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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 through job-style employment
- 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: 237
- Turnover rate: 2.9%
- Removed (partially relaxed) restrictions on promotions resulting from the selection of working location
- Percentage of mid-career hires among all employees: 38.5%
- Percentage of employees with disabilities: 2.7%
- Extended retirement age to 63 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]
- Introduce a job-based employment system in the planning departments [FY2025]
- 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
- Implement reskilling, including DX education
- 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: 84.2%
- Conducted engagement training for superiors
- Cumulative total of participants in DX training: 1,724 (training rate 41.0%) (FY2022 - FY2023)
- Solicited participants in a career awareness forum
- Job qualification percentage of 85% for Home Appliance Advisors, etc. [FY2030]
- Engagement overall score 80 [FY2030]
- Cumulative total of 4,200 participants in DX training (training rate 100%) [FY2024]
- 20% female junior managers [FY2030], 50% [FY2050]
- Train 120 onsite home appliance repair technicians [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 five consecutive years
- Monthly average overtime work hours: 13.6 hours (down 1.4 hours from the previous year)
- Rate of male employees taking childcare leave or leave for the purpose of child care: 96.3%
- Made the shorter working hours system for nursing care more flexible
- 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” upstream in the value chain
- 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
- Created a human rights risk map
- Conducted the “supply chain procurement questionnaire” at 249 suppliers
- Participation rate in basic training for human rights policy (for all employees): 96.3%
- Constructed and began operation of the Human Rights Awareness Promotion System and Human Rights Remedy System
- 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
- In January 2024, the questionnaire was sent to 249 suppliers together with a video introducing the ESG initiatives of the Group
- 151 companies responded to the questionnaire (response rate: 60.6%), Sustainable procurement rate: 68.8%
- Enact corrective measures for companies that failed to respond to the supply chain procurement questionnaire [FY2025]
- 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
- Improve the strength of our brand and our corporate value in local communities through social contributions [FY2030]
- Take part in community service activities in collaboration with businesses working with local governments [FY2050]
- Create shared value by offering solutions to social issues [FY2050]
- Continue to participate in events and exploration learning for large numbers of local governments, schools, and others in FY2024
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
- Dramatically revised the risk management system to change the system of responsibility for the areas of general compliance by directors and executive officers, internal controls, protection of personal information, information security, BCP, and environmental management. Conducted practical work training based on the skills matrix
- 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]
- Expand the BCP operation system at logistics sites
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
- Outside officer ratio: 53.8% (four outside directors and three outside auditors, total seven of 13)
- Female officer ratio: 30.8% (two female directors and two female auditors, total four of 13) [FY2024]
- Revised stock compensation ratio 20% ⇒ 30% and performance-linked stock compensation ratio 30% ⇒ 50%
- Adopted an environmental management index (CDP score) as a standard for calculating stock compensation
- Operating income ratio: 2.6%, ROE: 8.0%, ROA: 5.0%, ROIC: 5.0% [FY2025]
- Operating income ratio: 4.0%, ROE: 10.0%, ROA: 7.0%, ROIC: 7.0% [FY2030]
- 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]
- Expand the succession plan based on the skillsmatrix
- Improve capital profitability indicators and PBR
- Increase the stock compensation ratio
