INTEGRATEDREPORT
2023
Integrated Report
2023
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BIC CAMERA INC.
3-23-23, Takada, Toshima-ku, Tokyo
https://www.biccamera.co.jp (Japanese only)

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Introduction

Value Creation Story

Corporate Strategy

ESG

Financial and Company Data

Fun. New. Will Keep You
Coming Back.
“I just can’t help dropping by.”
“Simply being there is enjoyable.”
We will do our best to inspire this kind of
excitement in our visitors.
Each individual will polish their expertise,arrange the sales areas, and continue to growand evolve.
We aim to become a place where customers

For the sakeof our customers

can discover a new lifestyle.

Customer Pleasure Award November Best Award in Customer Feedback
Yokohama West store Ishida Rover Jea

CONTENTS
Introduction01	‌Introduction, Table of Contents,
Editorial Policy
02

Corporate Philosophy

Value Creation Story
04

Our Value Creation Journey

06

Value Creation Process

08

Message from the President

Corporate Strategy
12	‌Sustainability Management14	‌Making People the Driving Forcebehind Growth20	‌Rebuilding Attractive Stores
22	‌Introduction of Divisional Structure /Strengthening of Procurement Function24	‌Deepening Initiatives for The
One Hundred Plan
26	‌Shift to an Operation Based on
Customer Feedback28	‌E-commerce Expansion
30	‌Enhancement of After-Sales Service

ESG
32	‌Environmental Initiatives
33	‌Initiatives to Address Social Issues
34	‌Governance

Financial and Company Data
40	‌Financial Review
42	‌Bic Camera Group by the Numbers
44	‌Company Information / Group Network

Editorial Policy
Our basic policy is to report Bic Camera’s value
creation process, business strategy, ESG
information, and more in an easy-to-understandmanner for all stakeholders. In addition, thisreport is edited by referencing the “International
Integrated Reporting Framework” put forth by theInternational Integrated Reporting Council (IIRC)*,and is published as an integrated report thatcompiles financial and non-financial informationand explains how we will generate value over thelong term. For detailed information not includedin this report, please visit our corporate website.
Corporate Website
https://www.biccamera.co.jp (Japanese only)

Scope of Report
This report targets the Bic Camera Group (theGroup), but some data and initiatives are reportedwith a focus on the activities of BIC CAMERA INC.
Period Covered
From September 1, 2022 to August 31, 2023.
However, some initiatives outside of this period
are included.
Date of Publication
March 2024
Guidelines Used as References
This report was drafted by referencing theInternational Integrated Reporting Framework of theInternational Integrated Reporting Council (IIRC)*.

Notes on Predictions, Forecasts, and Plans for
the FutureThis report contains not only past and current
facts about the Bic Camera Group, but also future
predictions based on plans and outlooks at thetime of publication. Please note that future
predictions are assumptions or expectations basedon information available at the time ofdescription, and various conditions and external
environmental factors may result in outcomesdifferent from initial expectations.
*In June 2021, the International Integrated
Reporting Council (IIRC) merged with the
Sustainability Accounting Standards Board (SASB)
to establish the Value Reporting Foundation (VRF).

01

Introduction

Value Creation Story

Corporate Strategy

ESG

Financial and Company Data

PurposeTo serve customers as a purchasing agent thatprovides helpful support for their lives

Corporate Philosophy

A group of specialty departments
persistently seeking to evolve so that they
can leverage their expertise and innovative
spirit to propose richer lifestyles
Three Core Elements of Our Corporate Philosophy"A group of specialty
departments"
A store that customers
trust and rely on, believing“Bic Camera” to have it.

Rate of change
A store filled with surprises

02

A store to provide
the latest informationthat greatly exceed customer

A store where new discoveries

expectations everywhere.

always inspire a richer lifestyle.

03

Introduction

Value Creation Story

Our Value Creation Journey
At Bic Camera (the Company), in pursuit of “pleasing customers,” we commit
to a corporate philosophy of “a group of specialty departments persistently
seeking to evolve so that they can leverage their expertise and innovative
spirit to propose richer lifestyles.” By refining our strengths, amassed
through constantly adapting to change and meeting customers’ needs since
its foundation, Bic Camera will remain the company that is trusted and relied
upon, continually delivering value to all stakeholders.

January-July 2001 E

February 2006

November 2001

Sofmap Co., Ltd. made into
a subsidiary

Established Bic shuhan Co., Ltd.

December 2001

August 2006

Established Future ecology
Co., Ltd.

Listed on the JASDAQ
Securities Exchange

October 2006
Opened Higashimatsuyama
Distribution Center(Saitama Prefecture)

May 2002 F

October 1994 D

January 2010

June 2012

Sofmap Co., Ltd. made into
a wholly owned subsidiary

Kojima Co., Ltd. made Founded Bic Camera Takasaki
women’s softball team
into a subsidiary

Value Creation Story

January 2015

March 2020

Obtained “Platinum
Kurumin” certification

Recognized as “Certified Health &Productivity Management Outstanding
Organization (White 500)” for two
consecutive years

June 2015

Established BicOutlet Co., Ltd.

Opened Osaka Distribution
Center (Osaka Prefecture) Opened urban childcare
center “Bic Kids” tosupport childcare

April 2008

June 2017

Transferred from the First
Section of the Tokyo Stock
Exchange to the Prime Market

Opened Funabashi
Distribution Center(Chiba Prefecture)

Started drug businessat Yurakucho store

Financial and Company Data

April 2022

July 2017

August 2011

First company certified
under the Ministry ofEnvironment’s “Eco-First
Program”

ESG

July 2018

October 2010
July 2012 G

Corporate Strategy

Net Sales for the
fiscal year ended
August 31, 2023

June 2008

815.5

Listed on the First Sectionof the Tokyo Stock
Exchangebillion yen

Number of
employees as ofAugust 31, 2023

Net sales

10,200

Number of employees(consolidated)*Years are in Western calendar
formatAugust 1992
Established Tokyo UMOKOBO
Co., Ltd. (currently UMOKOBO
Co., Ltd.)

November 1980

October 2003

August 1999
Established Nippon BS
Broadcasting Planning
Corporation (currently Nippon
BS Broadcasting Corporation)

Launched internet shoppingsite “BicCamera.com”

September 1992 C

Established BIC CAMERA INC.
and opened the former
Ikebukuro North Exit Store.

December 1992
Introduced Bic Point Card

March 1968 A
May 1978 B

October 1987
Established BIC Contact Co., Ltd.

1980

1968
~1978

1985

1990

1995

2000

2005

1978~1999

1999~2005

Initial phase

Expansion phase

Rapid growth phase

Global Events• April 1989: Introduction of consumption tax (3%)• April 1997: Revision of the consumption tax rate (3% to 5%)• June 2000: Implementation of the Act on the
Measures by Large-Scale Retail Stores for
Preservation of Living Environment

2010

20
• May 2009: Launch of• July 2011: Termination

2015

2020

05~20122012~2020

2020~

Transformative phase

Venture phase

Transition phase

the Home Appliance Eco-point Systemof analog television broadcasting• April 2014: Revision of the consumption tax rate (5% to 8%)• October 2019: Revision of the consumption tax rate (8% to 10%)• April 2020: Expansion of the COVID-19 pandemic• July 2021: Opening of the Tokyo Olympic andParalympic Games

Major Topics

Taking a customer-first approach and adapting to change

A rich product lineup featuring expertiseand innovative spirit

Embodies Bic Camera's business model

Expansion of product lineup in response to changes in the times and customer needs

Striving to further expand product offerings as“a group of specialty departments”

Developing urban, station-front, large-scale stores

A ‌March 1968: Established the Takasaki DP Center, a film processing

C ‌September 1992: Began handling sporting goods

D ‌1994: Established “BIC pasokonkan

E ‌2001: Opened four large-scale stores with a floor area of 10,000 square meters eachfacility in Takasaki City, Gunma Prefecture. Responded to customer
requests for faster photo development with speedy processing services.
B ‌May 1978: Founded as a camera and related product sales company at
the North Exit of Ikebukuro.
Expanded product offerings beyond film development to cameras, video
cameras, VCRs, and TVs to adapt to the changing times and meetcustomer demands.

Ikebukuro North Exit store at the time04

(golf, tennis), toys, bedding, and other non-homeappliance products upon the opening of the
Ikebukuro Main store. As an example of our
pursuit of specialization, at UMOKOBO, which
deals with bedding, we import raw wool directlyfrom Poland driven by our desire to create a richer
sleeping environment. We offer high-quality
down-filled futons
that are made with
95% goose down.

Bedding corner

INC.” in response to the growing
demand for computers. Strengthened
the computer sales department
within Bic Camera and provided
training to sales staff to increase theirskills.

Appearance of the PC
Build. Ikebukuro Main
Store predicting the
popularity of cell phones

in Tachikawa, Namba, Yurakucho, and Sapporo in a single year.
F ‌Opened our Shinjuku West Exit store in 2002. Together with the four large-scale stores

opened in 2001, this laid the foundation for our current “urban, station-front, largescale” business model.
G ‌In 2012, we opened our largest store, Shinjuku East Exit store. We have continued to
evolve to offer surprises and excitement to customers, such as opening innovative
stores that combine home appliance products and fashion as “BICQLO,” a crossindustry collaboration between BIC CAMERA INC. and UNIQLO CO., LTD..

Yurakucho Store

Shinjuku
East Exit Store(former BICQLO)

05

Introduction

Value Creation Story

Corporate Strategy

ESG

Financial and Company Data

Value Creation Story

Value Creation Process
Since our founding, we have evolved to meet the changing times and the diversifying
values and needs of our customers, and by further refining our business as “a group of
specialty departments,” we will increase the value of our stores and enhance ourcorporate value by helping to solve social issues.
Invested Capital

Corporate
Strategy

Bic Camera Group’s Strengths

As of August 31, 2023

Social Issues
Human Capital
Employees

10,200Declining and aging
population

Depopulation ofrural areas

Changes in lifestyle andconsumption
Diversification of demand

Shrinking retailmarketEmployees
Rapid developmentof technology

Climate change

Making People
the Driving Force
Behind GrowthSocial and
Relationship Capital
Procurement/
Product Development

Intellectual Capital

Planning

A discerning eye andproduct planningcapabilities

Making our customers happy

We are committed to further improving
our services to enhance customer
satisfaction.

Delivery/Installation/
Construction

Rebuilding
attractive stores

Respond quickly to changing
Logistics/Inventory
Management

times and diversifying values

Contribute to a sustainable

and needs by transferring

society and environment byauthority to front-line

Net assets

176,383

Employees

employees who are in daily

Customers

Repairs/
supportmaximizing the value provided
by each group company

Shareholders and Investors

Customer feedback
Store operations

Stores (Group total)259

locations

Rate of

Natural Capital

We fulfill our role by engaging on a
deep level with local communities
through our stores and coexistingalongside them.

A group of specialty departments persistently seeking
to evolve so that they can leverage their expertise andinnovative spirit to propose richer lifestyles%

change“A group of specialty departments”

A store to

ation

st inform

e lateprovide th

Resource recovery network

The corporate philosophy on which everything is based and06

We continue to achieve sustainablegrowth and aim to improve ourcorporate value to satisfy the trust andexpectations of our shareholders andinvestors.

Society

Corporate Philosophy

EC conversion rate

15.6

Fundamental
review/reform of
profit structure

Used goods sales/
recycling

Attracting customers/
Making stores attractive

Distribution centers

9Purchase of used goods/
collection of unwanted items

Sales

storesBusiness Partners
We aim for coexistence and mutual
prosperity by maintaining sound and fairtransactions with our manufacturers
and other business partners.

contact with customers.

million yen

Equipment capital

We strive to improve both the material
and emotional satisfaction of ouremployees and provide opportunities
and locations that allow them to workwhere they want and do the jobs theywant. We also support the growth of
our employees who are willing to learn.

Customers

Customers andbusiness partners

Financial Capital

Value Provided to
Stakeholders

the elements that make it up

Medium- tolong-term
growth strategy

Government andAdministrative Agencies
We maintain appropriate relationships
with government and administrative
agencies and act in accordance with our
Corporate Conduct Charter.

07

Introduction

Value Creation Story

Corporate Strategy

ESG

Financial and Company Data

Value Creation Story

First year: realizing the need to change

Message from the President

corporate culture and systems

Even before I became President, I had always believed in making our stores the growth drivers and turning ourphysical stores into more attractive places. Since taking office and vocalizing this belief, more than a year has
passed, and my commitment to this idea remains unchanged. I have no doubt that our stores have highpotential. By continually refining these stores and establishing a strong competitive advantage, I believe we

The essence of retail business is
adapting to change, leveraging thepower of “people” to continually refine
our “stores” as the growth drivers.

can not only grow our stores but also diversify our business, using our stores as a springboard. However, toachieve this, we need to change and evolve more and more. We must respond to changes in the era, societal
trends, and our customers without forever dwelling on past successes. What is needed is a shift in mindset foreach of us, including the management team. However, I realized in the first year that changing mindsets is
not easy. With each passing day, I feel it’s not enough to just advocate for change; there is a growing
necessity to change our systems. The essence of such reform is to change the mechanisms centered on
corporate culture and systems. I feel strongly that we need to accelerate the speed of these reforms.
As the first of these reforms, we worked to streamline and flatten the organization at the start of the second

BIC CAMERA INC.
Representative Director and President,

Toru Akiho

year. Japanese companies are often said to have a top-down organizational culture, and I felt this was also
true for us. Ideally, we should focus on the front lines, but the bloating of the headquarters had led to anincrease in unnecessary tasks and instructions, undermining employees’ capacity to take the initiative at thefront lines. Instead of acting on instructions from supervisors, I believe it is crucial for each employee to be
empowered to think and act independently, fully leveraging their creativity and embracing trial and error. We
started working on this from an early stage in the first year. To enhance the effectiveness of these efforts, weundertook significant organizational restructuring. However, changing the organization alone is insufficient;
we also need to radically change our operations and system design. This constitutes the second major reformthat we need to push forward rapidly.

Indispensable “ability to adapt to change”
to meet diversified customer needs

The aim of our corporate strategy is “restoring and further enhancing attractive stores unique to Bic Camera.”This “Uniqueness to BIC Camera” is not about physical aspects but about the mindset. For instance, during
the 1990s and 2000s, there was a high demand for home appliance products, and many customers came toour stores with needs such as “wanting better home appliance products” or “wanting to buy more
affordably.” I believe we were able to effectively catch and respond to those customer needs.
However, times have changed. Households now have various high-quality home appliance products beyond
just the typical large products, and a certain level of abundance already exists. Consequently, the purchasingof home appliance products has become less of a priority. At the same time, customer needs and values havediversified. In such a situation, when considering what Bic Camera should be, we concluded that it is essential
to regain our “ability to adapt to change,” responding to dramatic social changes rather than sticking to thesame methods and way of thinking as those used during the aforementioned high-demand period. We feltthat our ability to adapt to change, which we once had, has diminished. “Restoring and further enhancing
uniqueness to BIC Camera” does not mean recreating the stores of that time but rather having everyone
return to the mindset of that era, instantly sensing and responding to what a customer needs at any given
moment, returning to the original style of Bic Camera. To adapt to an era of diversified and rapidly changing
customer needs, each employee’s initiative is essential. We need a culture that respects individuality andmechanisms that allow each person to think and act independently and thrive proactively in our company
system.

