Commitment to Our Employees

The employment landscape is rapidly changing, influenced by factors such as a shrinking workforce, an aging society, shifts in young people's values from "joining a company" to "finding a job", and the dynamic job transfer market. We've responded to these changes by redefining our recruitment strategy. Instead of focusing solely on traditional mass hiring of new graduates, we're emphasizing the creation of a diverse workforce, which is central to our human resource strategy. While we continue to hire new graduates with an eye on maintaining a balanced generational workforce, we're also ramping up the recruitment of experienced personnel, including specialists pivotal for new business development.

Every year, we bring fresh talent into our fold. In April 2024, we welcomed 102 new recruits. We plan to employ 80 new graduates in April 2025. To ensure a balanced age distribution and foster diverse talent, our future recruitment strategy will equally target new graduates and experienced professionals.
We're increasing opportunities for dialogue through a mix of online and face-to-face interactions during recruitment. To prevent mismatches post-employment, we offer internships and seminars and provide chances to engage with our younger employees, thereby showcasing our company's appeal.

In addition to the conventional practice of recruiting new graduates in mass, we have substantially broadened our recruitment of experienced workers since FY 2022 and are actively recruiting year-round. We plan to employ the same number of experienced workers as new graduates, which will enable us to secure a stable supply of human resources. In FY 2023, we recruited 88 experienced hires. Many of our experienced hires have acquired a variety of experience and skills in other industries and sectors before joining our company and playing an active role as an immediate asset.

We're committed to employing individuals with disabilities and ensuring their retention. We facilitate understanding of disabilities among our staff through interviews, in-house handbooks, and study meetings. By assigning appropriate job roles, we enable our team members with disabilities to showcase their skills and lead independent lives.

Our reemployment system is designed for those who previously left due to life stage changes but wish to capitalize on the experiences, skills, and knowledge they acquired during their time with us or thereafter. These returnees enrich our company with diverse perspectives.

We offer internships from the summer of the third year of university before the selection begins.
The program begins with an understanding of the business models of the financial industry and consumer credit companies and an introduction to our Corporate Philosophy and diverse products through work experience in each job category (sales promotion, sales administration, and credit management), including group work, so that participants can get a clear picture of what it would be like to work with us after joining the company.
We have created an environment where students from all over the country can participate, utilizing online tools. In 2024, 2,200 people participated in the internship program.

We're actively recruiting contract employees and part-timers nationwide, who wish to demonstrate their skills, build their careers, and strike a work-life balance. Those who join us contribute to various business domains within our company.

Since April 2023, we have implemented a system that determines employee grades based on their assigned mission, starting from the managerial level. By setting specific targets under each mission, we aim to boost employee motivation and performance. In addition, we strive to support each employee in defining their career trajectory and taking proactive steps towards realizing their aspirations.

We are shifting from the traditional approach of focusing on seniority and job function to a new approach focusing on the work content and the mission to be fulfilled. The mission is not the task but the purpose of the organization or each employee in achieving our vision of. We will clarify the job and personnel requirements for each position based on the mission so that employees can understand their work's purpose (value and significance) and work with a sense of fulfillment and pride. We will also use this as a basis for helping each employee to understand their issues, engage in self-development, receive fair evaluation and treatment, and promote autonomous career development.

These efforts are based on the formulation of mission definition documents, which include the different missions for each organization and position, as well as the main KPIs, authority and responsibility, behavioral characteristics, and skills required to fulfill the job requirements necessary to achieve the mission. The gap between the behavioral characteristics and skill levels defined in the mission definition documents and the individual is reflected in the behavioral evaluation and skill evaluation. By ensuring that every employee understands our mission (the purpose and mission of the work we do for society and the significance of our existence) and by recognizing the intrinsic value of the work we do, we aim to create a workplace where employees can work with a sense of purpose and pride. At the same time, we will use our mission as a basis for building a system of fair evaluation and treatment and streamlining employee recruitment, training, and placement.

