Our Group believes that incorporating diverse personalities and transforming them into organizational strength is essential for achieving sustainable growth. We are committed to creating an environment where all employees can utilize their unique characteristics and play an active role. In particular, promoting the active participation of women, who account for more than half of the Group's total workforce, is essential for our growth. To support this, we are advancing various initiatives. Specifically, we have introduced initiatives such as workplace environment improvements and workstyle reforms, internal and external networking activities, and unconscious bias training. In addition, starting in May 2026, we will introduce an internal mentoring program in which female executives and general managers with diverse backgrounds and experience serve as mentors to support the medium- to long-term career development of junior employees.

Appointment of Female Managers

As a result of actively promoting the appointment of female managers based on our efforts to improve the workplace environment and reform work styles, the share of women in management positions has steadily increased.

Linkage to Officer Remuneration

As a non-financial indicator of performance-linked stock-based officer remuneration, we set the “share of women in management positions,” which is also linked to a materiality KPI to clarify the management’s responsibility for achieving the target.

Appointment of Female Directors

Out of our 10 board members, four are women (4 external), representing a female ratio of 40% (as of May 31, 2026).

Status of Women in Management Positions in the JFR Group (Consolidated)

(as of the end of February 2026)

*The ratio of female employees on a consolidated basis is 54.0%.

Action Plan on Women's Empowerment Promotion

The Group has formulated and announced an action plan for each operating company in accordance with the Act on the Promotion of Women's Participation and Advancement in the Workplace, with the aim of enabling employees to balance work and child care and allowing all employees to fully demonstrate their abilities.

Number of New Employees of J. Front Retailing (FY2026)

*Percentage of female employees of total new employees: 71.1%

Career training for female employees

Since FY2018, the Group has been holding the JFR Women’s School to provide training for female employees working shorter hours to help them balance work and childcare. The aim is to help the women maximize their potential during the limited working time. In 2022, the scope of the program was expanded to include a new type of training called “Career Forum” for women who are expected to play an active role in the future. The forum is held annually to cultivate leadership skills and the mindset needed to become a manager.

Creation of a Pleasant Working Environment for Women

From the perspective of ease of working, various systems are in place as listed below and we will improve such systems and take measures to help women perform better and increase productivity.

Daimaru Matsuzakaya Department Stores Childcare-related systems at Daimaru Matsuzakaya Department Store which exceed statutory requirements
・Childcare leave Up to the last day of the month in which a child enters elementary school (Statuary maximum: up to 2 years of age)
・Shortened working hours for childcare Up until the last day of the month in which the child enters junior high school (Statutory maximum: up to three years of age)
・Sick/injured childcare leave: paid (paid leave not required by law)
・Childcare support leave: up to three days a year, regardless of the number of children, until the last day of the month when the child enters elementary school (not required by law)
・Spousal maternity leave: one-day pay (not required by law)

*External recognition about promoting women's empowerment

*Percentage of length of service of female employees in composition to male employees: 81.2%

Systems that support the active participation of women

*1 Exemption from overtime work is available until the child is 3 years old, and from the age of 3 until the end of the month in which the child starts elementary school.
* Managed in different ways depending on the operating company.

Encouraging male employees to take childcare leave

The Group aims to create an environment in which each employee can balance work and family life while enjoying a fulfilling and rewarding career without being constrained by conventional gender roles to realize Well-Being Life for employees. J. Front Retailing and Daimaru Matsuzakaya Department Stores provide “childcare participation incentives” based on the number of days of postnatal father childcare leave taken at birth, as well as childcare support leave (three days of leave per year for employees with children up to the end of the month in which the child enters elementary school) that can be taken regardless of gender. PARCO also provides incentives to employees who take childcare leave, regardless of gender, to encourage their active participation in childcare.

Percentage of male employees taking childcare leave (consolidated)

*Third-party assurance from LRQA Limited.
*Target for FY2026: 95%

Percentage of male employees taking childcare leave by company (%)

Wage differences between men and women

The Group aims to narrow the gender wage gap by strengthening its efforts to prevent career loss through employee career development and training for women and management.

Wage differences between men and women in the JFR Group^* (consolidated)

Ratio of gender pay gap (%)

Wage differences between men and women by operating company

(Notes and Explanation)
Period covered: FY2025 (March 1, 2025 to February 28, 2026)
Wages: excluding commuter allowance, etc.
Regular employee: Employees (including employees seconded outside the company)
Non-regular employee: full-time employees, partners, contract workers, retirees rehired on contract basis
*Difference in wages of men and women = average annual wage of women/average annual wage of men × 100 (%)

Empowering diverse human resources to shine

• Human resources Strategy

• Promoting Women's Empowerment

• Employment of Disabled People

• Promotion of the Elderly Empowerment

• Actions on LGBT Issues

• Human Rights and Labor-Management Relations

• Initiatives to Realize Work-Life Integration

• Promoting Health and Productivity Management

• Support to Help Employees Develop Their Careers

• Social Data

• Acquisition of Third-Party Assurance