08

09

Introduction

Placing customer feedback at thecenter of the value chain

customer’s perspective and reflecting them in our productlineup and store creation, bringing new discoveries andCorporate Strategy

ESG

Financial and Company Dataand externally to gain empathy and instill it throughout themaintaining our focus, we will achieve true trust.
“Excitement” involves anticipating potential needs from theValue Creation Story

Aiming to be the No. 1 company inemployee engagementcompany. Second, we need to create a culture and systems thatfully accept and utilize diversity. Third, we need to create
systems that better utilize young talent. Fourth, we need tomeet employees’ needs for recognition. Fifth, we need toexperiences at every corner of the sales areas that makeThe mechanisms involve not only culture and internal systems

customers feel “I want this!” We have a long-standing saying:

For Bic Camera to grow sustainably and continue providing

appropriately invest in employees by providing education andbut also the way we approach our daily tasks. We receive a“Shopping is the greatest leisure activity.” As the saying goes,value to all stakeholders, it is essential to respond to the diverse

training opportunities and supporting the acquisition oftremendous amount of customer feedback from all channels.

we aim to transform our stores into places where customers canvalues and needs of society and customers that change overqualifications and skills.

However, despite claiming to “operate from the customer’s

encounter enjoyable moments, much like a theme park, rather

time, as in the case of the aforementioned cameras.

Among these, the third point of better utilizing young talent isperspective” or “put ourselves in the customer’s shoes,” thethan just a destination for specific purchases. By doing so, we

In recent years, Japan has faced issues such as declining

based on a corporate culture that prizes youth. Until aroundreality is that our work flows do not effectively utilize the myriad

believe that our unique existence will become a true competitive

population, low birthrate, aging population, and decreasing

2010, we provided opportunities for young people to play anof customer feedback we receive. Among such customer

advantage, leading to sustainable growth.

working population, leading to labor shortages. On the otheractive role, including appointing the youngest store manager in

feedback, it is not uncommon to receive negative comments,

While our stores provide the desired products and uniquehand, there are many people who want to work but cannot findtheir 20s. However, as the company has grown, such

indicating that we are not meeting customer expectations.

experiences that only Bic Camera can offer, we also consider

a satisfactory work environment or cannot fully utilize theiropportunities have decreased over the past 10 to 15 years. We

Therefore, we aim to reincorporate “customer feedback” as aour online shopping site as one of our stores in a broader sense.

abilities. We believe that these social issues are very much in line

believe that changing our culture and systems to leverage thespringboard for our operations, so that it can be reflected in our

We aim to thoroughly pursue a more extensive product lineup

with our corporate strategy of “making people the driving force

creativity and proposal abilities unique to young people will leadprocurement, store displays, and services. This means aand convenience expected from online shopping site and believe

behind growth,” and at the same time, we consider it to be ato the human capital management to make people the driving

transformation of the value chain.

that the value of both physical stores and online shopping sites

point of utmost importance. By providing such people with aforce behind growth.

On the other hand, customer feedback represents only thosecan be enhanced where they coexist. We hope customers canplace where they can demonstrate their diverse personalities

The fourth point of the employees’ needs for recognition is tiedneeds already known to the customer. To surprise customers

choose either of them based on their convenience at any given

and abilities, we are determined to make our stores, the drivers

to the idea that there can be no delegation of authority without

and exceed their expectations with our product lineup andtime. There are still many challenges, but we aspire to createof our growth, even more attractive, while also contributing toevaluation. Excellent achievements should not go unnoticed,

services, it is also necessary to think ahead and address latentsituations where customers think, “Let’s rely on Bic Camera

society by creating employment. To achieve this, we first needand proactive actions must be evaluated fairly and impartially.

needs that customers themselves are not yet aware of,when I have a problem” or “I have some time, so let’s go to Bic

to change our culture and systems at an accelerated pace toTo this end, we need mechanisms that provide individuals withconsidering and providing solutions from the customer’s

Camera.”remain the company that is trusted and relied upon by society

more opportunities for self-assertion and fulfillment of theirand customers, and to create a workplace environment

need for recognition. Additionally, we aim to create leveraged

facilitating productivity and pride.

systems and mechanisms that ignite employees' hearts, such as“We want to be the No. 1 company in employee engagement.”

the Meister System and the Award System, which have alreadyWe would like to make this the company’s slogan, especiallystarted. By enhancing “stores” with the power of “people,” wethat of our management team, and aim to be the top in

aim to contribute to the company’s growth and society.

perspective.

Pursuing“Shopping is the greatest leisure activity”

Providing enrichment of the heart
through our original business of cameras

employee satisfaction within the retail industry. There are fiveby providing trust and excitement
At Bic Camera, whose original business is cameras, we want to
The value we provide is fundamentally based on having large

refocus our efforts on cameras and further invigorate thestores in prime locations, centered around cameras and homecamera market. Nowadays, almost everyone around the world

appliance products, as well as non-home-appliance products

takes photos. To meet the latent needs of people who want toincluding liquor, bedding, and drug, which makes our modeltake better photos that appeal to people's emotions and stirunique. In addition, we have specialized sales staff with a hightheir hearts, or share better photos on social media (SNS), welevel of expertise in each of these areas. Our goal is tobelieve we can provide enrichment of the heart throughout

continuously refine these powerful assets (location, productJapan by considering things from the customer’s perspective

lineup, and specialized sales staff) and value we provide to

and bringing new discoveries and experiences. Our aim is tocreate “trust” and “excitement.”

promote not only a culture of viewing images on smartphones“Trust” means ensuring that customers can always find theand computers but also one of printing photos and enjoying

products they want, even niche items like computer parts, notthem in albums, thereby reconstructing an analog culture. And

just televisions or refrigerators. Customers trust that “if it’s not

we believe this will also contribute to Japanese camera

available elsewhere, Bic Camera will definitely have it.” This is

manufacturers, who boast world-class quality and market share.

the most fundamental aspect of being “a group of specialty

Through initiatives that only our company, which directly

departments,” but we still feel we have a long way to go. Weinteracts with customers, can undertake, we aim to contribute

believe that by thoroughly pursuing refinement and consistently

to society, various industries, and other fields.

10

major points to achieve this goal. First, we need to clearly defineand share our corporate philosophy and purpose both internally11

Introduction

Corporate Strategy

Sustainability Management

Contributing to customers and society byproviding value that we have continued
to refine since our foundation
I have been appointed Director in charge of sustainability
from the fiscal year ending August 31, 2024. As the Company
has expanded in size, I feel that it has become more difficult
to instill the corporate philosophy and intention ofmanagement among employees. As the person in charge ofsustainability, I will work across all departments to reform
our culture and awareness and enhance corporate value.
Director and Executive Officer,
In charge of Sustainability

Nachika Nemoto

Overview of Sustainability
Society

Making People the Driving
Management Based on Corporate Philosophy

Initiatives to Address Social Issues• Human resources
Human capital management: Diversity &Inclusion
Health management: Creating a safe andhealthy work environment
Respect for human rights: Human rights due
diligence• Coexistence with local communities
Cooperation with local governments• Implementing communication, training, etc. forpenetration and application of the philosophy

Review of Personnel Evaluation Systems

Environment(Provision of value

Environmental Initiatives• Contribute to the realization of a circular economy• Promote a renewable energy business to create a decarbonized society• Vigorously promote the spread of energy-saving home appliance products and services• Reduce greenhouse gas (GHG) emissions from our business activities

Improve Customer
Satisfaction

engagement and corporate growth, which can in turn lead towith customers, use initiative, and continue to develop themselves insustainable growth. Accordingly, we have positioned our mostorder to adapt to changes in the times and increasingly diverse

important strategy as “making people the driving force behindcustomer needs, under the corporate philosophy of “a group of

growth” and aim to become the No. 1 company in employee

specialty departments.”

engagement.

Moreover, we have set “rebuilding attractive stores that are unique to

In order to achieve sustainable corporate growth, we believe that it

Bic Camera” as our corporate strategy, an ongoing task since last year,

is important to establish a management and audit system so thatand have positioned “making people the driving force behind growth”

each department within the Company can strive to promote its

as the pillar of our strategy. We regard the individual abilities of ourbusiness and engage in highly productive and efficient operations,employees as a source of corporate value and an important capital,

and that enhancing management transparency and establishing an

and we are working to design and operate systems that enableorganization that can make prompt decisions is the basis of

employees to make the most of their diverse abilities and expertise.

governance. In light of this, we have established a Sustainability

By maximizing the individual abilities of our employees, we hope toPromotion Committee chaired by the Representative Director andcontinue to be a company that is trusted and relied upon by our

President, and we require Directors to have sustainability skills, withcustomers and to bring about true affluence. We are also determined

the Board of Directors and the Sustainability Promotion Committee

to create a workplace where employees with diverse values can feelworking together. Furthermore, in order to promote a stronger

secure and fulfilled in their work, not only to secure human resources

corporate strategy, we will link the Risk Management Committee

but also to contribute to solving various social issues, including by

and the Sustainability Promotion Committee, establishing a solid

creating employment and respecting diversity.

system and moving forward together as one.

Management
Rebuilding Attractive Stores

Force behind Growth
Review of Training Programs, Initiatives for
Health Management

Introduction of Divisional Structure /Strengthening of Procurement
Function• Implementation of a new system that includes a career pathand strategic initiatives for maintaining and improving health• Strengthening of expertise and store
collaboration, clarification of responsibility forprofit and loss

Creating an Environment for
Providing Service to Customers• Creating time and energy by identifying andresolving obstacles• Strengthening forecast versus result
management (sales and gross profit) andestablishing PDCA cycles

to stakeholders)

Reallocation of Human Resources“Human resources” are thestarting point for everything.

Deepening Initiatives for The One
Hundred Plan

• Improvement of front line independent bystrengthening and promoting The One Hundred Plan

Shift to an Operation Based on
Customer Feedback• Strengthening PDCA in each department/
promoting overall CX strategy

E-commerce Expansion• Expanding e-commerce as a part of customer
development starting from stores

Enhancement of After-Sales Service• Establishing a new systems related to services
and expanding the business domain• Considering implementation of strategic
personnel allocation with a focus on stores

P20-31

Finding fulfillment inpleasing our customers

Declining and aging
population

Fundamental Review of Profit Structure

Suppliers

Cost Reduction New management system/Progress management by assigning departments

Payment

P32

Financial and Company Data

we have evolved by having the store employees, who directly interact

Review of Store Management(Contribution to theenvironment and society)ESG

We believe that increasing employee engagement leads to customer• Expansion of the award system to evaluate theimplementation of the corporate philosophy, The
One Hundred Plan, customer service, etc.
P14-19

P33

Corporate Strategy

Based on the belief that the value of the retail business lies in stores,

Expansion of the Award System• Design of new systems based on corporate
philosophy, code of conduct, etc.

Value Creation Story

responsible for major expense items

Review of Inventory Control Identification of issues and changes in operational methods basedon an understanding of actual conditions

Products/
Services

Governance
Climate change

Customers

Corporate Governance• Basic approach, strengthening efforts, structure chart, skill matrix of Board of Directors
and officers, advice and supervision of company management from outside perspective,
status of each committee

1:3
consolidationof management resources

Outsourcing partners 1:3

Changes in lifestyleand consumption

Propose richer lifestyles as agroup of specialty departments
persistently seeking to evolve

3：4

Local communities

3：5

12

functionality through the introduction of a new budget process

Review of Business Portfolio Identification of unprofitable businesses and initiatives and

1:2

Compliance and Risk Management
P34-39Reinforcementof Business Management Infrastructure Enhancement of PDCA
1：1

1：1

1:2

2：3

Medium- to Long-term Growth Strategy

2：3
Expansion of3：4
Business Domain Creationof unique services that enhance the value of the customer experience
Strengthening Management and Formulation of Strategies from a Group Perspective

Enhancement of understanding of each company's actual status and earnings management, andfurther development of group management
3：5

13

Introduction

Corporate Strategy

Making People the Driving Force behind Growth

Creating an Environment That Ignites Passion

Valuing people and maximizing
employee abilities as the sourceof value creation

Aiming to Be the No. 1 Company in Employee Engagement
We believe that the true nature of the Bic Camera Group (theOur basic idea of human resource development emphasizes

Group)’s human capital management is maximizing the potential of“activities that ignite passion.” In order for each and every

each employee, and that human resources are the most important

employee to reach his or her full potential, a sense of mission as acapital for the evolution of the “attractive stores unique to Bic

business focused on pleasing customers and the enthusiasm that

Camera” set out in our corporate strategy. We have established acomes from ambition are essential. This inner drive fosters initiative,

Basic Policy for Human Resources to develop personnel who use

leading employees themselves to refine and express the value they

We have set “Empathy with the corporate philosophy” as the(1) Employees take pride and passion in their work

policy for creating an environment where employees can work

(2) Employees feel fulfilled in their workwith pride and passion. To instill our corporate philosophy, we(3) Employees feel comfortable in the work environment

have implemented various measures to deepen employee

Within these three elements, we have set out for following five

understanding, including workshops on the theme of ourpolicies to guide our reforms.

corporate philosophy by Executive Officers and next-generation(     i     ) Empathy with the Corporate Philosophy

employees, opportunities for dialogue between the President( ii ) Delegation of authority to individuals

and store employees, one-on-one meetings between the(iii) Change in management style

President and leaders of departments, and incorporation of our(iv) System design focusing on diverse abilities

corporate philosophy into education and training programs.

( v )	Building a foundation for fully focused engagement with

In addition, we have established a “Customer Pleasure Award”
system to recognize employees who have pleased customers byembodying our corporate philosophy. We are working tomotivate employees by holding an award ceremony attended byThree elements

Content

Policy(1) ‌Employees
take prideand passion
in their work

This element is a prerequisite that ignites
passion. Being engaged in “a businessfocused on pleasing customers,” employees
take pleasure in the happiness of others, andthis leads to a sense of self-worth.

Policy (i):Empathy with the Corporate
Philosophy(2) ‌Employees
feel fulfilledin their work

We believe that employees’ passion is ignited
through a sense of how their own thoughts
and actions have contributed to the Company
and the sense of growth derived from ability
development that focuses on their diverse
abilities.

Policy (ii):
Delegation of authority toindividuals
Policy (iii):
Change in management style
Policy (iv):
System design focusing on
diverse abilities(3) E‌ mployees feel
comfortable in
the work
environment

This element creates a foundation to ensurethat the ignited passion continues sustainably
and is not transitory. It focuses on designingsystems and creating an organizational culturethat enable physical and mental well-being
and flexible work styles.

