Sustainability

GOOD HEALTH
AND WELL-BEINGGENDEREQUALITY＞

Activity Report – Diversity and Work-Life Balance

DECENT WORK AND
ECONOMIC GROWTH

Using Diversity. Changing Work Styles.
Based on the recognition that the diversity of humanwere hired by June 2018 and they are working for legal,

resources is the source of corporate competitiveness, J.

finance, real estate and other divisions using their

Front Retailing believes it is important to ensure as aexpertise and skills.

company “non-discriminatory treatment” in terms ofJFR Women’s School

nationality, gender, thought, belief and even workingWe opened the“JFR Women’s School”in fiscal year2018 for short-time workers of the Group who keep

conditions and maintain and improve it.
Work-life balance is important to keep employees
healthy both mentally and physically and we aim to realizea workplace in which employees can work lively andworking while raising children. They aim to continuously
enhance their career by acquiring time management andleadership skills, financial knowledge and others toachieve high productivity by creating a pleasant working

perform at their best within a limited time.

environment and taking care of employees’health.

*The average lengths of service of the male and female employees of Daimaru
Matsuzakaya Department Stores are 23.4 years and 23.2 years, respectively.

① Promoting women’s empowerment② Employment of disabled people

Appointment of female leaders
Regardless of gender, we promote the assignment anduse of human resources based on individual ability,performance, aptitude and motivation. At Daimaru
Matsuzakaya Department Stores, women accounted for
32.5% of total leadership positions in March 2018. And
three female Executive Officers serve as the Executive
Store Managers of its flagship stores (21.4% of a total of14 Executive Officers). We will actively appoint womento leadership positions and other important positions tofurther empower motivated women.

We recognize that the employment of people withdisabilities is a corporate social responsibility andactively strive to promote that. “JFR Create” wasestablished in April 2017 for the purpose of securing astable working environment for disabled people andcreating a workplace in which they can exercise theirabilities and it was certified as a special subsidiary by theHealth, Labor and Welfare Ministry in September 2017.
The company was registered as an“Excellent Support
Company for the Disabled in Osaka”for actively hiringand providing job assistance for disabled people.

Mother Recruitment
Recently, while more and more women are entering*Employment rate of disabled people (totalof Daimaru Matsuzakaya Department
Stores, JFR Create, JFR Service,Dimples’ and Daimaru Matsuzakaya
Sales Associates): 2.21%(as of June 1, 2018)

into the workforce, they leave their jobs for childbirth at ahigh rate, which has become a social issue. We launchedthe“Mother Recruitment”program in fiscal year 2017 tohire experts who left their jobs for child care. Six people
Daimaru Matsuzakaya Department Stores female employees in leadership positions(as of March 1, 2018)
Number of females

TotalGeneral Manager

12102

11.8%

Other leadership positions

221

616

35.9%

Total

233

718

32.5%

*The figures above include workers temporarily transferred to Daimaru Matsuzakaya Sales
Associates.
*The number of“other leadership positions”is the total of Managers, Submanagers, Buyers(including Supervisors and Section Leaders from Daimaru Matsuzakaya Sales Associates).

Percentage of female leaders of Daimaru Matsuzakaya Department Stores（%）
35302520
15105046

28.4

2013

32.0

32.5

2016

2017

28.2

23.5

2014

2015

Work at JFR Create (enclosing)

Percentage of females(FY)③ Post-retirement reemployment program
In order to respond to changes in the social environment
such as the rapid aging of the population amid extremely
low birthrates and the raising of the age at which public
pension payments begin and effectively use highly
professional people, we adopt a reemployment programfor employees who have reached the mandatory retirementage. The“My Life Plan Seminar”is held for employees
aged 53 and over to help make their life after retirementrich and 316 employees attended the seminar in fiscalyear 2017. Lecturers from inside and outside the Company
provide information and advice on the future economic

