Building People and Organizations for Sustainable Growth

「We regard human capital management as the foundation of management in pursuing sustainable growth in corporate value, and our basic policy is to maximize each employee's sense of purpose and fulfillment at work. We have placed health-oriented management and DE&I (diversity, equity and inclusion) at the core of our human capital management, and aim to improve overall organizational performance by supporting employees' autonomous growth and contributions.」

「Female managers: 30% / Male parental-leave uptake: 100%; Regular health checkup participation: 100% / Follow-up measures after regular health checkups: 100%」

「Although we continued to strengthen investment in talent, costs came in below plan because government subsidies helped contain utility expenses and because some store repair costs and PMI costs related to the merger with Oasis were deferred to the second half of the fiscal year, among other factors.」

「In October, we revised the prices for Junior School memberships to address recent increases in various costs and enhance value added by securing talent and continuing to invest in talent.」

「From July, we implemented an average 5% increase in salary levels to support employees' financial stability and performance amid recent price increases.」

「To realize the creation of purpose in life for all stakeholders, we believe it is important for employees themselves to be physically and mentally healthy, to work with a sense of purpose and fulfillment, and to perform at their best. Based on this belief, we are pursuing management that emphasizes investment in human capital.」

「Talent development; investment in talent; improving employee engagement; supporting employee growth and diverse career planning; appointing talent with diverse career backgrounds」

「Since April, under the new management structure, we have improved the operating environment to create safer, more secure facilities and reviewed our cost structure. In addition, to continue expanding our existing businesses and creating new businesses with the same speed as in normal times, we implemented an organizational restructuring effective 16 May.」

「"Best Company" designation for a rewarding workplace (8 consecutive years); "Certified Health and Productivity Management Organization 2020—White 500" (3 consecutive years); "Nadeshiko Brand" designation (first selection)」

「Amid these circumstances, to achieve sustainable business growth, we will promote ① active use of IT, ② recruitment and development of human resources, ③ reforms in how results are achieved, and ④ thorough compliance as 4 initiatives to strengthen the Company’s foundation.」

「Our Group continues to promote various initiatives to secure a workforce and stabilize employment, improve employees’ working environment, including the wage system, and enhance job satisfaction. During the consolidated fiscal year, the Group obtained the Kurumin certification, was selected as a Best Company in the “Companies with Job Satisfaction” ranking for the seventh consecutive year, and received recognition as a 2019 Certified Health and Productivity Management Outstanding Organization—White 500.」

「Our Group continues to promote various initiatives to secure a workforce and stabilize employment, improve employees’ working environment, including the wage system, and enhance job satisfaction.」

「Under the medium-term management plan, we are promoting reforms in how results are achieved and working toward a 3% increase in annual income to return the benefits to employees.」

「To support employees in maintaining work-life balance, we introduced systems allowing flexible selection of start and finish times and a telework system, enabling employees to work efficiently. We also set a target of a 100% childcare leave uptake rate among men and are deepening understanding of a society in which women and men participate equally by encouraging men to take an active role in childcare and housework. In addition, as a result of continuing to support career design so that women can balance life events with career development, the turnover rate among female employees has been trending downward for 3 consecutive years.」

「Regarding initiatives to build people and an organization capable of sustainable growth, we used the ICT-based health solution service Karada Kawaru Navi, introduced in the previous fiscal year, to hold an event race in which 140 teams from clubs and other facilities and head office departments competed as part of the Company’s health management initiatives. The event generated considerable excitement.」

「Regarding initiatives to build people and an organization capable of sustainable growth, in July we launched a system for converting fixed-term contract employees into permanent regular employees. In July, we also opened an office with a children’s space at our head office, operated by Mama Square Inc.」

「Regarding the recruitment and development of human resources to support an organization capable of sustainable growth, we are actively creating an environment that enables diverse and flexible working styles, including measures to promote the participation and success of women and senior employees, support for balancing childcare and nursing care with work, and a system of regular employment limited to specific work locations. We aim to build an organization in which individuals can balance a fulfilling life with fulfilling work. Through these work-style reforms, we will also work to improve productivity.」

「Regarding various diversity initiatives centered on advancing women’s participation and success, we extended the period of reduced working hours for childcare and introduced a telework system to support employees in balancing work and childcare. In addition, we were ranked for the fifth consecutive year in the large-company category (1,000 or more employees) of the “Companies with Job Satisfaction” ranking conducted by Great Place to Work® Institute Japan using common global standards for employee surveys.」

「Regarding the creation of people and an organization capable of sustainable growth, we have promoted various diversity initiatives centered on advancing women’s participation and success and revised the childcare leave system to support employees in balancing work and childcare.」

「Regarding the creation of people and an organization capable of sustainable growth, we have promoted various diversity initiatives centered on advancing women’s participation and success and revised the childcare leave system to support employees in balancing work and childcare.」

「Regarding the recruitment and development of human resources to build an organization capable of sustainable growth, we have positioned the promotion of diversity as a key management strategy. We are introducing career design training for women, building networks for employees raising children and encouraging men to take childcare leave, while actively creating an environment that enables diverse and flexible working styles so that each employee can manage work and life.」

「③ Building people and an organization that enable sustainable growth」