Securing and developing personnel who support hospitality and improving the work environment
First written in FY2016. 16 of 27 entries say "Restated". Latest entry: FY2026.
2 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「For human-resource development, we are placing UKAI Global Academy, our core in-house human-resource development program, at the center of our efforts and systematically developing people who can deeply understand and pass on the “UKAI essence” through both skills and values. In the teppanyaki field, we will clarify career paths through titles and grading under the in-house certification system for teppanyaki chefs, TEPPAN Cuisinier / TEPPAN Cuisiniere, and establish a framework that enables younger employees to have aspirations and a sense of growth by demonstrating the level to be achieved through the Maestro certification examination.」
UKAI Global Academy is being operated as the core of human-resource development, with concrete measures to make skills and career paths visible through the certification system and grading for teppanyaki chefs and the Maestro certification examination. - 2026-05-19RestatedResults
「中期計画の重点領域である新業態開発や人材育成に向けた基盤整備を着実に進める」
新業態開発と人材育成に向けた基盤整備を、中期計画の重点領域として継続している。 - FY2026-H1AdvancedAnnual report
「In May of the same year, we launched “UKAI Academy,” an in-house education system for human-resource development, and are focusing on the early development of professional personnel through the teppanyaki course, which provides systematic training in teppanyaki techniques, customer service and mindset.」
The company launched UKAI Academy and began developing human resources through a course that provides systematic training in teppanyaki techniques, customer service and mindset. - FY2025AdvancedAnnual report
「To maintain and strengthen the “UKAI brand,” which enjoys a high level of trust in Japan and overseas, the company launched “UKAI Academy,” an in-house education system aimed at developing culinary and service professionals, in fiscal 2025.」
As a measure to strengthen human resources, the company launched UKAI Academy in fiscal 2025, while participation in inter-store training increased from approximately 150 people over the previous 3 years to approximately 200 people over 4 years. - FY2025-H1RestatedAnnual report
「In terms of profit, in addition to the impact of lower revenue, operating profit was ¥255 million, down 41.3% year on year, and ordinary profit was ¥242 million, down 42.2% year on year, due to higher labor costs resulting from an increase in personnel, as well as higher recruitment expenses arising from strengthened hiring and increased utility expenses associated with higher electricity rates.」
The company states that although it increased headcount and strengthened recruitment, higher labor costs and recruitment expenses reduced profit. - FY2024AdvancedAnnual report
「With the aim of providing training at more stores and helping employees grow, we launched an inter-store training program in the Restaurant Division in 2021. Approximately 150 people have participated over 3 years.」
Participation in the inter-store training program increased from approximately 100 people over 2 years, as previously reported, to approximately 150 people over 3 years. Job changes, self-assessment forms, innovation meetings and recruitment initiatives also continued. - FY2024-Q3RestatedAnnual report
「In pursuing the highest level of hospitality, an initiative accelerated in the post-COVID-19 environment, we have adopted a policy of remaining a one-of-a-kind restaurant that provides even higher-quality cuisine and attentive service by concentrating staff and time on each customer group and every individual customer. Under this policy, from April 2023 we expanded regular closing days at some stores, substantially increasing the number of stores closed 2 days per week, and also reviewed the course lineup and prices.」
The company continues to expand regular closing days and the number of stores closed 2 days per week, measures also related to the working environment of employees. - FY2024-Q2RestatedAnnual report
「In pursuing the highest level of hospitality, an initiative accelerated in the post-COVID-19 environment, we have adopted a policy of remaining a one-of-a-kind restaurant that provides even higher-quality cuisine and attentive service by concentrating staff and time on each customer group and every individual customer. Under this policy, from April 2023 we expanded regular closing days at some stores, substantially increasing the number of stores closed 2 days per week, and also reviewed the course lineup and prices.」
The company continues to describe the expansion of regular closing days and the increase in the number of stores closed 2 days per week, measures also related to employees’ working environment, as in the previous quarter. - FY2024-Q1AdvancedAnnual report
「From April 2023, we expanded regular closing days at some stores, substantially increasing the number of stores closed 2 days per week, and also reviewed the course lineup and prices.」
As a measure also related to improving the working environment, the company substantially increased the number of stores closed 2 days per week from April 2023. - FY2023AdvancedAnnual report
「With the aim of providing training at more stores and helping employees grow, we launched an inter-store training program in the Restaurant Division in 2021. Approximately 100 people have participated over 2 years.」
