Society

2 Educational systems

For a company to grow, the growth of each and every employee is essential. At Shimamura Group, we clearly define the capabilities we expect from our employees, and by creating and managing a training system to develop those capabilities, we encourage the self-directed growth of our employees.

・Shimamura capability-building model
The Shimamura Group has defined the capabilities (knowledge, skills, thinking, competencies) necessary for employees to achieve results as the "Shimamura capability-building model." We develop the capabilities of our employees by creating an environment in which they can learn these capabilities in a systematic manner.

Training system
Our training system is built on four cornerstones: "level-specific training," "department-specific training," "general training," and "self-development support."

• ①Education by rank
  We provide training for full-time employees according to their rank (graduates, supervisors, senior managers, and department heads) to improve their knowledge and skills.
• ②Education by department
  In each department's training, employees learn the basic concepts of work, how to proceed with work, and the knowledge and skills necessary to perform their duties.
• ③Common
  ・Anti-harassment training
  　We provide harassment training to prevent the occurrence of discrimination and harassment.
  ・Information security education
  　We provide information security education and training.
  ・ESG education
  　To promote Shimamura's ESG responsiveness, we run ESG training and have all employees work to address ESG issues.
• ④Self-development support
  ・Correspondence education
  　Distance training is offered to all employees (excluding part-time employees) to enable them to acquire a wide range of knowledge.
  ・Qualification support system
  　We have established a qualification support system for full-time employees to encourage employees to take the initiative in learning.

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)

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.

Work-life balance support for those raising children or nursing family members
The Shimamura Group has systems in place to support employees who are balancing work with childcare or nursing care.

Examples of systems related to pregnancy, childbirth, and childcare

Name	Content	Statutory standards	Voluntary standards
Maternity leave	Pre- and post-natal leave system	Can be taken from 6 weeks before to 8 weeks after giving birth	Can be taken as defined by law
Childcare leave at time of birth	A leave system aimed at encouraging men to participate in childcare after their child's birth	Spouses can take up to four weeks (28 days) of leave within eight weeks of their child's birth	Can be taken as defined by law
Spousal parental leave	A leave system aimed at increasing men's participation in childcare after their child's birth	No legal requirement	Spouses can take ten days of leave within one year of their child's birth (paid)
Long-term childcare leave	A leave system available to both men and women for raising children	In principle, leave can be taken up to the day before the child's first birthday (can be extended up to the age of two depending on the circumstances)	When the child has reached 18 months of age, leave can be extended until the latter of the following April 15th or the day before the child's second birthday
Shortened working hours for childcare	A system for shortened working hours to balance work and childcare	Employees who are raising children up to the age of three have a six-hour working day in principle	Employees raising children can shorten their working hours by one or two hours until the start of elementary school
Short-term childcare leave	Can be taken up until the child completes the third grade of elementary school, for reasons such as nursing a sick child, accompanying them to vaccinations or health checkups, when classes are cancelled due to infectious diseases, and events such as entrance and graduation ceremonies	Up to five days of leave can be taken by an employee each year for children who have not completed third grade of elementary school, and can be taken in hourly increments	・For children who have not completed third grade of elementary school, leave can be taken to attend events the child participates in, nursing them when sick, accompanying them to various appointments, transporting them, and watching over them ・An employee can take up to 20 days of leave each year (unpaid), and can be taken in hourly increments
Work-childcare balance leave	Leave can be taken for any reason related to child raising for children from age 3 until the start of elementary school	Up to ten days of leave can be taken by an employee each year for children from age 3 until the start of elementary school, and can be taken in hourly increments
Children's use of the break room	The break room at stores can be used from after (or during) after-school childcare until the employee finishes work	No legal requirement	Can be used by elementary school students from 1st to 6th grade

Examples of systems related to nursing care for relatives

Name	Content	Statutory standards	Voluntary standards
Long-term nursing care leave	A leave system to provide long-term nursing care to a family member who requires care	Up to 93 days can be taken per eligible family member	Can be taken as defined by law
Short-term nursing care leave	A leave system to provide short-term nursing care to a family member who requires care	Up to 40 hours per year per eligible family member can be taken in hourly increments	Can be taken as defined by law
Shortened working hours for nursing care	A system for shortened working hours to provide nursing care to a family member who requires care	The system can be used for up to three years per eligible family member, and allows working time to be shortened by one hour per day	Can be taken as defined by law

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 based on the Act on Advancement of Measures to Support Raising Next-Generation Children

"General Employer Action Plan" based on the Act on Advancement of
Measures to Support Raising Next-Generation Children: PDF