Strengthening Competitiveness Through Talent Recruitment and Development
First written in FY2016. 19 of 22 entries say "Advanced", first in FY2017. Latest entry: FY2026.
- FY2026AdvancedAnnual report
「Employee engagement positive-response rate (Note 3): 42.0%; target: at least 50.0% by 20 June 2028」
For its human capital initiatives, the company disclosed an employee engagement positive-response rate of 42.0% for fiscal 2026 and a target of at least 50% by the fiscal year ending June 2028. Training was provided to a total of 8,911 people for 33,370 hours; the female management ratio was 4.2% and the male childcare leave uptake rate was 52.0%. - FY2025AdvancedAnnual report
「We are working to improve the employee engagement positive-response rate and aim to achieve a GPTW score of 50% by the fiscal year ending June 2028.」
For its human capital initiatives, the company set a target of achieving a GPTW score of 50% by the fiscal year ending June 2028. It has also disclosed targets for a female management ratio of at least 7% by 20 June 2028 and at least 10% by 20 June 2030, as well as a male childcare leave uptake rate of at least 75%. - FY2025-H1AdvancedAnnual report
「By deciding to grant restricted stock to our employees through the employee stock ownership plan, we further implemented one of this fiscal year's key themes, investment in people, developed a workplace where employees can work with peace of mind for many years, and contributed to sustained growth in corporate value.」
The company expanded its investment-in-people initiatives to include grants of restricted stock through the employee stock ownership plan, linking workplace improvements with higher corporate value. - FY2024-Q3AdvancedAnnual report
「As part of our investment in people, we implemented another base-pay increase, following the previous year, to address rising prices and improve job satisfaction. We also increased the number of annual holidays for permanent employees and introduced Refresh Leave (paid special leave) for hourly employees, with the aim of improving operational productivity and employee motivation.」
The company continued its investment in people by maintaining base-pay increases, increasing annual holidays for permanent employees, and introducing Refresh Leave for hourly employees. - FY2024-Q2RaisedAnnual report
「As part of our investment in people, we extended the upper age limit for rehiring hourly employees with useful skills from 70 to 75, and implemented a uniform ¥50-per-hour base-pay increase, among other measures, to secure capable, highly motivated talent and develop a work environment where employees can work with peace of mind for many years. We also introduced a new Student Loan Repayment Support Program to reduce the financial and psychological burden on employees repaying student loans, enabling them to concentrate on their work with peace of mind, while helping secure outstanding talent, improve employee retention and enhance corporate value. In addition, as an initiative to improve frontline capabilities, we opened the pop-up store JOYFUL Petit, whose female members of the Diversity Promotion Committee took charge of everything from marketing and planning to store operations. The store operated at 柏モディ, a commercial facility in Kashiwa, Chiba Prefecture, from 16 November 2023 to 9 January 2024.」
The company expanded its investment in people to cover extending the upper age limit for rehiring hourly employees from 70 to 75, a uniform ¥50-per-hour base-pay increase, a student loan repayment support program, and a pop-up store led mainly by female members. - FY2024-Q1AdvancedAnnual report
「Through our investment in people, we aim to increase corporate value by reviewing the labor share, developing a workplace where employees can work comfortably, and enhancing our training system in order to respond appropriately to the challenging recruitment and labor environments, improve job satisfaction, secure talent, expand support from customers, business partners and local communities, and further increase productivity and promote innovation.」
The company gave concrete form to its initiatives for securing and developing talent as an investment in people, covering a review of the labor share, workplace improvements, enhancement of the training system, and the promotion of productivity and innovation. - FY2023AdvancedAnnual report
「Female store-floor managers: 11.3%; target: at least 13% by 31 March 2026」
The company systematized initiatives for securing and developing talent as human capital measures, including the Women's Advancement Committee, job-category system, OJT trainers and training programs. In fiscal 2023, training was provided to 14,687 people for a total of 13,163 hours; there were 2 female managers, and the target for the percentage of female store-floor managers was set at 13% or higher by 31 March 2026. Other targets include a 15% rate of male employees taking childcare leave and an employee engagement positive-response rate of at least 50%. - FY2023-Q1AdvancedAnnual report
「As part of our initiatives to achieve sustained improvement in ES (employee satisfaction), we established a special leave program to encourage men to participate in childcare, developed a workplace where employees can work with peace of mind, and obtained certification as a child-rearing support company under the Kurumin program.」