Policy (v):Building a foundation forfully focused engagementwith customers

all departments and introducing the winners in our company
newsletter.

Award ceremony for the First Customer Pleasure Award, November Customer Feedback Category

provide, so that the Company can continue to evolve as a one-of-akind group of specialty departments that cannot be imitatedanywhere else.
Through these efforts, we have positioned the enhancement ofServe Customers with My Best Smile!
Yokohama West store

Ishida Rover Jea

employee satisfaction as our most important theme and aim to

In my daily customer service, I always strive to practice the following three points in order

Employees' use of initiative in activities shall be premised on thecorporate philosophy, and all decision-making criteria shall bebased on the corporate philosophy.

become the No. 1 company in employee engagement.

to inspire and impress our customers: “serve customers with a cheerful smile,” “enjoy

2. Conduct ability development focusing on the value
provided by the individual

Labor shortages, diversity, promotion of active
participation of women, and creating a work environment
where employees can feel fulfilled in their work

Focus on the diverse abilities of employees to maximize each
person's expertise, strengths, and human potential.

conversation with customers, “and “make fans among customers.” This new award
Initiatives to Address Social Issues

system has given me an opportunity to look at myself in a new light. Encouraged by thewords of appreciation from customers, I will continue to provide customer service thatwill make them leave the store feeling happy.

Building Attractive
Stores Unique to
Bic Camera

Human CapitalManagement

Focus on learning through daily hands-on experience rather thaneducation and training, and encourage capability development
through PDCA on-site.

Autonomy, initiative,
originality, creativity

Environment,
systems, operations

4. Supervisors are to respect the initiative of
employees and accompany them through “dialogue”

A group of specialty

Maximizing the potential of

departments

each and every employee

Chief Clerk, General Affairs and Human Resources Dept.

Rich product lineup

Active participation ofdiverse human resources

In order to realize our corporate philosophy of a “group of specialty departments,” weSense of trust and security

Personnel systems

and experience of our employees. In addition, we will work to improve the efficiency ofExciting and enjoyable sales floor

Employee satisfaction

human resource operations by utilizing the system in various situations in the future, such

Responding to changes in the times

Health management

3. Provide opportunities for growth at each site
mainly through on-the-job training

Supervisors are to watch over and support employees rather
than give them instructions with the aim of having them think
and act on their own.

5. Develop self-driven personnel by igniting their
passion
Focus on encouraging employees to have the desire andenthusiasm to learn on their own.

14

Financial and Company Data

comprises the following three elements:

In-House Environment Improvement Policy

Eiji Tamura

1. Develop personnel who empathize with andembody the corporate philosophy

ESG

Creating an Environment Where Employees Can
Work with Pride and Passion

customers

Director and Managing Director; Supervising General Affairs andHuman Resources, and General Manager, General Affairs andHuman Resources Dept.

Basic Policy for Human Resources

Corporate Strategy

The reform of personnel systems and organizational culture

We have identified human resources as the most important
capital for evolving the “attractive stores unique to Bic
Camera” set out in our corporate strategy.
We aim to be the No. 1 company in employee engagement
in order to realize a one-of-a-kind store where sales staff
become the customer's motivation to visit the store.

initiative in embodying our corporate philosophy.

Value Creation Story

Promoting an Evaluation System Leading to Human Growthand Human Resource DX
Shin Inada

have introduced a talent management system that centrally manages the expertise, skills,

as evaluation operations and the conversion of interview records into data.

15

Introduction

System design focusing on diverse abilities

We have a job-type challenge system that allows new

Value Creation Story

Corporate Strategy

ESG

Financial and Company Data

Promoting Diversity and Inclusion

Creating a Safe and Healthy Work Environment

In order to respond meticulously to diverse customer needs, we

The health of employees and their families is a prerequisite forneed employees of various genders, nationalities, and ages torealizing individual potential, and we therefore promote healthleverage their abilities.

management throughout the Group.

We believe that in order for our diverse employees to exercise

For example, we utilize employee satisfaction surveys, stresstheir abilities, it is also important to provide a safe work

checks, and wellness surveys to quantify the physical and mental

employees to apply for positions in departments of their choice
By designing a personnel system that focuses on the expertiseand strengths of our diverse human resources, we will create anenvironment where people can work with confidence andthat require specialized human resources at the time of job
offer. After working in a store for one year to gain a good graspof the work site, this system allows employees to then transfer
to a department of their choice in their second year of

initiative. In stores, the introduction of the Meister System to

employment.

refine employees’ expertise and the Team Leader System tooversee the sales areas has enabled the introduction of multiple
career paths, allowing employees to leverage their strengths anduse their initiative to choose their careers.
In addition, there are various career challenge systems that allow
employees to choose their desired job type and workplace.

Beginning with introductory training for new employees, we
provide training by job title, corporate philosophy training, andother opportunities to learn languages, marketing, and othersubjects as part of self-development.
The basic idea of ability development is mainly to use on-the-job
training, with the primary focus on learning through daily

There is also a system whereby departments and stores to bestrengthened based on corporate strategy make open calls fortransfers throughout the Group, allowing for employees to takeup challenges across organizations and companies. Additionally,
we have a self-reporting system that allows all employees tohands-on experiences that provide opportunities for growth ateach site and encouraging ability development through theapplication of the PDCA cycle at the site.
Systematic Diagram of the Training Systemdeclare the career they wish to pursue each year, and we
support employees in developing their own abilities in new ways

Job-type Challenge Company Entries
Information
E-Commerce
Logistics
SystemLegal
Affairs

Corporate
Renovation
Products
Sales

Camera

Total

4

3

1

-

2

-

-

1

11

Year 2022

3

1

-

1

-

-

-

-

5

Year 2023

14

9

-

-

-

1

1

-

25

Fiscal Period
FY23.8 1H

FY23.8 2H

Numberof People

Recruiting Department
AS Division (Apple Service Provider)3

AS Division (KEY’S CAFÉ)

3

Kagoshima Chuo Station store

1

Plastic model Corner

10

Drug corner

6

Gaming PC Corner in Lazona Kawasaki store

Grand Total

Training by
position

Role
Strategy

Corporate
Corporate Philosophy/
Philosophy training Management Plan

Deputy General
Manager/Manager level

Store
Managertraining

Assistant StoreManagertraining

Evaluator
training (store
managers)

Evaluator training(assistant store
managers)

Team leader
level

Team leader
training

Compliance, business execution
skills, internal rules

Existing employee Corporate
education
Philosophy

Specializedbusiness skills
CareersupportNew
employees

1st yearInduction training
2nd year
Follow-Up training Follow-Up training for new employees

New employees Basic businessand AP education
skillsGeneralbusinessskillsChief Clerk
level

Corporate Philosophy training

Human skills
Technical skills

Multifaceted perspectives, acceptance, flexibility, anger management, diversity, FemTech management, marketing,information gathering skills, product knowledge, market understanding, analytical skills, financeE-learning

E-learning, English conversation, online learning

mental engagement, and regularly inspect and share the results.

education, retention, and recruitment. In terms of education, we

As a result of such efforts, the Company has been recognized as

support the acquisition of qualifications for job coaches anda Certified Health & Productivity Management Outstanding

vocational life counselors and provide training for managers; inOrganization (White 500).

terms of retention, we conduct periodic interviews and support

Bic Camera has been certified as a Sports Yell Company by theto help people find their place at stores; and in terms ofJapan Sports Agency and is actively promoting sports activities

recruitment, we actively participate in joint meetings and conduct

to improve the health of its employees. In addition to improving

store internships in cooperation with support schools.

physical health through physical exercise, sports are also an

We also provide career support for part-time employees, with aimportant source of mental vitality. In addition to supporting therank certification system based on ability and a promotion system

activities of athletes belonging to the Bic Camera Takasaki Bee

to full-time employment. In addition, we strive to create an

Queen women's softball team, we also organize cheering tours

environment where employees can find fulfillment in their workand other events in which employees can participate, so thatby conducting career interviews with Department Heads andthey can experience the fun and joy of sports.

Store Managers.

As part of our efforts to improve exercise and communication,

It is important to develop flexible work styles that suit the

we also hold softball exchange events for employees and theirdiversifying lifestyles of employees so that they can envision theirfamilies and ball-throwing classes for elementary school

own careers. To eliminate gender disparities in careers due tostudents in cooperation with local governments to promotechildbirth, we have expanded short-time work systems,

health throughout the community, in an effort to build basic

established childcare leave systems and job return systems,

physical fitness among younger

established a company-led childcare business, and promoted

generations.

women engaged in childcare to managerial positions. As a result

Business skills
MarketingSales staff, corporate sales, e-commerce, logistics, back office

CareerAsset utilization, second career, reskilling, career planning, asset
buildingof these efforts, we have acquired Platinum Kurumin certification.

Building a Foundation for Fully FocusedEngagement with Customers

26

A safe and healthy work environment is the foundation for
employees to exercise their initiative and diverse abilities. We are

AMU PLAZA Kumamoto store

1

Club Gazan (golf course management)

2

flexible work styles to meet diversifying employee lifestyles andGeneral Affairs and Human Resources Dept. (In-house trainer)

3

visualizing employee feedback through wellness surveys,

WILBY (Web magazine production)

3

employee satisfaction surveys, work engagement, eNPS, and9other means.

creating a “safe and healthy work environment” by developing

Everyone is the Protagonist! A Company Where Everyone
Can Excel by Leveraging Their Strengths
Chief Clerk, General Affairs and Human Resources Dept.

16

well-being of our employees in terms of their physical and3Grand Total
FY24.8 1H

Optional training

Post-Challenge Successful Candidates

Management
philosophy/
Compliance, etc.

Year 2021

Mandatory training

with an emphasis on using their own initiative.

Head level

environment for people with disabilities, and we are
implementing measures mainly from the perspectives of

Miyuki Ito

Change in Ratio of Men Taking Childcare Leave

Ratio taking leave(Sept. 2019
- Aug. 2020)(Sept. 2020
- Aug. 2021)(Sept. 2021
- Aug. 2022)(Sept. 2022
- Aug. 2023)

11%

21%

41%

66%

Lively and Making the Most of Individual Characteristics
Assistant Store Manager, Shinjuku East Exit store

Satomi Nagamatsu“We aim to create stores where team members can thrive.” For people with

We aim to create an environment where everyone supports each other with a sense of caring. Everyone

disabilities, foreign nationals, and returnees, we work closely with thehas strengths and weaknesses, but we believe that by enhancing strengths, we can create a company

departments to which they are assigned to ensure that job roles are assigned

in which each individual can play an active role. Many people are excelling by leveraging their individual

according to the characteristics of each individual and conduct follow-up

characteristics, including people with disabilities. We will make Bic Camera a company where everyone

interviews on a regular basis. We are working to create an environment where

wants to work, including people engaged in childcare or nursing care, seniors, and foreign nationals.

each individual can thrive while being mindful of interpersonal relationships.

17

Introduction

Corporate Strategy

Making People the Driving Force behind Growth

Value Creation Story

ESG

Financial and Company Data

Meister System

Expanding systems to support
careers emphasizing diversity
and initiative

First Level - Meister

Third Level - Executive MeisterThose who have extensive knowledge and ability to makeThose who have knowledge backed by official qualifications inrecommendations in specific product categories and to act as a

specific product categories and the ability to make proposals

role model for sales staff.

based on extensive experience, and who are able to take thelead in embodying a business focused on pleasing customers toSecond Level - Senior MeisterThose who have knowledge backed by official qualifications inall sales staff as top specialists in the industry.

specific product categories and the ability to make proposals

Bic Camera Meister armband

based on experience and to act as a role model for the first level

We will ignite the passion of our employees bybuilding a career support system that maximizes
their diverse abilities with a focus on both
specialists and managers.

Meisters.
Second Level - Expert Meister

Executive Meister (third level)

Those who have the deepest knowledge and the highest ability
to make proposals not only in product knowledge but also in

Executive Officer, Department Head in charge ofGeneral Affairs and Human Resourcesmarket conditions and customer needs for a specific productSachiko Hokari

Senior Meister (second level)
Expert Meister (second level)

and who are regarded as the top experts in the Company.

Class General

System Design that Allows Choice between Specialists and Managers
specialized categories across three levels. The first level consists

believe that it is essential to design a culture and system thatof sales staff certified as Meisters. The second, more specialized

respects the diversity of employees, and we have revised ourlevel includes Senior Meisters and Expert Meisters withsystem to allow employees to choose their own careers

outstanding expertise in specific areas. The highest level,

according to their individual characteristics.

Executive Meisters, are top specialists in the industry who serve

We have clearly defined two career plans: “Bic Camera Meister”

as role models for all sales staff, equivalent to store managers inpositions as specialists who hone their expertise to provide

terms of managerial positions.

customers with surprises and excitement through new

Managers

Specialists

store manager, store manager), who are responsible for creating

Store Manager

Executive Meister

attractive sales floors and developing human resources toAssistant Store Manager

embody our corporate philosophy. We are committed to career

Floor Manager

discoveries, and management positions (team leader, assistantsupport that allows employees to work with fulfillment invarious living situations.

Senior Meister

Expert Meister
Meister

HA*/Beauty/Visual/
Concierge

Expert

HA Advisor (General/Platinum)First level

SeniorMeister[Product Examples] Coffee
makers, smart watches

HA Advisor (General)

HA Advisor (HA or AV)

Retail Sales & Management Specialist Grade
3 and in-house exam

HA Advisor (AV)

Audio

–

Personal Computers–[Product Examples]
Gaming PC

ICT Proficiency Exam Grade 2 or higher

HA Advisor (AV)CamerasPhoto Master EX[Product Examples] Drones

Photo Master Grade Pre-1 or higher

Photo Master Grade 2 or higher or HA Advisor (HA or AV)

Communication

Three Carrier Contracts (in-house exam)

Smartphone & Mobile Practical Exam andOne Carrier Contract (in-house exam)

HA Advisor (HA or AV)–

Watchmaker Grade 2 or higher or Watch
Coordinator

Watchmaker Grade 3 or higher or HA Advisor (HA or AV)

Entertainment

–

Golf

Golf Equipment Sales Technician[Product Examples] Plastic
modelsRetail Sales & Management Specialist Grade
3 and in-house exam

HA Advisor (HA or AV)

Club Gazan Golf Score under 90

Club Gazan Golf Score under 100 or HA Advisor (HA or AV)

Bicycle Safety Mechanic and SBAA PLUS

Bicycle Safety Mechanic or HA Advisor (Living or AV)

Technician of eyeglass making, Grade 2

Manager of Specially Controlled Medical Devices or
HA Advisor (HA or AV)

Cosmetic Skill Certification Grade 1, Herbal
Medicine Certification, and Registered Seller
or Pharmacist

Registered Seller or Pharmacist or HA Advisor (HA or AV)

Bicycles–Glasses/Contactlenses–Drug–

Renovation

One of the following: Interior Coordinator,
Kitchen Specialist, 2nd-class Architect,
Construction Management Engineer
Grade 2, or Electrician Grade 2AS–

HA Advisor (General) and Smartphone &Mobile Practical Exam or ICT Proficiency
Exam Grade 2 or higher

Bedding–

Sleep Environment & Bedding Goods
Instructor

Sleep Certification Grade 1 or HA Advisor (HA or AV)

Sommeliers and In-House ExamAt least two of the following: Kikisake
Expert, Shochu Kikisake Expert, Whisky
Expert, Wine Expert, or Sake Diploma.
Exempt if holding Sommelier certification

At least two of the following: Kikisake Expert, Shochu Kikisake
Expert, Whisky Expert, Wine Expert, or Sake Diploma.
Exempt if holding Sommelier certification or
HA Advisor (HA or AV)

Career selection
Liquor sales

Bic Camera Meister positions are made up of 14 general andSecond level

Executive[Product Examples]
High-End Audio

WatchesSpecialization

In today's world where customer values are diversifying, weThird level

Category

Meister (first level)

In order to certify the level of expertise of Bic Camera Meisters, we have established official qualifications required
for entry at each level and category. To be certified at a higher level, certification at the level lower is required*There are no qualifications required for Expert Meister.

