SUSTAINABILITY Employee Relations

Training System

Supporting the Career Development of Employees

Our training program is based on Lawson's corporate and business strategies, and delivers high-level skills needed for various job types and positions. The ultimate goal is to foster headquarters employees' ability to think, act, and grow autonomously as we work together toward the development of next-generation convenience store business models. To this end, we provide continuous and systematic support to the entire staff of the Lawson Group.

Overview of Training System

Main Content of Training

Human Rights and Diversity Training

We hold human rights and diversity training once a year for all employees to ensure that they have a correct understanding of issues relating to discrimination, prejudice and harassment, and are able to act in a considerate manner towards one another.

SDGs Training

We hold SDGs training once a year for all employees with the aim of helping them understand the Lawson Group's efforts to achieve the Sustainable Development Goals (SDGs) and link them to action.

Compliance and Risk Training

We hold compliance and risk training once a year for all employees with the aim of making them aware of compliance and risk management in their daily work, and enabling them to act appropriately.

Labor Management Training

We hold labor management training once a year for all employees to allow them to acquire basic knowledge on correct work styles and labor management. In addition, we also hold labor management training for managers once a year to ensure that they are able to properly manage the labor of their subordinates.

LOCP (Lawson Open Challenge Program)

In order to create a corporate culture in which each and every employee raises his or her own hand and takes the initiative in self-development, we operate a system to support self-development for career development. We provide subsidies for self-education and introduce services that are useful for self-education, such as correspondence courses, commuting courses, external seminars, purchase of study materials, and magazine subscriptions.

●List of main training programs

Name of training Target employees Frequency of training Aims of training Main subjects covered
in training		 Number of
participants
per year
Training for new employees
Initial training for new employees joining the company. New employees joining the company. Once a year (1) Understanding Lawson's philosophy, vision, and basic systems and structures(2) Change of consciousness from "student to working adult (Lawson employee)" and "working adult to business person" Company profile and strategy, Group Philosophy, various personnel and labor systems, compliance, business manners, franchise business, The Three Essential Practices, commerce, etc. 216
Training for new employees joining the company New employees joining the company (first year) 3 times a year As a Lawson employee and member of society:
(1) Improve and maintain attitude toward work and customers(2) Acquire business manners, knowledge and skills		 Sales floor development, hygiene management, money management, C&R management, communication, work procedures, labor management, etc. 209
Initial training for new employees joining the company at other times of the year
(STEP 1)		 New employees joining the company at other times of the year
*All departments and positions		 7 times a year (1) Understanding of the company organization, systems and Group Philosophy(2) Understanding of the franchise business(3) Understanding of store management Company profile and strategy, Group Philosophy, various personnel and labor systems, business models, The Three Essential Practices, compliance, etc. 73
Initial training for new employees joining the company at other times of the year
(STEP 2 and STEP 3)		 New employees joining the company at other times of the year
*SV candidates		 Twice a year Acquire the basic knowledge and skills necessary to be a Lawson employee The Three Essential Practices, sales floor development, labor management, money management, inventory, settlement sheets, monthly planning, etc. Step 2
5
Step 3
10
Job-specific training
Training before promotion to SV Assistant Supervisors (ASV) 6 times a year Acquire the knowledge and skills necessary to provide management guidance as a supervisor Management guidance flow for solving individual franchise store issues, problem-solving techniques, practical guidance, and a test to confirm mastery 160
AMD Training
From the month of appointment to the following month		 Assistant Merchandisers (AMD) Twice a year Acquire the knowledge and skills necessary for product headquarters operations for newly assigned AMD staff ・Confirmation of the roles and activities of each department within headquarters・Acquire specialized knowledge of related departments such as legal affairs related to operations・Process confirmation training at VDR and distribution centers (CDC, DDC, FDC) 4 weeks for all processes 48
AMD Training
(Follow-up consultation)
3 months after appointment		 Assistant Merchandisers (AMD) Twice a year To encourage employees to push forward with their assigned tasks after being assigned to the product headquarters (AMD and staff) by resolving problems such as work being out of their comfort zone or not knowing how to proceed with confirmation. Organize assigned tasks, discuss issues, and explain AMD checklist items 26
AMD Training
(Follow-up consultation)
6 months after appointment		 Assistant Merchandisers (AMD) Twice a year To have employees who have been assigned to the Product Division (AMD Staff) for six months work to resolve issues in learning MD skills throughout the year. Lecture on a series of MD tasks, and refresher course on essential knowledge (master, etc.)
Inventory of skills checklist, confirmation of mastery on a yearly basis		 26
ARFC training Assistant Recruitment Field Counselors (ARFC) Twice a year Acquisition of knowledge and skills required for promotion to RFC for newly assigned ARFCs STEP 1: RFC business overview, area strategy, town layout, system and action management
STEP 2: Property survey, property assembly and negotiation, request for approval and contract, process management		 Around 10
Training by job level
Training for new managers Managerial appointees Twice a year (1) Further reinforcement of compliance and risk management systems(2) Acquire the roles, knowledge, and skills necessary to achieve goals through subordinates What is expected of managers with subordinates, legal-related risk management, compliance and risk management, labor management, evaluation system, management 61
*No. of participants in FY2020
Employee training
Career design training Employees who reach the age of 53 2 to 4 times a year Have employees reconsider their career from various perspectives, including work, health, leisure, and money, and think about their future career independently About the personnel system that will apply to them in the future, as well as about life plans, money plans, health and leisure, and career plans 39
*No. of participants in FY2020
Human rights and diversity training All employees Once a year (1) Promoting correct understanding of discrimination, prejudice and harassment(2) Deepening understanding of diversity and enabling people to act with consideration for one another Basic knowledge of human rights and diversity, understanding of diverse populations, harassment, unconscious bias, psychological safety All employees
SDGs training All employees Once a year To understand the Lawson Group's efforts to realize the Sustainable Development Goals (SDGs) and link them to action Basic knowledge about SDGs, issues and initiatives in the company All employees
Compliance and risk training All employees Once a year To be aware of compliance and risk management in daily work and be able to act appropriately Basic knowledge of compliance and risk management, sharing of case studies, how to be prepared and respond in work All employees
Labor management training All employees Once a year Acquire basic knowledge of correct work styles and labor management Basic knowledge of daily working style and working hours, work plans, work reports All employees
Labor management training for managers Managers Once a year Acquire the mindset and basic knowledge of labor management for subordinates, and realize appropriate labor management Basic knowledge of labor management, understanding of working hours, concept of overtime work, work plans Managers
Remote work training Required for remote work applicants
(All employees can take this course)		 Once a year Understand the remote work system and learn how to work remotely Purposes and effects of remote work, details of remote work system and how to apply for it, notes and rules on how to work remotely 4,279
*No. of participants in FY2020

Training for Affiliate Stores (BMC Training)

We provide BMC training for affiliate stores that are just starting out in business, to help them learn the principles, concepts, and operations for a smooth start in store management and sales. A total of 448 people take this course annually.




PAGE TOP