Society

Initiatives for employees ―
Create a comfortable and rewarding
working environment and conditions

We are striving to improve working conditions and the working environment. This will allow each employee to achieve self-fulfillment through work in their long lives. At the same time, it will bring stability to their daily lives and lead to fulfilling social lives.

1 Develop human resources

The Shimamura Group believes that the growth of each and every employee is indispensable for the prosperity of a company. In order to grow, employees must acquire knowledge and skills through workplace experience and on-the-job training. Furthermore, through off-the-job training, they are required to lay the foundation for personal growth by learning the necessary basic knowledge, ways of thinking, and ethics required of our employees. Through human resource development, the Shimamura Group supports the self-realization of each employee through their work.

Education system
New employee education (full-time employees) / New employee education (part-time employees)
Education by position             / Education by department
Career training for female employees      / Correspondence education
Certification support system          / Seminars in the U.S.

See Human resource development

M-employee system
More than 80% of Shimamura Group employees are M-employees (regular part-time employees). We established the M-employee system for part-time employees working in stores. This unique system is designed to assist housewives who possess the ability to work but are unable to have a full-time career; specifically, it incorporates a time-shift system to balance efficient working conditions and family life.
Store manager promotion system
The Shimamura Group cultivates talented personnel from among M-positioned employees (as specified by the Shimamura Group) as store managers. Currently, approximately 70% of our store managers have come from this system. It is also possible to attempt promotion to a block manager and other positions with higher authority than a store manager. This is a system that balances ease-of-work and growth of the employees themselves. Motivation to work rises by having a target of promotion to a store manager. This also leads to the growth of the company in addition to improving the abilities of each employee.We are proactively promoting M-positioned employees to store managers.
Accordingly, we have also developed a support structure for employees aiming to become a store manager. Examples of this include the briefing sessions to share the experiences of role model employees and an educational curriculum to train candidates to become a store manager to reduce anxiety about promotion to a store manager. Moreover, we are running an information campaign on career advancement using posters and the in-house newsletter to draw out a desire to aim to become a store manager.
Shimamura Women's empowerment Curriculum 

The Shimamura Group has been implementing Shimamura Women's Empowerment Curriculum since FY2023 with the aim of improving the abilities of female managers as part of our efforts to create an environment where women can play an active role. We are improving the abilities of female managers by raising their motivation and allowing them to acquire the skills they need to aim for high-level positions through mindset programs and skill improvement programs.

2 Educational systems

The Shimamura Group classifies our general education by rank and content. We then systematically develop employees according to their positions and duties. In this way, we develop employees who can fully demonstrate their abilities and act on their own initiative according their department and roles.
It is essential to develop the abilities of each employee (activities to allow employees to autonomously develop their own abilities) for our employees to grow. We provide education and promote the development of the abilities of individual employees together with them to increase their motivation to learn autonomously.

Educational system

  • ・Education by rank (new employee education, training for employees with 4 to 6 years of work experience, training for employees
    with 7 years or more of work experience, training for managers and training for department heads) We provide education by rank to full-time employees to lead to an improvement in the abilities of all our employees.
  • ・Education by department
    We provide education by department. The purpose of this education is to raise the ability of department members so that they can improve their work execution abilities by allowing them to acquire more specialized knowledge and skills to achieve the business targets of each department. The content of work varies by department. Therefore, the education of each department covers the basic approach to work, the method of proceeding with work and the specialized knowledge necessary to perform work in respective department.
  • ・Self-development support
    We provide employees with opportunities for autonomous learning through correspondence education and the qualification support system (only for full-time employees).
  • 3 Medium-term human resource strategies

    We have formulated our Medium-term Human Resource Strategy 2027 in line with our Medium-term Management Plan to become a good company where each and every one of our employees can work in comfort and with a sense of satisfaction.

