The Isetan Mitsukoshi Group believes that people are the most important factor in achieving its management plan. In order for all employees to work toward the same goal, we consider employee satisfaction (job satisfaction and comfortable working environment), which leads to employee engagement, to be the most important foundation.
Our efforts to improve the engagement of each and every employee and to foster a relationship of trust with a wide range of stakeholders are based on the achievement of job satisfaction and a comfortable working environment for our employees, who are the basis of our corporate activities. We will continue to promote a variety of initiatives that help to solve a wide range of social issues, including contributing to human rights and diversity & inclusion.
We have set forth visions for the organization and individuals as goals for all employees so that the Isetan Mitsukoshi Group can achieve sustainable growth.
An organization in which all employees collaborate and contribute autonomously to inspire all stakeholders to become fans
Human resources who are able to create value with a broad range of responsiveness appropriate for a “special” department store-centered retail group, based on a business mindset, curiosity, and imagination
|Ratio of female managers
(Equivalent to section chief level,or above)
(as of April 1, 2022)
|33% *1||38% *1|
|Ratio of employees with disabilities||2.83% *2
(as of June 1, 2022)
|3.0% *2||3.5% *2|
|Percentage of male employees taking childcare leave||30.9% *3
|100% *3||100% *1|
|Companies achieving the average 1,700 total working hours per year||39.1% *4
|80% *4||100% *4|
|Employee satisfaction survey response rate||97%
*1 across the Group
*2 Isetan Mitsukoshi Ltd. and major Group companies in the Tokyo metropolitan area
*3 Isetan Mitsukoshi Ltd.
*4 target 23 Group companies
We believe that communication is the basis for all efforts toward improving employee satisfaction.
We will promote dialogue and discussion at all levels of relationships as shown below to foster unity.
Dialogue between top management and employees
▼ Penetration of management policies
Dialogue between middle management and unit members
▼ Improvement of each individual’s psychological safety
Communication between labor and management
▼ Improvement of workstyle and the quality of personnel systems
Dialogues between top management and employees are held to improve comprehension of management policies. The objective is to trigger changes in awareness and actions, for example, by providing an opportunity for participants to understand the management policies and put them to action, or for them to share an understanding of issues.
To hold as many dialogues as possible, they are held at two different levels.
● President with management-level staff (Stage A [general manager],
Stage B [section manager, sub-section manager])
● Directors with general employees (Stage C, Employees whose area to work is limited)
In FY2021, a total of about 30 dialogues with the president and about 230 dialogues with officers are planned.
Employees and their bosses regularly hold one-on-one meetings with the aim of bringing about a deeper understanding of each other’s personality and emotions and fostering employees who can think and act independently. Through these dialogues, the psychological safety of each individual will be boosted, resulting in job satisfaction and a comfortable working environment.
From FY2019, we have held seminars for Stage A (general manager) employees of Isetan Mitsukoshi Ltd. and Isetan Mitsukoshi Holdings to ensure that they correctly understand the objectives and significance of one-on-one dialogues and acquire the skills to listen to what unit members say.
We plan to educate all Stage A (general manager) employees (around 200 people), as well as Stage B (section manager, sub-section manager) employees who supervise junior staff (around 700 people) by FY2021.
From FY2022 onward, the initiative will be expanded to the entire group.
The Company recognizes the Isetan Mitsukoshi Group Labor Union as the only legitimate collective bargaining organization, and has set out that direct employees of all Group companies must, in principle, be members of this Union. Collective agreements have been concluded between 37 Group companies and 37 branches and chapters of the Union, and the agreements stipulate labor-management relations as well as personnel matters and labor conditions.
The Group holds labor-management consultations on personnel and wage systems, workstyles and work hour systems, and other issues throughout each year rather than negotiating in a short period of time, such as during the spring wage negotiations.
Discussions between the Group’s top management and the Union headquarters leaders, as well as between the heads of Group companies and Union branch leaders, are also held regularly and information is shared. Based on mutual understanding and a relationship of trust and cooperation, efforts are made toward smooth business operations and the maintenance and improvement of the working environment.
We have a mutually cooperative and positive labor-management relationship.
It is the social responsibility of a company to work towards “a society where people from all different backgrounds and positions can actively participate while realizing the significance of their existence and feeling happiness.”
We also believe that utilizing diverse human resources to stimulate innovation is directly linked to business growth in this time of uncertainty.
The Isetan Mitsukoshi Group is working to build a solid foundation for all employees to fully participate regardless of their gender, employment status, or other factors, so that we can provide an environment where diverse people can make the best of their ability.
By building an organization and environment where diverse values are respected, differences are recognized as valuable, and each individual can give full play to their abilities, we are improving employee satisfaction to turn our corporate strategies into reality.
About 70% of Group employees are females.
The active participation of females is essential both for future corporate growth (bringing strategy to life, promoting innovation) and in terms of the changing demographics. We will continue to press ahead with efforts to foster a corporate climate and individual awareness, in addition to enhancing systems and support measures, to create an environment in which women in all stages of life can reach their potentials while finding job satisfaction and working comfortably.
The creation of an environment where employees can actively participate regardless of gender has led to a yearly increase in the proportion of women in management positions. As the foundation for promoting the active participation of females, we have been enhancing our childcare-related benefits alongside the development of an environment that enables females to continue working after childbirth, and we have many females with children in management positions. As a result of these efforts, the average years of service of females has increased year by year.
Average years of service of females * Isetan Mitsukoshi Ltd.
