People-Centered Management and Enhancing the Value of Human Resources

「In addition, we are creating a next-generation management team and appointing young personnel from inside and outside the Group to establish a system for continuously producing next-generation leaders.」

「Going forward, we will promote employee growth alongside business growth through personnel rotation and reskilling from B2C businesses to B2B businesses.」

「A merit-based annual salary system focused on challenge and results: targeting a 10% annual increase for people who take on challenges and deliver results」

「We formulate training programmes by organisational level and job type in line with our business strategy, promote a “development programme in which everyone can continue learning,” enhance e-learning content, and provide training for managers conducted by executive officers and training on the use of AI.」

「We regard employee growth as an organizational responsibility. To enhance employee value, maximize potential and increase corporate value, we are promoting multiple career paths and development programs that enable everyone to continue learning, reflecting the distinctive nature of our group, which operates diverse business formats.」

「Through the “organisation capability survey,” conducted annually as an engagement survey, we identify organisational issues, formulate improvement action plans for each company, and have established a system to review the results and challenges of implementation.」

「As specific measures to promote diversity and inclusion, we conduct “unconscious bias training” and “roundtable discussions on advancing women’s participation.”」

「We have designated the following priority themes: “improving the availability of knowledge (advancing knowledge sharing),” “workforce optimisation (improving productivity),” “enhancing diversity” and “engagement (strengthening organisational capability).” We aim to enhance corporate value by setting KPIs for these themes and operating the PDCA cycle to achieve the target figures.」

「Although employee costs increased as employee compensation was improved and rent and other lease expenses increased with store sales, rigorous expense controls held the SG&A ratio at 52.2%, broadly unchanged from the previous year.」

「Going forward, we recognise that securing outstanding personnel remains important to achieving the discontinuous transformation of the Group’s business structure. We will first work to restore employee compensation, which was adversely affected by the COVID-19 pandemic, and to achieve sustained improvements in employee compensation. In addition, we will focus on appointing external personnel and creating a system for continuously producing next-generation leaders.」

「As securing outstanding personnel suited to the discontinuous transformation of the Group’s business structure is also important, we will focus not only on creating a system for continuously producing next-generation leaders but also on recruiting external personnel with expertise in the investment and digital businesses.」

「To continuously produce next-generation leaders, we created opportunities to participate in the management of subsidiaries through the April 2017 spin-off, and have also established and promoted various development programmes using regular organisation capability surveys conducted across the Group.」

「Based on the belief that human resources are the source of corporate competitiveness and that a company is a “medium” for individuals to achieve self-fulfilment, the Group works every day to develop its “people-centered management.”」

「We work every day to develop people-centered management, based on the belief that human resources are a source of corporate competitiveness and that a company is a vehicle for individuals to achieve self-fulfillment.」