Re-embedding the Management Philosophy through Organizational Culture and HR Reform
First written in FY2017. 18 of 25 entries say "Advanced", first in FY2019-Q1. Latest entry: FY2026.
The whole theme swung hardest in 2022: 2 of 16 companies on the "Worse" side.
8 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The Company views the results of its human capital investment not only as improved engagement but also as productivity gains through higher gross profit per employee.」
With regard to personnel reform, the Company newly stated that it views the results of human capital investment in terms of improved engagement and gross profit per employee as a productivity indicator, creating a cycle that feeds these results back into improved compensation. - FY2025AdvancedAnnual report
「We will expand our education system, including support for business school attendance and professional certification, so that employees can learn voluntarily and develop their capabilities. We will actively use the talent management system to visualise each employee’s experience, skills and vision and promote the appropriate placement of personnel for various future initiatives.」
For organisational culture and personnel reform, the Company specified medium-term measures including business school and certification support, visualising skills through a talent management system and appropriate placement of personnel. - FY2024AdvancedAnnual report
「These initiatives proved effective, and the employee engagement score (＊3) in the employee awareness survey improved from the previous year.」
The Company advanced personnel measures including expanding educational opportunities, transfers between businesses and a DX specialist certification system, and reported an improvement in the employee engagement score from the previous year. - FY2024-Q3AdvancedAnnual report
「To strengthen our brands, we are implementing various measures, including expanding educational opportunities and personnel transfers using a talent management system, with the aim of improving employee engagement, which is the source of brand value creation. These initiatives have been effective, and the employee engagement score (*) in the annual employee engagement survey increased from the previous year.」
With regard to organisational culture and personnel reform, the Company advanced the expansion of educational opportunities and personnel transfers using a talent management system, and the employee engagement score in the employee awareness survey improved from the previous year. - FY2024-Q2AdvancedAnnual report
「With regard to strengthening brand power, we are expanding educational opportunities for employees with a strong desire to develop their careers, with the aim of improving employee engagement, which is the source of brand value creation. We are also expanding investment in human capital, including by establishing a certification system for sales staff who achieve strong results in sales-related DX activities.」
To improve employee engagement, the Company expanded educational opportunities for employees with a strong desire to develop their careers and established a certification system for sales staff with strong results in sales DX. - FY2024-Q1AdvancedAnnual report
「To strengthen our brands, we are implementing human resources measures such as expanding educational opportunities that contribute to professional development, with the aim of improving employee engagement, which is the source of brand value creation.」
To improve employee engagement, the Company is developing specific personnel measures, including expanding educational opportunities that contribute to professional development. - FY2023AdvancedAnnual report
「Under “ES promotion” for employees, who are the source of delivering memorable experiences, we reviewed various systems and personnel-related measures, including the promotion system and compensation design, to improve employee engagement from both the compensation and job satisfaction perspectives.」
Based on the employee awareness survey, the Company advanced a review of the promotion system and compensation design, expanded educational opportunities, formulated an education framework and prepared to build a system for appropriate placement and more active transfers. - FY2023-Q3AdvancedAnnual report
「In addition to reviewing the promotion system and compensation design, we are expanding educational opportunities for employees who wish to participate, with the aim of improving motivation and skills. We are also preparing to build a system to facilitate appropriate placement of personnel and more active transfers.」
Under ES promotion and personnel reform, the Company has specified measures including reviewing the promotion system and compensation design, expanding educational opportunities for interested employees and preparing to build a system to facilitate appropriate placement and more active transfers. - FY2023-Q2AdvancedAnnual report
「In addition to reviewing the promotion system and compensation design, we are considering expanding education in response to growing employee interest in learning. We are also considering and implementing various personnel measures, including introducing a system to facilitate appropriate placement and more active transfers.」
