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To secure the human resources that are the source of our organizational strength, and to connect their growth to the Company’s sustainable growth
- Securing human resources in line with the business plan
- Raising the expertise of head office functions
- Ensuring and retaining a diverse workforce to enhance corporate value
- Number of new graduates and mid-career hires: 177
- Human resources fulfillment rate: 101.2%
- Turnover rate: 2.3%
- Continuing to hire 150 new employees every year [FY2030]
- Human resources fulfillment rate: 100% [FY2030]
- Turnover rate of permanent employees: 2.5% or less [FY2030]; 2.0% or less [FY2050]
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Developing a human resources strategy aligned with the management strategy
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Optimizing the allocation of personnel to growth businesses
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Realizing an in-house environment where diverse human resources play a more active role
To create new customer satisfaction and enhance corporate value by developing specialized human resources
- Developing specialized human resources for core businesses
- Reskilling
- Systematically developing female leaders
- Percentage of certified Home Appliance Advisors and Engineers among permanent employees: 86.5%
- DX literacy training: Cumulative total: 4,327 participants; generative AI training: 1,269 participants
- Percentage of female managers: 4.7%
- Percentage of employees holding Home Appliance Advisor and other certifications: 85.0% [FY2030]
- Having all employees complete DX training [Continuing initiative]
- Percentage of female managers: 5.0% [FY2030]
- Developing self-directed human resources
- Developing a training framework by establishing business-specific academies
- Supporting women’s career development through networking
To maximize individual and organizational performance by promoting health and productivity management
- Preserving and improving mental and physical health
- Improving health literacy to promote healthier lifestyles (diet, exercise, and sleep)
- Creating a safe and secure work environment
- Presenteeism: 92.9% Overall health risk: 101
- Health index score (obesity, blood pressure, liver function, lipids, blood sugar, and smoking): national average -4.0%
- Occupational accident frequency rate: 1.36; occupational accident severity rate: 0.02
- Presenteeism: 94.0% [FY2030] (Measured using the WLQ-J) Overall health risk: 102 or lower
- Health index score (obesity, blood pressure, liver function, lipids, blood sugar, and smoking): national average +2.0% [FY2030] (National averages are based on the Ministry of Health, Labour and Welfare’s NDB Open Data)
- Occupational accident frequency rate: 1.30 or lower; occupational accident severity rate: 0.02 or lower
- Providing targeted support based on potential health risks
- Enhancing individualized guidance and support to address health concerns
- Regularly assessing risks in the work environment
To carry out business management that respects the fundamental human rights of all stakeholders in line with our corporate motto of “Thoughtfulness” and international human rights standards
- Communicating the Joshin Group Human Rights Policy to stakeholders
- Implement human rights due diligence
- Held stakeholder meetings
- Provided feedback on the results of the human rights questionnaire
- Promoting awareness of respect for human rights throughout our value chain
- Prevent and mitigate risks to human rights across our value chain
- Collaborate on human rights awareness initiatives under the UN Global Compact
- Support partner companies in implementing human rights due diligence
To reduce and prevent risks in our supply chain and build a sound and resilient procurement framework in the spirit of the UN Global Compact
- Communicate the Procurement Policy and Procurement Guidelines and conduct supplier assessments
- Promote engagement (collaboration) with suppliers
- Conducted a procurement questionnaire targeting 303 major suppliers; sustainable procurement rate: 70.5% (Response rate 52.5%)
- Selected as a CDP Supplier Engagement Leader for two consecutive years
- Establish resilient and sustainable partnerships with suppliers in order to address ESG issues
- Achieve a sustainable procurement rate of 80% [FY2030]
- Continue to be selected as a CDP Supplier Engagement Leader [FY2050]
- Enhance analysis of assessment results and hold individual feedback meetings with suppliers
- Build a framework for resolving issues across the entire supply chain through engagement
To promote solutions to social issues by leveraging our core business in our role as part of the infrastructure of life and achieve sustainable growth alongside local communities, whose development is essential to the Company as a business built on community-based stores
