- Management Philosophy
- Credit Saison’s History of Business Transformation and Value Creation
- Value Creation Process
- Six Types of Capital
- Message from the Chairman
- Message from the Executive President
- Message from the Executive Vice President
- Transforming the Business Portfolio
- Overview of the First Year of the Medium-term Management Plan
- Second Year of the Medium-term Management Plan: Implementing and Verifying Efforts Aimed at Sustainable Growth
- Human Resources Strategy｜Interview with the Executive Officer in Charge
- CSDX Strategy: Interview with the Executive Officer in Charge
- Sustainability
Human Resources StrategyMessage from the Managing Executive Officer in charge
Connecting human resources who
possess the power to be absorbed
and organizations to businesses as we
carry out our management strategies
Managing Executive Officer
Head of General Affairs Dept.,
Strategic Human Resources Dept.,
In charge of Processing Sales Dept.
Ryuki Tabata
I define the “diverse human resources who enjoy change and continue to take on the challenge of creating value” as “human resources who possess the power to be absorbed.” Having adopted becoming a “GLOBAL NEO FINANCE COMPANY” by 2030 as our overarching vision, we are continually taking on new challenges. We are working to develop the Credit Saison Group by linking management and human resource strategies in a bid to carry out our management strategies.
I define the “diverse human resources who enjoy change and continue to take on the challenge of creating value” as “human resources who possess the power to be absorbed.” Having adopted becoming a “GLOBAL NEO FINANCE COMPANY” by 2030 as our overarching vision, we are continually taking on new challenges. We are working to develop the Credit Saison Group by linking management and human resource strategies in a bid to carry out our management strategies.
Increasing the Human Resources Who Are Persistent and Can Create and Expand Businesses
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. In line with our corporate culture of being “open, frank, and innovative,” we also provide growth opportunities where employees can take on challenges without fear of failure. We invest in human resource development and growth to encourage employees to learn and acquire abilities and skills as well as to take the next step on their own while making the most of their own strengths.
Increasing Engagement and Maximizing Organizational Performance
To continue to create new value as a “leading-edge service company,” I believe it is important to promote organizational culture reform that allows employees to take on challenges without fear of failure and to maximize the performance of each and every employee.
The Human Resource Business Partner (HRBP) within the Strategic Human Resources Department is responsible for supporting business growth from a human resources perspective as an HR business partner for business divisions and Group companies. Our human resources mission is to connect people and organizations to business and achieve the growth of both. Cognizant of the connection between employee growth and business strategies going forward, I will aim for the ongoing evolution of the Credit Saison Group while fulfilling my role as a human resources manager.
Rewarding High-achieving Employees with Commensurate Compensation
For FY2025, the second year of our Medium-term Management Plan, we have set as a priority theme “Building a culture that rewards challenges, properly evaluates results, and enhances the vitality of the entire organization.” To foster a competitive organizational culture, the Strategic Human Resources Department rewards employees who achieve high results. In line with the basic policy of our compensation system, which states that advanced roles (with higher compensation) to be challenged for and earned by employees through their own will and actions, we are promoting priority investments in a selective manner to expand growth opportunities for our human resources and to support their skill development. Ultimately, I believe that this will not only help to develop the skills of our employees but also increase the Company’s market value. In an uncertain world where the future is difficult to predict, it is my belief that this essentially protects employees.
In April 2025, we conducted a review of the evaluation process and undertook an evaluation of actions when taking on challenges and their results. We also devised ways to foster an organizational culture in which all employees worked to achieve our corporate profit and improve employee motivation through the payment of a financial bonus based on a performance-linked bonus system, and return profits to our employees. We will continue to consider how we should invest in our human resources and promote human resources strategies that are in line with our management strategies.
Formulating the “Credit Saison Human Resource Policy”
Among the many issues that need to be addressed if we are to realize our management strategy, we felt it was necessary to clarify our thoughts on what we value in terms of human resources and how we interact with our employees. In light of the aforementioned, we formulated the “Credit Saison Human Resource Policy” in September 2024. The Human Resource Policy was not decided by a few members of the management team and managers, but rather through repeated discussions where many members, regardless of position or age, participated and exchanged opinions to arrive at the optimal solution. The aim was to clearly put into words what stays true to “Credit Saison,” such as those things that the Company has always held dear throughout its history. On the basis that the Policy remains acutely aware of the connection between employee growth and management and business strategies going forward, I am committed to pursuing the ongoing evolution of the Credit Saison Group while fulfilling my role as a human resources manager.
“Open Challenge” internal recruitment system
We are implementing the “Open Challenge” internal open recruitment system with two aims: To encourage employees to take on challenges and pursue career self-direction, and to give added impetus to the achievement of organizational results at the Company and its affiliates. In FY2024, the number of placement postings from affiliated companies increased to 20 (an increase of 200% compared with the previous fiscal year), and thus many employees have been transferred and are taking on new challenges and playing active roles in new fields.
