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
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.
See Human resource development
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.
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
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
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.
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.
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.
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.
4 Diversity
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.
From August 21, 2024 to February 20, 2027
The ratio of women in management positions is low compared to the ratio of female employees.
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
73.3% (FY2023 results)
（Ratio of Women's Wages to Men's Wages）
※Reporting Period: February 2024 (March 2023 - February 2024)
※Supplement
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)
Additionally, the overall percentage of non-regular employees in our company is 84.5%. (As of February 20, 2024)
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 2.5%. 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
Takayanagi Store
Support Education Association
The Shimamura Group is working to increase the ratio of mid-career hires for full-time employees.
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.
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.
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.
From April 1, 2020 to March 31, 2025
We will encourage each department head to ascertain actual conditions and promote work-style reforms on a departmental basis.
We will encourage each department head to ascertain actual conditions and promote work-style reforms on a departmental basis.
We will encourage department heads to understand the actual situation and promote work style reforms at the department level.
6 Benefits
①Rent subsidy
②Payment of transportation expenses for returning to the home base (with an upper limit)
③Payment of moving costs associated with the transfer
7 Occupational safety and health
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.
8 Business efficiency
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.
The Merchandise Department also introduced it in FY2021 and is optimizing operations by automating analysis work.