To support our mission-centric personnel system, we revised our evaluation and reward systems. By outlining the behavior we expect from employees and providing clear evaluation criteria and focusing on enhancing the skills of evaluators, we aim to ensure fair and transparent performance appraisals and rewards, moving away from seniority-based reward systems.
In addition, toward realizing corporate strategies and targets, we have introduced a “performance-linked bonus” scheme that links corporate or organizational performance and rewards. By linking performance based on the Orico Group in addition to personal evaluations, we share the joys of achieving targets together with a company and employees, motivate them to challenge and act voluntarily, and reward them well in terms of rewards, thereby encouraging each and every employee to transform a way of thinking and behavior that lead to better results and enhance productivity.
In addition, we have introduced multidimensional evaluations such as 360-degree feedback to enhance the objectivity and transparency of assessments. Through not only conventional evaluations by superiors but also evaluations by co-workers and subordinates, the 360-degree feedback aims to enhance the objectivity and transparency of assessments. It also intends to clarify manager-level skills (ability to perform jobs) in comparison with public standards in light of the “Desired Talent Profile” of the Human Resources Basic Policy and promote growth of managers. Employees around an evaluatee straightforwardly communicate the strengths and issues they feel through normal business operations, thereby promoting transformation and improvement of the person’s awareness and behavior and realizing a better workplace environment.

We believe nurturing talented core personnel is crucial for effective organizational management. We focus on developing these key individuals who will spearhead our strategic implementation. We've initiated a development program for managers, providing web and in-person sessions with the active participation of executives. Furthermore, from the perspective of "right person for the right job", we provide promising young employees with challenging assignments that allow them to envision their future careers.

We have identified a strategic approach to human resources as a cornerstone of our medium-term management plan, with the primary goal of "maximizing employee engagement through fostering a win-win relationship where both the company and employees can thrive".
To accurately assess and depict the level of employee engagement, and to formulate initiatives based on the outcomes with a view to maximize engagement, we initiated the Orico Group Employee Engagement Survey in April 2022. The first survey (April 2022) saw us rated at "CCC", the seventh tier out of eleven. However, in the second survey (December 2022), we moved up a notch to "B". Over the three years leading up to March 2025, our aim is to ascend three ranks to "BBB".
As part of the process, after conducting the survey, we hold meetings to share results with organizational leaders such as department and group heads, office chiefs, and branch managers. Each organization is then tasked with considering and implementing action plans aimed at enhancing engagement. In addition, we're rolling out company-wide initiatives aimed at boosting engagement, such as sharing successful case studies to improve the effectiveness of action plans.

We assure equal pay for equal work thoroughly. To ensure fair evaluations and treatment that are appropriate to missions of employees, we abolished the employment categories of national and regional job transfers and applied the same wage levels. We pay appropriate wages that exceed minimum wages to ensure stable lives of employees. We promise to provide a work environment where every person can be treated fairly and work with a sense of security.

We are dedicated to fostering a workplace environment where every employee can find value and motivation in their work. We have put in place several systems to help achieve this goal.

We've introduced a flexible work system, which allows employees to choose from seven predefined work patterns without any restrictions on usage.

Recognizing that a comfortable work environment is a prerequisite for a vibrant workplace, we conduct a "Labor Time Council" every six months at each workplace. During these meetings, workplace managers and employee representatives discuss ways to reduce overall working hours by enforcing standard work hours and encouraging the use of annual paid leave.

In addition to complying with laws and regulations regarding working hours and the 36 Labor-Management Agreements (the Article 36 Agreement), we also check monthly that non-statutory working hours do not exceed 80 hours or 60 hours for two consecutive months and objectively ascertain working hours, and other key metrics, using entry/exit logs and mobile PC log results.

To promote work-life balance and reduce employees' long working hours, we are also working to encourage employees to take annual paid leave in cooperation with labor and management. As a result, yearly overtime hours worked in FY2022 were 213.2.4 hours, and the annual paid leave utilization rate was 70.9%.

