Key themes related to human capital
The environment surrounding housing loans is rapidly changing, and there is a need for human resources with the knowledge and skills to respond to changes. The ZENKOKU HOSHO Group has formulated management strategies such as the development of new products and services, the utilization of digital technology, and M&A strategies. In order to nurture and appoint human resources who can address these initiatives, regardless of gender, we are working to improve our employees' capabilities through various training programs, etc., thereby improving employee satisfaction and promoting the expanding roles of women. Based on three key themes related to human capital, we aim to create a workplace where each and every employee can actively participate.
KPIs and measures for each key theme
| KPI | Measures | |
|---|---|---|
| Human resources development |
Rate of participation in grade-level-specific training
100％
*1
|
|
| Improving employee satisfaction | Employee satisfaction 4.5 or more *2 |
|
| Promoting expanding roles of female employees |
By March 31, 2027
Number of days of paid leave taken
|
|
*1Calculated by dividing the "number of participants" for training by grade in each period by the "number of persons eligible to participate" specified at the beginning of the period
*2Average overall satisfaction score in the FY2022/3 survey: 4.41 points (out of 7)
Human resources development
Training system
The ZENKOKU HOSHO Group's training system is broadly divided into four categories: by grade, by work, cultivation of nurturing corporate culture, and self-development.
(1) Grade-level-specific training
In order to improve the capabilities of our workforce as a whole, we provide employees with opportunities to develop their skills through the use of in-house group training, as well as external educational institutions such as seminars and e-learning. In FY2023/3, the grade-level-specific training time per person amounted to 8.9 hours, while training expenses stood at 55,254 yen per person.
(2) Work-specific training
The ZENKOKU HOSHO Group conducts training by theme in order to raise the level of operational knowledge and capabilities in our core operations of sales, screening, and credit management.
(3) Fostering a nurturing corporate culture
In education based on on-the-job training (OJT), we strive to foster a culture of developing human resources among young generations by repeating a cycle in which evaluators, mentors, and the persons being evaluated identify issues and set goals through face-to-face communication.
(4) Self-development
We support the acquisition of a wide range of knowledge and qualifications that are directly related to our operations, and we subsidize correspondence courses and examination fees for all employees regardless of employment status. We have also introduced e-learning for the purpose of learning financial knowledge, business skills, and trends.
Training structure
Evaluation system
At the ZENKOKU HOSHO Group, each employee sets personal growth targets, reflecting areas in which they want to grow or should grow over the next year, while reviewing their own work and performance level, based on company-wide and organizational goals.
Approaches to evaluation and perspectives of evaluation differ depending on the grade. The evaluation of junior and middle grades emphasizes ability rather than actual performance, and the perspective of evaluation emphasizes behavior, attitude, and mindset. Through our mentoring system, we clarify the gap between the employee's required level and their actual level, and encourage the sustainable growth of our employees in order to achieve targets.
| Junior grade Middle grade |
Expert grade | Management grade | |
|---|---|---|---|
| Approach | Emphasis on ability | Ability + actual performance | Actual performance |
| Evaluation perspective |
Behavior, attitude, and mindset | Behavior, attitude, and mindset Actual performance |
Actual performance and management |
| Evaluation type | Ability evaluation | Ability evaluation | Actual performance evaluation |
| Self-growth target evaluation | Self-growth target evaluation | ||
| Actual performance evaluation |
Improving employee satisfaction
Performing employee satisfaction surveys
In the ZENKOKU HOSHO Group, we regularly conduct questionnaire survey of our employees asking about questions such as their level of satisfaction with the workplace, company and job, their perception of nursing care, and the promotion of women's participation and advancement. Our personnel department also holds an interview with individual employees once a year to update the understanding of their situation and desired career path.
Through these efforts, we are working to further improve employee satisfaction and to create a rewarding workplace environment. The comprehensive satisfaction* in the employee awareness survey conducted in 2021 was 4.41 points. (+0.02 points compared to the 2017 survey)
Employee satisfaction survey
*Average based on a full score of 7 points. Survey respondents: full-time, contract, part-time, and temporary employees
(including seconded employees)
Supporting the acquisition of licenses and certifications
We give awards to employees who have obtained certifications that are useful for their work as a way to motivate employees and to raise their awareness of our corporate activities.