Under ES promotion, the Company is advancing a review of the promotion system and compensation design, considering expanded education and introducing a system to facilitate appropriate placement and more active transfers. - FY2023-Q1AdvancedAnnual report
「Under “ES promotion” for employees, who are the source of delivering memorable experiences, we revised the personnel grade system based on responses to the employee awareness survey and other initiatives conducted in the previous consolidated fiscal year and began operating it in the current consolidated fiscal year. In conjunction with the relaunch of our online store in March 2022, we also introduced a system under which the results of OMO initiatives by store staff, such as posting styling content, are incorporated into evaluations.」
The Company began revising and operating its personnel grade system based on the employee awareness survey and introduced a system incorporating store staff’s OMO activities into evaluations. - FY2022AdvancedAnnual report
「We will revise the personnel evaluation system, provide learning opportunities and advance appropriate placement of personnel by matching people to suitable roles while reflecting their individual preferences and motivation through the use of a talent management system, thereby increasing employee satisfaction, which is the foundation for delivering memorable experiences.」
For organisational culture and personnel reform, the Company identified revising the evaluation system, providing learning opportunities and using a talent management system to place people in suitable roles as specific measures. - FY2022-Q3AdvancedAnnual report
「In parallel with the measures described above, we are working to reinforce the corporate philosophy. The president personally conducts philosophy sessions for all employees, creating opportunities for them to deepen their understanding of and reconsider what the Company aims to achieve and the value it creates for society, thereby working to raise employee morale toward a recovery in business performance.」
To reinforce the corporate philosophy, the president conducted philosophy sessions for all employees, advancing initiatives to deepen understanding of the philosophy and raise morale toward a recovery in business performance. - FY2022-Q1AdvancedAnnual report
「In parallel with these measures, we reviewed the personnel system in the previous fiscal year to curb the personnel expense ratio over the medium to long term and reduced personnel expenses by commencing its operation in the fiscal year ending March 2022.」
The Company began operating the personnel system revised in the previous fiscal year from the fiscal year ending March 2022, advancing efforts to curb the personnel expense ratio and reduce personnel expenses over the medium to long term. - FY2021AdvancedAnnual report
「With regard to personnel reform, in addition to promoting remote work to prevent the spread of COVID-19, we advanced institutional changes aimed at curbing the personnel expense ratio over the medium term.」
In addition to existing personnel systems and work-style reforms, the Company advanced remote work and institutional changes aimed at curbing the personnel expense ratio over the medium term. - FY2021-Q3AdvancedAnnual report
「With regard to personnel reform, in addition to promoting remote work to prevent the spread of COVID-19, we began considering initiatives to curb the personnel expense ratio over the medium term.」
In addition to promoting remote work, the Company newly began considering initiatives to curb the personnel expense ratio over the medium term. - FY2021-Q1AdvancedAnnual report
「With regard to personnel reform, we promoted remote work to prevent the spread of COVID-19.」
As a specific personnel reform measure, the Company promoted remote work to prevent the spread of COVID-19. - FY2020-Q3RestatedAnnual report
「To thoroughly promote the corporate philosophy revised in April 2019, we are continuing to hold philosophy training sessions attended by all employees and philosophy sessions in which the president personally visits stores to share his thoughts on the philosophy, thereby deepening understanding and adoption of the corporate philosophy. At the same time, we will improve the workplace environment so that employees can work with peace of mind by reviewing personnel systems, promoting flexible employment arrangements, encouraging the use of paid leave and curbing overtime, thereby helping establish a strong management foundation. We will also fundamentally review the operations of indirect departments over the medium to long term to improve productivity.」
The Company continues training and philosophy sessions on the revised corporate philosophy, reviews of personnel systems and employment arrangements, initiatives to encourage leave utilisation and curb overtime, and a review of indirect departments. - FY2020-Q2RestatedAnnual report
