ZENKOKU HOSHO'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 inhouse group training, as well as external educational institutions such as seminars and e-learning. In FY2025/3, the grade-level-specific training time per person amounted to 13.4 hours, while training expenses stood at 80,240 yen per person.

The type of person we want employees to become by attending grade-level-specific training

(2) Work-specific training

ZENKOKU HOSHO 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 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.

Supporting the acquisition of licenses and certifications

We are committed to subsidizing the examination fees (certification acquisition fees) for all licenses and certifications pertaining to promotion criteria when the employee has passed. We have also developed a system to give awards to employees who have obtained certifications that are useful for their work.
Through these efforts, we promote the enhancement of employee skills and motivation while fostering awareness of corporate activities.

Training structure

Evaluation system

At ZENKOKU HOSHO, 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.
Actual performance is emphasized in addition to the above at the expert grade. From the management grade, actual performance is an important consideration. In addition, a values evaluation that reflects the values and behavior expected of Directors as articulated in the succession plan has been introduced beginning in FY2025/3.

In relation to the types of persons required for the management of ZENKOKU HOSHO, we have determined that they must understand and practice the management philosophy of ZENKOKU HOSHO, possess the corporate culture (core values) of ZENKOKU HOSHO, and have a vision for the future (management strategy) of the ZENKOKU HOSHO Group. As part of the candidate selection process, we will focus on the development of candidates at the section manager level and above through a combination of "strategic placement and task execution (OJT)," "training (Off-JT)," and "assessments," thus narrowing down the final range of successor candidates. In order to ensure objectivity and transparency and prevent arbitrary decisions playing a role in the final selection process, we conduct the selection through meetings of the Evaluation and Development Meeting, and then verify the appropriateness of the decision at the management level at a meeting of the Nomination and Compensation Committee.

Creation of a talent pool through a succession plan

Selection process

We have established a selection process in which we ensure objectivity and transparency to prevent arbitrary decisions in the selection process.

Development plan

By forming a talent pool for each grade before developing human resources, we will narrow down the final range of successor candidates.

Employee satisfaction

The average overall satisfaction score* in the employee awareness survey conducted in FY2025/3 was 4.75 points, producing favorable results and exceeding the previous results (4.67 points in the 2023 survey) and median of 4 points.
The percentage of the dissatisfied group (particularly dissatisfied and somewhat dissatisfied) decreased, while the percentages of the neutral and satisfied groups increased, indicating a degree of improvement from the last survey.

*Average based on a full score of 7 points

Trends in survey results

Engagement survey

Work engagement

The average score for work engagement^*1, which represents job satisfaction, was 3.94 points, higher than the last survey's results (3.84 points in the 2023 survey). However, the score was lower than the median of 4 points.

*1Average based on a full score of 7 points

Organizational commitment

The average score for organizational commitment^*2, which represents attachment to the organization, was 4.06 points, higher than the last survey's results (3.98 points in the 2023 survey). The score was also higher than the median of 3.5 points.

*2Average based on a full score of 6 points

Engagement Structure