NEXT SAISON
Credit Saison renewed “NEXT SAISON” in FY2024. Held annually since FY2021, this initiative calls on executives to demonstrate leadership in realizing management strategies and to work with employees to develop new business plans. With the aim of cultivating a culture in which proposals and opinions are simultaneously exchanged by all employees, we undertook a renewal, which integrated the SWITCH SAISON in-house ventures program and the “Saison Kaizen” program for cultivating a culture of improvement and reform. The Company received 25 proposals in FY2024.
Challenge-based promotion system
The product of a NEXT SAISON proposal, the challenge-based promotion system values the spirit of “creative destruction” that has been passed down as Credit Saison’s DNA. This is a new system that aims to foster a culture that encourages proactive responses to challenges and allows all employees, regardless of employment status, to raise their hands and take on challenges in managerial positions. In FY2024, there were more than 10 applicants, three of whom were able to obtain their desired positions.
Engagement surveys
With the aim of fostering an organizational climate that maximizes performance, we collect feedback from the front lines to obtain in visual form the current status of organizations, teams, and individuals. The issues identified through the engagement survey are used in dialogue with each business division as part of HRBP activities, and the scores are used to examine and implement initiatives to revitalize the organization. This also helps to improve the working environment with the aim of sustainable corporate growth.
Engagement surveys × Creation of communication opportunities that transcend departments and business performance
We launched the Full of Communication (FOC) promotion meeting initiative in April 2023 to facilitate smooth communication in our operations by expanding our network both inside and outside the Company. Working to create opportunities for communication across departments and companies while enjoying food and drinks, the Company held a TGIF event for section managers with the aim of “making teams even stronger” in February 2025. We shared how to utilize engagement survey data and each team’s efforts to improve engagement.
Saison Resilience
With the aim of developing people and organizations that are resilient to change, we are implementing Saison Resilience for executives and department heads to enhance their ability to lead the organization powerfully in times of adversity. In FY2024, we expanded the scope of eligibility to include executives of affiliated companies, and the cumulative total of people who have participated in the program since its introduction stands at 40.
New employee orientation ceremony held at Akagi Nature Park
In October 2024, we held a new employee orientation ceremony at the Company-operated Akagi Nature Park for those who were scheduled to join the Company in FY2025. Unique to Credit Saison, this “new employee orientation ceremony held in nature” has been held every year since 2023 with the aim of allowing employees to experience the Company’s DNA, which places importance on cultural activities.
Diversity, Equity & Inclusion
As a “leading-edge service company,” Credit Saison works to create an organization in which diverse human resources can fulfill active roles in their own way to provide new value to society. The DE&I Promotion Working Group (WG), a subordinate body of the Sustainability Promotion Committee, which was established in August 2021 and is also attended by the Representative, Executive President and COO, is central to these efforts. By improving systems and fostering mutual understanding, we are working to create environments in which all employees can work comfortably and demonstrate their abilities.
Business Support Team
The Business Support Team was established in April 2024 with the aim of creating new employment opportunities for people with disabilities. Team members perform routine internal tasks, thereby contributing to the improvement of work efficiency and resource creation in each department. Since the start of its operations, we have received a great deal of positive feedback from within the Company and the number of requests has increased. Currently recruiting new members to expand our team, we will continue to contribute to further improving work efficiency within the Company.
Turning Diversity into a Strength WEEK 2025
Following on from the previous fiscal year, we held a Group-wide event on DE&I in March 2025. Although this year’s event was held over fewer days, a total of 300 people participated. By considering DE&I from various angles, for example, with talks by experts and roundtable discussions between management and employees, the aspects we covered included how to instill understanding in the workplace and how each individual should approach the subject of diversity.
Creating an organizational culture in which everyone works together to increase corporate value
All employees received a financial bonus of approximately ¥1 million
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.(For the press release, please click here [Japanese only].)
The financial bonus is a fixed percentage of any non-consolidated ordinary profit that exceeds the initial plan for the fiscal year. Under the system we have in place, two-thirds of this bonus is paid to employees in the form of cash and one- third in phantom stock. In July 2025, we paid a flat-rate payment of approximately ¥978,000* to all employees.
Compared to the theoretical annual salary, young employees who just joined the Company received an increase of around 23%, while those responsible for routine tasks such as operations, who account for more than 20% of our total workforce, saw an increase of around 30%.
The ratio of employees who are members in our Ownership association plan stood at 53.8% as of the end of FY2024. Factors such as the number of companies participating in the Group stock Ownership plan, which has expanded to six, have led to heightened employee awareness of our corporate value (stock price) and their increased participation in management.
* Total of cash payments in FY2024 and phantom stocks in FY2022 and FY2023