「To thoroughly promote the corporate philosophy revised in April 2019 and establish a strong management foundation, we are continuing to hold philosophy training sessions attended by all employees and philosophy sessions in which the president personally visits stores to share his thoughts on the philosophy, thereby deepening understanding and adoption of the corporate philosophy. At the same time, we will improve the workplace environment so that employees can work with peace of mind by reviewing personnel systems, promoting flexible employment arrangements, encouraging the use of paid leave and curbing overtime, thereby helping establish a strong management foundation. We will also fundamentally review the operations of indirect departments over the medium to long term to improve productivity.」
The Company continues all-employee training and philosophy sessions on the revised corporate philosophy, reviews of personnel systems and employment arrangements, initiatives to encourage leave utilisation and curb overtime, and a fundamental review of indirect departments. - FY2020-Q1RestatedAnnual report
「In addition to thoroughly promoting the corporate philosophy revised in April 2019, we will improve the workplace environment so that employees can work with peace of mind by reviewing personnel systems, promoting flexible employment arrangements, encouraging the use of paid leave and curbing overtime, thereby helping establish a strong management foundation. We will also fundamentally review the operations of indirect departments over the medium to long term to improve productivity.」
The Company reiterated its plans to strengthen the management foundation by reinforcing the revised corporate philosophy, reviewing personnel systems and employment arrangements, encouraging leave utilisation, curbing overtime and reviewing indirect departments. - FY2019AdvancedAnnual report
「With regard to establishing a strong management foundation, in addition to revising the corporate philosophy, we began preparing to introduce slide work, which allows employees to choose their start time, and began reviewing the evaluation system, thereby building a foundation where employees can work with peace of mind and the entire Company can work together on medium- to long-term growth and the realisation of the corporate philosophy.」
In addition to revising the corporate philosophy and reviewing the evaluation system, the Company began preparing to introduce slide work, which allows employees to choose their start time. - FY2019-Q3RestatedAnnual report
「With regard to establishing a strong management foundation, in addition to revising the corporate philosophy, we began work on revitalising internal communication, considering job rotation and reviewing the evaluation system, and built a foundation enabling the entire Company to work together on medium- to long-term growth and the realisation of the corporate philosophy.」
The Company continued to describe efforts to build a foundation through revising the corporate philosophy, revitalising internal communication, considering job rotation and reviewing the evaluation system. - FY2019-Q2RestatedAnnual report
「With regard to establishing a strong management foundation, in addition to revising the corporate philosophy, we began work on revitalising internal communication, considering job rotation and reviewing the evaluation system, and built a foundation enabling the entire Company to work together on medium- to long-term growth and the realisation of the corporate philosophy.」
The Company continued to describe efforts to build a foundation through revising the corporate philosophy, revitalising internal communication, considering job rotation and reviewing the evaluation system. - FY2019-Q1AdvancedAnnual report
「With regard to establishing a strong management foundation, in addition to revising the corporate philosophy, we began work on revitalising internal communication, considering job rotation and reviewing the evaluation system, and built a foundation enabling the entire Company to work together on medium- to long-term growth and the realisation of the corporate philosophy.」
The Company revised its corporate philosophy and began work on revitalising internal communication, considering job rotation and reviewing the evaluation system. - FY2018RestatedAnnual report
「In the fiscal year ending March 2019, we will continue to review unprofitable initiatives, close stores that have fulfilled their roles, and review, standardise and streamline the operations of indirect departments, with the aim of improving the health of our profit structure.」
The Company indicated that it would continue reviewing unprofitable initiatives and reviewing, standardising and streamlining indirect departments in the following fiscal year, in addition to reinforcing the corporate philosophy. - FY2017First statedAnnual report
「As part of organisational culture reform, we aim to reinforce the corporate philosophy. The Philosophy Book was first created in 2001 and has since been revised 3 times in response to the management environment and challenges at each stage. We will revise it again during the current medium-term period to reinforce the corporate philosophy. With regard to personnel reform, we will further enforce the ES (Educator-Student) system to strengthen relationships of trust with customers and, as a result, improve productivity.」
The Company explicitly identified revising the Philosophy Book during the medium-term period and further enforcing the ES system as measures for organisational culture and personnel reform.