Qualifications Required for Bic Camera Meisters

18

Corporate Strategy

Sales staff[Product Examples] Hearingaids

One of the following: Welfare and Housing One of the following: Smart Master, HA Advisor (HA or AV),
Environment Coordinator Grade 2,
Reform Proposal Specialist, Welfare and Housing
Renovation Stylist Grade 2 or higher, Exterior
Environment Coordinator Grade 3, Renovation Stylist
Deterioration Assessor, or Roof Assessor
Grade 3, or Condominium Renovation Manager
HA Advisor (HA or AV)* HA: Home appliance products

Providing an Enhanced Shopping Experience for Customers

Aiming to Be the No. 1 Bicycle Specialty Store in Each Sales Region

In charge of beauty appliances, Chiba station square store

In charge of sports products, KEIO CHOFU store

Azumi Shimada (Senior Meister)Hideyuki Okajima (Senior Meister)I strive daily to offer service to customers who go out of their way to visit our stores

Customers who purchase bicycles use them as a means of daily transportation, such

not only buy products, but also because they enjoy getting new information whenas to pick up and drop off their children or to commute to work and school, andthey shop at Bic Camera. I love helping customers have more enjoyable lifestyles by

therefore request repairs to be completed the same day. We strive to offer same-day

suggesting how to use products and recommending complementary items that canrepair services by stocking ample cycle parts and maintenance supplies. We focus on

enhance their effectiveness.

after-sales services to build the No. 1 bicycle specialty store in each sales region.

19

Introduction

Corporate Strategy

Value Creation Story

Corporate Strategy

ESG

Financial and Company Data

Rebuilding Attractive Stores

Promoting Activities with the Management Priority of “Restoringand Further Enhancing Attractive Stores Unique to Bic Camera”
Managing Director
Supervising SalesManagement, Supervising
Product Management,
and General Manager,
Sales Management Dept.

A group of specialty departments persistently seeking to evolve so that they
can leverage their expertise and innovative spirit to propose richer lifestyles

Takeshi SatoStores unique to Bic Camera means stores that customers rely

knowledge, customer service skills, and expertise of sales floor

on and find exciting, stores that are No.1 in each sales region,

design with initiative. The staff in charge of directly listening toand stores that are No.1 for customer satisfaction. To achievecustomer feedback will create sales floors that are second tothis, we promote the Five Principles of Bic Camera's Uniqueness,

none. By responding to diverse needs, we aim to be the No.1

which are (1) better products at lower prices, (2) a rich productdepartment in customer satisfaction. Having each and every one

lineup, (3) satisfactory product explanations, (4) comprehensiveof our staff members practice the above will give rise to a group

after-sales service, and (5) highly convenient store designs.

of specialty departments. Furthermore, in order to encourageAmong these, (1) better products at lower prices, (2) a richthe initiative of those in charge and lead to the growth of

product lineup, and (5) highly convenient store designs areindividuals, we have reviewed our evaluation system andrealized through “The One Hundred Plan*” for building a group

introduced an award system.

of specialty departments. (3) satisfactory product explanations

Bic Camera has various sales channels centered around stores.

and (4) comprehensive after-sales service are realized throughWe will also strive to refer customers between channels, placing

taking a customer-first approach.

customer convenience first, so that customers can smoothly use

With the proud awareness that “making customers happy is ourthe channels to suit their convenience. We believe that thisbusiness,” we are implementing “The One Hundred Plan” andapproach will further develop stores unique to Bic Camera

taking a customer-first approach. We aim to refine our(including EC) at an accelerated pace.

Executive Officer
General Manager of
Product Management
Dept. and General
Manager of Product Dept.

Toshinori Yazaki

At Bic Camera, you can always find what you want!
Aiming to create an attractive store with the industry's leading specialty stores.

Executive Officer, Deputy General
Manager of Sales Management Dept.
and General Manager of Sales Dept.

Managing Director;, Supervising SalesManagement, Supervising Product Management,
and General Manager, Sales Management Dept.

Executive Officer, General Manager of
Product Management Dept. and General
Manager of Product Dept.

Tatsuo Matsuura

Takeshi Sato

Toshinori Yazaki*The One Hundred Plan = A system to assign departments responsible for creating specialty departments

Executive Officer
Deputy General
Manager of SalesManagement Dept.
and General Manager
of Sales Dept.

Bic Camera is a “Lifestyle-Adaptive Business” that quickly senses
and responds to changes in customers' lives

Tatsuo Matsuura

We believe that the greatest service we can provide to ourthey each qualify as specialty stores in their own right. However,Since our founding, we at Bic Camera have had a saying: “Shopping iscustomers is ensuring that the products customers are looking

we must acknowledge that there are gaps between our productthe greatest leisure activity.” I believe this refers to the indescribablethoughts from the customer's perspective, the person in charge will

for are available in the store, and that the first requirement forlineup and service standards in non-home appliance areas

sense of joy and excitement you have when you see a product andrun the PDCA cycle, and store executives will provide support to

an attractive store is to have a product lineup that meetscompared to specialty stores in each industry, and it must be

think, 'Oh, I like that! I want it,” and your mind becomes filled withimprove the initiative and motivation of the person in charge, leading

customers’ expectations.

said that there are issues in terms of recognition as well. In orderwhat you want. To make customers feel that way in our stores, weto their individual growth.

It is a challenge for our procurement staff to provide an

to thoroughly address these issues, we subdivided thehave to quickly pick up on the changes in needs due to the

We believe that the strength of a store lies in the fact that customers

assortment of products that meets the diversifying needs ofprocurement department to structure it by industry unit starting

diversification of values and the changes in the values that consumers

are offered services directly and are able experience and feel thecustomers in the limited space of the store. As a specialty store,

from the current fiscal year, and the liquor sales and beddingemphasize. As a lifestyle-adaptive business that manifests the latent

services firsthand. In customer service, we plan to reallocate ourwe consider it important to offer a product lineup that satisfies

departments, which had been independent, have begun

needs of our customers, we aim to promote creative stores that makelimited human resources based on appropriate staffing to maximize

our customers, including not only popular products but also

working as one.

customers think, “There's always something fun at Bic Camera” and “I

customer service time so that we can provide impressive customer

products that sell only once a year.

We have a saying: “Shopping is the greatest leisure activity.” Inam satisfied now that I’ve found what I wanted!”

service that satisfies our customers. In terms of experience and feeling,

Bic Camera's strength lies not only in having stores in prime

an era where shopping can be easily completed with a

The foundation for all initiatives is the concept that “the starting point

we are committed to promoting creative stores and The One Hundred

locations near train stations and offering one-stop shopping forsmartphone, we strive to create a product lineup that motivates

is customer feedback” and “the initiative of each and everyPlan.

a wide range of products, from cameras and home appliances

customers to visit our stores and a sales floor and customer

employee.” This is also the foundation for The One Hundred Plan, in

We constantly think about how we can make our customers happy

to liquor, bedding, and other non-home- appliance products,

service that make those products shine so that we can continue

which each person in charge is entrusted with their department toevery day. We build on our insights, listen to customers' feedback, andbut also in maintaining high standards at each sales floor so thatto propose a richer lifestyle for all customers.

make the store the one and only No. 1 in each sales region in terms ofconcentrate on store operations that are fully focused on customers.

20

customer satisfaction. Based on customer feedback received as well as

21

Introduction

Corporate Strategy

Introduction of Divisional Structure / Strengthening of Procurement Function

Pursuing Specialization from a Customer-Centric Perspective
Building a System to Respond to Changes

Close Communication with Sales staff

Value Creation Story

Corporate Strategy

ESG

Financial and Company Data

Planning and Development of Private Brand
Products and New Product Development

We have assigned sales promoters to each division to connect
buyers and stores. Sales promoters proactively visit sales areas

As one of our procurement methods, we are strengthening theand communicate closely with sales staff to convey the buyer’splanning and development of private brand products to meet customer

theme-based proposals and assess the situation of the store.

needs in light of diversifying values, consumer behavior, and lifestyles.

They work across organizational boundaries to create sales areas

We receive information about customers’ problems and their requests

that can present the ideas to customers together with the sales

daily through various channels, including our stores. Continuously

The business environment in Japan continues to be challenging

stores. To address this, we set medium- to long-term goals forstaff.

responding to these diverse needs through the planning anddue to changing external factors such as a declining

the desired position of each business with respect to their

Another role of sales promoters is to analyze requests fordevelopment of private brand products based on customer feedback is

population, a low birthrate, an aging population, and soaring

respective industry standards. By developing each business to

product lineups received from customers through stores and theour important mission. To achieve this, it is essential to have the ability

prices, which have resulted in lower demand and a longer

be competitive in the respective industries while optimizing theinternet shopping site “BicCamera.com” and other websites, as

to plan products from the customer’s perspective, partnerships built

replacement cycle for home appliance products.

business portfolio, we will promote a product strategy thatwell as customers’ opinions received through sales staff, and use

with companies that develop and produce products, and thoroughMeanwhile, Bic Camera has gained customer support byturns tenacious procurement efforts into profits to enable

the results to provide feedback to procurement. In order toquality control to enable customers to have confidence in the products.

adapting to the evolving values and lifestyles in customers’sustainable business expansion at the segment level.

continually meet the expectations of our customers, we listen

Teams with expertise in each of these areas have been set up to

daily lives by procuring and selling various products to meet

In each division, individual buyers will strive to procure a better

attentively to the customer feedback we receive and reflect it inpromote and implement them. Their aim is to improve customer

their diverse needs.

lineup, price, and quantity of products at the right time from aour procurement operations.

satisfaction by planning and developing from the “customer’s

In order to dramatically improve our stores and theircustomer-centric perspective. By collaborating with stores andThrough these efforts, collaborating with sales staff, we aim toperspective.”

convenience, which is our most appealing point, and to restore

promoting optimal locations and presentation that reflect thecreate sales areas that not only meet customer expectations for

We strive to develop as a brand that is loved by customers because

and further enhance attractive stores, it is essential that wediverse needs of customers, we pursue specialization andproduct lineup but also provide new discoveries and surprises

they associate it with always finding something good at Bic Camera

build and update our product portfolio to match the latest

improve customer satisfaction. In addition, each division willwith each visit, ensuring an exciting and innovative shopping

and a brand that inspires pride among employees.

trends and lifestyles. To this end, we have introduced awork together to focus on cross-merchandising proposals. In

experience at Bic Camera.

As a new initiative, we have launched “Bic FIRE,” a joint project withdivisional structure to strengthen our procurement functions.

cross-merchandising, we use theme-based product proposals

CAMPFIRE, the operator the largest crowdfunding platform in Japan,

Under the divisional structure, we divide our products into 14

at our sales areas to provide customers with new insights. For

also called CAMPFIRE. This initiative allows consumers to obtain andcategories, aiming for each specialized business to be

example, when a customer is considering a vacuum cleaner,

experience the value of innovative products that are not yet on therecognized and supported by customers in their respective

we create sales areas displays that suggest related items formarket. Our goal is to serve as a store to provide the latest informationindustries. This allows each division to conduct detailed

cleaning toilets, bathrooms, and ventilation fans.

that highlights attractive yet unknown products with our buyers’

strategies and negotiations, enhancing procurement that

Leveraging our unique strength of offering a wide selection ofdiscerning eyes and quickly proposes them to customers. Additionally,

pursues both expertise and innovative spirit.

non-home-appliance products as well as home appliances, we

we support the entire process from fundraising to promotion, aiming

The sales performance and market share in the industry varies

will continue to propose products that fit customers’ lifestyles

to create a society where anyone who aspires to create products canfrom division to division, and some product categories are stilland excite them with new discoveries.

easily take on the challenge. We consider this part of our effort to

not widely recognized by customers as being available at ourenrich customers’ lives, and we will contribute to creating anenvironment that satisfies both those who create things and those
who buy them.
Sales staff and sales promoters discussing customer feedback

22

Product Management Dept./Product Dept.
In charge of Health and Fitness

Product Management Dept./Head of a
Product Planning & Development Office

Ai Katagiri

Kotaro Arisue

I work with sales promoters to

We receive information directly

Taking Initiative and Responsibility in Procurement to
Propose a Richer Lifestyle

make proposals to sales areafrom customers’ about their

Product Management Dept./Deputy General Manager of Product Dept.

staff on how to display

problems and their requests on

Tomoaki Kanazawa

products in the sales areas toa daily basis through various

provide customers with newchannels including our stores.

In order to propose new and comfortable living to our customers, weinsights. Judging whether theContinuously responding to

products I procure will sell at Bic Camera and deciding tothese diverse needs through the planning and development

expand the sales areas is a job that requires confidence, butof private brand products based on this feedback is ourI feel great satisfaction when customers enjoy the products

important mission. “Bic Camera” products are solely born

I have sourced, leading to increased sales and market share.

from our continuous and dedicated consideration of customer

I will continue to strive to offer a product lineup that makes

needs. Through the accumulation of these efforts, we aim to

Bic Camera the preferred choice for many customers.

build a brand that is recognized, trusted, expected, and loved.

believe that the ideal buyer should envision and create ideas of their own,
and conduct their procurement work with confidence, responsibility, andpride. The introduction of the divisional structure allows each buyer to takeinitiative and responsibility. Each division, from large to small home
appliances, accessories, and non-home-appliance products, is pursuing
advanced and specialized procurement. In addition, through the promotionof cross-merchandising, the divisions will work together to create
completely new sales areas.

