ORIX's Talent Strategy
ORIX's Talent Strategy
People are ORIX's most valuable asset. The concept Keep Mixed—the idea that diverse talent creates synergy—is the foundation on which our pool of talent is based. It is our belief that hiring talent of varying nationalities, ages, genders, and work experience is the key to blending diverse values and skills in addition to creating new value, which is the backbone of ORIX's growth. ORIX's human resources strategy centers around building a rewarding work environment where diverse talent can maximize their individual knowledge and expertise.
ORIX operates a wide range of businesses in approximately 30 countries worldwide, so it requires talent with expertise in various fields. To make this possible, we continuously reform our human resources system ahead of current social conventions and create fulfilling workplaces by establishing a work environment that respects diverse styles of working and enables talent to flourish. Additionally, at ORIX, developing talent that can thrive on a global scale is a priority, and there are extensive opportunities for employees who actively take on challenges. ORIX knows that in order for employees to fully develop their skills and maximize their contributions, employee initiative is important, but it is also essential that the company takes responsibility for this development and provides programs to support employees in their efforts to develop skills and expertise. ORIX is committed to creating an environment where employees can fully expand on their potential and build lasting careers while maintaining their mental and physical health/wellbeing.
ORIX prioritizes individual employee values and emphasizes communication with employees for a workplace where all can work while maintaining their mental and physical health/wellbeing. We have introduced an employee morale survey, the results of which are utilized in a broad array of human resources policies. Additionally, ORIX established a Work Style Reform Project with the objective of building a comfortable work environment that incorporates and reflects employee feedback, and we are encouraging productive ways of working as well as a culture that recognizes diverse styles of working.
Human Resources-related Material Issues and Key Sustainability Goals
ORIX positions human resources—an essential asset—as one of its key themes and has set the following material issue and key goal.
| Material Issue | Continue to improve employee satisfaction by respecting the diversity of our employees and creating an inclusive and equitable working environment that promotes flexible working styles and provides career development support, fair performance review and compensation schemes, and employee health support systems. |
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| Key Goal | Female employees to account for over 30% of management positions at ORIX Group by the end of the fiscal year ending March 31, 2030. |
Ideal Characteristics
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Creativity
Proactively Creating
New Businesses -
ORIX intends to contribute to society through its businesses. In sensing society's needs and consistently seeking out new businesses, our diverse employees pool their wisdom to provide innovative products and services. To remain a company that is essential to society, we look for employees with the flexibility and creativity to proactively create new opportunities and businesses.
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Challenge
Taking on New Challenges and
Acquiring a High Level of Expertise -
To create new businesses, we believe that our employees must have a positive attitude about taking on new challenges without fear of failure. Because our sphere of activity requires various types of specialized competence, we seek out employees who regularly take on new challenges as they acquire a high level of expertise throughout their careers.
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Team Play
Respecting Diversity and Actively
Driving Collaboration -
ORIX has expanded its operations by emphasizing teamwork and pooling the wisdom of its various business divisions with their wide-ranging expertise. Therefore, we look for employees who display teamwork that respects diversity and actively drives collaboration.
Employee Morale Survey
ORIX values communication with employees and conducts various initiatives to that end. To obtain data on how employees feel about their daily work for use in future human resource measures, we introduced a survey of employee morale in 2004. Annual surveys since 2016 have targeted employees of our 10 major ORIX Group companies (ORIX, ORIX Rentec, ORIX Auto, ORIX Credit, ORIX Real Estate, ORIX Computer Systems, ORIX Bank, ORIX Life Insurance, ORIX Eco Services and ORIX Asset Management & Loan Services). Results are disclosed internally.
All employee responses are anonymous. Results are used to identify trends in morale at ORIX Group companies and at ORIX Corporation. They are also utilized as a reference for deciding human resources measures for the ORIX Group or for verifying the effectiveness of current measures.
Work Style Reform Project
In October 2016, by direct request of the CEO of ORIX Group, we launched our Work Style Reform Project. The project aspires to create high productivity and efficiency, and support activities with a focus on fostering a culture that recognizes diverse working styles.
Work Style Reform Project Timeline
Fiscal Year Ended March 2017: Launching the Work Style Reform Project and Identifying Employee Needs
We established a committee made up of more than 200 employees from 10 major ORIX Group companies. This committee discussed specific issues and efforts over the course of about 6 months and then proposed approximately 120 ideas to the CEO.
Fiscal Year Ended March 2018: A Year of Promoting Work Style Reform
Based on the proposals made by employees during this project, we implemented 80 measures centered on our human resources system to promote diverse and flexible working styles. Notably, we enhanced working hour flexibility by establishing a new super flextime system that eliminates the core working hours of the prior flextime system, established a system of annual paid leave in one-hour units, and expanded the incentive system to encourage employees to use their vacation days. We also launched an internal intern system to support diverse career prospects.
Fiscal Year Ended March 2019: A Year of Investing to Improve Productivity
To increase workplace flexibility and support various working styles, we built an infrastructure to enable work outside the office by upgrading our IT equipment and expanding external satellite offices. At the same time, we launched a system of financial support for self-improvement so employees can effectively utilize free time created through the promotion of work style reforms.
Post-Fiscal Year Ended March 2020: Continuing Productivity Enhancement
As a way of influencing employee mindsets in a positive way, we have circulated good examples of work productivity and efficiency through seminars and an employee portal on our intranet. We have also explored and implemented measures to increase efficiency tailored to diverse businesses across different departments/divisions.
In addition, we have made accommodating changes to address the spread of the coronavirus, such as implementing systems and tools that enable employees from various departments/divisions to make use of flexible work locations and working hours depending on their circumstances. As a result, we have been able to put measures into place to prevent further spread of the coronavirus and create an adaptable work environment that allows employees to work remotely and stagger their work hours.