Group-wide work-style reform and improved job satisfaction
First written in FY2017. 5 of 8 entries say "Advanced", first in FY2019. Latest entry: FY2026.
Seven & i Holdings moved to the "Worse" side of this theme in 2026, the same year as the typical company in this theme.
4 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「In particular, with regard to promoting the advancement of women, which is one of the issues to be addressed, the targets as of the end of February 2030 are set at 30% for the proportion of female executive officers and 30% for the proportion of women in management positions, including general manager, section manager and assistant section manager levels. These targets apply to the Company and Seven-Eleven Japan Co., Ltd.」
The target for the advancement of women was reset from the previous target date of the end of February 2026 to the end of February 2030, and the scope was defined as the Company and Seven-Eleven Japan. Measurement of culture and engagement also progressed to cover approximately 10,000 employees at 10 domestic companies, with positive evaluations at 76% and engagement at 57%. - FY2025AdvancedAnnual report
「In fiscal 2024, a survey was conducted among approximately 59,000 employees at 26 domestic companies. The proportion giving a positive evaluation in response to the culture-related questions was 70%, while the proportion who responded that they were engaged, represented by the engagement score, was 50%.」
The work-style reform and engagement improvement initiatives have been translated into an annual survey covering approximately 59,000 employees at 26 domestic companies, with culture and engagement measured at 70% and 50%, respectively. - FY2024AdvancedAnnual report
「The Group has set a target of 30% for the proportion of female executive officers and the proportion of women in management positions (section manager level and assistant section manager level) by the end of February 2026. To promote these initiatives, Group companies have formulated numerical targets and action plans covering the proportion of women in management positions and the recruitment, attrition and promotion of female employees.」
The work-style reform and human resources development policies have been translated into a Group target of 30% female executive officers and women in management positions by the end of February 2026, together with numerical targets and action plans for each company. - FY2022AdvancedAnnual report
「In 2021, the Group also established an Engagement Improvement Committee under the presidents of its individual companies, and has been formulating and monitoring action plans to improve employee engagement.」
In addition to work-style reform and human resources development, the Group established an Engagement Improvement Committee centered on the presidents of its individual companies in 2021, advancing its initiatives to the formulation and monitoring of action plans. - FY2020AdvancedAnnual report
「The Group has identified the promotion of diversity and inclusion, work-style reform aimed at improving productivity, and the development of a human resources development framework as the three pillars of its human resources policies, and is actively advancing these initiatives.」
The Company organized its existing work-style reform and expanded education initiatives around three pillars: diversity and inclusion, productivity improvement, and the development of a human resources development framework. - FY2019AdvancedAnnual report
「In addition to curbing long working hours and expanding systems that support diverse and flexible working arrangements in response to legislative changes, the Company will introduce measures to improve productivity as needed, taking technological innovation and other factors into account. At the same time, the Company will strengthen its performance evaluation, training and education systems so as to raise motivation toward work and respond swiftly to changes in the social structure.」
In addition to work-style reform, the Company has added productivity improvement and the strengthening of its performance evaluation, training and education systems as specific measures. - FY2018RestatedAnnual report
「The Company is advancing initiatives to support diverse ways of working so that the approximately 140,000 employees working across the Group can find purpose and fulfillment in their work. In addition to creating an environment in which employees can thrive by curbing long working hours, expanding systems that support flexible working arrangements, and enhancing work-life balance support systems that enable employees to continue working while raising children or providing nursing care, the Company is promoting a change in mindset that will raise employees’ motivation and lead to further productivity improvements.」
The Company continues to address the reduction of long working hours, flexible working arrangements, support for balancing work with childcare and nursing care, and mindset reform for approximately 140,000 employees. - FY2017First statedAnnual report
「Across the Group, we are advancing initiatives to support diverse working styles so that approximately 150,000 employees can work with a sense of purpose. We are creating an environment in which employees can thrive by curbing excessive working hours, expanding programs that support flexible working styles and enhancing work-life balance programs that enable employees to continue working while raising children or providing care. We will also promote changes in attitudes toward work that raise motivation and lead to further productivity gains.」
Set out a policy of advancing improvements for approximately 150,000 employees by curbing excessive working hours, supporting flexible working styles and balancing work with childcare and nursing care, as well as through the Employee Engagement Enhancement Committee.