Values and Vision

Value Creation

Management Strategy
Management
Strategy

Sustainability

Governance

Data

Management Strategy

Human Resources Strategy

Human Resources Are the Source of Value Creation
Human resources strategy to support
management strategy

Principle of human resource capabilities

We believe that the greatest management resource forpromoting sustainability management and achieving ourmanagement goals is “people” and that without the growth of
our human resources, we will not be able to grow and develop
as a company. Recognizing that our employees are our “treasure(asset),” we aim to be a “human resource developmentcompany” that maximizes their individuality and abilities anddevelops their human resource capabilities.
<Group strategic issues>

Business portfolio transformation and shift to a new department store business model
Human
resourceplanning

Retiredseniors

Recruitment

Human resource
development
based on humanresource capabilities

Treatment/working
conditions

Achievements

Knowledge/skills

Development

Inﬂuence
Negotiation ability
Will/motivation

Essential conditions for sustainable growth (social demands)
Diversity & inclusion
・Women and elderly
empowerment
・LGBT, disabled
people・Eﬀective way ofworking
・Support for sidebusinessEqual pay
for equal work

Work-life integration

Health management
and human rights

・Support for balancing ・Balance between
・Mental illness
work and childcare
employment categories measures
・Support for nursing ・Pension and retirement ・Anti-harassment
care
beneﬁts
measures

Rebuilding of human resource management base
Human resource systems

Human resource
capabilities

Talent management system

Human resources organizationand system

Invisible
aspects ofability

Learning ability
Development ability

Human resource value⇒If they continue to be refined,
they will expand and grow.
If not, they will shrink andbecome obsolete.

Human capital

Personality/values/temperament/orientation/interests

Renewal of organizational climate and corporate culture

Emphasize “will and motivation” and “learning ability” among “human resource values”<Concept of will and motivation>●Will and motivation consist of “direction ofWillingness to growthought” and “strength of thought”●The direction of thought is to see if thethought ensures qualitative soundness,measured by the three vectors of “self,”“organization (company),” and “society(customers)”●In human resource development, we placeemphasis on expanding and strengthening
the above three vectors in a well-balancedmannerSelf

Elements of learning behavior●Learning ability is not a skill that is acquired as

Flexibility

a result, but the ability itself to turn the cycle ofexperiential learning (the strength and direction ofthought, which affect the quality of learning, areincluded in “will and motivation”)●Improvement in learning ability is achieved throughOrganization Society

Willingness to love and growthe organization (company)

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×Will andmotivation<Concept of learning ability>

the level of each element (ability) of the experiential
learning model, the speed and steadiness of thecycle of “learning behavior,” and the “depth oflearning”

Cognition/awareness/sensitivity
Conceptualization/generalization
Initiative/independence
Self-esteem/optimism

Evaluation based on“will and motivation”

JFR Group career development system
2730

33364４

Management School

Selective

495４59(Age)

Business Management School

Leader School

T3 Program

Womenʼs School

By position

39

New
employeetraining

Newly appointed general manager training

Newly appointed manager training

Management training

Mid-career hire training
Business skill improvement

JFRCollege

Professional skill improvement

Skills/knowledge

Diversity & inclusion
Work-life integration

External career support

Career interview

Career development training
Thoroughly engage
with each individual＋Operating company-speciﬁc skills training

Create systems for women’s empowerment

We recognize that diversity is the foundation of value
creation, and we are working to create systems for employee
empowerment. The ratio of women in management positions in
the Group continues to steadily increase, reaching 22.2% as ofthe end of February 2023. The percentage of female directors
is 30% (one inside and two outside). In April 2022, the Women’s
Empowerment Promotion Project was established under
the direct control of the Representative Executive Officer. Its
members selected from each operating company (mainly menand women in their 30s and 40s) made recommendations forcreating an environment in which women can fully demonstrate
their individuality and abilities, leading to top management
commitment.
In addition, the scope of the JFR Women’s School, which had
previously focused on those working shorter hours for childcare,
was expanded and its content was enhanced to become theCareer Forum for Women. In addition to the development ofsystems that make it easier for women to work, we are also
working to increase the ratio of male employees taking childcare
leave (68.0% in fiscal 2022).

(People)Number of women in management positions (People)

300

Ratio of women in management positions (%)

250

200

150

14.7
143

16.6

19.9

21.3

190

192

(%)
25

22.2
20191
15153
10100
55002018

2019

2020

2021

2022

0

Curiosity/inquiry
Challenging spirit / risk-taking spirit
Integrity/humility

Willingness to do something
for society (customers)

level of our employees, and invest heavily in selective, “self-initiated,”
publicly offered curricula.
Specifically, we will invest resources intensively in: (i) early development
and selection of younger employees; (ii) revitalization of middle and senior
employees who are entering their second careers through reskilling; and(iii) development of highly versatile management human resources who
are not limited to the Group’s operating companies.

The human resources that we will focus on investing in is “selfmotivated human resources who ‘take initiative’ by combining theirintrinsic motivation with their vision and goals.” Our human resource
development policy is based on “selection and concentration,” whichmeans that we will streamline those programs that uniformly raise theCareerdevelopment

Visibleaspects

Behavior

Assignment

Innovation/creativity

Evaluation/assessment

Diversiﬁcation ofwork styles

Instead of the job performance-based personnel system
we had adopted before, we have adopted a unique approachcalled the “principle of human resource capabilities,” which
focuses on each individual human resource to enhance “humanresource capabilities,” since fiscal 2019. This is a humanresource management system that accurately grasps not only
the visible aspects of each individual’s achievements, behavior,and knowledge and skills, but also the invisible aspects ofhuman resource value, personality, values, temperament, andorientation and interests, develops them through appropriate job
assignments, properly assesses their achievements, and treats
them accordingly.
Development from the perspective of “human resource value”
leads to the refinement of basic skills that can produce results
even in an uncertain business environment, which enables thestrategic placement of human resources regardless of age orgender.

Approach to human resource development based on
the principle of human resource capabilities

Fairness/impartiality

Toward the next Medium-term Business Plan

We are currently formulating the next medium-term plan, andwe are creating a human resource portfolio that is synchronizedwith this medium-term plan. In the process of developing abusiness strategy, we will define the necessary human resource
requirements, examine the gap between the current situationand the requirements, and consider placement, training, andrecruitment measures to eliminate the gap, in order to realize
a human resource portfolio that embodies the management
strategy. We will also identify KPIs for how our human capital is
growing, and strive to disclose the status of their achievements
and implement remedial measures.

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