Evolution of Value Creation Sources
Value creation at Shiseido centers around two important business resources:
diverse professionals and beauty innovation.
These resources have never ceased evolving throughout our history and are indispensable sources of our value creation as well as value drivers for further growth.


Evolution of Our Initiatives

Our People Strategy

People are a company’s most important asset and the driving force of change. Our PEOPLE FIRST concept has been at the heart of Shiseido since its founding. Shiseido has continued to evolve its human capital strategies to adapt to changes so that our employees can maximize their potential.

  • 1931
    • Shiseido Assembly of Sales Companies held to emphasize the importance of people during the economic downturn following the Great Depression
  • 1934
    • Miss Shiseido promotional campaign launched as a forerunner to today’s beauty consultants
  • 1993
    • Job Challenge system introduced
  • 2014
    • PEOPLE FIRST positioned as a key strategy in our medium-to-long-term strategy VISION 2020
  • 2020
    • TRUST 8 Competencies formulated to serve as working principles to be shared by all Shiseido employees
    • Job-grade-based HR system introduced in Japan for managerial positions and rank-and-file employees
  • 2021
    • New management system of Executive Officers introduced
    • Performance Management System introduced for all Shiseido Group employees
    • TRUST 8 Competencies introduced as part of performance evaluation
  • 2022
    • Global Grade System introduced to serve as a common framework for the Shiseido Group

Diversity & Inclusion

The spirit of diversity and inclusion (D&I) is engraved in the foundation of Shiseido. We have led the way in Japan by establishing various systems and implementing progressive initiatives to create new value and to strengthen our organizational capabilities.

  • 1980s
    • Several systems implemented to improve the working environment for female employees
  • 2006
    • System introduced to re-hire experienced employees after they reach retirement age at 60
  • 2008
    • First female Representative Director and Corporate Officer appointed
  • 2017
    • Rules of Employment amended so that employees with same-sex partners can receive equal treatment, including employee benefits, in the same way as those with partners of the opposite sex
    • Ratio of female managers in Japan reaches 30%
  • 2018
    • English becomes the official language at Global Headquarters
  • 2019
    • President and CEO Masahiko Uotani appointed as the first chair of the 30% Club Japan, which aims to increase the ratio of women among Japanese corporate board members
  • 2022
    • Chief D&I Officer position established

Working Styles

D&I implies that systems and workplace environments must suit a diverse range of working styles. We aim to create an environment where employees with various lifestyles and values, as well as different genders and nationalities, can fulfill their individual potential.

  • 1988
    • Flextime system introduced
  • 1990
    • Childcare leave system introduced
  • 1991
    • Childcare time system introduced
  • 1993
    • Social Studies Day Program introduced, under which employees receive special paid leave for volunteer activities
  • 1994
    • Early Retirement System introduced for employees aged 45 or older
  • 2003
    • Company daycare facility, Kangaroom Shiodome, opened
  • 2005
    • Shiseido begins offering paid short-term paternity leave
  • 2007
    • To support beauty consultants raising children, Shiseido begins employing Kangaroo Staff to cover sales counter operations in the evening hours
  • 2016
    • Remote work system introduced
  • 2017
    • Shiseido establishes joint venture KODOMOLOGY Co., Ltd. to promote childcare business
  • 2019
    • Office renovations to promote diverse working styles
  • 2021
    • Shiseido Hybrid Work Style introduced to provide tailored support for diverse working styles and maximize synergy between remote and in-office work

Professional Development

Shiseido actively invests in professional development, believing that our people are the most important asset for the company. While our professional development is built upon a personnel system, talent management, and career development support, we also focus on intensive education and training.

  • 1959
    • Shiseido Beauty Academy opens
  • 1986
    • Shiseido Academy of Beauty and Fashion (SABFA) opens
  • 2004
    • Global Beauty Consultant Contest held
  • 2007
    • Corporate university Ecole Shiseido opens
  • 2014
    • Marketing Academy (program for employees engaged in marketing to enhance their expertise) established
  • 2016
    • Shiseido Leadership Academy launched to train next-generation leaders
    • Initiative to send early-career employees to domestic/overseas MBA programs begins
    • SHISEIDO+ Digital Academy launched
    • Manager training started for all managers
  • 2017
    • NEXT LEADERSHIP SESSION for WOMEN training program launched to foster female leaders
    • Reverse mentoring program introduced
  • 2019
    • Business Foundation Skills Training launched
  • 2020
    • Expansion of female leader development programs: NEXT LEADERSHIP SESSION for WOMEN BASIC launched
    • Sales Academy (program for employees engaged in sales to enhance their expertise) established
  • 2020
    • Career workshops organized for all employees with the launch of job-grade-based HR system
  • 2021
    • Manager workshops introduced for leaders (People Managers) with the launch of job-grade-based HR system
    • Expansion of female leader development programs: launch of NEXT LEADERSHIP SESSION for WOMEN Advanced