Recruitment and Training, and Strengthening Store Managers and Organizational Capabilities
First written in FY2016. 7 of 14 entries say "Restated". Latest entry: 2026-10-05.
12 other companies' latest entry also says "Advanced".
- FY2025-H1AdvancedAnnual report
「The company also completed verification of the store model for the New In-Company Independence Program (鳥貴族パートナーズ事業), and under the New In-Company Independence Program (鳥貴族パートナーズ事業), produced its first 2 independent operators and opened "鳥貴族 前田家" in Aichi Prefecture and "鳥貴族 天神原家" in Osaka City.」
The company completed verification of the store model for the New In-Company Independence Program and produced its first 2 independent operators. The program has progressed to the opening of stores by the independent operators in Aichi Prefecture and Osaka City. - FY2024AdvancedAnnual report
「Specifically, the company supports employee development through level-based and selective training programs, using the shared values of "TORIKIWAY" as the foundation for training.」
In addition to its existing recruitment, level-based training and store manager training, the company has given concrete form to level-based training based on "TORIKIWAY," selective training and development through transfers as human capital measures. - FY2023AdvancedAnnual report
「The company considers recruiting personnel who understand and support the group's corporate philosophy to be its top priority, and will actively pursue both mid-career and graduate recruitment. It also aims to build an organization capable of responding flexibly to changes in the management environment by recruiting experienced personnel from outside the food-service industry as well. With regard to human resources training, it will enhance training programs tailored to each position and level. In particular, it will strengthen training programs for store managers at 鳥貴族, the group's core business, and work to further improve store operating capabilities.」
The company has reorganized its recruitment of personnel who support its philosophy, recruitment of experienced personnel, level-based training and store manager training as specific human resources measures to support group expansion. - FY2021RestatedAnnual report
「The company considers recruiting personnel who understand and support the group's corporate philosophy to be its top priority, and will actively pursue both mid-career and graduate recruitment. It also aims to build an organization capable of responding flexibly to changes in the management environment by recruiting experienced personnel from outside the food-service industry as well. With regard to human resources training, it will enhance training programs tailored to each position and level. In particular, it will strengthen training programs for store managers, who play a particularly important role, and work to further improve store operating capabilities.」
The company continues to make recruitment of personnel who support its philosophy, recruitment of experienced personnel, level-based training and store manager training ongoing priorities. - FY2019-Q3RestatedAnnual report
「To strengthen sales at existing stores, the company is focusing on improving customer value and strengthening its human capital base as priority issues, while also working to strengthen its earnings base.」
The company has reaffirmed strengthening its human capital base as a priority issue for increasing sales at existing stores and strengthening its earnings base. - FY2019-Q1RestatedAnnual report
「To strengthen sales at existing stores, the company is focusing on improving customer value and strengthening its human capital base as priority issues.」
The company continues to position strengthening its human capital base as a priority issue for increasing sales at existing stores. - FY2018AdvancedAnnual report
「The company continued to pursue active recruitment and improvements in the working environment, while expanding employee benefits focused on connections among employees and expanding its training programs, thereby working to strengthen its human capital base.」
The company states that it implemented recruitment activities, improvements in the working environment, and expansions of its employee benefits and training programs, giving concrete form to measures to strengthen its human capital base. - FY2018-Q3RestatedAnnual report
「Against this backdrop, we formulated a new medium-term management plan, “U-nobore Challenge 1000” (fiscal years ending July 2018 to July 2021). In the fiscal year ending July 2021, the final year of the plan, we will continue to pursue the key initiatives of strengthening new restaurant openings, strengthening our human resources base and improving management efficiency in order to achieve 1,000 “鳥貴族” restaurants and an operating margin of 8% across the three markets of the Kanto, Kansai and Tokai regions.」
The company continues to strengthen its human capital base as an important measure in its medium-term management plan. - FY2018-Q2RestatedAnnual report
「Against this backdrop, we formulated a new medium-term management plan, “U-nobore Challenge 1000” (fiscal years ending July 2018 to July 2021). In the fiscal year ending July 2021, the final year of the plan, we will continue to pursue the key initiatives of strengthening new restaurant openings, strengthening our human resources base and improving management efficiency in order to achieve 1,000 “鳥貴族” restaurants and an operating margin of 8% across the three markets of the Kanto, Kansai and Tokai regions.」
The company continues to strengthen its human capital base as an important measure in its medium-term management plan. - FY2018-Q1RestatedAnnual report
「In the fiscal year ending July 2021, the final year of the medium-term management plan, we will continue to pursue the key initiatives of strengthening new restaurant openings, strengthening our human resources base and improving management efficiency in order to achieve 1,000 “鳥貴族” restaurants and an operating margin of 8% across the three markets of the Kanto, Kansai and Tokai regions.」
The company continues to strengthen its human capital base as an important measure in its medium-term management plan. - FY2017RestatedAnnual report
「The company considers recruiting personnel who understand and support its corporate philosophy to be its top priority, and will actively pursue both mid-career and graduate recruitment. It also aims to build an organization capable of responding flexibly to changes in the management environment by recruiting experienced personnel from outside the food-service industry as well. With regard to human resources training, the company will enhance training programs tailored to each position and level. In particular, it will strengthen training programs for store managers, who play a particularly important role, and work to further improve store operating capabilities.」
The company describes the continued recruitment of graduate and mid-career personnel who support its philosophy, the recruitment of experienced personnel, level-based training, and store manager training as ongoing initiatives. - FY2016First statedAnnual report
「The company considers recruiting personnel who understand and support its corporate philosophy to be its top priority, and will actively pursue both mid-career and graduate recruitment. It also aims to build an organization capable of responding flexibly to changes in the management environment by recruiting experienced personnel from outside the food-service industry as well.」
The company's human resources strategy comprises graduate and mid-career recruitment, the recruitment of experienced personnel, role- and level-based training, and enhanced store manager training.