Human Resources Strategy
Policies and Basic Approach
Based on the recognition that the growth of each individual employee is the source of the Company’s growth, the JACCS Group works to recruit, promote and develop human resources that possess diverse individual qualities and skills, as it aims to realize its long-term vision to “establish JACCS’ position as a leading brand among Asian consumer finance companies.” Personnel who possess a diversity of values and philosophies share in this vision, and the Group is building a system that enables employees to maximize their skills and potential, and is striving to create an employee-friendly work environment.
Key strategies
Under the medium-term three-year management plan "Do Next!", we are pursuing four key talent strategies, guided by the theme of "Enhancing well-being and corporate value through a refined approach to human capital management."
| Raising the level of employee engagement | We believe that employee growth and proactive initiative are the foundation of our competitive strength. With this in mind, we monitor engagement levels and take action to drive improvements that help employees experience a genuine sense of purpose and personal growth. |
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| Building a diverse talent portfolio | To bring a wider range of perspectives and experiences to our management decisions, we are actively promoting diversity, equity, and inclusion. We also continuously review staffing and strengthen recruitment in response to changes in the business environment, strategically allocating human resources to growth areas and optimizing our talent portfolio in alignment with company-wide priority strategies. |
| Expanding the talent that powers growth | To support the company's sustained growth, we are committed to developing transformational talent—people who can challenge existing business models and conventional thinking to drive business model reinvention and create new value. In particular, we recognize the development and retention of "digital talent", which is essential to our business structural reforms, as a critical management priority. To this end, we are establishing training programs and actively recruiting and appointing external specialist professionals. |
| Promoting health and productivity management | The Company recognizes the importance of each employee being able to work energetically and with peace of mind while maintaining a high level of physical and mental health, and that this underpins the Company’s growth. JACCS aims to realize working styles and an employee-friendly work environment in which employees can achieve a work–life balance. |
Targets and progress
| Results for the fiscal years ended/ending March 31:2024 | Results for the fiscal years ended/ending March 31:2025 | Results for the fiscal years ended/ending March 31:2026 | |||
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| Raising the level of employee engagement | Engagement Score(*1) | 3.0 | 3.0 | - | |
| Building a diverse talent portfolio | Proportion of female workers among all managerial positions(*2) | 18.4% | 19.0% | 23.0% | |
| Differential in pay of male and female workers(*3) | All workers | 62.9% | 66.4% | 67.0% | |
| Regular full-time workers | 59.2% | 61.9% | 62.0% | ||
| Part-time and fixed-term contract workers | 71.5% | 75.2% | 75.0% | ||
| Expanding the talent that powers growth | Number of employees certified as possessing advanced digital skills | 321 persons | 353 persons | 450 persons | |
| Health and productivity management | Ratio of male workers taking childcare leave among those eligible(*4) | 87.1% | 100.0% | 100.0% | |
| Ratio of workers who took at least 60% of their annual leave entitlement | 79.1% | 79.5% | 80.0% | ||
| Implementation ratio for secondary health tests | 99.0% | 98.3% | 100.0% | ||
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*1This is the average score for a four-question engagement-related survey (maximum score: 4.0) covering all employees.
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*2This is the ratio of female employees among employees holding the position of section manager or higher, as of April 1 in the ensuing fiscal year.
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*3Average female pay expressed as a percentage of average male pay.
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*4The target and result in each fiscal year for the ratio of female workers taking childcare leave among those eligible is 100%.
Initiatives and results
Diversity, Equity & Inclusion
To build an organization capable of responding to a market environment characterized by rapid change and uncertainty, the JACCS Group is proactive in recruiting and promoting human resources that possess a broad array of backgrounds, while also focusing efforts on enhancements to the working environment and employee training that will bring out the unique characteristics and skills of each individual to the greatest extent possible. By promoting the active participation of such diverse human resources, the Company will translate this into the creation of new corporate value.
Career design
Based on the recognition that the growth of each individual employee is the source of the Company’s growth, to realize sustainable growth the JACCS Group is rebuilding its business model from diversified perspectives, going beyond the existing business and preconceived notions. Hence, the Group will work to develop a transformational workforce capable of taking the lead in value creation.
Employee engagement
JACCS will promote initiatives aimed at enabling employees to feel job satisfaction and realize personal growth while facing in the same direction and fully demonstrating their diverse and irreplaceable individual qualities. In doing so, JACCS will strive to create an environment in which employees and the Company choose each other and mutually enhance each other.
Promoting health and productivity management
The Company recognizes the importance of each employee being able to work energetically and with peace of mind while maintaining a high level of physical and mental health. Based on a health and productivity management philosophy, the Company works strategically to maintain and improve the health of employees, and aims to realize working styles and an employee-friendly work environment in which employees can achieve a work–life balance.
