members in the plan rose to 48.5% as of the end of FY2023. This has led to a greater awareness of business results and stock prices among employees.
Employees can buy into the Ownership association plan for as little as ¥1,000, and receive a 10% incentive, so this system assists with employees’ medium- and long-term asset formation. It has become a system that enables all employees to support the growth trajectory of Credit Saison, which aims to achieve a market capitalization of ¥1 trillion.
We will continue to elevate the attentiveness of all employees to our corporate value, stock price, and management participation as we strive for sustainable corporate growth.