We also subsidize fees for some of the correspondence courses and examinations of all employees regardless of employment status.
| Certified as | No. of persons (passed exams for) |
|---|---|
| Real estate transaction agent | 135 |
| Level 2 or above financial planner | 171 |
| Attorney | 1 |
| Certified public accountant | 1 |
| Tax accountant | 2 |
| Labor and social security attorney | 3 |
| Small and medium enterprise management consultant | 1 |
| Certified administrative procedures legal specialist | 12 |
*As of March 31, 2023 (full-time employees only)
Creating a comfortable working environment
Believing that healthy work-life balance is the key to helping each employee demonstrate their potential to the fullest, the ZENKOKU HOSHO Group is striving to build a worker-friendly environment.
Specifically, we are endeavoring to reduce working hours through such means as utilizing an attendance management system to alert employees who work many overtime hours.
In addition to providing various support schemes catered to the need of employees facing different life events--from child rearing, nursing care to self-development--we are also appealing to the mindset of the employees by creating workplace conditions that facilitate the use of these schemes and holding lectures to spread the understanding of the importance of work-life balance.
Major Initiatives
- Implementing No Overtime Days
- Paid childcare leave and nursing care leave
- Introducing reserve system for expired annual leaves
- Ensuring the usage of paid leave
- Expanding paternity leave scheme
- Extending the period of childcare leave
- Expanding short working hour scheme for employees with childcare or nursing care responsibilities
- Introducing business casual attire
- Introducing staggered working hours
Employee award programs
We give awards to employees who have obtained certifications that are useful for their work, employees who have served the Company for a long time, and offices/branches that performed excellently and contributed greatly to the Company, as a way to motivate employees and to raise their awareness of our corporate activities.
- Awards for acquiring qualifications
- Awards for continuous service
- Awards to offices/branches for excellent performance, etc.
Promoting expanding roles of female employees
Three Target
The ZENKOKU HOSHO Group promotes expanding the roles of female employees, and is working to create an environment where employees can easily take childbirth and childcare leaves, to ensure the same wages for the same work, reduce overtime working hours, provide training related to diversity, and support the work-life balance of employees so as to support employees in balancing their work and childcare and create a workplace environment where all employees feel comfortable working. The following are specific targets to be achieved by the end of March 2027.
Plan period
April 1, 2022 to March 31, 2027 (five years)
Details
Target 1
- Increase the percentage of female managers to at least 5% by the end of the plan period.
- Increase the percentage of female manager candidates to at least 10% by the end of the plan period.
| Measures | |
|---|---|
| From April 2022 | Develop the environment through personnel system revisions, etc. |
| From April 2023 | Take measures to expand job categories in which women can play active roles and raise career awareness of female employees |
Target 2
- Increase the childcare leave acquisition rate to at least 60% for men and 100% for women by the end of the plan period.
| Measures | |
|---|---|
| From April 2022 | Provide educational materials for employees who are pregnant or have given birth, employees whose spouses are pregnant or have given birth, and managers who have such employees under their supervision, and implement activities to promote the acquisition of leave, etc. |
Target 3
- To have employees take at least eight days of paid leave per year and at least 50% of the total number of days of annual paid leave granted.
| Measures | |
|---|---|
| From April 2022 | Check the implementation status, encourage employees to take leave, and provide support in that regard |
Results for FY2023/3
| Percentage of female managers | 3.1％ *1 |
|---|---|
| Percentage of female manager candidates | 6.0％ |
| Percentage of employees taking childcare leave |
|
| Number of days of paid leave taken per year | 11.8days |
*1Calculated in accordance with the provisions of the "Act on the Promotion of Women's Active Engagement in Professional Life" (Act No. 64 of 2015).
*2Calculated the ratio of employees taking childcare leave, etc. as set forth in Article 71-4, Item 1 of the "Ordinance for Enforcement of the Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members" (Ordinance of the Ministry of Labor No. 25 of 1991), in accordance with the provisions of the "Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members" (Act No. 76 of 1991).
