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Investments in Human Resources to Stimulate New Growth

Recognizing that human resources devoted to aiding customers are the greatest driver behind the creation of corporate value, MARUI GROUP respects diverse employee values and is proactively conducting investments in the recruitment and development of human resources to cultivate an environment in which all employees can feel energized and continue growing.

Monitoring of Investments for Recruiting and Developing Human Resources

Recognizing that human resources are the greatest driver behind the creation of corporate value, MARUI GROUP conducts investments in the recruitment and development of human resources.

Profession Change Framework

MARUI GROUP has been implementing its profession change system since April 2013 with the aim of fostering the diversity of individual talents. Through this shared Groupwide system, we conduct personnel relocations that place employees in different divisions or Group companies. It is common for people, after having worked in a single profession for a number of years, to go about their jobs without putting much thought into their practices. Profession changes provide an opportunity for employees to break away from their sense of normalcy and escape preconceptions to better practice a customer-first mentality and discover new ways of responding to customer needs.

For example, when a member of our sales staff positioned in a sales office undergoes a profession change placing them in the FinTech business at EPOS Card, they are able to provide service in their new capacity while calling upon the retailing perspective they cultivated previously. Such cross-organizational utilization of talent contributes to improved productivity for the Group. The number of people changing professions is rising at sales offices, where staff members are increasingly relocating to sales floors for different products. A new sales floor results in interaction with new customers, which in turn leads to new discoveries.

Total Number of Employees Changing Positions between Group Companies

  2014 2015 2016 2017 2018
Employees changing positions 383 552 404 431 343
Aggregate total 670 1,222 1,626 2,057 2,400

Totals for number of employees changing positions in April and October of each year

Opportunities to Think About Career Development

As of April 2019, a total of 2,400 employees (or approximately 52% of all Group employees) had undergone relocations to different Group companies. To promote profession changes and provide an opportunity for employees to think about their careers, the Company holds Job Forum events once every six months. In these forums, employees from different Group companies that have experienced various positions explain their motivation toward their job and other work experiences. As one facet of these Job Forum events, individual consultation events are held for each Group company. Furthermore, we distribute Job Books to all employees and otherwise support them in undertaking changes to new positions in order to stimulate their personal growth.

  • Job Forums
    Events at which employees from different Group companies explain their motivation toward their job and other work experiences
  • Individual Consultation Events
    Individual consultation events at which employees from each Group company can be asked questions about their job and otherwise consulted
  • Job Book
    Booklet containing business and job descriptions from various divisions at Group companies as well as messages from employees working therein

Post-Profession Change Satisfaction Survey

In November 2016, the Personnel Division conducted a survey of 2,000 employees that had undergone profession changes to gather information on their experiences.

Corporate Culture of Encouraging Voluntary Participation

MARUI GROUP's corporate philosophy calls for us to "continue evolving to better aid our customers" and "equate the development of our people with the development of our company." Based on this philosophy, we have established Groupwide committees and project teams with members recruited through open application. As of September 30, 2017, approximately 4,500 employees (around 70% of the total number of Group employees) have volunteered to participate in such forums, where they deepen their understanding of the corporate philosophy through dialogue while examining themes that are important to the Group's management.

Activities of the Medium-Term Management Visionary Committee

The Medium-Term Management Visionary Committee is a forum for discussing various topics that will be important to the future of Group management. In the past, meetings were primarily focused on explanations of management policies and other such matters. However, topics are now selected that require a medium-term perspective and for which initiatives will be advanced with a timeline of three-to-five years. While this committee was previously only open to members of Group management, from January 2016 any interested employee is able to apply for participation, and meetings have been held almost every month since. Active discussion is conducted among members that are selected from the approximately 1,000 applications received for each meeting. Furthermore, we regularly invite outside lecturers to conduct special lectures.

