Women-focused sales and production operations
First written in FY2016. 5 of 11 entries say "Advanced", first in FY2017. Latest entry: FY2026.
Kyokuto moved to the "Worse" side of this theme in 2020, 6 years before the typical company in this theme (2026).
The whole theme swung hardest in 2019: 2 of 9 companies on the "Worse" side.
64 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Regarding the expansion of various initiatives led by the general manager responsible for women’s advancement, who also holds another position, and the expansion of support for balancing work and household responsibilities, as described under “(2) Strategy” above, the company uses the following indicators. The targets and actual results for these indicators are as follows. Female management ratio Target: 30% Actual: 52.5% Female director and executive officer ratio Target: 25% Actual: 11.1%」
The actual female management ratio rose from 44.4% in the previous disclosure to 52.5%, exceeding the 30% target. Meanwhile, the female director and executive officer ratio was 11.1%, below the 25% target. - FY2025AdvancedAnnual report
「By developing and educating candidates for female management positions, we will promote them to executive positions, raise their incomes, promote independence, and create a workplace where they can work with confidence. Female management ratio Target: 30% Actual for the fiscal year: 44.4% Female director and executive officer ratio Target: 25% Actual for the fiscal year: 15.8%」
The company has given concrete form to the development and promotion of candidates for female management positions, disclosing an actual female management ratio of 44.4% against a target of 30% and an actual female director and executive officer ratio of 15.8% against a target of 25%. - FY2024AdvancedAnnual report
「The company uses the following indicators to measure the expansion of various initiatives led by the general manager responsible for women’s advancement, who also holds another position, and the expansion of support for balancing work and household responsibilities.」
The company manages initiatives and work-life support using indicators centered on the general manager responsible for women’s advancement, and disclosed results including a female management ratio of 41.7%. - FY2023ReframedAnnual report
「③ Promoting diversity and inclusion Promoting women’s advancement and increasing the proportion of female managers, achieving revitalization across all generations, and giving concrete form to the SDGs and ESG (environmental, social and governance).」
The company has broadened its existing theme of promoting women and developing female managers into a framework encompassing diversity and inclusion, revitalization across all generations, and giving concrete form to the SDGs and ESG. - FY2022RestatedAnnual report
「③ Developing female managers and revitalizing the organization」
The development of female managers and organizational revitalization were explicitly identified as ongoing priorities in the management policies for fiscal 2022. - FY2021ReframedAnnual report
「We will promote organizational revitalization through the promotion of female managers, strengthen diversity management, corporate governance and internal controls, pursue thorough efficiency improvements, and achieve structural reform to establish stable management that responds to market changes.」
The company has repositioned its existing theme of developing and promoting female managers as part of stable management supported by diversity management, stronger governance and internal controls, and structural reform. - FY2020ReframedAnnual report
「② Establishing an operating structure led by women and enhancing customer service We will raise the proportion of female managers and transform the organization into one in which women can play central roles, thereby improving customer service informed by women’s perspectives and enhancing customer services.」
The company has restructured its existing policy of increasing and promoting female executives around raising the proportion of female managers, establishing an operating structure led by women, and enhancing customer service. - FY2019RestatedAnnual report
「② Creating an environment in which women can thrive and developing female managers To apply customer-first principles informed by women’s perspectives in the field, we will create an environment in which women can work energetically and play an active role, and increase opportunities to develop and promote them to management positions.」
The company reaffirmed the creation of an environment in which women can thrive and the development and promotion of female managers as ongoing priorities. - FY2018AdvancedAnnual report
「② Enhancing services by valuing women’s perspectives To apply the perspective of women, which is essential in the dry-cleaning business that handles customers’ valued clothing, we will increase the number of female executives, expand the owner and store manager programs, and improve the quality of reception services.」
The company has given concrete form to its existing policy of promoting women and developing female executives by increasing the number of female executives, expanding the owner and store manager programs, and improving the quality of reception services. - FY2017AdvancedAnnual report
「We will create an environment in which women can readily demonstrate their abilities, apply women’s distinctive strengths in managing production sites and in the attentiveness shown in sales and customer service, and develop and promote women to executive positions.」
In addition to its existing sales and production operations centered on women, the company identified creating an environment in which women can thrive and developing and promoting female executives as specific priorities. - FY2016First statedAnnual report
「In sales, we launched a sales project consisting entirely of women. We worked to expand demand by planning in-store events and services that local residents would feel comfortable using, and continued holding “sales meetings” attended by all staff at directly operated stores. In production, we promoted factory operations in which women could play an active role, seeking to improve quality and productivity.」
The company describes activities involving a sales project, in-store events, sales meetings and factory operations in which women can play an active role.