The company advanced its human resources and workplace initiatives by establishing a special leave program encouraging men to participate in childcare and obtaining Kurumin certification. - FY2022AdvancedAnnual report
「We will work toward becoming a company where everyone can experience the enjoyment of work by promoting company-wide CX, expanding performance-linked incentives, and creating value through diverse, job-based talent.」
The company has expanded its human resources initiatives to include enhanced performance-linked incentives and value creation through diverse, job-based talent. - FY2022-Q3AdvancedAnnual report
「Regarding the employee incentive program, we introduced a system that recognizes sales-floor development contributing to stronger promotions and effective proposals to customers, with the aim of raising employee motivation.」
As a talent and workplace initiative, we introduced an incentive program recognizing sales-floor development that contributes to promotions and customer proposals. - FY2022-Q2AdvancedAnnual report
「We also introduced measures to raise employee motivation, including an incentive program.」
As a talent and workplace initiative, we introduced an incentive program to raise employee motivation. - FY2021AdvancedAnnual report
「We will advance initiatives to enhance job satisfaction, establish projects promoting women's participation and advancement, promote decarbonization, strengthen sustainable products, and expand emergency-stock products.」
Initiatives relating to talent and the workplace have expanded into specific measures such as fostering job satisfaction and establishing projects to promote women's participation and advancement. - FY2020RaisedAnnual report
「We also believe that expanding opportunities for people to excel regardless of gender is essential to accommodating future business expansion, and will continue human-resources education and development to foster a new corporate culture.」
The scope of talent acquisition and development has expanded beyond next-generation leaders and retail professionals to include broader opportunities for people to excel regardless of gender. - FY2019-Q3AdvancedAnnual report
「The second class of the in-house human-resources education university Joyful Honda College, which began the previous fiscal year, graduated in November last year. We will continue working to identify and develop talent to lead the next generation.」
The second class of Joyful Honda College graduated, and efforts to identify and develop talent to lead the next generation are continuing. - FY2019-Q2AdvancedAnnual report
「The second class of the in-house human-resources education university Joyful Honda College, which began the previous fiscal year, graduated in November last year. We will continue working to identify and develop talent to lead the next generation.」
At Joyful Honda College, the second class reached graduation, and efforts to identify and develop talent to lead the next generation are continuing. - FY2018AdvancedAnnual report
「To promote the success of the people supporting the Group and reform its corporate culture, we began operating the in-house human-resources education university Joyful Honda College in August 2017, and also launched the second class in January 2018. The 30 participants in the first class completed the full curriculum and graduated in June 2018.」
The second class of Joyful Honda College was launched, and the 30 participants in the first class progressed through completion and graduation from the full curriculum. - FY2018-Q2AdvancedAnnual report
「To promote the success of the people supporting the Group and reform its corporate culture, we launched the in-house human-resources education university Joyful Honda College in August 2017, and the second class began in January 2018.」
At Joyful Honda College, the second class began in January 2018, continuing and expanding human-resources development. - FY2018-Q1AdvancedAnnual report
「To promote the success of the people supporting the Group and reform its corporate culture, we opened the in-house human-resources education university Joyful Honda College in August 2017 and began developing 30 participants in the first class.」
Joyful Honda College opened in August 2017, and development began with 30 participants in the first class. - FY2017AdvancedAnnual report
「We believe that developing next-generation leaders in each area of the Group, securing talent capable of supporting sustainable growth in the future, and placing the right people in the right positions are essential to accommodating future business expansion. With the goal of having people who take action, namely store managers, create a company and stores that take action, we opened Joyful Honda College and will continue human-resources education and development to foster a new corporate culture.」
As a specific measure for developing next-generation leaders, the company opened Joyful Honda College and set out a policy of continuing education and development. - FY2016First statedAnnual report
「We recognize the acquisition and development of talent, our third challenge, as an ongoing issue essential to developing the Group and realizing attractive store and sales-floor development ahead of competitors.」
The company uses employee training, the development of retail professionals, the development of next-generation leaders, and the placement of the right people in the right positions as its means.