Lively question-and-answer sessions held after each lecture

2019 Committee Meeting Discussion Topics
  • Feb.Happiness × AI—Special lecture
    Seven Paradigm Shifts as the World Undergoes Digital Convergence—Special lecture
  • Mar.Insurance and Financial Inclusion—Special lecture
  • Jun.Background for Direct-to-Consumer Brands, Physical Stores in a Digital Society, and Retail as a Service—Special lecture
  • Jul.Japan's First Employee-Driven Effort to Source 100% of Electricity from Renewable Power with Visibility of Producers: Familiarity with the SDGs through the Outlet via the World's First Venture Combining Power and Blockchain—Special lecture
  • Oct.Equality of Opportunities Realized through Access to Financial Services—Special lecture
  • Nov.Activity report by ultralong-term management research committee (small meeting) and information sharing through in-house presentations
2018 Committee Meeting Discussion Topics
  • Jan.Corporate Strategies for Realizing a Sustainable Society—Special lecture
  • Feb.Survey report of long-term business trends—In-house presentation
    Hello! Miraijin—A Look at the Sensibilities of the Future
  • MaySingularity and Exponential Thinking: Characteristics of Companies
    and People That Can Survive in Volatile Times—Special lecture
  • Jun.Medium-term management plan for Retailing segment
    Medium-term management plan for FinTech segment
    Small meeting regarding financial results for the fiscal year ended March 31, 2018
  • Jul.Long-Term Operating Environment and Impact on MARUI GROUP—Special lecture
  • Aug.Report on long-term business trend survey and information sharing through in-house presentations
  • Sep.Joy Brought to Customers through Cumulative Investment—Special lecture
  • Oct.Activity report by ultralong-term management research committee and information sharing through in-house presentations
  • Nov.Advent of After Digital World: Essence of Digitization—Special lecture
  • Dec.Sustainability × Business: Companies Only Engaged in Social Businesses—Special lecture
2017 Committee Meeting Discussion Topics
  • Jan.Distribution industry as seen through trends in China, the United States, and Japan, special lecture
  • Apr.Social environment as it pertains to MARUI GROUP and future outlook
  • MayFuture created by the fashion business, special lecture
    Strategies for competing viewed as stories—requirements for effective strategies, special lecture
  • Jun.Medium-term management plan of Retailing business
    Medium-term management plan of FinTech business
  • Jul.A New Form of Financial Security and Future Potential—Special lecture
    Report on findings of New York observation tour—Presentation for sharing information within the Company
  • Aug.Long-term operating environment changes and new growth initiatives
    Small meeting regarding financial results for the fiscal year ended March 31, 2017
  • Sep.MARUI GROUP's ESG: Forward-Looking Initiatives for Transforming Our Main Business into a Socially Contributing Undertaking—Special lecture
  • Oct.The Digital Industrial Revolution: Era of Redefining Industries—Special lecture
  • Nov.Innovation Creation Approach Apparent in Global Management Practices—Special lecture
2016 Committee Meeting Discussion Topics
  • Jan.Corporate value as viewed by the market, special lecture Report on Activities of Credit Card Evolution Project Team
  • Feb.Accommodation of all customers—LGBT community, special lecture
  • Mar.Corporate value as viewed by the market 2, special lecture
  • Apr.Analysis of MARUI GROUP's operating environment and future projections
  • Jun.Medium-term management plan for Retailing segment
    Medium-term management plan for FinTech segment
    Report on anime business activities
  • Jul.Hakata Marui co-creation initiatives
    Report on interactions with investors (investor relations activity report)
  • Sep.Report on Rakuchin Kirei series shoes try-on store initiatives
    Information on pants-related initiatives of new ru brand
  • Oct.Vision for the world realized through FinTech and MARUI GROUP's business therein, special lecture
  • Dec.Retail industry and MARUI GROUP as viewed by a business columnist, special lecture

Mutual Communication Application

In April 2017, the Medium-Term Management Visionary Committee tested PingPong, a smartphone application that allows for the real-time administration of surveys and sharing of results. On the day this application was tested, it was downloaded by 305 committee participants. By allowing employees to answer questions via their smartphones and then displaying responses on a screen before all participants to see, this application contributed to a more lively discussion on the topics of the social environment as it pertains to MARUI GROUP and the outlook for the future.

Input acquired from participants and presented in real time

Human Resources Development Committee

On the Human Resources Development Committee, the varied members, which include senior managing executive officers and outside lecturers, put their heads together to closely examine concepts pertaining to employee growth on both an individual and team level. In this manner, the committee implements a program in which leaders are cultivated through group discussion. The committee was established in 2010 with the aim of providing a venue for facilitating the growth of employees in order to contribute to the realization of the Group's corporate philosophy. Participants utilize the communication and problem-solving skills acquired on the committee to further team growth at their respective divisions.

Members with diverse backgrounds are receptive toward others' opinions as they seek to create new ideas

Committee on Catering to Customer Needs

The Committee on Catering to Customer Needs is a committee in which rotating members are recruited from among senior management and employees to participate for a period of roughly six months. Over the six years leading up to March 2017, an aggregate number of 411 employees have taken part in examining potential social changes and the future evolution of customer needs through this committee.

Deep examination of customer needs to learn as a team

Official Group Project Teams

Promoting diversity has been defined as one of the strategies of the medium-term management plan launched in the fiscal year ended March 31, 2015, and we are therefore pursuing diversity with regard to individual talents, gender, and age. One facet of our diversity initiatives is our official project teams, which are open to voluntary participation by employees from throughout the Group.

For Groupwide project teams, members are selected based on essays, rather than division, age, or position. Members examine important Group management topics through discussion. MARUI GROUP has defined three themes that are related to the Company or society as a whole from a medium-to-long-term perspective. After participating, members utilize the knowledge and ideas they gained to formulate and implement action plans for incorporating this insight into the business, procedures, or other aspects of their workplace. Project members are changed on an annual basis, producing a new set of autonomous employees with increased knowledge and awareness each year.

In the latter half of 2018, the name of the Healthcare Management Project Team was changed to the Wellness & Healthcare Management Project Team based on the concept of proactive healthcare management aimed at promoting wellness. In addition, the Marui Future Project Team and the Diversity Project Team were integrated to form the Diversity & Inclusion Project Team. The aim of this move was to promote receptiveness toward the diversity of all stakeholders, as opposed to just employees.

Venue for Experiencing Differences and Reforming Employee Awareness

MARUI GROUP has been holding Inclusion Fes events for employees and their families since 2017. These enjoyable, hands-on events draw nearly 1,700 participants each year. Among the attractions are booths and displays based on the theme of each Groupwide project team aimed at spreading understanding of their activities. In 2018, we sought to extend this understanding to stakeholders by arranging events open to participation by everyone, which were attended by investors and business partners.

The Inclusion Fes events held at Shinjuku Marui, Yurakucho Marui, and Marui City Yokohama saw participation by substantial numbers of customers and thereby made significant contributions to promoting understanding of inclusion.

  • Open-air, rooftop yoga workshop held in cooperation with yoga wear provider lululemon
  • Program that measures hemoglobin, weight, BMI, body fat, and other metrics and provides feedback in seconds
  • Workshop held through collaboration with Dream Factory Inc. offering instruction on relaxation and muscle training techniques using DOCTORAIR machines

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