    Basic policy
    A "good company" with comfortable and rewarding work conditions

    The Shimamura Group strives to allow each employee to achieve self-realization through their work over the course of their long lives. At the same time, our management mission for our employees is to develop working conditions and a workplace environment where our employees can enjoy a stable daily life and lead a fulfilling social life. We are aiming for the sustainable growth of the Shimamura Group by encouraging our employees to achieve self-growth through human capital investment and to demonstrate achievements such as an improvement in productivity and added value.

    Priority issues.
    1. 1) Building an organization which supports the achievement of our long-term management plan 
      1. ①Restructuring of the organization in line with the expansion of our business scale
      2. ②Securing of human resources and development of their abilities to handle advanced management issues
      3. ③Securing of the appropriate personnel necessary for efficient business operations and appropriate personnel reshuffling
    2. 2) Human resource strategies to maximize each employee's performance
      1. ①Realization of strategic human resource allocation (utilization of the talent management system)
      2. ② Update of the desired picture of human resources and expansion of employee training to acquire such personnel
    3. 3) Creation of an environment where each employee can work with a sense of fulfillment
      1. ①Restructuring of the salary structure and fair personnel evaluation
      2. ②Continuation of initiatives which will lead to a reduction in our employee turnover rate
      3. ③Research and implementation of engagement surveys
    4. 4) Diversity, equity and inclusion (DEI)
      1. ①Ratio of female managers 23.0%(FY2/2027)
        • ・ Stores (AR): Expansion and training of store managers, B. mgr and department manager candidates, and diversification of recruitment methods (junior college and vocational school graduates)
        • ・Head office (GR): Expansion of measures to retain personnel and Shimamura Women's Empowerment Curriculum
      2. ②Maintain 5.0% employment rate of persons with disabilities (February 2024-February 2027)
      3. ③Expansion of work-life balance support system (childcare and nursing care)

    4  Diversity

    Women's Promotion Act Action plan

    The "Women's Promotion Act" (Act on the Promotion of Female Participation and Career Advancement in the Workplace) was put into effect on April 1, 2016. The Act seeks to realize a society in which women can fully demonstrate their individuality and abilities. This will enable Japanese society to achieve further growth and respond to globalization in the midst of our country's rapid population decline.
    The Shimamura Group has formulated action plans so that female managers can fulfill even more active roles.

