HRX—Human Resource
and Organizational Strategies

Tokyo Century carries out human resource and organizational strategies to foster people with a propensity for self-transformation and who possess creativity and ambition and are thus capable of advancing its management and business strategies.

Tokyo Century believes that cultivating an awareness of well-being among officers and employees is imperative to the advancement of its human resource and organizational strategies. For this purpose, we aim to create a virtuous cycle built on trust between the Company and its employees and on strong employee engagement in order to improve well-being. We are convinced that this process will contribute to the ongoing growth of Tokyo Century.

Tokyo Century is moving forward with a variety of initiatives aimed at the development of highly capable organizations and the empowerment of individual employees.

Tokyo Century emphasizes the importance of supporting employees in accomplishing their individual career goals to empower them to excel at the Company.

Equipment Leasing

• Knowledge Lab (improvement of sales capabilities by sharing best practices)
• Mentorship programs (support for junior employees emphasizing dialogue)

Automobility

• Business seminars (seminars for fostering new business creation mindset and exploring new ideas through coordination with internal and external partners)

Specialty Financing

• Opinion-sharing forums and job rotation training for junior employees (opportunities to experience procedures outside of one’s assigned division)
• Lectures for junior and mid-rank employees (acquisition of knowledge pertaining to finance, company analyses, market trends, etc.)

International Business

• Training for individuals going on overseas assignments (improvement of knowledge and skills necessary for overseas assignments)
• Middle-management training (cultivation of overseas base manager candidates)

Environmental Infrastructure

• Workshops (improvement of understanding and knowledge pertaining to renewable energy businesses)
• Legal seminars (improvement of environmental regulation compliance and other practical skills)

Medium-Term Management Plan 2027 defines the employee engagement index as a non-financial KPI. This index is measured through regular employee engagement surveys. By analyzing the results of these surveys, we are able to identify issues and implement improvement measures to further heighten the employee engagement index.

Tokyo Century got its start in leasing, and then it went on to grow while expanding its business scope through entry into new business fields, like automobility, aviation, real estate, and environmental infrastructure, in response to social changes and customer needs. If we want to continue growing into the future, we will need to take a bottom-up approach toward addressing any issues we face while creating new products and services that meet customer needs. Whether or not we can do so will hinge on our ability to heighten the individual skills of our employees. Under Medium-Term Management Plan 2027, Tokyo Century has defined its desired human resources as being “people with a propensity for self-transformation and who possess creativity and ambition.” Such people should be characterized by a propensity for self-transformation that enables them to change and grow, creativity for generating high levels of value in response to the various issues and needs of customers and society, and a sense of ambition that propels them to seek new challenges without fear of failure or hardship.

Moreover, our future growth will depend on whether we can recruit and retain talented human resources. I therefore think we need to heighten our ability to communicate the information on Tokyo Century to external stakeholders. This will be imperative to inspiring a wider range of talented individuals to take an interest in the Company and to deepen their understanding with regard to our business as well as our corporate culture, workplace environment, and workstyles. Recently, during interviews with individuals seeking to work at Tokyo Century, I have been sensing the diversification of the types of values people hold toward their job and the idea of working. If we want more people to choose Tokyo Century as their place of employment, we need to present concrete details on not only our work conditions and job types but also the kinds of career plans we offer and the skills and sense of achievement to be gained by working at the Company.

We must also develop a workplace environment that ensures employees are highly motivated on the job as well as systems that fairly reward them for their accomplishments. The current human resource systems were put in place more than a decade ago. We have continued to update these systems over the years in response to social changes. However, we have recently undertaken a more comprehensive inspection of our systems based on the results of an employee engagement survey implemented in fiscal 2024 and input from employees. I want Tokyo Century to be a place where every employee is capable of bringing about change and growing into the type of person who can help address the issues faced by customers and society. To this end, I am committed to conducting the necessary investments and providing opportunities for employees to learn and exercise their skills as we seek to foster an organization that commends ambition.