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• Strengthen recruiting new graduates and mid-career hires and promote part-time employees to full time
• Strengthen direct recruiting
• Secure core human resources through job-based employment (introduce a job-based employment system in the planning departments by FY 2025)
• Increase the percentage of women and actively promote women to managerial and executive positions
• Promote D&I for knowledge and experience (ensure diversity, develop new partner companies)
• Employ more people with disabilities
• Establish work environments that enable employees to have successful lifelong careers (extend retirement age)
- Establish and announce the Joshin Group D&I Policy
- Extend retirement age to 62 years
- Extend retirement age to 65 years [FY 2025]
- Keep hiring 150 new graduates/mid-career workers as permanent employees every year [FY 2030]
- Maintain an annual turnover rate of permanent employees at 2.5% or less [FY 2030], 2.0% or less [FY 2050]
- Percentage of female employees hired as new graduates: 50% [FY 2030]
- Employees with disabilities: 3.0% [FY 2030]
- No mandatory retirement [FY 2040]
- Maintain staffing levels, determined by each employee’s assigned area in a store [FY 2050]
- Develop specialized human resources for core businesses
- Foster a willingness to make voluntary contributions by using engagement surveys
- Implement reskilling, including DX education
- Planning leadership training for female employees
- Implement executive and officer training
- Train executive officers as candidates for directors
- Train onsite home appliance repair technicians
- Support the training of human resources at partner companies
- Launch a diversity council and initiate childcare community activities
- Start DX training: 1,000 participants in FY 2022
- Percentage of certified Home Appliance Advisors and engineers among permanent employees: 83.5%
- Cumulative total of 4,200 participants in DX training [FY 2024]
- Female managers: 20% [FY 2030], 50% [FY 2050]
- Permanent female employees: 30% [FY 2030], 50% [FY 2050]
- Percentage of female employees: 50% [FY 2030]
- Maintain a job qualification percentage of 85% for Home Appliance Advisors, etc. [FY 2030]
- Train 120 onsite home appliance repair technicians [FY 2030]
- Preserve and improve mental and physical health
- Ensure appropriate business hours to remedy long working hours and working late at night
- Take advantage of ICT and robotics technology as alternatives to employees
- Create safe and secure workplace environments that focus on work-life balance
- Establish and announce the Joshin Group D&I Policy
- Extend retirement age to 62 years
- Achieve the average health index score (for obesity, blood pressure, liver function, fats, blood sugar, and smoking) of +2% across Japan [FY 2030], +5% across Japan [FY 2050]
- Introduce full self-service registers in all stores [FY 2027]
- Paid leave percentage of 70% [FY 2030], 100% [FY 2050]
- Presenteeism: 94% [FY 2030] * Measurement by WLQ-J
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- Perform human rights due diligence
- Communicate and collaborate within the value chain
- Implement risk assessments on the value chain
- Hold stakeholder meetings (dialogues)
- Establish relief mechanisms
- Disclose information
- Endorse and sign the United Nations Global Compact
- Implement a human rights impact assessment
- Establish and announce the Joshin Group Human Rights Policy
- Establish opportunities for human rights awareness for every supplier [FY 2025]
- Promote respect for human rights among employees by raising awareness [FY 2025]
- Pursue initiatives to ensure respect for human rights across the value chain [FY 2050]
- Share purchasing guidelines with suppliers
- Conduct engagement related to sustainable purchasing
- Establish and announce the Joshin Group Purchasing Policy and Guidelines
- Establish and announce the Joshin Group Anticorruption Policy
- Regularly conduct questionnaire surveys and gather information on human rights responses of suppliers [FY 2025]
- Achieve a sustainable purchasing target of 70% and promote increased transaction volumes with suppliers who responded to our survey [FY 2030]
- Build a sound, strong supply chain by adhering to Group Purchasing Policy/Guidelines and Group Anticorruption Policy [FY 2050]
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- Participate in social contribution activities centered on our real stores and other business locations
- For Joshin’s community service activities that are connected with our main business, engage in projects that are intended to build stronger relationships with local customers based on these pillars: safety and security, a healthy life, supporting the development of the next generation, and the environment.
- Publish the Group’s policy on community service as the Basic Sustainability Policy in the Corporate Governance Report
- Participate in the Decarbonization Point System Promotion Platform in collaboration with Osaka Prefecture
- Create new salesfloors that respond to changes in buying styles through a collaborative project between industry and academia with Baika Women’s University
- Improve the strength of the brand and our corporate value in local communities through social contributions [FY 2030]
- Take part in community service activities in collaboration with businesses working with municipalities [FY 2050]
- Create shared value by offering solutions to social issues [FY 2050]
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- Implement and maintain the Joshin Group Anticorruption Policy, including in the supply chain
- Make compliance training a requirement for assigning management positions (for example, the screening process for promotion and the position renewal system)
- Implement an integrated risk management system and business continuity management system, including in the supply chain, by the Risk Management Committee
- Establish the Joshin Group Anti-corruption Policy that is based on the Group’s Code of Conduct
- Establish a business continuity management system
- Introduce a fixed-term system (renewal system) for assigning management positions [FY 2030]
- Maintain the business continuity management system [FY 2030]
- Establish a business continuity plan (BCP) system, including in the supply chain [FY 2030]
- Set KPIs for risk management related to climate change, respect for human rights, employees’ health, work environments, fair and appropriate treatment, fair and appropriate trade, and natural disasters, among others, based on the Basic Sustainability Policy
- Provide a well-developed executive compensation system that could be an incentive for creating sustainable growth and higher corporate value
- Assign the parent company’s executive officers and
senior staff to management teams at Group subsidiaries - Revise the compensation system for directors and
executive officers [FY 2023]
- Clarify management responsibilities through an
increase in performance-linked compensation (50%) - Motivate employees to make improvements in
medium- to long-term corporate value by increasing
stock compensation (long-term incentives) - Promote sustainability management by introducing
ESG indicators in compensation calculations
- Transition to a delegation-style executive officer system
- Female officers (directors and auditors): 30% [FY 2030]
- Stock compensation: 50%; disclose the compensation standards and individual compensation [FY 2030]
- Ensure well-developed and sustainable corporate governance intended to improve our corporate value, leading to higher social value and the realization of our management philosophy [FY 2050
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