    〈Action plan〉
    1. 1.Period
      From August 21, 2024 to February 20, 2027
    2. 2.Challenges faced by the Shimamura Group
      The ratio of women in management positions is low compared to the ratio of female employees.
    3. 3.Target
      By February 20, 2024, we aim to increase the ratio of female managers (Note1) 23% or higher.
      (Note1) Ratio of female managers in the senior class and above
    4. 4.Initiatives and implementation items
      1. 1) Foster a workplace culture and create systems which enable female employees to fulfill an active role.
        1. ①2020 initiative
          • ・We periodically engage in activities to raise awareness among all our employees about the contents of our training and progress on initiatives.
        2. ②2020 implementation items
          • ・Introduced and publicized a shortened working hour system for childcare for managers. 12 managers used the system in 2020.
          • ・Used the in-house newsletter to disseminate information about "support for returning to work," "childcare hours," and "the shortened working hour system for childcare."
          • ・Introduced the re-employment system.
        3. ③2021 initiative
            • ・We engage in efforts to ensure that our employees are aware of our re-employment system in addition to our internal programs relating to childcare.
            • ・We further improve our support for returning to work, childcare hours and the shortened working hour system for childcare.
        4. ④2021 implementation items
            • ・We also publicized the re-employment system in addition to in-house childcare-related systems.
            • ・We discussed the improvement in in-house childcare-related systems (e.g., support for returning to work, childcare hours and the shortened working hour system for childcare).
        5. ⑤2022 initiative
          • ・We continue to improve our internal programs relating to childcare.
        6. ⑥2022 implementation items
          • ・We introduced "the system to allow children to stay in store lounges" and a nursery school introduction service "Childcare future Concierge."
        7. ⑦2023 initiative
            • ・We improve the internal system related to childcare.
            • ・We disseminate the information on "the system to allow children to stay in store lounges" and "the nursery school introduction service: Childcare future Concierge" which we introduced.
        8. ⑧2023 implementation items
            • ・In order to make the system to allow children to stay in store lounges and the nursery school introduction service "Childcare future Concierge" known and cater to the request, we have expanded the range of employees eligible for these programs.
        9. ⑨2024 initiative
            • ・Promote improvements in internal systems related to childcare.
            • ・We have set the following targets: rate of paid leave taken at 80%, rate of childcare leave taken at 100% and rate of return to work at 100%, so that our employees can balance work and childcare. We also disseminate our initiatives to them.
      2. 2) Hold training for developing female employees and supporting their careers.
        1. ①2020 initiative
          • ・We plan to hold, verify and improve follow-up training.
        2. ②2020 implementation items
          • ・Training was not held due to the impact of COVID-19.
        3. ③2021 initiative
            • ・ The Store Management Department, Human Resources Department and Education Department select appropriate candidates as block manager, among store managers who work in areas with a lack of management candidates and aspire to become a block manager.
        4. ④2021 implementation items
            • ・We selected people suitable as candidates to a block manager and then provided training and education for block manager candidates.
            • ・We provide training and education for block manager candidates for the applicable candidates.
        5. ⑤2022 initiative
          • ・The Store Management Department, Human Resources Department and Education Department select appropriate candidates as block manager among those who aspire to become a block manager, and continue to provide training and education for block manager candidates.
        6. ⑥2022 implementation item
          • ・27 suitable employees were selected as block manager candidates, and "block manager candidate training" was conducted.
        7. ⑦2023 initiative
          • ・We select block manager candidates and continue to conduct "block manager candidate training and education.
        8. ⑧2023 implementation item
          • ・We identified 46 employees (including 24 women) suitable as block manager candidates and provided training and education for block manager candidates. As a result, we promoted 37 people to block manager (including 22 women; 137.5% year-on-year).
        9. ⑨2024 initiative
          • ・We implement Shimamura Women's Empowerment Curriculum. The purpose of this curriculum is to systematically develop female department heads as part of our efforts to create an environment where women can play an active role in the Shimamura Group.
    5. 5.Implementation results (as of February 20, 2024)
      1. 1) Percentage of women in the senior class and above (management positions): 17% (up 7.3% compared to February 2016)  Of the total 675 managers, women are 119 and men are 556.
      2. 2) Paid vacation usage rate
        73.3% (FY2023 results)
    Gender Wage Gap
    Gender Wage Gap
    (Ratio of Women's Wages to Men's Wages)
    Regular Employees 81.6%  
    Non-Regular Employees 103.9%  
    All Employees 42.1%  

    ※Reporting Period: February 2024 (March 2023 - February 2024)

    ※Supplement

    • ・In our company, there is no gender difference in the treatment of salaries (bonuses) and other wages for both regular and non-regular employees.
    • ・The percentage of women among our regular employees is 63.4%.
      Furthermore, the percentage of employees who transitioned from non-regular employees to regular employees through our unique talent promotion system accounts for 52.7% of regular employees. (As of February 20, 2024)
    • ・The percentage of women among our non-regular employees is 99.3%.
      Additionally, the overall percentage of non-regular employees in our company is 84.5%. (As of February 20, 2024)
    Post-retirement employment
    desired by an employee who retires after reaching the mandatory retirement age of 60, the Shimamura Group will continue employment as a rehired retired employee until the employee reaches the age of 65. If a rehired retired employee who has reached the age of 65 wishes to continue employment, we will continue employment until the employee reaches the age of 70, based on the prerequisite of evaluation and approval of the employee's health condition and motivation/ability to work.
    Employment of people with disabilities
    The Shimamura Group continues to employ people with disabilities with the aim of realizing a diverse society.
    As of February 2024, 831 employees with disabilities are working at the Shimamura Group. The ratio of employment for people with disabilities is 4.78%, which exceeds the legally-specified employment rate of 2.3%. Accordingly, we have been certified as an Excellent Employer of People with Disabilities by Saitama Prefecture.
    We have developed a structure which allows us to recruit people with disabilities and to provide them with support for the work content so that we proactively employ people with disabilities. We have recommended that block managers responsible for recruiting people with disabilities acquire a license as professional life counsellor for people with disabilities since FY2021. We have seen 331 employees acquire that license as of March 2024.
    We are also building a cooperative and collaborative structure with organizations such as regional support centers for people with disabilities and special needs schools.