J. Front Retailing strives

We provide human rights education and strive to raise
employees’ awareness of human rights from theperspective that individual employees should correctly
recognize and understand human rights issues and that weshould further promote the creation of corporate culture
and corporate social responsibility based on respect forhuman rights. Daimaru Matsuzakaya Department Storeshas a Human Rights Awareness Promotion Committee,
which is chaired by the Executive General Manager of
Human Resources Development Division. (The Committees
in stores are chaired by their Executive Store Managers orStore Managers.) Its activities include human rights
education through trainings when employees join thecompany and in-house seminars as well as various
seminars organized by the governments and various
educational materials distributed to employees.

to change work styles sothat employees can create
something new. On theoccasion of the relocationof the head office in

Meeting space in the head office of
J. Front Retailing

January 2018, we reduced
documents by approximately 80% and adopted a“free addresssystem”that allows workers to freely choose their seats. We
also promote paperless operations by digitalizing meetings, thatis,“seeing meeting materials on a computer screen instead ofprinting them.”⑦ Health care measures
Based on the basic idea that employees are thecompany’s greatest asset and that it is the most important⑤ Systems to realize work-life balanceof all things to keep employees healthy both mentally

Daimaru Matsuzakaya Department Stores has in place thefollowing systems.
Systems related to child care and family care
Systems with coverage exceeding statutory limits are in place.
Systems related to child care and family care exceeding statutory limits
at Daimaru Matsuzakaya Department Stores and the number of takers in FY2017
Description⑥ Changing work styles
As a holding company,④ Promoting human rights education

SystemSustainability

design, healthcare, job satisfaction and purposes in life
for employees before reaching the retirement age.

No. of takers

and physically in order to provide better services tocustomers, our specific health care measures focus on
primary disease prevention.
To this end, we conduct health examinations toprevent lifestyle diseases and gynecological examinations
for all employees aged 35 and over, as well as legal
regular health examinations.* Dealing with mental healthwithin the large framework of total mental and physicalChild care
Family careChild care leave

Up to the last day of the month in which the childenters an elementary school (at the longest until thechild reaches two years of age under law)

175

Shortened working
hours for child care

Up to the last day of the month in which the childenters an elementary school (for children under threeyears old under law). The“optional working hours
system”allows shortened working hours until thechild enters a junior high school.

137

Sick/injured childcare leave

Paid (Unpaid leave is permitted by law.)

144

Child care support
leave

Four days of paid leave for raising children under
three years old (No such leave is granted by law.)20

Maternity leave forspouseOne day of paid leave (No such leave is granted bylaw.)

8Family care leave

Up to a total of one year of leave per subject family
member can be taken consecutively or separately
any number of times. (Up to 93 days of leave can betaken separately up to three times under law.)2

Nursing care leave

Paid (Unpaid leave is permitted by law.)31

labor rights including employment opportunities, working

Optional working hours system
We adopt a system that allows employees to choose
shortened working hours for child care, family care,hobbies to enrich senior life and other reasons.
(Purpose and period: Up to the last day of the month inwhich the child enters a junior high school for child care,a period in which the employee needs to take care of his/her family member for family care, etc.)
Area Limited Employee System
In response to diversifying sense of working, values andlifestyles, we adopt the“Area Limited Employee System”toincrease work options and build a foundation on which
employees autonomously think of the balance between theircareer formation and life and act accordingly. Employees
can choose their place of work from among five areas
including Sapporo, Tokyo, Kansai, Chubu and Shizuoka.

hours and health and safety and require both labor andhealth care, we offer stress checks as a self-care tool.
We put importance on health guidance provided byhealth care teams based on their results.
*In fiscal year 2017, 99.7% of the employees of Daimaru Matsuzakaya
Department Stores had regular health examinations.

⑧ Labor-management relations
In Japan, the Labor Standards Act and other labor
relations-related laws set forth basic rules regarding

management to comply with them.
At each operating company in the Group, issues
concerning working conditions and the improvement ofeconomic status are resolved autonomously by labor andmanagement in line with the actual situation of the unit
labor union. J. Front Retailing and the Federation of J.
Front Retailing Group Labor Unions hold the “JFR LaborManagement Meetings” to deepen the mutual understandingof labor and management and help operating companies
in the Group develop smooth labor-management relations.
*In fiscal year 2017, 88.3% of the employees of Daimaru Matsuzakaya
Department Stores belong to the labor union.

Integrated Report 201847