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To secure the human resources that are the source of our
organizational strength, and connect growth in human
resources to continual corporate growth
- Strengthen recruiting of new graduates and mid-career hires and promote part-time employees to full time
- Strengthen direct recruiting
- Secure core human resources to support head office functions
- 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)
- Number of new graduates and mid-career hires: 190
- Turnover rate: 2.4%
- Introduce shorter working hours and leave systems for employees undergoing infertility treatment
- Introduce systems supporting fewer work days and reduced hours for veteran employees
- Percentage of mid-career hires among all employees: 39.2%
- Percentage of employees with disabilities: 2.8%
- Extended retirement age to 64 years
- Keep hiring 150 new employees every year [FY2030]
- Annual turnover rate of permanent employees 2.5% or less [FY2030], 2.0% or less [FY2050]
- Consider new systems to secure core human resources [FY2028]
- Permanent female employees: 30% [FY2030], 50% [FY2050]
- Extend retirement age to 65 years [FY2025], no mandatory retirement [FY2040]
- Remedying the age structure for permanent employees
- Moving employees appropriately to growth businesses
- Transforming our business model
- Support for the active participation of women and balance between work and private life
- Realizing an internal environment where diverse employees play a more active role
- Creation of job satisfaction for veteran employees
To create new customer satisfaction and improve corporate value by training specialized human resources
- Develop specialized human resources for core businesses
- Foster a willingness to make voluntary contributions by using engagement surveys
- Reskilling
- Practice talent management
- Plan leadership training for female employees
- Conduct training for senior management positions
- Train onsite home appliance repair technicians
- Support the training of human resources at partner companies
- Percentage of certified Home Appliance Advisors and engineers among permanent employees: 85.5%
- Conducted engagement training for mid-level/assistant managers
- Cumulative total of participants in DX training: 4,097 (training rate: 97.1%) (FY2022–FY2024)
- Hold a career forum for female employees who voluntarily expressed interest in participating
- Establish four new internal company communities focused on success of women in the workplace, nursing care, mid-career hires, and veteran personnel
- Add new subsidy system for childcare expenses on holidays
- Proportion of holders of Home Appliance Advisor certification, etc.: 85% [FY2030]
- Overall engagement score 80 [FY2030]
- Have all employees complete DX training [Continuing initiative]
- Have all employees complete generative AI training [FY2026]
- Percentage of female junior managers: 20% [FY2030]; 50% [FY2050]
- Onsite home appliance repair technicians: 120 trained [FY2030]
- Growth of Joshin fans and core fans
- Promotion of engagement understanding by the promotion team
- Develop new businesses and services utilizing ICT
- Personnel assignments making best use of individual abilities and characteristics
- Start a networking and mentoring system for women
- Training of senior management
- Enhancing business infrastructure (purchasing, logistics, delivery, installation, and construction)
To maximize individual and organizational performance by carrying out health and productivity management
- Conduct initiatives including education and public health nurse interviews to improve health literacy
- Ensure appropriate business hours to reduce total working hours and working late at night
- Take advantage of ICT and robotics technology as alternatives to employees
- Implement flexible working styles
- Recognized as a Certified Health & Productivity Management Outstanding Organization (Large Corporation Category) for six consecutive years
- Monthly average overtime work hours: 12.7 hours (down 0.9 hours from the previous fiscal year)
- Rate of male employees taking childcare leave or time off for the purpose of childcare: 98.5%
- Extension of mandatory Ikumen (men rearing their children) leave days
- Achieve the average health index score (for obesity, blood pressure, liver function, fats, blood sugar, and smoking) of +2% across Japan [FY2030], +5% across Japan [FY2050]
- Presenteeism: 94.0% [FY2030] * Measurement by WLQ-J
- Introduce full self-service registers in all stores [FY2027]
- 100% rate of male employees taking childcare leave or leave for the purpose of child care [FY2030]
- Preserve and improve mental and physical health
- Reducing total working hours
- Improving operational efficiency by utilizing ICT
- Achieve work-life balance that accommodates a wide range of working styles
To carry out business management that respects the fundamental human rights of all stakeholders in line with our Corporate Credo of “Thoughtfulness” and international human rights standards
- Implement risk assessments for the value chain
- Conduct the supply chain procurement questionnaire
- Conduct the human rights initiatives questionnaire at stakeholder companies
- Communicate the Joshin Group Human Rights Policy to stakeholders
- Establish relief mechanisms
- Hold stakeholder meetings (dialogues)
- Disclose information related to respect-for-human-rights initiatives
- Introduced a video on the Joshin Group Human Rights Policy to delivery service partners
- Implemented human rights initiatives questionnaires and survey feedback for delivery service partners (responses from 58 of 88 companies)
- Conduct human rights trainings twice a year
- Establish opportunities for human rights awareness for every supplier [FY2025]
- Promote respect for human rights among employees by raising awareness [FY2025]
- Pursue initiatives to ensure respect for human rights across the value chain [FY2050]
- Conduct continued education and training related to respect for human rights
- Conduct an investigation of human rights remedies at supplier manufacturing sites (areas in conflict) upstream in the value chain