- Promote community engagement and businesses that address social issues, based on the four pillars of safety and security, a healthy life, support for the development of the next generation, and the environment
- Promote the resolution of local issues and sustainable creation of shared value (CSV) in collaboration with local governments, educational institutions, and other organizations
- Bridge the digital divide (information gap) in local communities by providing smartphone support and other services
- Achieved closed-loop recycling of 315.6 kg of bubble cushioning material in collaboration with other companies at Joshin Outlet Kitahanada Store
- Donated 693 air purifiers to elementary and junior high schools and other institutions in Izumisano City, Osaka
- Implemented programs to support the development of the next generation in inquiry-based learning classes and other activities at elementary and junior high schools
- Contributed to bridging the digital divide by rolling out free and paid smartphone support services at all stores
- Create and expand businesses that address social issues based on these four pillars [FY2030]
- Build a model for resolving issues in collaboration with local governments and educational institutions in the communities where we operate [FY2030]
- Achieve a digital society where people of all generations can live with peace of mind by expanding smartphone support and other services [2050]
- Build a new business model that leverages stores as local hubs for the infrastructure of life
- Participate in events and inquiry-based learning in ongoing collaboration with local governments and schools
- Expand the function of our physical store network as a consultation point forming part of the infrastructure of life in communities with aging populations
Because a sophisticated corporate governance system is required to link the creation of social value to Joshin’s sustainable growth, enhanced corporate value, and realization of its Management Philosophy
- Fine-tune medium- to long-term growth strategies
- Promote more efficient management with a focus on cost of capital and stock price
- Develop board succession plans to support growth strategy execution and the promotion of efficient management
- Operating income:
¥5,422 million, ROE: 3.1% [End of FY2025] - Cross-shareholdings:
Holdings in 23 companies, representing 5.5% of net assets [End of FY2025] - Transitioned from being a company with a Board of Auditors to one with an Audit and Supervisory Committee [FY2025]
- Independent outside director ratio: 75.0% (six outside directors / eight total directors) [FY2025]
- Female director ratio: 50.0% (four female directors / eight total directors) [FY2025]
- Operating income: ¥10 billion or higher, ROE: 7.0% or higher [FY2028]
- Ratio of cross-shareholdings to consolidated net assets: Less than 3.0% [FY2028]
- Ensure and maintain the independence and diversity of the Board of Directors [FY2028] (Maintain an outside director ratio of over 50% and a female director ratio of over 40%)
- Enhance dialogue with shareholders and institutional investors
- Promote balance sheet management
- Enhance the Board of Directors’ monitoring functions and strengthen coordination with executive officers
- Enhance the succession plan for outside directors
Because adherence to laws and social norms (compliance) and high ethical standards (corporate ethics) are required to maintain sustainable corporate growth and the trust of stakeholders
- Enhance compliance training in the value chain
- Construct a business continuity management system in the value chain
- Enhanced the structure of the Legal and Risk Management Divisions in anticipation of future expansion of business fields
- Formulated information security and BCP guidelines and ensured they are widely communicated
- Promote compliance training at Group subsidiaries and cooperating companies [Continuing initiative]
- Introduce a fixed-term system (renewal system) for assigning staff to management positions [FY2030]
- Promote skills training for executive officers overseeing the specialized subcommittees of the Risk Management Committee
- Encourage awareness and cooperation in compliance management among contractors
Because enhancing resilience (capacity to recover) against diverse risks that threaten business continuity, including increasingly sophisticated cyberattacks, and establishing and operating a robust management framework are key management issues
- Build an effective data security system
- Maintained PrivacyMark certification for 20 consecutive years (since FY2005)
- Introduced a service that detects unauthorized activity in logs and blocks network access
- Retain PrivacyMark certification [FY2050]
- Establish a CSIRT (Computer Security Incident Response Team) to bolster business continuity [2030]
- Continue activities to raise awareness of personal information protection across the Group
- Enhance backup capabilities to establish a rapid recovery framework