As a specific measure to strengthen human resources, the company implemented inter-store training, with approximately 100 people participating over 2 years. It also continues to implement job changes, self-assessment forms, innovation meetings, job-return recruitment and referral recruitment. - FY2023-Q3RestatedAnnual report
「We have designated the 3 years from the fiscal year ending March 2023 as a period for establishing the business foundation to improve growth and are addressing 3 priority management issues: strengthening human resources, strengthening the earnings base, and strengthening the financial base.」
The company reaffirmed its policy of positioning the former issue of recruiting and developing human resources as “strengthening human resources,” one of its priority management issues for the 3-year period. - FY2023-Q2RestatedAnnual report
「We have designated the 3 years from the fiscal year ending March 2023 as a period for establishing the business foundation to improve growth and are addressing 3 priority management issues: strengthening human resources, strengthening the earnings base, and strengthening the financial base.」
The company reaffirmed its policy of positioning the former issue of recruiting and developing human resources as “strengthening human resources,” one of its priority management issues for the 3-year period. - FY2022ReframedAnnual report
「The recruitment and development of human resources has also become an important priority. Accordingly, we have designated the 3 years from the fiscal year ending March 2023 as a period for establishing the business foundation to improve profitability and growth, and plan to address 3 priority management issues: strengthening human resources, strengthening the earnings base, and strengthening the financial base.」
The company repositioned the former priority of recruiting and developing human resources as “strengthening human resources,” making it one of the pillars of its medium-term plan, and listed recruitment, education, overseas assignments and promotion through planning roles, rebuilding the evaluation system, and improving the workplace environment as specific measures. - FY2022-Q1AdvancedAnnual report
「Alongside these sales initiatives, we promoted the efficient allocation of personnel according to each store's busy and quiet periods to reduce labor costs, as well as reductions in expenses including advertising, publicity and sales promotion costs, thereby improving profitability.」
Personnel were allocated according to the level of activity at each store, while labor costs and other expenses were reduced. - FY2020RestatedAnnual report
「Accordingly, we have positioned the development of talented people essential to our hospitality as one of our important priorities and will work to expand training and systems. In particular, we place emphasis on sharing our philosophy and objectives in developing human resources. To this end, we will enhance training for all levels of employees and promote internal sharing.」
The company continues to identify the recruitment and development of human resources as an important priority and describes training for all levels, sharing the corporate philosophy, revisions to personnel and evaluation systems, and enhancement of education and training systems as specific measures. - FY2020-Q3RestatedAnnual report
「We regard the recruitment and development of human resources as our highest priority for the future and, as in the previous fiscal year, are focusing on recruiting and developing talented people who share our corporate philosophy, as well as creating an environment in which employees can work with dreams and hope, in order to strengthen the foundation of our sales structure.」
We continue to prioritize the recruitment and development of human resources and the improvement of the working environment. - FY2020-Q1RestatedAnnual report
「We regard the recruitment and development of human resources as our highest priority for the future and, as in the previous fiscal year, are focusing on recruiting and developing talented people who share our corporate philosophy, as well as creating an environment in which employees can work with dreams and hope, in order to strengthen the foundation of our sales structure.」
Recruiting and developing human resources and improving the working environment remain our highest priorities, and we have continued efforts since the previous fiscal year to strengthen the foundation of our sales structure. - FY2019RestatedAnnual report
「We consider the recruitment and development of human resources particularly important for the future and focused on recruiting and developing talented people who share our corporate philosophy. During the fiscal year, we hired and trained 110 new graduates through regular recruitment and worked to strengthen the foundation of our sales structure. In addition, we introduced and expanded regular closing days at some stores and reviewed operating hours to the extent that this would not inconvenience customers, while also improving the environment in which employees can work with dreams and hope.」
We continue recruiting and developing people who share our corporate philosophy, hiring 110 new graduates, and improving the working environment through reviews of regular closing days and operating hours. - FY2019-Q3RestatedAnnual report
