Human Resource Development

The Group believes that human resource development is an investment that will result in sustainable growth. To develop employees who are sensitive to changes in the environment and motivated to transform the Company’s structure and business model, we encourage employee participation in management by creating opportunities for everyone to express their opinion, and their opinions are reflected in our policies.

Then every employee feels a bond with the Joshin brand and voluntarily demonstrates their abilities, resulting in the desire to actively contribute to the creation of new value. We create new levels of customer satisfaction and intend to improve our corporate value by offering services provided by employees with deep knowledge and experience.

Maximizing strengths Increasing our proposal capability for a diverse range of lifestyles with concierge training utilizing specialized knowledge

▶ Education supporting specialization for core business segments

To enable employees to independently learn the skills and knowledge required for their work, we have designated 25 recommended qualifications in 13 fields, provide subsidies for obtaining and renewing qualifications, and provide other active support for skills improvement. The number of persons with home appliance advisor certification has reached 84.2% of fulltime employees; 55.6% of employees have already acquired the Smart Master certification for knowledge that is essential for the renovation and energy-conservation business, and we are further improving our ability to deliver proposals to customers.

Making up for weaknesses Creating motivation by improving IT literacy and developing innovation through reskilling

▶ Initiatives to promote DX

We have started the use of generative AI to actively promote DX for realizing our management vision of becoming a hub for the infrastructure of life through the power of home appliances and ICT, and conduct online DX training for all employees. 1,724 employees (41.0%) have already participated, deepening their understanding of the DX that will bring innovations to business, while gaining insights into operational improvements.

Certifications and Number of Holders

* Number of certifications held by officers, permanent employees, junior employees, temporary employees, and part-time employees of the Joshin Group.

Education and training system

Training hours and costs

1. E-learning is calculated by setting the average viewing time to 5 minutes per content and multiplying that by the number of times viewed.
2. Figures for temporary employees are also included in the total number of trainees.

Facing threats with strength Creating ownership through an extensive personnel welfare system

▶Conduct management reviews

At the beginning of each fiscal year, senior staff meet with employees and Smile Partners (part-time employee) to set individual job goals and directly convey expectations to each employee. We encourage employees and Smile Partners in their self-directed skill development and personal growth by having them take on the challenge of creating ways to help themselves to accomplish their goals and experience a sense of achievement.

▶Well-placed employees (self-reporting)

Self-reporting is a tool for employees to report their desired department and future position, and it has become a wellplaced practice to encourage employees to exercise their abilities autonomously by assigning the right person to the right job. Every year, many suggestions are received from employees through self-reporting forms.

▶Personnel evaluation system

When appointing employees to positions that play a central role in the execution of business operations, the Group selects candidates with the highest business performance for promotion.

Managers are rated and treated according to the weight of their responsibilities. Position grades fluctuate based on a fair evaluation of job performance, and the linked salary also fluctuates. This is an open personnel system with a semiannual salary system that has no seniority, educational background, or gender factors for salary considerations. Many employees are promoted from Smile Partner to permanent employees and even to management positions after working as a Career Promoter (junior employee).

Minimizing weaknesses and threats Connecting the creation of job satisfaction for veteran employees to training of the next generation

51 members of management in positions of department head and higher, including officials at Group companies, regularly attend “executive training,” and acquire a wide range of knowledge that will be required by the next generation of leaders.

[Training themes in FY2023] Note: 100% course attendance rate for both 1) and 2)

1) Readiness for cyber risks in corporate management

2) Trends in human capital and the corporate response to them

In April 2024, we revised the system for maintaining qualification grades at the time when persons in management positions reach post-retirement age. We have many veteran employees who want to take on the role of training the next generation, and we are building work styles in which the communication of knowledge leads to the creation of job satisfaction for veteran employees