23

Introduction

Corporate Strategy

Developing the Initiatives of The One Hundred Plan

Creating the No. 1 Stores in Each Sales Region
Improving Product Lineup, Product Knowledge, and Customer Service Skills.
As “a group of specialty departments,” our primary focus is tobecome the No.1 store in each sales region for having a richproduct lineup.
(1) Aiming to be the No. 1 store in each sales region forhaving a rich product lineup.
Sales staff enhance the selection of products to meet customer
needs by reflecting regional characteristics and customer
demographics unique to their store. We will gather the information
and requests for product introduction received throughconversations with customers, monitoring other industries, andanticipating trends. In this way, we will meet customer expectations
by using initiative and continuously paying close attention to having
a rich product lineup that responds to their needs.
 aving the No. 1 product lineup in each sales region means(2) H
having the No. 1 product knowledge in the sales region
Preparing a product lineup that is tailored to a sales region or that
requires specialized expertise leads to improved product knowledge,
which is a competitive advantage and provides customers withsurprises and excitement that exceed their expectations.
(3) H aving the No. 1 product knowledge in each sales region means
having the No. 1 customer service skills in the sales region
We strive to meet customer needs every day by continuously
pursuing breadth and depth of product knowledge and aligning
the product lineup with the customer demographics unique to eachstore. By improving customer service skills we will delight ourcustomers, inspiring customers to introduce new customers to ourstores and leading to an increase in customers through social media
and word of mouth. As customer interactions increase, we willfurther enhance our customer service skills. Our goal is to exceed
customer expectations not only with our product lineup but alsowith our customer service skills. As we serve them each day, we

24

aim to be No.1 in customer service skills in each sales region.
Repeating this process while improving our product lineup, productknowledge, and customer service skills will create an exciting sales
areas. We will continue aiming to be No. 1 in each sales region forproviding customers with excitement, fun, and surprises, anddelight in sales areas that we have created while having fun.

Store Creation that Responds to Changes andStays One Step ahead of the Times

Value Creation Story

Corporate Strategy

ESG

Financial and Company Data

Creating Exciting Spaces
When customers stop to look at something, it shows they are“I’m glad I bought from that sales staff.”interested. In an increasing number of cases, customers will

“I’m glad I bought from that store.”make purchases if they are satisfied with our a rich product“I’m glad I bought from Bic Camera.”lineup, problem-solving, and customer service. By continuously

In order to not only meet but also exceed customer

proposing sales areas that enrich customers’ lives, we not only

expectations, store sales staff constantly seek to develop theirsell products but also challenge ourselves to provide an

product knowledge, customer service skills, and store creation

enjoyable space. At Bic Camera, we aim to create sales areasand stay closely attuned to customers in order to respond towhere customers always encounter interesting and fun items,

their diversifying needs and fast-changing trends. Employing

enjoying surprise, amazement, and an exciting atmosphere.

initiative and determination to become the No. 1 specialty
store in each sales region, they strive daily to make innovative
improvements that will inspire customers to come back.
Each department of the Company has a dedicated manager
for all categories, from large home appliances to accessories.
Every month, they develop action plans to recommend better
products to customers and suggest items that are convenientwhen used together. Store creation is never complete, and we“Specialty” product lineup:
Kendama cornercontinuously incorporate changes based on the information
learned from daily customer interactions and past experiences.
It is highly rewarding when a customer notices a product that
we have proposed, regardless of whether it is a new productAll camera lenses available for trial

or an existing product. We believe that improving customer
service skills and continuously evolving store and sales area
creation inspires customers to want to return, and that this will
make our stores the No. 1 for customer satisfaction in eachsales region.

The “I didn’t know they had thisproduct!” display

Latest mobile projector hands-on
experience corner

Presenting the latest refrigerators

In charge of Audio Products,
Yurakucho store

Sales Management Dept./Sales Dept.
Manager of Store Creation Section

Chitose Okina

Yutaka Oshima

We want to welcome“I want to make all 194

customers to sales areas thatdryers on display available

we have created to be

for customers to try out!”

enjoyable not only for themThis was the desire of the

As with customer service, we thoroughly enjoy creating sales areas!

but also for ourselves. It issales staff of the Sapporo

By incorporating plenty of playful elements and creating exciting,our pleasure to see

store, which relocated last

themed corners, we foster a sense of attachment and encouragecustomers picking up ouryear. We opened the store

further exploration. We believe that a sales area that reflects

products with happy and sometimes surprised expressions

with a new space where customers can sit and try the

dedication of the Sales Staff will also win the hearts and minds ofon their faces. We intend to continue to create sales

products. We will continue to create stores that embody thecustomers. We aim to be the unrivalled No. 1 store in each sales

areas that bring out the best in our products.

ideas of employees, who are closely attuned to customers.

region in every aspect!

Constantly Taking on Challenges with the Themeof Enjoying the Creation of Sales Areas with Free
Imagination and Unbound by Fixed Ideas
Executive Officer, Manager of Yurakucho store

Yoshikatsu Kawasaki

25

Introduction

Corporate Strategy

Value Creation Story

Corporate Strategy

ESG

Financial and Company Data

Shift to an Operation Based on Customer Feedback
Store

Customer Feedback as the Starting Point of Operations,
Reflected in Procurement, Displays, and Services

Callcentercentric perspective to further enhance customer satisfaction.

stores, call centers, surveys, and other channels. By centrally

NPS highlights the challenges of each department, enabling us

managing this feedback and placing it at the core of our value

to understand the current situation. We can then clarify what

chain, we believe we can provide products and services thatneeds to be done to make it easier for customers to use ourmeet customer needs.

services, while also focusing on resolving issues acrossOn the other hand, however, these valuable voices represent

departments through collaboration between them.

only explicit needs. We believe it is essential to not only

We also utilize NPS in our award system, which recognizes

respond promptly to customer feedback but also to anticipate

employees who embody our corporate philosophy.

changes in society and customer needs to create demand.

Sales staff are encouraged and motivated by customer

Utilizing NPS to Always Think from a Customer
Perspective
Net promoter score (NPS) is used to establish operations
starting from customer feedback. By managing NPS for eachstore and quantifying customer feedback, we can prioritize

feedback such as positive comments that praise their customer
service and identify them personally. We believe that thisCustomer feedback
Sales
Management
Dept.

Customer Feedback as the Starting Point for All Departments’ Operations
We receive a great deal of customer feedback through our

E-commerce
Installation
work

Product
Management
Dept.

Overall Strategy and Promotionin Sales Management Dept.

General Management-Formulation and promotionof strategies related toutilizing customer feedback-Company-wide problem solving> understanding of strengths
and weaknesses-Business expansion utilizing
customer feedback

CX* Planning and Promotion Team

-Responsible for setting
goals, managing, andsupervising numerical data
for each department.
-Supporting the execution ofeach department-Establishing debriefing sessions
and disseminating reports

Analysis and Research-Analysis and research of customer feedback-Managing and setting up the foundation-Identifying issues for each department

creates a positive cycle that leads to even more customercentric service, and contributes to the enhancement of ourbrand value.

items for improvement as we respond to them.

Accelerating toward Further Routine Implementation- Promoting the PDCA cycle starting from customer feedback

In our sales activities up to now, we have been improving oursales areas and systems by valuing customer feedback. Using
NPS customer feedback allows us to focus on “what customers
truly want,” and improve operational issues from a customer-- Issues in other departments used as hints for own

The CX Planning and Promotion Team collects and shares thedepartmental improvement

details of operational improvements based on customer surveys

NPS can be analyzed by store, sales channel, installation work,from each department, and plans and promotes measures toand other categories, so that each store can make comparisonsaddress issues in the company-wide CX strategy. The team also

to understand its own strengths and weaknesses and takesupports the routine implementation of the PDCA cycle so thatcountermeasures to prioritize and address issues. Since customer

each department can operate independently by sharing theneeds vary by each sales region, gender, age, and other factors,

details of initiatives among departments and discussing theit is important to respond individually rather than with uniform

direction of the next plan based on the implementation andimprovement activities.

effectiveness verification of the current plan.

26

Manager of Call Center,
Yurakucho store

Deputy Manager of Call Center,
Ikebukuro Main store

Takashi Nomoto

Kanako Oohira

Customer Feedback is the Fastest

Tips for Improvement Can

Way to Improve Satisfaction

Be Found in Frank Feedback!

In response to survey feedback

When customers express

requesting immediate

their expectations andconnection to the relevant

requests in feedback such as

department, we introduced an interactive voice response“I want you to do this” or “You should be doing it like

(IVR) transfer system at the Yurakucho store, allowing

this,” it is crucial to acknowledge them first. Then, it is

Dai Wakayama

calls related to the mobile phone section, where weessential to utilize as much feedback as possible. I think

Customer surveys provide comments on greetings, product lineup,

receive many inquiries, to be directly connected to thethe most rewarding part of my job is in creating as manyease of finding and selecting, among others, highlighting issues andsales area. By providing a direct connection to the desired

loyal customers who appreciate my service as I can. I am

challenges in customer service and creation of sales areas. We willcontact point, we have received more compliments fordelighted when I meet the expectations of the customer

not only improve sales areas and modify our systems, but also help as

shorter hold times and easier call connections. We feelover the phone, please them, or receive a thank you. I

many customers with their problems as possible, valuing thethat integrating real customer concerns into ourwill continue to focus on being fully attuned to customers

feedback from both customers and employees to ensure customers

operations has enhanced customer satisfaction.

and valuing their feedback.

can use our services with confidence.

Improvements Sought by Customers
Sales Management Dept./Manager of CX Planning and Promotion Team27

Introduction

Expansion of E-commerce Business

Value Creation Story

Corporate Strategy

ESG

Financial and Company Data

Developing an Easy-to-Use Website that
Emphasizes the Product Lineup

Growing the E-commerce Website with thePower of People

When customers want something, they can rely on “Bic

When you think of growing an e-commerce website, you might

Camera” to have it. We believe that having the desired products

imagine expanding the system, but it is people who are running

is a fundamental requirement for retail business, so we consider

the website.

expanding our product lineup to be a critical issue. As a

To please our customers, the growth of people is absolutely

medium-term goal, we prioritize efforts to more than double

essential.

our current product lineup over the next three years.

We need to create an environment where everyone, whether(FY23/8 results: approx. 1 million SKU increase; FY24/8 target:

junior or senior, can act proactively without fear of failure,

1 million SKU increase)always with the mindset that “prizes youth.”

When we talk about the product lineup, our goal is more than

We have revamped our training environments and basic skill

just increasing the number of products. As a group of specialty

acquisition tests, and this year we are welcoming many new

departments, we focus on quality. If customers need it, we will

employees as well.

furnish our inventory even with parts that are not usually

Now, even first-year team members are confidently playing anhandled as regular products or items that sell only once a year.

active alongside veteran employees.

Additionally, on our e-commerce website, ease of selecting and

It is essential to always consider the experience for the

searching products is even more important than in stores. We

customer, as deviating from this approach won’t lead to website

are working on enhancing product information and improving

growth.

search ability based on constantly changing trends and customer

Using this customer-centric perspective, we strive to discuss andneeds.

make decisions with various team members ranging from juniors

Furthermore, to ensure that even first-time customers can use

to veterans.

our e-commerce website with confidence, we consider fast,

We believe that the growth of e-commerce will be accelerated if

affordable, and accurate delivery as important factors alongside

everyone who operates the website works proactively with aproduct lineup. No matter how much we expand our productsense of fulfillment.

our e-commerce website through interactions with our sales staff.

lineup, if delivery takes too long or the delivery date is unclear,In the future, we will take further steps to establish various

Despite having this strength, there are still many customers using ourwe cannot meet customer needs.

mechanisms and environments to enhance proactivity.

stores who are not aware of our e-commerce website. There are

To ensure that products arrive when customers want them, we

Corporate Strategy

Enabling Customers to Use
Stores and E-commerce at
Their Convenience
All decisions are based on the experience for the customer. We wantcustomers to choose between stores and e-commerce according totheir convenience. To be preferred by customers, we aim to create a
website that is an easy to use and unique to Bic Camera.
Executive Officer, Deputy General Manager of SalesManagement Dept. and General Manager of E-Commerce Dept.

Masaki Mamada

Improving the Shopping Experience byIntegrating Stores and E-commerce

our stores and our e-commerce website. We will continue consider
everything from the customer-centric perspective, create various
systems, and make improvements so that our stores andOne of Bic Camera’s strengths is having physical stores in prime
urban locations, where customers can experience the convenience of

e-commerce website will work together to make Bic Camera afavorite for customers.

cases where we cannot meet customer expectations when products

ensure clear delivery date displays on our e-commerce website「商品が思ったより大きい…」「やっぱり手ぶらで帰りたい…」

are not available in stores due to space constraints, or when parts
are not sold as regular items. However, we are confident that we
can meet their expectations by having sales staff help them using our
e-commerce website.

取り置き商品の配送も承ります!!

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A service enabling customers to use their computer or smartphone to have astore hold an item from its stock for pickup laterand improve inventory management with key indicators likeinventory allocation and turnover rates. While maximizing theuse of limited center space, we also promote inventory
collaboration with our business partners to ensure that

Adding the convenience of e-commerce to the sense of confidence

customers can purchase even out-of-stock items withand excitement provided by physical stores, and enabling customers

confidence.

to seamlessly choose according to their convenience is the first step

We constantly consider the customer’s perspective as we pursue

toward making Bic Camera the preferred choice for customers whenusability and ease of searching based on a rich product lineup

they want something.

and product information. Our aim is to create an e-commerce

We will leverage the advantages of having an e-commerce site

website where customers can shop with confidence by

together with our physical stores, where customers can interact with
our sales staff, aiming to provide the same level of service in bothdelivering quickly, affordably, and accurately.

An E-commerce Website Where Customers Can Enjoy Shopping

Designs that Instantly Capture Customer Interest

In charge of PCs, E-Commerce Dept.

In charge of Production, E-Commerce Dept.

Junpei Uehara

28

Active discussions in department meetings include both junior and veteran team members.

Expanding initiatives that leverage the advantages of both e-commerce and stores

Momoko Fujioka

In my second year after joining the company, I was put in charge of design, andI have been entrusted with multiple product categories since my first year. The

am responsible for the overall design of the e-commerce website. Customer

scope of work is extensive, and I have faced anxiety and pressure, but I approachinteraction happens in an instant. The design must be easy to understand, easy to

my job with a strong commitment to making the website more user-friendly andsearch, and easy to read from the customer’s perspective. Although there will beenjoyable. I feel that repeatedly challenging myself from the customer’s

failures, I will continue to challenge myself and grow, aiming for a site that is easy

perspective, without fear of failure, has led to my growth.

to use for our customers anyway.

29

Introduction

Corporate Strategy

Expansion of After-sales Services

Expansion of After-Sales Services as“a Group of Specialty Departments”- Pursuing Expertise and Solving Customers’ Problems
To solve customers’ problems, we listen to customer
feedback and the opinions of our sales staff, whointeract with customers, to provide the services that
customers need.
General Manager ofCustomer support Business Dept.

