Securing and Developing Human Resources and Maintaining a Stable Store Workforce
First written in FY2016. 4 of 10 entries say "Advanced", first in FY2017. Latest entry: FY2026.
- FY2026AdvancedAnnual report
「In the fiscal year ending March 2026, Marugame Seimen conducted all 5 sessions of its communication training for store managers, held over 2 years, and Toridoll Japan conducted bimonthly training for store managers, 6 sessions per year. ZUND also provided training to all employees.」
The company has translated talent development into specific programs, including communication training for store managers, brand-specific training and training for all employees, and linked these programs to human capital management. - FY2025-H1AdvancedAnnual report
「In Japan, the company also worked to improve satisfaction among employees working at its stores and establish systems to ensure sufficient staffing.」
The company advanced measures in Japan to improve store employee satisfaction and establish systems to ensure sufficient staffing. - FY2024AchievedAnnual report
「In March 2024, the placement of Men-shokunin (Note 7) at every store was finally completed.」
The company completed the placement of Men-shokunin at every store, a goal set for fiscal year ending March 2024 ESG targets. - FY2024-Q2RaisedAnnual report
「Beginning in the current fiscal year, the company launched the brand communication campaign “We want to surprise you with udon” and is working to strengthen its image as authentic and “overwhelmingly delicious udon,” with the goal of placing Men-shokunin (Note 4) at every store.」」「Marugame Udon opened 3 stores in Taiwan, and the success of its staff training improved product and service quality. In the United States, talent development and management structure efficiencies also advanced」
In addition to its existing recruitment and development policies, the company set a goal of placing Men-shokunin, Marugame Seimen’s proprietary specialist personnel, at every store, and reported improved product and service quality in Taiwan and progress in talent development and operational efficiency in the United States. - FY2024-Q1AdvancedAnnual report
「Marugame Udon opened 3 stores in Taiwan, and the success of its staff training improved product and service quality.」」「Men-shokunin: Specialist personnel trained to make ideal udon, part of Marugame Seimen’s proprietary talent development system」
The company stated that training Men-shokunin, Marugame Seimen’s proprietary talent development system, contributed to improved product and service quality in Taiwan. - FY2022ReframedAnnual report
「Talent Development and Retention Investment in human resources and higher retention to raise theoretical medium- to long-term revenue targets and control costs」
In addition to its traditional focus on recruitment, OJT and personnel evaluations for securing and developing talent, the company explicitly identified investment in human resources and improved retention as priority themes in its medium- to long-term management plan. - FY2021RestatedAnnual report
「As the Group expands its store network, it considers securing and developing personnel with experience in store development and operations to be an important issue, and is developing human resources by upgrading its recruiting and hiring activities, enhancing follow-up for employees after hiring, providing on-the-job training, and promoting a merit-based culture through improvements to its personnel evaluation system.」
The Group continues to secure and develop talent through recruitment, post-hiring follow-up, OJT and the personnel evaluation system. - FY2018RestatedAnnual report
「As the Group expands its store network, it considers securing and developing personnel with experience in store development and operations to be an important issue, and is developing human resources by upgrading its recruiting and hiring activities, enhancing follow-up for employees after hiring, providing on-the-job training, and promoting a merit-based culture through improvements to its personnel evaluation system.」
The Group continues to use recruitment, post-hiring follow-up, OJT and the personnel evaluation system as measures to secure and develop talent. - FY2017AdvancedAnnual report
「The increase in employees, up 12.9% from the end of the prior fiscal year, was due to the company’s active recruitment of new graduates.」
As a result of stepped-up recruitment of new graduates, the consolidated employee count rose 12.9% from the end of the prior fiscal year to 1,077. - FY2016First statedAnnual report
「The company is developing human resources by upgrading its recruiting and hiring activities, enhancing follow-up for employees after hiring, providing on-the-job training, and promoting a merit-based culture through improvements to its personnel evaluation system. It also considers the stable recruitment and development of high-quality store staff to be an important issue.」
Recruitment, follow-up, OJT and the personnel evaluation system are being used as specific measures to secure and develop talent.