Organizational and Personnel Reform through Group Human Resources Policies and Talent Development

「As a result of active appointments supported by improvements to the workplace environment and workplace reforms, the percentage of women in management rose from 26.2% in fiscal 2024 to 27.7% in fiscal 2025. To achieve the 31% target for fiscal 2026, we will continue improving the environment for appointing women to management positions, as well as conducting internal and external networking activities, mentoring programs and unconscious bias training.」

「Specifically, we will shift our talent strategy away from the success we achieved through company-wide rationalization measures and apply the comprehensive capabilities of the JFR Group, which operates diverse businesses, moving from “talent management” to “talent development,” from an “operations-oriented” to a “market-oriented” approach, and from “optimization for individual companies” to “optimization for the Group.”」

「In addition to strengthening the recruitment and development of highly specialized talent, developing the next generation of talent and promoting women's advancement, we will strengthen investments in talent through personnel deployment that draws out each individual's intentions, motivation and potential, as well as reskilling, or acquiring new skills.」

「As external recognition of initiatives based on each materiality, Daimaru Shinsaibashi and Shinsaibashi PARCO received the Osaka Governor's Award under the Fiscal 2021 Osaka Climate Change Measures Awards. They were also selected as Fiscal 2021 Nadeshiko Brands, and received certification as Health and Productivity Management Outstanding Organizations 2022 (Large Enterprise Category, White 500). In addition, JFR Creative Co., Ltd., a special subsidiary, was certified under Monisu as an excellent small or medium-sized business employer of people with disabilities.」

「We will further promote personnel deployment based on each employee's intentions, motivation and abilities, as well as personnel exchanges across the Group. Through these efforts, we will work to become a talent development company that actively embraces diversity, fosters a corporate culture free from preconceived notions and supports the sustainable growth of people and organizations.」

「We will also work to become a talent development company by maximizing the individuality and abilities of employees through initiatives promoting women's advancement, workplace reform, employment of people with disabilities and LGBT-related measures.」

「As part of Group human resources reform, we aimed to become a human resources development company capable of achieving sustainable growth and sought to rebuild human capital management around "human capital strength" that creates new value. In addition to promoting revisions to personnel systems that encourage creativity and challenge, we recruited specialist talent and promoted extending the retirement age to 65 at each company from the perspective of enabling senior employees to remain active.」

「To achieve the targets of the medium-term management plan, we continued efforts to acquire specialists capable of leading new business areas, optimally deploy personnel across the Group based on each individual's abilities, aptitude, intentions and motivation, and foster an organizational culture oriented toward innovation.」

「Under the Group's organizational and personnel reforms, we worked to recruit external talent in specialized fields such as new business development, ICT, legal affairs and real estate, and to develop and strengthen management and executive talent.」

「To realize the Group Vision, we will develop talent and invigorate people and organizations to create high added value, while promoting workplace reforms through higher productivity.」