Human Capital Development and Creating a Workplace Where Employees Find Meaning in Their Work
First written in FY2017-Q1. 12 of 24 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2020: 3 of 9 companies on the "Worse" side.
31 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Target figures for the final fiscal year of the Third Medium-Term Management Plan (the fiscal year ending February 2027): women as a percentage of management positions, 13.2%; male employees taking parental leave, 83.3%」
For human capital, it disclosed current-year results against the targets for the fiscal year ending February 2027 of 9.1% for women in management positions and 64.3% for male employees taking parental leave, and specified measures including training by employee level, on-the-job training, training to promote women's participation and reskilling. - FY2026-H1RestatedAnnual report
「Strategy ⑤ Initiatives for human capital management We will actively invest in human resources, an important management resource, to realize our long-term vision.」
It continues its policy of actively investing in human resources under human capital management, covering the themes of human capital development and workplace improvement. - FY2025AdvancedAnnual report
「We will work to increase the number of annual holidays and aim to reduce annual scheduled working hours to 2,000 hours or less at an early stage. … Target figures for the final fiscal year of the Third Medium-Term Management Plan (the fiscal year ending February 2027): women as a percentage of management positions, 13.2%; male employees taking parental leave, 83.3%」
For human capital management, it has set targets for the fiscal year ending February 2027 of 13.2% for women in management positions and 83.3% for male employees taking parental leave, and outlines specific measures including annual scheduled working hours of 2,000 hours or less, promotion of women's participation and reskilling. - FY2025-H1AdvancedAnnual report
「In addition to actively raising wages as an investment in human resources, the Company diversified payment methods and responded to the rising use of cashless payments to meet customer demand, while also making active investments in stores and other facilities.」
It states that active wage increases were implemented as a specific measure under human capital management. - FY2025-Q1ReframedAnnual report
「Strategy ⑤ Initiatives for human capital management We will actively invest in human resources, an important management resource, to realize our long-term vision.」
It has reorganized the existing themes of human capital development and workplace improvement under “Initiatives for human capital management” in the Third Medium-Term Management Plan and explicitly states that it will actively invest in human resources. - FY2024-Q3RestatedAnnual report
「In addition, in light of recent price increases, the Company implemented base pay increases and other measures to improve employee compensation. Going forward, it will continue investing in people with the aim of developing human resources and creating a rewarding workplace.」
It implemented measures to improve employee compensation, including base pay increases, and continues to invest in people to develop human capital and create a rewarding workplace. - FY2024-Q1AdvancedAnnual report
「In addition, in light of recent price increases, the Company implemented base pay increases and other measures to improve employee compensation. Going forward, it will continue investing in people with the aim of developing human resources and creating a rewarding workplace.」
In addition to its existing human capital development and workplace improvement initiatives, it implemented measures to improve employee compensation, including base pay increases, and indicates a policy of continuing to invest in people. - FY2023RestatedAnnual report
「The Group will reform its personnel systems, promote the use of a diverse workforce and strengthen its human capital.」
It continues to identify strengthening human resources through personnel system reform and the use of a diverse workforce as a priority issue. - FY2023-Q3RestatedAnnual report
「In addition to focusing on strengthening human resources through employee training and on-the-job training at stores, the Company is working on SDG initiatives including resource reuse and partnering with local food banks to provide food to children's cafeterias.」
It continues strengthening human resources through employee training and on-the-job training at stores, alongside resource reuse and partnerships with food banks. - FY2023-Q2RestatedAnnual report
「For human capital development, the Company reviewed its employee education system starting this fiscal year and introduced a new “training by employee level” program. It revised the existing promotion training into more detailed age-based training programs tailored to length of service and time in position, and is working to improve the capabilities of each employee.」
It continues to describe the revision of the education system to training by employee level tailored to length of service and time in position. - FY2023-Q1AdvancedAnnual report
「For human capital development, the Company reviewed its employee education system starting this fiscal year and decided to introduce a new “training by employee level” program. It revised the existing promotion training into more detailed age-based training programs tailored to length of service and time in position, and will work to improve the capabilities of each employee.」
It indicates a policy of revising the employee education system from the existing promotion training to age-based training by employee level, tailored to length of service and time in position. - FY2022AdvancedAnnual report
「The Group will reform its personnel systems, promote the use of a diverse workforce and strengthen its human capital.」