    Examples of awards from prefectures

    store commendator Year Awarded Contents
    Shimamura
    Takayanagi Store
    Ishikawa Special
    Support Education Association
    FY2024 Certificate of Appreciation for Work
    Mid-career hiring

    The Shimamura Group is working to increase the ratio of mid-career hires for full-time employees.

    Fiscal Year 2020 2021 2022 2023
    Ratio of mid-career hires for full-time employees (%) 50 50 72 52

    The Shimamura Group has an in-house system for appointing part-time employees as full-time employees. This creates an environment in which regular part-time employees (M-employees as specified by the Shimamura Group) who possess the requisite ability and motivation can actively aim for higher positions. Moreover, we treat the employment based on this system as mid-career recruitment. The breakdown is shown below.

    Fiscal Year 2020 2021 2022 2023
    Number of new graduates hired Men 27 34 29 31
    Women 31 39 12 44
    Total 58 73 41 75
    Number of regular part-time employees appointed to a full-time employee Men 0 1 0 0
    Women 57 73 105 82
    Total 57 74 105 82

    5 Work-life balance

    We have acquired the platinum certification, the highest category, in "the system to certify companies that ensure a diverse way of working" (a system in which the prefecture certifies companies, etc. that ensure a diverse way of working to balance work and family affairs) in Saitama Prefecture.

    Childcare leave and nursing care leave(full-time employees, regular employees (part-timers) and part-time employees)The Shimamura Group has established systems to support employees who work while balancing their career, childcare, and nursing care.
    Re-employment system(full-time employees only)Full-time employees who have been in management positions for more than 3 years and who will retire due to marriage, childbirth, childcare, nursing care, or transfer of their spouse can apply in advance at the time of retirement for use of the re-employment system for a period of 10 years after their retirement.

    Next-generation child-raising plan
    The Act on Advancement of Measures to Support Raising Next-Generation Children was put into effect on April 1, 2005. The Act enacted promotion to create an optimal social environment for raising children who will serve as leaders in the next generation. The Act also requires corporations to establish a working system for a balance between career and child-raising.
    In accordance with this Act, the Shimamura Group has formulated the "next-generation child-raising plan" and is promoting continuous efforts.

    〈Action plan〉
    1. Period
       From April 1, 2020 to March 31, 2025
    2. FY2022 action plan (third year of a five-year plan)
      1. ①Improve systems for the purpose of increasing the number of managers who use the shortened working hour system for childcare.
      2. ②Compile statistics on actual monthly working hours at each department of the head office and provide information to department heads.
    3. Specific initiatives for FY2022
      1. ①Improve systems to promote the shortened working hour system for childcare among managers.
      2. ②Compile statistics on actual monthly working hours at each department of the head office and provide information to department heads.
        We will encourage each department head to ascertain actual conditions and promote work-style reforms on a departmental basis.
    4. FY2023 action plan ( fourth year of a five-year plan)
      1. ①We will make them aware of our system so that they can balance work and family life.
      2. ②Compile statistics on actual monthly working hours at each department of the head office and provide information to department heads.
    5. Specific initiatives for FY2023
      1. ①We disseminate the information on"the shortened working hour system for childcare." "the system to allow children to stay in store lounges" and "the nursery school introduction service: Childcare future Concierge"
      2. ②Compile statistics on actual monthly working hours at each department of the head office and provide information to department heads.
        We will encourage each department head to ascertain actual conditions and promote work-style reforms on a departmental basis.
    6. FY2024 action plan ( Fifth year of a five-year plan)
      1. ①We inform our employees of our programs so that they can balance their work and family lives.
      2. ②We prepare statistics on the actual monthly working hours and the rate of paid leave taken at each department of the head office. We then provide that information to department heads.
    7. Specific initiatives for FY2024
      1. ① We inform our employees of our programs including the shortened working hour system for childcare, the system to allow children to stay in store lounges, nursery school introduction service "Childcare future Concierge," Ms employees and special leave I.
      2. ②We prepare statistics on the actual monthly working hours and the rate of paid leave taken at each department of the head office. We then provide that information to department heads.
        We will encourage department heads to understand the actual situation and promote work style reforms at the department level.

