Reforming Personnel Systems and Improving Sales Efficiency
First written in FY2016. 14 of 18 entries say "Advanced", first in FY2018. Latest entry: 2026-08-06.
No other company in this theme has enough history to compare yet.
- 2026-08-06AdvancedFinancial results briefing materials
「Reassigning personnel from stores that have closed to new stores and other locations.」
The company presented the reassignment of personnel from stores consolidated or closed to new stores and other locations, with the aim of improving productivity at the new locations and limiting additional hiring. - FY2026AdvancedAnnual report
「The group positions human capital as an important management resource.」
Human resource initiatives were organized as human capital management, with KPIs and targets set and disclosed for training hours, sales value, employee turnover and the percentage of female managers. - 2026-05-08AdvancedEarnings
「We will promote ① the digital transformation and rationalization of head-office functions, ② optimization of the logistics supply chain, ③ appropriate personnel allocation through store consolidation and efficiency improvements, and ④ a shift in promotional activities to digital channels and the optimization and maximization of measures through DX by strengthening the acquisition of digital members, thereby improving productivity and operational efficiency across the Group.」
The previous focus on store consolidation and the shift to digital advertising was expanded into a Group-wide transformation covering headquarters, logistics, personnel allocation and digital-member acquisition. - FY2026-H1AdvancedAnnual report
「In addition to sales, the company has curbed increases in personnel, advertising and other expenses through initiatives to improve store productivity, including store consolidation and closures in line with the opening of LIFE SELECT stores, and to optimize advertising and promotion by strengthening digital advertising in place of printed flyers.」
The company said it had curbed increases in personnel, advertising and other expenses by consolidating and closing stores in line with LIFE SELECT openings, improving store productivity and shifting to digital advertising. - FY2025-H1AdvancedAnnual report
「In addition to improving store productivity through the consolidation and closure of stores in line with LIFE SELECT openings, we have been able to contain increases in personnel, advertising and other expenses through initiatives to optimize advertising and promotions, including strengthening digital advertising in place of printed flyers.」
The company said it had curbed increases in expenses such as personnel and advertising costs by improving productivity through store consolidation and closures and strengthening digital advertising. - FY2024-Q3AdvancedAnnual report
「Selling, general and administrative expenses for the nine-month consolidated period ended the third quarter amounted to ¥306,339 million, up 1.7% year on year, owing to increased hiring associated with the expansion of sales-floor space and increases in various selling, general and administrative expenses, primarily distribution costs resulting from higher energy prices.」
The company strengthened hiring to support the expansion of sales-floor space. Selling, general and administrative expenses rose 1.7% year on year owing to increased staffing and higher distribution costs. - FY2024-Q2AdvancedAnnual report
「Selling, general and administrative expenses were affected by increased staffing to expand sales-floor space by 5%, upfront investment in promoting DX and higher energy prices. However, detailed expense controls kept them broadly at the previous year's level.」
While increasing staffing to expand sales-floor space by 5% and making upfront investments in DX, the company said it kept selling, general and administrative expenses broadly at the previous year's level through expense controls. - FY2024-Q1AdvancedAnnual report
「The company established a DX Innovation Promotion Office to advance store DX and improve employees' working practices and productivity.」
Measures to improve sales efficiency and working practices were made more specific through the launch of a specialist department responsible for store DX and productivity improvements. - FY2023AdvancedAnnual report
「Percentage of female managers: 10% or more <fiscal year ending March 2031> 3.63%」
For its human resources and DEI initiatives, the company disclosed the target percentage of female managers for the fiscal year ending March 2031 and the actual result for the current fiscal year as KPIs. - FY2022AdvancedAnnual report
「The company positions diversity, equity and inclusion as the Yamada Holdings Group's "growth strategy itself" and will promote it across the group.」
Human resource initiatives were organized as DEI, respecting diversity in attributes and career backgrounds, and positioned as the growth strategy itself. - FY2022-Q1AdvancedAnnual report
「■ Enhancement of human resource development and training (My Learning, e-JINZAI content and other initiatives in progress) • Training and adoption (leader development and diverse development support) • Collaboration with stakeholders (career development support) • Human resource development structure (human resource development through the evaluation system) • Promotion of women's advancement (development of female talent, evaluation not based on gender and creation of promotion opportunities)」
Human resource development was organized into specific measures including My Learning, e-JINZAI, leader development, career development, the evaluation system and the promotion of women's advancement. - FY2021AdvancedAnnual report
「To fulfill its role and responsibility in providing social infrastructure through the stable supply of essential daily goods, the company is implementing infection-control measures at its stores and business locations, making the safety, security and health of customers and employees its highest priority in preventing the spread of the infection. It also significantly expanded internet shopping, which allows customers to place orders from home, and television shopping sales.」
In addition to safety measures for employees and customers, the company significantly expanded internet shopping and television shopping to support sales while people worked from home. - FY2021-Q2AdvancedAnnual report
「Achieving optimal prices through an electronic shelf-label strategy and improving labor productivity」
As measures to improve sales efficiency, the company newly specified price optimization through electronic shelf labels and improved labor productivity. - FY2018AdvancedAnnual report
「Based on the women's management development program promoted to date, we launched the Next-Generation Leader Development Program. We will develop human resources not only at headquarters but also at each store by appointing multiple male and female leaders, who will work together with their respective managers to devise their own development plans and gain experience, while honing their problem-solving methods and skills.」
Human resource development was made more specific, moving from the development of female managers to a Next-Generation Leader Development Program for male and female leaders at headquarters and stores. - FY2017-Q3ReframedAnnual report
「Under a three-representative-director structure from 1 April 2016, the company set out to create new businesses, advance structural reforms and the medium-term management plan, and strengthen existing businesses and develop human resources.」
In addition to listing the personnel system reforms undertaken to date, the company explicitly identified human resource development as a group-wide strategy. - FY2017-Q2RestatedAnnual report
「Various structural reforms, including reforms to the personnel system, store efficiency improvements and reductions in selling, general and administrative expenses」
Reiterated reforms to the personnel system, store efficiency and selling, general and administrative expenses as ongoing structural reforms. - FY2017-Q1RestatedAnnual report
「Execution of various structural reforms undertaken over the past several years, including reforms to the personnel system, store efficiency improvements and reductions in selling, general and administrative expenses.」
Reaffirmed reforms to the personnel system, store efficiency and selling, general and administrative expenses as ongoing structural reforms. - FY2016First statedAnnual report
「Various structural reforms undertaken over the past several years, including reform of the personnel system and initiatives to improve store efficiency.」
Positioned personnel-system reform and store-efficiency initiatives as structural reforms pursued for several years and as drivers of cost reductions and profit improvement.