Improving Service Levels and Developing Human Resources
First written in FY2016. 11 of 14 entries say "Advanced", first in FY2017. Latest entry: FY2026.
1 other company's latest entry also says "Reframed".
- FY2026ReframedAnnual report
「Our main education initiatives are focused on developing next-generation talent and instilling our corporate principles and future vision.」
The company organized its education priorities around developing next-generation talent and instilling its corporate principles and future vision. It conducted career training for deputy store managers expanded from programs for store managers, product-department staff training and a Basic Management Program. - FY2025AdvancedAnnual report
「Our main education initiatives are focused on developing next-generation talent, instilling our corporate principles and behavioral guidelines, strengthening current employees and DX training.」
The company organized its education initiatives into 4 areas: next-generation talent, instilling corporate principles, strengthening current employees and DX, and developed them into programs including the Brother-Sister program, store-manager and deputy-store-manager development, skills assessments and the DX Academy. - FY2024-Q1AdvancedAnnual report
「With the cooperation of NPO法人夢未来くんま (Tenryu Ward, Hamamatsu), we conducted SDGs training for this year's new employees.」
In addition to its conventional education and training initiatives, the company conducted SDGs training for new employees in cooperation with an NPO. - FY2023AdvancedAnnual report
「While continuing efforts to reform employees' attitudes toward work and improve the working environment, we worked to enhance employee education and training systems with a view to redesigning systems and education that enable employees to grow independently and find purpose in their work.」
The company organized education into 4 areas: next-generation talent development, dissemination of corporate principles and behavioral standards, improved work-life balance and training to strengthen current employees, and advanced career-design training and store-manager and deputy-store-manager development. - FY2022AdvancedAnnual report
「Although the impact of COVID-19 could not be eliminated in fiscal 2021, we used the experience gained from the previous year to promote education and training through online and e-learning programs. Our main education programs were organized around 3 pillars: training for new employees and younger generations, next-generation development and training to strengthen current employees.」
The company continued shifting education to online and e-learning formats and organized it into 3 areas: new employees and younger generations, next-generation talent and strengthening current employees. A total of 403 people participated in the Aeon DX Lab. - FY2021AdvancedAnnual report
「We established education programs using the Internet, including live broadcasts, streaming and e-learning content, and focused on practical training, such as training for store managers, deputy store managers and administrative supervisors, as well as management training tailored to newly appointed positions.」
The company moved training online during the infectious-disease pandemic and continued to develop training for store managers and other store administrators, management training and next-generation talent development. - FY2020AdvancedAnnual report
「In addition, we conducted company-wide employee examinations from September through October and promoted the creation of an environment in which everyone can continue learning.」
To unify the education systems of the 2 companies ahead of their management integration, the company revised its technical certification examination and conducted company-wide employee examinations from September through October. - FY2020-Q2RestatedAnnual report
「We pursued various initiatives, including improving employees' customer-service and greeting standards, under the guiding principle of "thoroughly implementing the basics."」
The company continues to improve customer-service and greeting standards as part of thoroughly implementing the basics of store operations. - FY2019AdvancedAnnual report
「At the Nagaizumi and Hamamatsu technical training centers, the technical division provided training in cooking and processing techniques. In the general merchandise, household goods and produce departments, we provided merchandising and display training to improve technical capabilities and productivity. As next-generation development programs, we conducted the 2 courses "Future Store Manager Selection and Development" and "Next10 (identifying young talent)" to develop candidates for future executive positions, and provided compliance training for all executives.」
In addition to conventional customer-service and merchandising-technology training, the company developed specific human-resources initiatives focused on technical training centers, future store-manager selection and development, and next-generation executive development through Next10. - FY2018AdvancedAnnual report
「For current staff, we provided ongoing training in merchandising and display techniques for departmental staff, as well as technical training. We also developed a skills-upgrading program and implemented structured on-the-job training to systematically improve frontline technical capabilities across the company.」
In addition to continuing video-based customer-service training for all employees, the company expanded its human-resources initiatives to include merchandising and display techniques, a skills-upgrading program and structured on-the-job training. - FY2017AdvancedAnnual report
「To further improve customer-service standards, we enhanced the in-house customer-service training website, which provides video-based training, and had all employees complete the training.」
For customer-service training, the company enhanced its in-house customer-service training website and had all employees complete the training. - FY2016First statedAnnual report
「Improving the service levels of employees who interact directly with customers」
Lists customer-service training, an internal customer-service education website, fresh-food and delicatessen skills training, management training by position, and basic training through employees’ third year as initiatives.