    6 Benefits

    Home base system (full-time employees only)
    Although personnel reshuffles are basically made according to the aptitude of employees, we will give the utmost consideration to the home base (address where daily life is based) specified by the employee when making personnel assignments.
    Support systems for employees who work away from home (full-time employees only)
    Employees working away from their home base may qualify for the following assistance:
    ①Rent subsidy
    ②Payment of transportation expenses for returning to the home base (with an upper limit)
    ③Payment of moving costs associated with the transfer
    Systems for asset-building saving and employee shareholding association (full-time employees and regular employees (part-timers) only)
    With the aim of assisting in long-term asset formation by employees, incentives are subsidized for the reserved amount specified by the employee which is deducted from monthly salary.
    Employee shopping benefit system (full-time employees, regular employees (part-timers) and part-time employees)
    Employees and their family members will receive a 10% discount when purchasing products at Shimamura Group stores. (maximum of 24 times a year)
    Autumn party (full-time employees and regular employees (part-timers) only)
    The Shimamura Group organizes Autumn parties to thank employees for their hard work and to promote mutual communication.
    Benefit Station, a paid membership service
    Shimamura Group is a member of "Benefit Station," a membership-based employee benefit service operated by Benefit One, which provides employees and their family members up to the second degree of kinship with discount services and point rewards.

    7 Occupational safety and health

    Health Committee/Safety and Health Committee
    The Shimamura Group takes action to ensure that employees can work in good health and with peace of mind in all workplaces.
    Every month, the Health Committee and Safety and Health Committee hold meetings to investigate and deliberate on health management and the prevention of occupational accidents. The committees are mainly composed of health supervisors and industrial physicians.
    Occupational accident prevention
    Once a month, the executive officers in charge report on cases of occupational accidents at a Management Meeting. All executive officers share information on preventing occupational accidents and discuss countermeasures. Furthermore, all store managers share information on work-related accident cases at monthly meetings of store managers. Store managers use videos to explain example cases of occupational accidents to store employees, and all employees strive to prevent the occurrence of occupational accidents.
    Management of long working hours/Stress checks
    In order to prevent illnesses and mental disorders caused by overwork and stress, the Shimamura Group has established a stress check system and has industrial physicians oversee the management of long working hours.

    8 Business efficiency

    Improvement proposal system

    The improvement proposal system is an indispensable mechanism for ensuring that work-related manuals remain relevant in all eras. The constant refinement of manuals is extremely important in order to achieve business optimization. In the Shimamura Group, about 10,000 improvement proposals are submitted by all employees every year. We examine and test each proposal, and continuously update the results into new manuals every month. Operations are constantly improved to match current conditions, and low-cost operation is supported.

    Improving business efficiency by introducing RPA (business automation software)
    The Accounting Department has introduced RPA. It is optimizing operations by automating calculations, checks and other work.
    The Merchandise Department also introduced it in FY2021 and is optimizing operations by automating analysis work.