In addition to its existing human capital development measures, including training and on-the-job training, it identifies personnel system reform and the use of a diverse workforce as priority issues. - FY2022-Q3RestatedAnnual report
「株式会社マルミヤストア is implementing various initiatives based on 4 pillars: “Increasing our share within our trade areas,” “Human capital development and productivity improvement,” “Promoting ESG management,” and “Group collaboration and resource sharing.”」
マルミヤストア continues to position human capital development and productivity improvement as 1 of its 4 pillars. - FY2022-Q1RestatedAnnual report
「In addition, 株式会社マルキョウ is working to improve business performance by strengthening fresh-food offerings through procurement, sales, stronger product capabilities and expanded selling areas; strengthening store capabilities through store-based management centered on store managers; and improving profitability through lower costs, reduced losses, higher productivity and lower expenses. It is also working to strengthen its human resources through employee training and on-the-job training at stores, promote the SDGs, protect the environment and reuse resources.」
It continues strengthening human resources through employee training and on-the-job training at stores, alongside initiatives to strengthen fresh-food offerings, improve productivity and address environmental issues. - FY2020-Q2RestatedAnnual report
「株式会社マルミヤストア and 株式会社新鮮マーケット have adopted “Forward! Contributing to consumers through our products” as the slogan for the fiscal year and are implementing initiatives including stocking products customers want within small trade areas, creating shopping environments that are easy for customers to use, developing valuable fresh-food and prepared-food products, human capital development and productivity improvements.」
It continues human capital development as an initiative alongside assortment, store-floor development, product development and productivity improvements. - FY2020-Q1RestatedAnnual report
「株式会社マルミヤストア and 株式会社新鮮マーケット have adopted “Forward! Contributing to consumers through our products” as the slogan for the fiscal year and are implementing initiatives including stocking products customers want within small trade areas, creating shopping environments that are easy for customers to use, developing valuable fresh-food and prepared-food products, human capital development and productivity improvements.」
It continues human capital development as an initiative alongside productivity improvements and other measures. - FY2019AdvancedAnnual report
「・Human capital development Developing capabilities at all levels, from managers to partners ・Recruitment strategy Recruiting a diverse workforce」
In its medium-term management plan, it specifies human capital development for all levels, from managers to partners, and sets out the recruitment of a diverse workforce as a recruitment priority. - FY2019-Q1RestatedAnnual report
「Going forward, the Company will focus on employee training so that these measures produce greater results.」
At マルキョウ, it continues to indicate its policy of focusing on employee training to produce results from store and product initiatives. - FY2018-Q3AdvancedAnnual report
「To create a workplace that is easier to work in, the Company sought to make its stores more welcoming by accommodating part-time employees' preferred number of working days, days of the week and hours, while also enhancing employee benefits.」
At マルキョウ, it is accommodating part-time employees' preferences regarding working days, days of the week and hours, while enhancing employee benefits to put in place a more employee-friendly work environment. - FY2018-Q1AdvancedAnnual report
「In terms of administration, the Company reviewed almost all of its regulations, established the foundation for creating a rewarding workplace, worked to improve employee retention, and also advanced measures to address labor shortages.」
It reviewed its regulations and is establishing the foundation for creating a rewarding workplace and improving employee retention. - FY2017RestatedAnnual report
「Meanwhile, in response to the deteriorating recruitment environment, the Company reviewed its pay structure and enhanced employee benefits, while developing human capital through training by employee level for store managers, chiefs and sub-chiefs, among others.」
As a response to the deteriorating recruitment environment, it is reviewing the pay structure and employee benefits and continuing human capital development through training by employee level. - FY2017-Q3RestatedAnnual report
「Meanwhile, in response to the deteriorating recruitment environment, the Company reviewed its pay structure and enhanced employee benefits, while developing human capital through training by employee level for store managers, chiefs and sub-chiefs, among others.」
As a response to the recruitment environment, it is reviewing the pay structure and employee benefits and continuing human capital development through training by employee level. - FY2017-Q2AdvancedAnnual report
「Meanwhile, in response to the deteriorating employment environment, the Company revised its part-time wage system and enhanced employee benefits to create a workplace that is easier and more rewarding to work in. For human capital development, it provided training by employee level for store managers, chiefs and sub-chiefs, among others.」
It states that the Company revised its part-time wage system, enhanced employee benefits and provided training by employee level. - FY2017-Q1First statedAnnual report
「③ Human capital development and creation of a rewarding work environment」
It identifies human capital development and workplace improvements as 2 of the 4 pillars of management.