To create an environment where employees are motivated to work, we are expanding our "Work-Life Balance Support System", which is designed to help employees juggle work and childcare. One of these initiatives is a system that allows employees who find it challenging to work at their current location due to their spouse or family member's relocation or transfer, to request a transfer to continue their work with the company. In 2019, we extended the restrictions on overtime work and child care leave to include children from third to sixth grade. These efforts have earned us the "Kurumin" certification five times, and in 2022, we were awarded the "Platinum Kurumin Plus" for our support of "childcare" and "balancing infertility treatment with work".

Since 2017, we have implemented teleworking as part of our efforts to improve productivity and cater to changing employee values and lifestyles. This approach allows for a flexible work environment unrestricted by location or time. We've established guidelines for communication and meeting etiquette during telework, leading to improved work efficiency.

In 2019, we introduced a system that allows employees to take leaves of absence without limiting the reasons, aiming to boost the motivation of long-term employees and promote work-life balance. This system supports various needs including childcare, eldercare, infertility treatments, overseas studies, career advancement qualifications, volunteering, and other social contributions.

As part of our ongoing reforms to work styles and improvements in the treatment of non-regular employees, we have established a system to hire regular employees. This system aims to provide opportunities for non-regular employees who desire to take on a broader range of tasks and greater responsibilities. Since 2018, we have hired 45 full-time employees through this system, and we plan to continue this hiring approach in the future.

We offer various benefit programs so that employees can be highly motivated and work stably for a long time. In addition to leave and a leave of absence system, we introduce “Benefit Station”, a welfare service operated by Benefit One Inc., to allow employees to use various services at courtesy prices. We also provide programs such as residential subsidy and an employee loan system to ensure our employees can work with peace of mind. We have adopted measures such as telework, a Slide Work system and a four-day workweek system to promote a healthy work-life balance. We have promoted obtaining paid leave and developed a better working environment.
In supporting employees’ asset building, we introduce the Employee Financial Asset Formation Savings and the Corporate Defined Contribution Plans and hold internal seminars to focus on enhancing their financial literacy. We provide the Employee Stock Ownership Plans which all employees of the Orico Group can join, and foster interest in our Company and a sense of unity.

In terms of education, we support career design by offering incentives for qualification attainment, supporting self-improvement including language learning, and providing programs such as career training, an internal job posting system and a trainee system.

Our employees must lead vibrant lives professionally and personally to realise our fundamental principles. Maintaining optimal physical and mental health conditions for our employees is crucial for balancing corporate and societal values and fostering happiness amongst employees and their families.
Therefore, we have issued a "Health Declaration" and prioritize our employees' health, safety, and well-being, even amidst the COVID-19 pandemic. We have implemented various measures, such as workplace vaccinations, to safeguard their health. Additionally, we extend our support for preventive measures like influenza vaccinations. Looking ahead, we will continue to create a company environment where employees can enthusiastically engage with their work.

We have established a company-wide Health Committee to protect the health and safety of our employees. We hold Health Committee meetings not only at our headquarters, but also at each branch office, where we appoint health managers and health promoters. We carry out emergency preparedness activities, such as disaster drills and e-learning educational activities, raising awareness of occupational accidents, implementing preventive measures, conducting workplace patrols, and installing AEDs (Automated External Defibrillators). Disaster drills are regularly conducted at each base.

In the event of a large-scale disaster, we thoroughly implement the initial response manual for large-scale disasters for all employees, and to ensure that each individual can quickly take action during a disaster, all employees carry the large-scale earthquake handbook at all times.

We have established the Orico Helpline, a whistle-blowing system, to promptly identify and appropriately respond to any irregularities/violations of procedures, information leaks, human rights abuses, labor problems, harassment, collusion with business partners, or other potentially illegal activities at our Company and Group companies. We communicate the system through measures such as displaying announcement posters at each workplace. All employees carry a card with contact information to report or consult with the helpline whenever they have a problem. Two contact points, one within our Company and one outside our Company, have been established, both of which can be used with guaranteed anonymity.
We comply with the Whistleblower Protection Act, and prohibit disadvantageous treatment to whistleblowers.