- Conduct the questionnaire for suppliers downstream in the value chain (cooperating companies and others in shipping, installation, construction, and recycling)
- Formulate and implement measures for human rights risk mitigation and prevention
To appropriately share management and operating conditions in the four key areas and Ten Principles of the UN Global Compact, which are the foundation for the policies decided by the Company
- Share purchasing guidelines with suppliers
- Conduct engagement related to sustainable purchasing
- The questionnaire was sent to suppliers together with a video introducing the ESG initiatives of the Group
- Of 298 target companies, 210 responded to the questionnaire (response rate: 70.4%), yielding a sustainable procurement rate of: 78.8%
- Received the highest CDP Supplier Engagement Assessment Rating in FY2024
- Enact corrective measures for companies that failed to respond to the supply chain procurement questionnaire [FY2028]
- Build a sound, strong supply chain by adhering to policies for Group purchasing, human rights, and preventing corruption [FY2050]
- Continue to conduct for new suppliers in and after FY2024
To strengthen relationships with local communities through communication with stakeholders
- 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
- Participated in decarbonization events conducted with Osaka Prefecture and Sakai City
- Participated in events related to product safety at elementary schools in Osaka Prefecture and in Atsugi City, Kanagawa Prefecture
- As one part of “exploration learning,” conducted discussions at multiple junior high schools and high schools
- Participated in decarbonization events conducted with Osaka Prefecture and Sakai City
- Donated 693 air purifier machines to elementary and junior high schools in Izumisano City, Osaka Prefecture, to support educational and child-rearing environments
- As one part of “exploration learning,” conducted discussions at multiple junior high schools and high schools
- Continue to participate in events and exploration learning for large numbers of local governments, schools, and others in FY2025
To achieve harmony with society and carry out fair business activities that contribute to society through organizational operations that include the spirit of respect for laws and business continuity
- Conduct compliance training in the value chain
- Expand the risk assessment system in the value chain
- Strengthened the functions of the Risk Management Committee to reinforce the corporate governance framework
- Revised the structure so that the Representative Director, President and Executive Officer now serves as Chair of the committee
- Reorganized the Risk Management Committee’s special units into five areas under the supervision of an executive officer: compliance, internal controls, personal information protection, information security, and BCP
- Construct a business continuity management system in the value chain [FY2030]
- Introduce a fixed-term system (renewal system) for assigning staff to management positions [FY2030]
- Conduct compliance training at Group subsidiaries and cooperating companies [Continuing initiative]
- Promote skills training for executive officers overseeing the Risk Management Committee’s special units
- Enhance the structure of the Legal and Risk Management Divisions in anticipation of future expansion of business fields
- Encourage awareness and cooperation in compliance management among contractors
Because an advanced corporate governance system is required that will connect the creation of social value to continual growth, improved corporate value, and achievement of our management philosophy for Joshin
- Brush up medium- and long-term management strategies and promote more efficient management with a focus on capital costs
- Study the optimal governance system for achieving the medium- to long-term management strategies and realizing efficient management
- Expand training for officials based on the succession plan for directors and executive officers
- Provide a well-developed executive compensation system that could be an incentive for creating sustainable growth and higher corporate value
- Transition to a company with an Audit and Supervisory Committee following approval at the General Meeting of Shareholders in June 2025
- Bolstered the Board of Directors’ audit and supervisory functions, improving fairness, transparency, and efficiency in management while enabling more rapid decision-making and execution
- Independent outside director ratio: 75.0% (six outside directors /eight total directors)
- Female director ratio: 50.0% (four female directors / eight total directors)
- Independent outside director ratio on the Audit and Supervisory Committee: 100% (three outside directors / three total directors)
- Training based on the skills matrix: 48 total sessions (twice per director)
- Cross-shareholdings: As of the end of the fiscal year ended March 31, 2025, stock was held in 23 companies, representing 5.52% of net assets
- Operating income ratio: 1.0%, ROE: 8.0%, ROA: 5.0%, ROIC: 5.0% [FY2025]
- Operating income: Over 10 billion yen, ROE: Over 7.0% [FY2028]
- Study the further transfer of authority to the Board of Executive Officers, and optimal institutional design [FY2025]
- Conduct training for required skills based on the skills matrix for executive officers [Continuing initiative]
- Stock compensation: 50%, disclose individual compensation [by FY2030]
- Deepen growth strategies and improve capital profitability indicators and PBR
- Reorganize board succession plans following the transition to a company with an Audit and Supervisory Committee
- Strengthen the functions and effectiveness evaluations of the Nomination and Compensation Committee
- Increase the proportion of performance-linked compensation (stock compensation)
- Bolster communication between the Board of Directors and the Board of Executive Officers
- Enhance the Board of Directors’ monitoring functions and ability to respond flexibly and quickly
- Improve dialogue with shareholders and investors