Koichi Komine

Value Creation Story

Corporate Strategy

ESG

Financial and Company Data

Ensuring that Customers Can Use Purchased
Products with Confidence over the Long Term

Renovate with Confidence Using Bic Camera’s
Unique Services

In-store support for PCs and smartphones is provided by

We sometimes hear from customers who don’t know who tospecially trained personnel stationed at service support counters.

consult when they want to replace their gas stove with an IH

We also purchase unwanted PCs, smartphones, game consoles,

cooking heater or renew an old bathroom.

and game software at the service support counter.

Their problem is caused by concerns including whether the priceTo support long-term use, we offer extended warranties ofreasonable, whether the quality of the work will be satisfactory,

three, five, and ten years for different product categories. The

and whether they will receive a quick response if something

five-year warranty guarantees 100% repair costs throughout

goes wrong?

the period, unlimited repair times during the warranty period,

Having physical stores with specialized sales staff, we canand zero out-of-pocket repair costs, providing peace of mind toprovide peace of mind to customers with such concerns, and weour customers.

are certain that this will give us a competitive advantage.

If a product malfunctions during use, it can be brought to the

In addition to offering renovation advice to help customers stay

service support counter at any Bic Camera store. Phone support

longer and live more comfortably in their current homes, we canis also available for products eligible for on-site repairs.

also leverage our strength in handling a wide range of products,

We aim to create a service support counter that customers canmainly in home appliances and extending to non-home-easily consult when they encounter problems, providing aappliance products, to provide total coordination with various

reliable service that they can use with confidence.

items. We ask about the environment and needs that fit thecustomer’s home and lifestyle and propose renovations that

Customers Continue to Face Problems after
Purchasing Products

their skills.

offer peace of mind and satisfaction regarding aspects,

Modern TVs not only allow us to watch TV programs, but also

including price, quality of work, and after-sales services.

to enjoy various content such as YouTube and Netflix. However,
The Customer support Business Dept. was established in
September 2023 to improve customer satisfaction by improving
the quality of overall after-sales services. Its main businesses areservice support, Apple product repair, and home renovation.
The Service Support business handles receiving items for repair,delivery of received products, purchase of used goods, andvarious kinds of after-sales support. The Apple Product Repair
business operates as an officially authorized repair provider forApple products such as iPhones, iPads, and Macs. The Home
Renovation business solves customers’ problems related to theirhomes, including toilets, bathrooms, kitchens, built-in gas
stoves, and roof and exterior wall painting. In each business,
specialist personnel strive daily to solve customers’ problems byimproving customer service and hospitality, as well as obtaining
certifications, acquiring specialized knowledge, and enhancing

simply installing a TV set does not make such content viewable.
To view the content, the TV set owner must first set up aninternet connection such as Wi-Fi, connect to the content, andcomplete various procedures. We believe that there are still
many customers who are not fully utilizing these features due tothe complexity of such operations and procedures.
In addition, TVs, like furniture, have an element of interior
design. Some customers still place their TVs on stands in theconventional way, but an increasing number of customers areusing wall mounts or stands close to the wall to make theirrooms look tidier or more spacious.
In the area of TVs alone, there are many ways we can provide
support for customer problems.
We will realize solution proposals that can solve customers’
problems, including new services.

Proposals to Support a Comfortable Lifestyle with Home Appliances
In charge of Service Support, Hamamatsu store

30

Takaya Miyake

Enriching Our Customers’ Lives through Renovation
Renovation Sales Closer, Customer support Business Dept.

Yuki Sekine

Every day, many customers visit the service support counter for help with their

Sales for renovations involve everything from on-site surveys of customers’ homes to handing

problems, including settings, repairs, etc. of PCs and smartphones. We provide

over after the work is completed. We can build deep relationships with customers, and wecustomer service in a way that is easy to understand without using technical jargon.

often hear words of gratitude when customers feel moved by the clean, beautiful

To ensure customers can use the purchased products with confidence for a long

appearance of their home after the work is done. This job gives me a sense of satisfaction

time, we strive to provide customer services from the customer’s point of view,

after I have worked hard for the customers. We are always thinking about how we canaiming to make them feel that Bic Camera’s support is reliable and thorough.

enrich our customers’ lives through our work.

31

Introduction

ESG

Value Creation Story

ESG

Financial and Company Data

ESG

Environmental Initiatives
Through our retail business, we will propose more affluent lifestyles to our

Initiatives to AddressSocial Issues

customers and contribute to the realization of a sustainable society

The source of the value we provide is “human resources,” andthrough environmental considerations such as the promotion of reducing

by focusing our efforts on these “human resources,” we willenergy consumption and decarbonization at home by maximizing thehelp solve various social issues such as securing humanvalue provided by each Group company.

resources, creating jobs, and ensuring a safe and secure society.

Contributing to the realization of a circular
economySmall home appliance recycling and re-utilization of resources
We are strongly promoting our recycling business by reutilizing metals and plastics through home pickup service/
backhaul collection service/trade-in collection service of small
home appliances.
Promotion of reuse businessWe are actively promoting the reuse business by making
maximum use of the Group company network (Sofmap,

Initiatives to promote the spread of energysaving home appliance products and services‌
Identificationand management of greenhouse gas (GHG)
emissions throughout the entire supply chain‌Development and provision of environmentally friendly
products and services
Visualization of GHG emission reductions‌Promotion of replacement with energy-saving home
appliance products‌Promotion of energy-saving housing equipment (e.g.,
EcoCute, double-paned windows, solar power generation,energy storage devices, etc.)

JANPARA). We offer ITAD (IT Asset Disposition) Service, an IT
asset management service for schools, companies, government
agencies, and local governments, and provide services that our

Reduction of greenhouse gas emissions fromour business activities

customers can use with confidence, including advanced
information security and product safety.

Reduction of Energy Consumption

Data erasure, purchase and proper disposal of IT equipment
Collection of
unwanted
computers

Data Erasure

In 2016, the air conditioning equipment installed in the store
was replaced with highly energy-saving equipment, and in
2015, the lighting in the store was switched from fluorescentto energy-efficient LED lighting. We are also promoting to

ErasureCollection

reduce energy consumption via thorough implementation of
Reuse/
RecycleContributing to local
communities throughrefurbished computers

Sales/Support

Reuse/
RecycleSales/
Supportenergy-saving rules. In addition, by equipping our elevatorswith invertors and installing heat pump chillers, we havefurther contributed to the reduction of energy consumption.
Modal Shift

Initiatives to Create a Decarbonized Society

Since March 2023, we have adopted rail container transportationas part of our inventory moving methods for the Osaka to
Fukuoka route, and from July of the same year for the Chiba to

Self-consumption solar power generation (on-site PPA*)In December 2022, we installed a self-consumption solar power
generation system at our Higashimatsuyama Distribution Center.

Sapporo route, working to reduce CO2 emissions during transport.

Initiatives Related to TCFD Recommendations

The amount of electricity it produces is approximately 22% of
the Higashimatsuyama

We believe that contributing to the creation of a decarbonizedDistribution Center'ssociety is one of a company’s most important roles, and we recognize

annual electricity

that addressing climate change is an important management issue.

consumption, and is

As such, in December 2021, we declared our support for therecommendations of the Task Force on Climate-related Financial

expected to reduce

Disclosures (TCFD). In addition to expanding our disclosure based on

annual CO2 emissions

the TCFD, we are committed to analyzing and assessing climate-by 430 tons.

related risks and opportunities, and reflecting these in our corporate
Higashimatsuyama Distribution Center (Saitama
Prefecture) On-site PPA Initiatives*PPA: Power Purchase Agreement

32

Corporate Strategy

strategy to develop sustainable business practices.
Web https://www.biccamera.co.jp/ir/csr/tcfd.html

Initiatives to improve the value we provide
Human CapitalManagement
Diversity & Inclusion
P14-17
Human Health and Productivity Creating a safe and healthy
resources Management
work environment
P17
Respect for Human Human Rights Due Diligence
RightsSocial Issues
Demographic changes (low birthrate, aging population, declining population) /Changes in consumer behavior / Changes in lifestyles / A diverse society (active
participation of women, promotion of employment of foreign nationals,
provision of opportunities for the elderly and people with disabilities, anddevelopment of diverse work systems) / Discrimination/Infringement of Healthand Safety / Improper Wages / Long working hours / Forced labor / Harassment

Coexistence with local communities Comprehensive collaborative agreements with local governments Natural disasters / Crime prevention and disaster preparedness

Respect for Human Rights
PolicyThe foundation of all our business activities is respect for thehuman rights of everyone involved in our Group's business. In
compliance with international human rights norms and relevantlaws, and in accordance with their spirit, we have establishedthe Bic Camera Human Rights Policy based on the United
Nations Guiding Principles on Business and Human Rights torespect the human rights of everyone involved in our business.
The key issues associated with this policy are as follows
key issue
1. ‌No discrimination of anykind
2. ‌Development of a safe andhealthy work environment
3. ‌Assurance of fair working
conditions
4. Freedom of association

5. ‌Constructive labormanagement dialogue
6. ‌Prohibition of child labor,
forced labor, and otherinhumane treatment
7. Protection of privacy

This policy applies to our company’s officers andemployees, and we require all business partners involvedin our business to understand and cooperate in its
implementation.
Human Rights Due Diligence
We have established a human rights due diligence mechanism
to identify and assess negative impacts on human rights andwork continuously to prevent and mitigate them.
For each of the identified negative impacts, we inspect thepreventive measures currently in place, summarize the results,
and consider whether further measures need to be taken.
Preventive measures against negative impacts identified here
are regularly reviewed by the Risk Management Committee,
and any issues that come to light are discussed by the
Sustainability Promotion Committee.

Remedial Measures
As a full member company of the “Engagement and Remedy
Platform,” provided by the “Japan Center for Engagement andRemedy on Business and Human Rights (JaCER),” we arestrengthening our efforts to respect human rights throughout
our supply chain by receiving and responding to complaints
and reports of a wide range of human rights violations acrossour entire stakeholder base.

Coexistence with local communities
Through our business activities, we strive to build good
relationships with local communities, solve social issues, andcontribute to regional development.
Store operations rooted in local communities
In addition to the “Partnership Agreement for Prosperous
Community Development” concluded with Toshima Ward,
comprehensive collaborative agreements have also beenconcluded with Takasaki City and Chiba City. In addition, we
have concluded an agreement with Fujisawa City regarding
cooperation in emergency commodities in the event of adisaster, and will provide home appliance products such as
televisions and radios, portable power supplies, mobile batteries
and other power equipment, hygiene products, tents, etc.
In this way, we deepen our partnership with local governments
and help enrich the lives of everyone living in the community.
We will continue to promote activities that are appreciated by
local communities.

Signing ceremony for comprehensive
collaborative agreement with Chiba City

Scene of disaster preparedness event at
Fujisawa City

33

Introduction

ESG GovernanceValue Creation Story

Corporate Strategy

It is a decision-making body that determines the execution ofMain deliberations
Statutory matters to be discussed, basic policies regarding
management, organizational changes and important personnel
proposals, business acquisitions, etc.

the company’s operations. In addition, the Board of Directors

Basic Approach

Initiatives to Strengthen Corporate Governanceplays a role in enhancing the value of the company bysupervising the Directors' execution of their duties throughmutual checks and balances among the Directors.

business environment by increasing management transparency,

governance. In addition, from the perspective of ensuringconducting fair business activities, and practicing clarification ofdiversity, we are working to strengthen governance by appointing

responsibilities and swift decision-making.

female Directors, establishing voluntary committees, formulating askills matrix, and increasing the number of Outside Directors, etc.
(As of September 1, 2023)

General Meeting of Shareholders
Election/Dismissal

Election/Dismissal

Election/Dismissal

Board of Directors
Directors (excluding Directors who are Audit andSupervisory Committee Members) 9 Directors
Directors (Directors who are Audit andAudit and Supervisory Committee
Supervisory Committee Members) 4 Directors
Audit
Supervision

Executive Officers
Meeting
ReportRisk Management
Committee

Governance Committee
Nominating Committee
Compensation Committee

Sustainability
Promotion Committee

Security Committee
Compliance Committee

Audit

Group Internal Control
Management Department

Representative Director
and President

WhistleblowerReportInternal audit

Affiliates

Internal
control audit

Education
Enlightenment

Education
Enlightenment

Administration
Instruction
Enlightenment

Education
Enlightenment

President Office / Sales Management Dept. / Product Management Dept.
Logistics Dept. / Information System Dept. / Finance and Accounting Dept.
General Affairs and Human Resources Dept.

Male

Toru Abe

Male

Keiju Nakagawa

Male

Eiji Tamura

Male

Nachika Nemoto

FemaleYuji Nakazawa

Male

Takeshi Uemura

Male

Kiyoshi Tokuda

Male

Masaru Nakamura

Male

Noriko Otsuka

FemaleYukiko Kishimoto

FemaleKoichi Sunayama

Male

Takeshi Toshimitsu

Male

AdviceGuidance

Legal Advisor

Accounting Auditor (Auditing firm)

Cooperation

ReportReportToru Akiho

IR /Shareholder engagement

strengthening of the oversight function and corporate

Diversity / HR /Wellbeing

Department and the Accounting Auditor, leading to thecorporate governance to respond to the rapidly changing

Legal / Risk

full cooperation with the Internal Control Management

will enhance our brand value. We will continue to enhance

Finance / Accountingof four members in all (one full-time and three outside), works in

us meet the expectations of various stakeholders, which in turnGlobal Strategic Insight

The Audit and Supervisory Committee of our company, consistingand solutions to social issues surrounding our business will help

IT / Digital

Name

November 19, 2020.

efficiency. We also believe that sustainable corporate growth

M&A /Business Strategy

Committee at the General Meeting of Shareholders held on

Store Development

be based on the premise of business promotion and operational

MarketingCorporate Auditors to a company with an Audit and Supervisory

Product Development

driven store operations. Therefore, corporate governance must

(As of November 22, 2023)
Innovation

Directors, we transitioned from a company with a Board of

Sustainability

value can be further enhanced by refining it through customer-

Corporate Management /Corporate Strategy

In order to strengthen the supervisory function of the Board of
GenderWe believe that the value of retail lies in the store, and that this34

Financial and Company Data

Board of Directors

Corporate Governance

Cooperation

ESG

Effectiveness Evaluation of the Board of Directors

Officer Compensation

Our company conducts a self-assessment questionnaire for all

The remuneration system for Directors of the Company aims toofficers participating in Board of Directors meetings. The

provide incentives for each director to enhance corporate value

questionnaire covers five items: the role of the Board ofcontinuously and to promote the further sharing of value with

Directors, the operation of the Board of Directors, compliance

our shareholders. When determining the individualwith the Corporate Governance Code, an evaluation of the

remuneration for Directors, the basic policy is to set appropriatecomposition of the Board of Directors, and other matters. Afterlevels based on their positions and work responsibilities.

collecting the self-assessment sheets, the Secretariat evaluates

When determining compensation for Directors and Executive

and analyzes them, and the results are reported to the Board of

Officers, deliberations are held by an optional Compensation

Directors and discussed.