Orico and group companies regularly conduct top-level and position-specific training for directors, department managers, and others to prevent harassment and promote awareness of human rights. The trainings are based on the “Guiding Principles on Business and Human Rights” formulated by the United Nations. It includes case studies of harassment and what to do if harassment should occur, as well as educating executives and employees on specific harassment prevention. These training sessions are conducted company-wide online, and top management and the entire company are trained on the significance and importance of harassment prevention and human rights initiatives. They are designed to promote an understanding of international trends with respect for human rights and improve human rights literacy.

We respect workers' rights to freedom of association and the right to collective bargaining and strive to improve the work environment. Since 1982, we have had a union shop agreement in place with the "Orient Corporation Labor Union". All regular employees, except for those in managerial positions and others whose roles, considering their responsibilities, preclude union membership based on individual agreements, are part of this union.
Our "Collective Bargaining Agreement", concluded between our company and the labor union, covers matters related to (1) working conditions, (2) the initiation, renewal, and termination of employment contracts, and (3) other matters considered necessary by both the company and the union for collective bargaining. Furthermore, we regularly share with our staff and group companies the demands of the spring labor offensive and the details of agreements concluded by the labor union.

Executive Officer in Charge: Hideyuki Matsuoka (Managing Executive Officer)
Secretariat: Human Resources Department

We've established a process that encourages sincere dialogue and mutual understanding between the company and the labor union, leading to an agreement on matters requiring collective bargaining, starting with working conditions. In recent years, we've conducted collective bargaining sessions with the labor union to review various work style reform systems. In addition to collective bargaining, our company also initiates biannual discussions between labor and management at each business site, focusing on "Promoting the Acquisition of Paid Leave" and "Reducing Overtime Work" as part of our work style reform efforts.

We operate “&Orico”, an internal social networking service that enables interactive communication among employees while covering topics of company-wide importance. This internal SNS provides a place for interactive community, and we are providing a variety of information to help solve organizational and human issues and maximize employee engagement by creating added value through stimulated communication.

We maintain an internal portal where employees can freely share information. This platform serves as the primary source for internal updates and includes not only service and business-related news, but also information on welfare benefits and club activities. We encourage daily flat communication and opportunities for employees to exchange information. When management communicates important messages to employees, we ensure the information is distributed evenly.

We hold "town meetings", interactive events where employees share important information about our vision and business strategies with executives, including the president, in a blend of online and real-world settings. After each meeting, we conduct a survey and use employee feedback to inform executive decisions.

We annually recognize projects that contribute to our culture of fostering highly effective human resources and overall business strategy, such as "President's Award" and "Orico Challenge Cup". We honor the employees involved in these projects, share the winning projects throughout the company as best practice examples, and award a cash prize to each project team. Individual recognition is also granted at the department and group level, celebrating many employees for their achievements.

We express our gratitude for the longstanding contributions of our employees to the company by honoring employees who have served for 20 and 30 years every year on the company's anniversary (December 27).

Each headquarter group recognizes individuals or teams from the sales offices whose contributions have improved performance or business operations.

We publish a quarterly booklet called "Orico Club" highlighting important company-wide topics and notable contributions. It's distributed to all employees, helping each department share their contributions to company management through engaging and easy-to-understand communication.

Our clubs carry out activities aimed at promoting employee health, improving cultural pursuits, and fostering camaraderie among employees.

Both our company and employees aim for active engagement with society in our roles as corporate citizens, consistently striving to make meaningful contributions through various social initiatives. We emphasize the autonomy and sustainability of these activities, considering their public benefits without intending for advertising or promotion and ensuring that our employees are entirely on board and satisfied with these initiatives