In FY2020, females exceeded males in the numbers of candidates and passers of Stage B (section manager, sub-section manager) promotion assessment. The success rate was about the same for both males and females. (Share of females among all successful candidates in FY2020: 55%)
Number of employees in FY2021 * Group total
In April 2014, a female was appointed officer for the first time. Since then, the Group has continued to appoint females as officers from within and outside the Group.
Number of females serving as officers in FY2021
Hiring criteria have been established based on respect for diverse values. As a result, each year, females account for about half or more of all new graduate employees hired as generalists.
Number of new graduate employees hired as management trainees * Isetan Mitsukoshi Ltd.
◆ Ministry of Economy, Trade and Industry: Diversity Management Selection 100 (2015)
◆ Japan Productivity Center: Working Women Empowerment Award, Award of Excellence (2016)
◆ Cabinet Office: Leading Companies Where Women Shine 2018, Minister of State for Special Missions (equal gender participation) Award
◆ “Kurumin” certification (2014)
◆ “Eruboshi” certification (2016)
In the Isetan Mitsukoshi Group Corporate Code of Ethics and the Isetan Mitsukoshi Group Human Rights Policy, which are the everyday codes of conduct for each and every employee of the Group, we clearly state that we respect human rights and diversity and prohibit discrimination based on gender and sexual orientation.
We will actively promote LGBTQ+ initiatives to create an environment in which each individual can fully demonstrate his or her individuality and abilities, and to realize diversity not only among employees but also among all stakeholders.
The Group hires people regardless of their nationality in line with our personnel requirements. Over the past six years, we have hired 59 foreign nationals as new graduate employees, and we plan to continue doing so.
In order to drive innovation by actively incorporating new ideas, skills, and expertise, we promote the active participation of personnel from outside the Group. There is also a system for Group employees to be temporarily transferred to a different organization.
Number of external personnel
The Isetan Mitsukoshi Group established “The Isetan Mitsukoshi Group Human Rights Policy” in November 2018 in conformity with the United Nations’ Guiding Principles on Business and Human Rights as well as Keidanren’s Charter of Corporate Behavior. The Human Rights Policy intends to ensure that the Group respects the human rights of its customers, employees, business partners, local communities, and other various stakeholders involved in our business activities.
In addition, the Group is a member of the Industrial Federation for Human Rights, Tokyo, in which around 120 companies participate. This allows us to gather information on the latest issues and initiatives for human rights, while also exchanging knowledge with other members, enabling us to better protect human rights.
We have recently been focusing on initiatives to eliminate harassment. While checking the situation within the Group, we provide conventional employee training and create and distribute internal documents, combining them with e-learning and other means to enhance awareness-raising activities based on employee characteristics. Efforts on human rights will be strengthened going forward, not only among our own employees, but also as an issue for the entire supply chain.
We are pursuing various initiatives to ensure that employees can work in good health, in both mind and body.
To ensure that employees can work in good health, the Group provides annual health examinations. The examinations are tailored to each employee’s condition, with regular checkups conducted on items outside of those required by laws and the content of checkups changed depending on age. Starting from the year in which one turns 40, they get full-body checkups every five years.
Procedures for post-examination care have also been established. By providing attentive care, we support the health management of each of our employees.
Employees getting health checkups * Group total
Isetan Mitsukoshi Ltd. has assigned one full-time occupational health physician each to both Shinjuku and Nihombashi stores. In cooperation with seven part-time occupational health physicians, they review employees’ health examination results and verify the Company’s safety and health system. Employees can make appointments with the physicians to discuss their checkup results or health concerns. There are also physicians specializing in mental health, who attend to the management of physical and mental health.
Isetan Mitsukoshi Ltd. verifies the state of occupational accidents as well as the implementation status of remedial measures together with the Labor Union. Through such means as checks during workplace inspections, we are endeavoring to prevent occupational accidents from happening in cooperation with occupational physicians.
As a joint meeting with the Labor Union, we hold Central Health and Safety Committee meetings twice annually. The Committee checks on the conditions of occupational accidents that have occurred within the company across workplace boundaries and shares remedial measures to prevent a recurrence, while also holding discussions based on themes defined in line with the timing of each meeting to raise the adequacy of its initiatives.
Stress checks are used across the Group as an opportunity to assess the level of stress of the organization. Isetan Mitsukoshi Ltd. conducted stress checks in August 2014, before they became legally required. From FY2016, stress checks have expanded to encompass the entire Group, and the level of organizational vitality is made visible for the Group as a whole, each Group company, and each subunit.
In addition to notifying employees of their results, those in management positions also receive feedback on the results for the organization so that they can be utilized to improve the organization.
Employees getting stress checks
To prevent administrative leaves and other results of mental health problems in advance, we have established contact points for consultation both inside and outside the company to encourage employees to discuss their problems early on. And for employees taking leaves of absence, we have in place a system that allows for the adjustment of work hours and duties for gradually returning to regular work duties.
“Halftime” is a system for employees to casually consult health personnel of the Company on their physical condition and other health-related matters. Depending on the situation, employees are referred to occupational physicians or medical institutions.
Number of “Halftime” users * Isetan Mitsukoshi Ltd.
Unlike “Halftime,” which is mostly for consultations on physical condition, the Counseling Room has been set up for employees to consult occupational counselors on workplace problems and harassment-related issues.
This is a system for supporting the return to work of employees who took administrative leaves for mental health reasons. Protective work conditions (no overtime, short work hours) are defined, and an environment that ensures a smooth and gradual return to work is in place.
Support systems and Commitment * Isetan Mitsukoshi Ltd.