Human Resource Strategy

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Please tell us about Credit Saison’s human resource strategy concept in the New Medium-term Management Plan.

There are two policies that form the axis of our strategy. One is “creating professional human resources,” and the other is “fostering an organizational culture to maximize performance.” For “creating professional human resources,” we believe that it is important that each employee makes the most of their individuality and strengths to take on challenges without fear of failure, that they are able to form their own self-directed careers through proactive learning and reskilling themselves, and that each individual is able to demonstrate their individuality and strengths in places where they can best be demonstrated. As a member of a “comprehensive life services group,” we are actively investing in human resources and developing human resources that can contribute to the creation of corporate value. For “organizational culture reform to maximize performance,” we promote initiatives to reform and cultivate a culture that allows individuals, teams, and organizations to challenge themselves without fear of failure, based on the idea that performance is maximized by achieving the vision of each individual, team, and organization. In December 2023, we introduced an engagement survey to visualize issues in the individual, team, and organization. We are aiming to resolve issues not only through HR-led challenge-solving but also through “dialogue” in the workplace. To realize our management strategy, we will increase the interconnectivity between our human resource strategy and business strategy more than ever before, based on the idea that it is important to cooperate and collaborate with each department through various initiatives.
　In FY2024, we established the new position of “Human Resource Business Partner (HRBP)” within the Human Resources Department. The HRBP is responsible for supporting business growth from a human resources perspective as an HR business partner for business divisions and Group companies. It is involved in everything from identifying issues related to “people and the organization” in each department to implementing Ryuki Tabata Managing Executive Officer Head of General Affairs Dept., Strategic Human Resources Dept., In charge of Leasing Business Dept. measures, and contributes to business expansion, organizational strengthening, and employee growth.
　At Credit Saison, the image of the employee we are looking for and the issues we face are constantly changing, depending on the business domain. Today, where management and the business environment are changing rapidly, we believe that both the management strategy and the human resource strategy must continue to evolve with a sense of urgency. I would like to fulfill my role in aiming to build a Credit Saison Group that continues to evolve by closely linking the business strategy and the human resource strategy, and having the Human Resources Dept. work cooperatively with each division in solving its unique issues.

Please tell us about the new initiatives and efforts being promoted as part of human resource development in the New Medium-term Management Plan.

We are engaged in formulating the “Credit Saison Human Resource Policy.” Among the many issues that need to be resolved to realize our management strategy, we felt it was necessary to clarify not only our vision, mission, and values as a company but also our thoughts on what we value in terms of human resources and how we interact with our employees, considering the level of urgency and priority. Until recently, there have been aspects of our human resource strategy that have not been clearly articulated, such as the philosophy, policies, and strategic foundations that form the basis of our strategy. By clarifying our “Human Resource Policy,” we hope to not only clearly communicate our corporate culture but also establish a coherent personnel system that will serve as a point of reference.
　The Human Resource Policy is not decided in a closed-off manner by a few members of the management team and managers, but rather through repeated discussions where many members, regardless of position or age, participate and exchange opinions, in order to arrive at the optimal solution. It is not about creating a new policy, but rather a strong desire to clearly put into words what stays true to “Credit Saison,” such as the thoughts of the management team toward their employees and the values that the Company has always held dear throughout our history.
　To implement personnel policies with a more aggressive stance, we would like to use this Policy as the basis for various decisions.

Please tell us about the kind of human resource investment you will be making to support future growth and strengthen competitiveness.

Credit Saison has a culture of nurturing people through its business, and we entrust young employees with work that gives them a certain amount of decision-making authority. These are our strengths. While gaining knowledge through work, we will also implement learning to help employees acquire the necessary skills and abilities in terms of personnel systems, and we will invest in human resource development and growth to encourage individuals to take the next step on their own while making the most of their own strengths. From the perspective of strengthening competitiveness, Credit Saison’s basic policy on compensation systems is that “higher roles (≒ compensation) are something that employees challenge and win through their own will and actions.” In line with this policy, we are making priority investments in expanding opportunities for employees to challenge higher roles and win them on their own, as well as in supporting their skill development. Supporting the growth of and providing opportunities for human resources to take on high-level roles ultimately leads to increasing the market value of employees, and in an uncertain world where the future is difficult to predict, we believe that this essentially protects employees.
　To ensure that every employee continues to demonstrate their abilities with high motivation, we also increase wages through year-end bonuses as one form of human resource investment aimed at returning corporate profits to employees. I feel that it is important to continue considering what kind of human resource investment should be made that links with management strategies.

At Credit Saison, which is in a period of transformation, what kind of human resources are you looking for to play an active role?

As set out as an essential axis of our human resource strategy, the creation of professional human resources is essential for the development and expansion of our business. We want all of our employees to improve their professionalism and become passionate about taking on new challenges, whether they are deepening their areas of specialization or cultivating new business areas in a wide range of fields. To become a “GLOBAL NEO FINANCE COMPANY—A global comprehensive life services group with finance at its core,” we will also promote the development of specialized human resources who can fulfill an active role in expanding business in each of the areas of global business, CSDX, real estate, and the financial settlement business.
　To build “the people and the organization” that are resilient to change, the active participation of a diverse range of human resources is required. In 2015, as our Diversity Declaration, we set forth, “Credit Saison aims to be a company where we acknowledge and harness each other’s capabilities so all employees can actively contribute and thrive as individuals.” Since then, I feel that DE&I has gradually permeated the Company and awareness has been raised. Even before the concept of “promoting women’s empowerment” became widespread, women at Credit Saison have been fulfilling an active role in a variety of occupations and have played a major role in the Company’s growth. Although we have achieved our target level of the ratio of female managers, I believe there is still room for further promotion within the Company. We will continue to work on improving our systems and cultivate a culture of mutual understanding to create an organization where all employees with diverse backgrounds can work in a comfortable working environment and where they can demonstrate their abilities in their own way and fulfill an active role.

Please tell us about your plans, goals, and long-term vision for making human capital more strategic and implementing it in the future.

Credit Saison is currently undergoing a period of significant period of transformation. To achieve further progress in the next stage of the Company’s development, I am convinced that reforms are necessary in the human capital strategy while also inheriting what stays true to Credit Saison. We will expand our own strengths more than ever before, refine the content of our personnel system and policies that enable the formation of self-directed careers, and further foster a corporate culture of “open, frank, and innovative” based on human resource development that is resilient to change and enjoys change.
　In addition, to improve the effectiveness of human capital strategies, we will move away from the traditional approach to more scientifically identify the talents of each individual, build a human resources portfolio, and implement strategic development, placement, and recruitment plans. I feel that new challenges are also needed in human capital strategy.
　We will continue to create an environment where employees can feel secure and continue to take on challenges through our diverse HR systems. At the same time, we will work to reform our personnel system in a way that stays true to Credit Saison, without being constrained by precedent or custom, so that we can continue to be a company where talented human resources can fulfill an active role over the long term while also enhancing their work-life balance.