「We consider the recruitment and development of human resources particularly important for the future and are focusing on recruiting and developing talented people who share our corporate philosophy. During the fiscal year, we hired 110 new graduates through regular recruitment and worked to strengthen the foundation of our sales structure. In addition, we introduced and expanded regular closing days at some stores and reviewed operating hours to the extent that this would not inconvenience customers, while also working to create an environment in which employees can work with dreams and hope.」
The company continued to describe the recruitment and development of people who share its corporate philosophy, the hiring of 110 new graduates, and improvements to the working environment through reviews of regular closing days and operating hours, as in the previous quarter. - FY2019-Q2RestatedAnnual report
「We consider the recruitment and development of human resources particularly important for the future and are focusing on recruiting and developing talented people who share our corporate philosophy. During the fiscal year, we hired 110 new graduates through regular recruitment and worked to strengthen the foundation of our sales structure. In addition, we introduced and expanded regular closing days at some stores and reviewed operating hours to the extent that this would not inconvenience customers, while also working to create an environment in which employees can work with dreams and hope.」
The company states that it continued recruiting and developing people who share its corporate philosophy, hired 110 new graduates through regular recruitment, and reviewed regular closing days and operating hours. - FY2019-Q1AdvancedAnnual report
「We consider the recruitment and development of human resources particularly important for the future and are focusing on recruiting and developing talented people who share our corporate philosophy. During the fiscal year, we hired 110 new graduates through regular recruitment and worked to strengthen the foundation of our sales structure. In addition, we expanded the introduction of regular closing days and reviewed operating hours to the extent that this would not inconvenience customers, while also working to create an environment in which employees can work with dreams and hope.」
We hired 110 new graduates through regular recruitment and worked to strengthen the foundation of our sales structure. We also expanded the introduction of regular closing days and reviewed operating hours. - FY2018RestatedAnnual report
「Accordingly, we need to take measures to address recruitment difficulties caused by intensifying competition for talent and to improve retention rates. Looking ahead, we will strategically invest in human resources, positioning the development and recruitment of talented people who share the same aspirations as one of our highest priorities.」
We continue to position the development and recruitment of human resources as one of our highest priorities, while strengthening recruitment activities, expanding training and systems, and creating a comfortable workplace. - FY2017RestatedAnnual report
「We will focus on strengthening recruitment activities, expanding training and systems, and creating a comfortable, energetic and attractive working environment.」
To address the labor shortage, recruitment, training and systems, and the development of a comfortable working environment remain important priorities. - FY2017-Q3RestatedAnnual report
「For the purpose of further improving the working environment and other objectives, we expanded the regular closing days implemented at some stores from March 2016 and increased the number of stores adopting them.」
The initiative to increase the number of stores introducing regular closing days as a means of improving the working environment is reiterated. - FY2017-Q2RestatedAnnual report
「For the purpose of further improving the working environment and other objectives, we expanded the regular closing days implemented at some stores from March 2016 and increased the number of stores adopting them.」
The initiative to increase the number of stores introducing regular closing days as a means of improving the working environment is reiterated. - FY2017-Q1AdvancedAnnual report
「For the purpose of further improving the working environment and other objectives, we expanded the introduction of regular closing days, which had been implemented at some stores, from March 2016 and increased the number of stores adopting them.」
The introduction of regular closing days, previously limited to some stores, was expanded from March 2016, increasing the number of stores adopting them. - FY2016First statedAnnual report
「The value of our stores is enhanced by the hospitality that conveys human warmth. We therefore regard securing and developing personnel who will carry on the うかい culture, as well as improving the working environment, as important issues. The shortage of personnel in the food-service industry is also a concern for us, and we will focus on strengthening recruitment, expanding training programs and creating a better working environment.」
The company identifies personnel and hospitality as the source of service value, with recruitment, training and the working environment as specific measures.