Committee chaired by an Outside Director, and a decision is

We will continue to strive for improvement.

made by the Board of Directors.

35

Introduction

Value Creation Story

Corporate Strategy

ESG

Financial and Company Data

ESG Governance

Messages from the Outside Directors
By carefully observing changes in the business environment and leveraging many years of experience, we
support the enhancement of medium- and long-term corporate value by improving the effectiveness of theBoard of Directors through constructive advice and supervision from an objective, external standpoint.
As a newspaper reporter for many years, I
have covered domestic and international
politics, diplomacy, and security trends,
and I have consistently emphasized theimportance of correctly grasping the
rapidly changing landscape and accurately
presenting future directions to readers.
I have maintained this basic stance in the
management of the general leisureindustry and educational institutions that I
have been engaged in since then.
I believe this is crucial in fulfilling my duties
as an Outside Director. From a standpointthat is independent of management, I am
committed to contributing to theCompany's sustainable growth andenhancing corporate value by offering
appropriate opinions and advice on various
management issues.

Takeshi Uemura

Outside Director (Independent officer)

36

The purpose of corporate governanceis to contribute to the healthy
development of the business. It is not
only about applying brakes;
sometimes, pressing the accelerator isnecessary, though timing and intensity
are challenging to manage. For
example, while the promotion ofdigitalization and IT integration is
generally correct, if there is a digitalallergy within the company, it shouldbe eliminated.
However, thinking of digitalization as a
magic wand that solves everything,termed 'digital magic,' can greatly
increase risks. I will strive to check thechallenges of the Company and theGroup from various angles and achieve
the optimal balance.

Kiyoshi Tokuda

Outside Director (Independent officer)

The primary duty of an Outside Director is tosupervise management, a mandate received
from shareholders.
On the other hand, in order to develop a
company, it is essential that constructive
opinions are vigorously expressed within thecompany.
Having served as an Outside Director for over a
year in a rapidly changing businessenvironment, I am constantly thinking about
how I can not only monitor and supervise
management governance, but also provide
advice from an outside perspective that willlead to “insights” not evident to management.
As a person with a background in a financial
institution, I am also determined to make awholehearted effort to achieve sustainablegrowth and medium- to long-term corporate
value enhancement in line with ourmanagement philosophy, which takes risk
management into consideration.

Masaru Nakamura
Outside Director

The environment surrounding companies
today is far more complex than it was ten
years ago. Social demands are diverse,
including setting goals to realize asustainable society and developing humanresources from multiple perspectives
without discrimination. In the distribution
and retail industry, consumer needs arediversifying and digitalization isprogressing at a rapid pace.
Under such difficult circumstances, I
would like to provide free and impartial
advice and recommendations so that each
employee can experience personal growthin their work, so that female employees
can play a more active role, and so thatcompanies can avoid risks, increase
competitiveness, and improve corporate
value.

Yukiko Kishimoto

As an Outside Director (Audit andSupervisory Committee Member), I believe
my role is to contribute to improving theobjectivity of management, promotingchange, and achieving sustainable growthand enhancement of corporate value overthe medium to long term. I hope toachieve this by conducting impartial audits
from an independent standpoint, taking
into account my practical expertise andexperience as a legal risk officer at afinancial institution, as well as theperspective of the ones providing loans.
Additionally, in my duties as a Director will
also provide constructive advice andrecommendations about managementfrom an outside perspective at Board of
Directors, drawing on my experience as adirector in manufacturing, among others.

Koichi Sunayama

The scope of the Audit and Supervisory
Committee’s audits includes not only
“legality,” but also the “validity” of how
Directors execute their duties. And unlike
auditors, Audit and Supervisory Committee
Members, as Directors, have voting rights
at meetings of the Board of Directors.
My experience as an attorney is directly
related to the determination of “legality”
but not necessarily to the determination of“validity.” Therefore, at the Company, I
intend to rigorously evaluate the “validity”
of the execution of duties from a broader
perspective, including a quantitative
perspective, based on my viewpoint as alawyer, and ultimately make a judgment
not only on “legality” but also on “validity”
in the form of appropriate exercise of
voting rights at the Board of Directors.

Takeshi Toshimitsu

Audit and Supervisory Committee Member
Outside Director (Independent officer)

Audit and Supervisory Committee Member
Outside Director (Independent officer)

Audit and Supervisory Committee Member
Outside Director (Independent officer)

ProfileProfileProfileProfileProfileProfileApril  1972 Joined The Yomiuri Shimbun
January 2002 Head of General Manager,
Politics Department, Tokyo Head
Office, The Yomiuri Shimbun
June  2003 Deputy General Manager,
Editorial Bureau, Tokyo Head
Office, The Yomiuri Shimbun
September 2003 Deputy Chief, Editorial Board,
The Yomiuri Shimbun
June  2008 Chairman, Yomiuri Institute ofTechnology
June  2011 Chairman, Bunka Gakuin
June  2014 Representative Director andPresident, YOMIURI LAND CO.,LTD.
June  2017 Director and Senior Advisor,
YOMIURI LAND CO., LTD.
June  2020 Senior Advisor, YOMIURI LAND
CO., LTD.
November 2020 Outside Director of the Company(to present)

April  1977 Joined Nikkei Inc.
September 1994 Seconded to Nikkei Business
Publications, Inc. Deputy Editorof Nikkei Business
January 2005 Editor-in-Chief, The Nikkei MJ(Marketing Journal)
March  2008 Secretary General, General Affairs of
Editorial Bureau; Electronic Newspaper
Development Division, Nikkei Inc.
March  2013 Senior Managing Director, Nikkei
Digital Media, Inc.
July  2015 Senior Managing Executive
Officer, Nikkei Inc.
June  2016 Senior Executive Officer, TV
TOKYO Corporation
July  2020 Commissioned to TV TOKYO
Holdings Corporation (to present)
November 2020 Outside Director of the Company(to present)

April  1979 Joined The Mitsui Bank, Limited (Currently
Sumitomo Mitsui Banking Corporation)
October 1996 Deputy General Manager, Osaka Sales
Department II, The Sakura Bank,
Limited (Currently Sumitomo Mitsui
Banking Corporation)
June  1998 Deputy General Manager, Toranomon
Branch, The Sakura Bank, Limited
October 1999 Group Leader, Private Banking
Department, The Sakura Bank, Limited
April  2001 Group Leader, Private Banking
Sales Department, Sumitomo
Mitsui Banking Corporation
April  2007 General Manager, Private Banking
Sales Department, Sumitomo Mitsui
Banking Corporation
July  2010 General Manager and Executive Private
Banker, Private Banking Sales
Department, Sumitomo Mitsui Banking
Corporation (to present)
November 2022 Outside Director of the Company(to present)

April  1976 Joined SHUEISHA Inc.
March  1981 Retired from SHUEISHA Inc.
1990 Started being active as a writer(to present)
April  2004 Part-time Lecturer, Departmentof Journalism, Nihon University
College of Law
January 2006 Corporate Auditor of theCompany
November 2020 Outside Director (Audit andSupervisory Committee Member)of the Company (to present)

April  1981 Joined The Fuji Bank, Limited(currently Mizuho Bank Ltd.)March  2003 General Manager, Niigata Bandaibashi
Branch, Mizuho Bank Ltd.
April  2004 General Manager, Kamiyacho
Branch, Mizuho Bank Ltd.
August 2005 General Manager, Legal Affairs
Division, Mizuho Bank Ltd.
April  2010 Executive Officer; General Manager,
Legal Affairs Division, Mizuho Bank Ltd.
December 2012 Standing Outside Audit & Supervisory Board
Member, MARUYAMA MFG. CO., INC.
December 2015 Outside Director (Audit and Supervisory Committee
Member), MARUYAMA MFG. CO., INC.
December 2019 Advisor, MARUYAMA MFG. CO., INC.
March  2020 Outside Director (Audit and Supervisory
Committee Member), KYOWA
ELECTRONIC INSTRUMENTS CO., LTD.
November 2020 Outside Director (Audit and Supervisory
Committee Member) of the Company (to present)
June  2022 Outside Corporate Auditor, NIPPONKINZOKU CO., LTD. (to present)

March  2000 Established Asagao System Co.,
Ltd, Director
October 2002 Joined MTB Investment Technology
Institute Co., Ltd. (currently Mitsubishi
UFJ Trust Investment Technology
Institute Co., Ltd.)
December 2011 Registered as an attorney at law,
Joined MATSUDA & PARTNERS
July  2014 Established Seven Lights Law
Firm, Co-Representative Partner
April  2017 Auditor, Social Welfare Corporation
Keishoukai (to present)
November 2017 Director, Intense Project Co, Ltd.
(to present)
August 2022 Established Toshimitsu Law Firm,
Representative Partner (to present)
November 2022 Outside Director of the Company(Audit and Supervisory Committee
Member) of the Company (topresent)

37

Introduction

Status of Conferences and Meetings
Composition and Roles of the Committees, Activity Status (Period: September 1, 2022 to August 31, 2023)

Board of Directors

General Managers
Meeting*Transition to the Executive
Officers Meeting from thefiscal year ending August 31,
2024.

Audit and Supervisory
Committee

Nominating
Committee

Held 17 meetings (once or twice a month)
The Board of Directors consists of 14 Directors (including six Outside Directors), including four Directors who are Audit andSupervisory Committee Members.
In addition to statutory matters related to relevant laws and regulations and the Articles of Incorporation, the Board of Directors
deliberates and resolves on basic policies regarding management, organizational changes, important personnel proposals, andbusiness acquisitions, etc., and supervises the Directors' execution of their duties through mutual checks and balances among
the Directors.
The Board deliberates and resolves significant management issues, and receives reports from the Directors responsible for eachdepartment on business performance, operational status, and budget variances.
Held 17 meetings (once or twice a month)
The General Managers Meeting consists of six Directors, one Director who is Audit and Supervisory Committee Member, andeight Executive Officers.
At the meeting, decisions are made on matters to be presented to the Board of Directors and other matters stipulated in theinternal regulations. General Manager of each department reports on the status of business execution and, if there are any
matters that may conflict with relevant laws and regulations, make sure to report them during the Executive Officers Meeting.
General Manager of Group Internal Control Management Department then investigates said matters as necessary and report theimplementation status of countermeasures during the Meeting.
Held 14 meetings (once or twice a month)
The Audit and Supervisory Committee consists of four Directors who are Audit and Supervisory Committee Members (including
three Outside Directors).
The Audit and Supervisory Committee formulates audit policies and plans, evaluates and decides on the compensation of the
Accounting Auditor, audits the maintenance and operation of internal control systems, audits business reports and Nonconsolidated financial statements, prepares audit reports, and deliberates on proposals for the election of Directors who are
Audit and Supervisory Committee Members. The Committee also shares the status of audit implementation by full-time Audit
and Supervisory Committee Members with Outside Audit and Supervisory Committee Members, and through exchange of
opinions, etc., audits and supervises the execution of duties by Directors.
Held twice
The Nominating Committee consists of Representative Director and President and three Outside Directors (excluding Directors
who are Audit and Supervisory Committee Members).
The Nominating Committee deliberates on the election and dismissal of Directors and Executive Officers, revisions to the skills
matrix, and other matters.
*Advisory body to the Board of Directors

Compensation
Committee

Held 3 meetings
The Compensation Committee consists of Representative Director and President and three Outside Directors (excluding Directors
who are Audit and Supervisory Committee Members).
The Compensation Committee deliberates on compensation for Directors and Executive Officers, and also deliberates oncompensation structure, compensation levels, and individual compensation for Directors.
*Advisory body to the Board of Directors

GovernanceCommittee

Held once
The Governance Committee consists of Representative Director and President, six Outside Directors, and a Director who is Audit
and Supervisory Committee Member (Full-time)
The Governance Committee deliberates on general matters related to corporate governance. The members of the GovernanceCommittee reports on audit results with the Accounting Auditor and exchanges opinions on sustainability disclosures, etc.
*Advisory body to the Board of Directors

Sustainability
Promotion Committee

Held 4 meetings (once a quarter)
The Sustainability Promotion Committee consists of the Representative Director and President, 22 Executive Officers, and a
Director who is Audit and Supervisory Committee Member (Full-time)
The Sustainability Promotion Committee reports on solutions and priority measures for sustainability-related issues (humanresources, climate change).
The Committee also discusses and considers sustainability disclosure in securities reports. Discussion items are reported to theBoard of Directors.
*Advisory body to the Board of Directors

Risk Management
Committee

Held 4 meetings (once a quarter)
Secretariat: Group Internal Control Management Department
The Risk Management Committee monitors status of all management-related risks and reports the results to the Board of
Directors.

Security Committee

Held 4 meetings (once a quarter)
The Security Committee deliberates on the information security framework of our group. The Committee also confirms the
management and operation structure for cybersecurity risks.

Compliance
Committee

Held 12 meetings (once a month)
The Compliance Committee consults on violations of laws and regulations of the Group, and reports on the whistleblower
system on a monthly and annual basis.

*The number of members of each Committee is as of August 31, 2023.

38

Value Creation Story

Corporate Strategy

ESG

Financial and Company Data

ESG GovernanceCompliance and Risk Management
ComplianceTo ensure that execution of duties by Directors and employees

Regulations on Protecting Whistleblowers, and we havecomplies with laws and regulations and the Articles of

established a system that allows Directors and employees toIncorporation, and to respect corporate ethics and fulfill social

easily consult or report any compliance violations, etc., within

responsibilities, we ensure that the Corporate Conduct Charter,

the company, and to ensure that persons who have consulted

the Basic Policies on Risk Management, and the Complianceor reported are not treated disadvantageously.

Manual are fully understood by Directors and employees.

The department in charge of compliance creates an environment

The officer in charge of compliance is the Director who

where Directors and employees of affiliated companies cansupervises general affairs and human resources, and theeasily consult or report on violations of laws and regulations

department in charge of compliance is the General Affairs andwithin the company, and provides the necessary training to

Human Resources Department. The director and department in

Directors and employees of our group according to theircharge of compliance produce a manual on compliance forpositions, duties, etc. Additionally, Corporate Conduct Charter

distribution to Directors and employees, and conducts training

states that it “will firmly confront anti-social forces andand other program to increase knowledge on compliance andorganizations that poses a threat to the order and safety of civil

foster an awareness of respect for it.

society,” and deal with anti-social forces in a resolute attitude.

The compliance help desk is operated in accordance with theCompliance Help Desk
Internal
Bic Camera Group

Compliance Committee

Employee consultants (employees from the Business Management Headquarters,
Internal Audit Office, etc.) *There are female consultants as well.

Response

Response
Consultation

Female-only help desk

Consultation Whistleblower Proposal

External
ReportLaw firm

Proposal

Consultation Whistleblower Proposal

Consultation Whistleblower Proposal

Consultations/reports/proposals done by ❶Phone ❷E-mail ❸Post*Includes business partners (their staff, etc.).

Response

Employees, etc. (*)

Risk Management

Personal Information Security Initiatives

The Risk Management Committee, chaired by the General

Our group handles a large amount of personal information, such as
member information and delivery and repair information, andrecognizes the importance of protecting personal information.
Accordingly, we have established a personal information protection
policy and strive to ensure it is fully implemented. We also haveformulated the “Basic Policy for Handling My Number, etc.” as a
special provision. Moreover, in order to prevent leakage, loss, or
damage of personal information, and to protect individual rights andinterests, we have established a framework to protect the rights andinterests of individuals which covers the policies, systems, plans,
implementation, and inspections. For the review, we have also
formulated, implemented and maintained the personal information
protection management system. We have taken necessary measuresthat include maintaining security systems, organizing internalmanagement systems, and thoroughly training employees.

Manager of the Group Internal Control Management
Department and attended by the Representative Director andPresident, manages various risks surrounding our businessappropriately and strive to prevent risks before they occur.

39

Introduction

Value Creation Story

Corporate Strategy

ESG

Financial and Company Data

Financial and Company Data

Financial Review
The Japanese economy has been gradually recovering. As for corporate earnings, improvements
can be seen overall, and the employment conditions is showing signs of recovery, and personal
consumption is picking up. Meanwhile, demand in the consumer electronics retail industry is
expected to continue to face a challenging environment due to factors such as the prolonged
replacement cycle of durable consumer goods. Under these circumstances, we believe it isincreasingly important to respond to the dramatically changing needs of our customers.
(Millions of yen)

34th Period

35th Period

36th Period

37th Period

38th Period

39th Period

40th Period

41st Period

42nd Period

43rd Period

FY August 31, 2014

FY August 31, 2015

FY August 31, 2016

FY August 31, 2017

FY August 31, 2018

FY August 31, 2019

FY August 31, 2020

FY August 31, 2021

FY August 31, 2022

FY August 31, 2023

Net sales

832,748795,368

779,081790,639

844,029

894,021847,905

834,060

792,368

815,560

Operating profit

20,01418,80022,006

21,85427,05522,943

12,066

18,217

17,863

14,215

Ordinary profit

24,056

20,401

23,06724,36429,24125,871

14,69021,62920,80816,566

Profit attributable to owners of parent

9,850

6,804

11,985

13,505

17,122

14,047

5,450

8,761

5,765

2,936

Net assets

107,085

120,846

129,096

145,593

155,765

163,342

169,791

179,523

169,133

176,383

Total assets

329,335

329,580

336,769

350,211

365,605

400,451

472,074

454,466

456,466

449,840

Cash flows from operating activities

32,848

6,128

7,850

19,62926,102

13,19252,004

7,763

25,317

10,078Cash flows from investing activities△4,598△8,001△4,615△11,522△12,612△11,437△15,691△12,356△18,076△11,118

Cash flows from financing activities△35,111△1,765△446△13,247△11,520

2,069

55,106△4,387△26,565△13,580

25,953

22,34925,137

19,997

21,967

25,791

117,211

108,857

89,53675,135Equity ratio (%)

25.7

30.5

32.0

34.9

35.5

33.4

29.0

31.6

28.8

30.5

Return on equity (ROE) (%)

12.4

7.3

11.5

11.7

13.6

10.6

4.0

6.2

4.2

2.2

Return on assets (ROA) (%)

7.1

6.2

6.9

7.1

8.2

6.8

3.4

4.7

4.6

3.7

Operating profit margin (%)

2.4

2.4

2.8

2.8

3.2

2.6

1.4

2.2

2.3

1.7

Ordinary profit margin (%)

2.9

2.6

3.0

3.1

3.5

2.9

1.7

2.6

2.6

2.0

Price earnings ratio (PER) (%)

16.59

29.85

12.38

17.64

15.91

13.31

37.89

21.50

34.31

63.05

Dividend payout ratio (%)

17.4

25.5

18.2

16.2

21.4

25.3

42.0

30.1

45.2

87.4

Ratio of dividends to net assets (%)

2.2

1.9

2.1

1.9

2.9

2.7

1.7

1.9

1.9

1.9

Profit and Loss

Financial Position

Cash Flows

Cash and cash equivalents at end of period

Financial Indicator(Note) The Company has applied Accounting Standard for Revenue Recognition (ASBJ Statement No. 29, March 31, 2020), etc., from the40start of the fiscal year ended August 31, 2022.
41

Introduction

Value Creation Story

Corporate Strategy

ESG

Financial and Company Data

Financial and Company Data

Bic Camera Group by the Numbers
01

02

Equity Ratio

34.0

09

30.0

33.4

33.0

Cash Flow to Interest-Bearing Debt Ratio

6,000

25.0

32.0

30.5

30.0

10.0

29.0

29.0

0.0

6.9
2.9

0.0

FY August 31, 2019 FY August 31, 2020 FY August 31, 2021 FY August 31, 2022 FY August 31, 2023

Bic Camera Consolidated Fiscal Year Ended August 31, 2023

Bic Camera Consolidated Fiscal Year Ended August 31, 2023

1,143

5.0
0.0

Female employee

23.1

21.4

15.4

10.0

(26% ratio)

0.0

FY August 31, 2019 FY August 31, 2020 FY August 31, 2021 FY August 31, 2022 FY August 31, 2023

21.4

20.0

15.0

1,000

5.3

25.0
20.0

3,305

3,000
2,000

5.0

28.8

4,448

4,000

12.3

15.0

Ratio of Female Directors (%)

30.0

5,000

19.4

20.0

31.6

31.0

10

Number of employees (persons)Male employee

Total* As of August 2023, Bic Camera only

FY August 31, 2019

FY August 31, 2020 FY August 31, 2021

FY August 31, 2022

FY August 31, 2023

* As of August 2023, Bic Camera only

* Officers, full-time employees, contract employees

03

04

ROA

8.0

12.0

6.8

7.0

8.0

4.7

5.0

4.6

3.7

4.0

3.4

3.0

6.2

6.0
4.0

0.0

2.2

4.0

2.0

Bic Camera Consolidated Fiscal Year Ended August 31, 202305
140,000
120,000

113,191

103,087

91,9610.0

06

CO2 Emissions (t-CO2)

83,823

50.0

6.0

13

300,000

3.00

250,000

2.50

218,385

210,170

30.0

190,909

189,249

20.0
FY August 31, 2019

FY August 31, 2020 FY August 31, 2021

FY August 31, 2022

FY August 31, 2023

175,720

2.27

2.21

2.39

2.47

60.0

60,000100,000

50.0

40,00050,000

0.50

40.0

0

0.0

0.0

FY2020

FY2021

FY2022* Data as of March 31, 2023; combined results for Bic Camera, Kojima,and Sofmap (April 2022 - March 2023)

07

Small Rechargeable Battery Collection Results (kg)29,639.98

30,000.00
25,000.00
20,000.00

23,963.47

27,219.94

FY2018FY2019FY2021

FY2022* Data as of March 31, 2023; combined results for Bic Camera, Kojima,and Sofmap (April 2022 - March 2023)

08

Small Home Appliance Products Recycling andResource Recovery Results (t)

200

162.7

160

15,000.00

140

10,000.00

120

5,000.00

100

164.3

FY2019FY2020

FY2021

FY2022* Data as of March 31, 2023; combined results for Bic Camera, Kojima,and Sofmap (April 2022 - March 2023)

15

FY August 31, 2023

16

11.3

12.5

13.9

FY2020

FY2021

FY2022* Data as of March 31, 2023; combined results for Bic Camera, Kojima,and Sofmap (April 2022 - March 2023)

46.2

46.2

FY August 31, 2019

FY August 31, 2020 FY August 31, 2021

FY August 31, 2022

FY August 31, 2023

Home Appliance Product Advisers (persons)

3,153

3,100
3,000
2,900

10.4

2,800

2,847
2,714

2,700

8.0
FY2019

0.0

66.7

3,200

14.0

FY August 31, 2023

* As of August 2023, Bic Camera only

16.0

0.0
FY2018FY August 31, 2022

17.9

10.0

91.9

FY August 31, 2020 FY August 31, 2021

Average Monthly Overtime Hours

12.0

117.9

0.0

0.0

FY August 31, 2019

* As of August 2023, Bic Camera only

18.0

185.4

180

19,669.48

FY2020FY August 31, 2022

75.0

80.0

1.00

FY2019FY August 31, 2020 FY August 31, 2021

85.7

90.0

1.50

FY201821.0

Reemployment Rate after Retirement (%)

150,000

80,000200,000

FY August 31, 2019

14

70.0

87,857

11.5

4.3* As of August 2023, Bic Camera only

Percentage of Employees with a Disability (%)

2.47

0.0

2.00

100,000

41.4

40.0

5.9

* As of August 2023, Bic Camera only

Energy Consumption (1,000Kwh)

66.7

70.0

8.0

FY August 31, 2019 FY August 31, 2020 FY August 31, 2021 FY August 31, 2022 FY August 31, 2023

Bic Camera Consolidated Fiscal Year Ended August 31, 2023

Ratio of Men Taking Childcare Leave (%)

60.0

5.0

0.0
FY August 31, 2019 FY August 31, 2020 FY August 31, 2021 FY August 31, 2022 FY August 31, 2023

9.4

9.3

12

9.0

7.0

4.2

9.7

9.4

10.0

10.6

10.0

6.0

42

11 Percentage of Women in Management Positions (%)

ROE

2,600
FY August 31, 2019

FY August 31, 2020 FY August 31, 2021

FY August 31, 2022

* Fiscal year ended August 31, 2023, Bic Camera only

FY August 31, 2023

FY August 31, 2021

FY August 31, 2022

FY August 31, 2023

* As of August 2023; combined data for Bic Camera and Kojima

43Introduction

Value Creation Story

Corporate Strategy

ESG

Financial and Company Data

Financial and Company Data

Company Information

Group Network

Company Overview

Bic Camera Group

Company name

BIC CAMERA INC.

Head office

3-23-23, Takada, Toshima-ku, Tokyo

Ikebukuro Headquarters

2-49-7, Minami-Ikebukuro, Ikebukuro Park Building 5th & 6th Floors, Toshima-ku, Tokyo

EstablishedMay 1978

Company established

November 1980

Capital25,929 million yen (As of August 31, 2023)

Number of employees

Consolidated: 10,200 employees Non-consolidated: 4,448 employees (As of August 31, 2023)

Net sales

Consolidated: 815,560 million yen Non-consolidated: 425,526 million yen (Fiscal year ended August 31, 2023)

Business description

Sales of audio visual products (cameras, TVs, recording devices/video cameras, audios), home appliances (refrigerators, washing machines, kitchen
appliances, seasonal home electronics, personal care electronics), information communications equipment products (PCs, PC peripherals, mobile
phones), other (video games, watches, used PCs, sporting goods, toys, glasses and contact lenses, liquors, food and soft drinks, drugs and daily goods)(As of August 31, 2023)

Total

259

storesBreakdown

43

141

stores24

stores51

storesDistribution Centers・・・・・

storesHokkaido/Tohoku

22

storesList of Officers (As of November 22, 2023)

1 storeKojima16 stores
Sofmap1 storeJANPARA4 stores
Bic Camera

Representative Director and President

Toru Akiho

Outside Director

Kiyoshi Tokuda

Director

Toru Abe

Outside Director

Masaru Nakamura

Director

Keiju Nakagawa

Director and Audit and Supervisory Committee Member

Noriko Otsuka

Director

Eiji Tamura

Outside Director and Audit and Supervisory Committee Member

Yukiko Kishimoto

Director

Nachika Nemoto

Outside Director and Audit and Supervisory Committee Member

Koichi Sunayama

Director

Yuji Nakazawa

Outside Director and Audit and Supervisory Committee Member

Takeshi Toshimitsu

Outside Director

Takeshi Uemura

29
storesBic Camera

Chugoku/Shikoku

Kojima9

SofmapstoresMajor Group Companies (As of November 30, 2023)
Company nameBusiness overview

WILBY, INC

Planning, development, and operation of web services

UMOKOBO CO., Ltd.

Manufacturing and sales of bedding

Sofmap Co., Ltd.

Purchases and sales of used computers, digital
devices and mobile phones, as well as sales of
new computers, digital devices and mobile phones

Tokyo Keikaku Co., Ltd.

Advertising agency, rental and managementof real estate, operation of golf courses

Bic shuhan Co., Ltd.

Sales of liquors, food and soft drinks

BIC DIGITAL FIRM INC.

Development and maintenance of
core systems of the Bic Camera Group

Bic Life Solution INC.

Planning, development, manufacturing,and sales of drinking water

Bic Logistics Service INC.

General cargo transport business and warehousing business

Ranet Co., Ltd.

Operation of mobile phone distributors

Tokyo Camera Distribution Association

Joint financial businessCompany nameJANPARA Co., Ltd.

Business overview
Purchases and sales of used mobile
phones, used computers, etc.

TDmobile Corporation

Operation of mobile phone distributors

TOSHIMA CABLE NETWORK
CO., LTD.

Cable television broadcasting
business

Nippon BS Broadcasting Corporation

BS digital broadcasting business

Kojima Co., Ltd.

Sales of home applianceproducts, etc.

BICCAMERATOTAL REFORM INC.

Renovation and remodelingof houses, etc.

Kokudosya Co., Ltd.

Publication and sales of children’s books, etc.

Rironsya Co., Ltd.

Publication and sales of children’s books, etc.

Future ecology Co., Ltd.

Waste recycling processing

SELEN Co., Ltd.

Planning, development, and sales of
security and safety equipment

SapporoDistribution Center

Hokuriku/
Koshinetsu/Tokai

Bic Camera
KojimaSofmapJANPARAJANPARA

2 stores4 stores2 stores1 storeHiroshima
Distribution Center4 stores18 stores
2 stores5 stores

Ibaraki/Tochigi/Gunma

17
店舗
storesTohokuDistribution
CenterKansai
Osaka
Distribution
Center27
storesKyushu/Okinawa

Sofmap19

JANPARAJANPARA44

4 stores11stores4 stores8 stores5 stores
Kojima27storesSofmap2 stores
JANPARA4 stores
Bic Camera

Tokyo/Kanagawa

98
storesstoresSofmap38
storesKojimaKojima2 stores15 stores

Saitama/Chiba
Funabashi
Distribution Center

Bic Camera

Bic Camera

KojimaHigashimatsuyama
Distribution Center

Nagoya Distribution Center

Fukuoka
Distribution Center

Bic Camera

4 stores9 stores1store5 stores21stores
Kojima41storesSofmap12 stores
JANPARA 24 stores
Bic Camera

Okinawa
Distribution Center45