Recruiting and Developing Talent and Improving Employee Satisfaction
First written in FY2017. 6 of 14 entries say "Restated". Latest entry: FY2026.
- FY2026AdvancedAnnual report
「We are continuing initiatives aimed at becoming a company that can enrich and bring happiness to its employees, including raising base pay, the education and training system, expanding opportunities to acquire learning and practical skills, and creating an organization in which diverse human resources can thrive.」
In addition to raising base pay, training and opportunities for learning, and enabling diverse human resources to thrive, we disclosed career support, referral recruitment and engagement assessments in a systematic manner. - 2026-05-12AdvancedResults briefing materials
「The group implemented base-pay increases for 2 consecutive years (April 2025).」
In addition to implementing base-pay increases for 2 consecutive years, the company presented measures related to work styles and careers as initiatives concerning human capital. - FY2026-H1RestatedAnnual report
「We are continuing initiatives aimed at becoming a company that can enrich and bring happiness to its employees, including raising base pay, the training system, expanding opportunities to acquire learning and practical skills, strengthening the recruitment and development of foreign personnel, and creating an organization in which diverse human resources can thrive.」
We continue to raise base pay, provide training and opportunities for learning and practical experience, recruit and develop foreign personnel, and create an organization in which diverse human resources can thrive. - FY2025AdvancedAnnual report
「We are also focusing on investment in human capital, including raising employee base pay, developing and enhancing employee training and education, strengthening the recruitment of foreign personnel, and newly establishing a department to advance diversity initiatives, while continuing initiatives aimed at becoming a company that can enrich and bring happiness to its employees, as set out in our management philosophy.」
Raising employee base pay, enhancing training and education, strengthening the recruitment of foreign personnel and establishing a new department for diversity initiatives are being advanced as human capital initiatives. - FY2025-H1AdvancedAnnual report
「We are also focusing on investment in human capital, including raising employee base pay, developing and enhancing employee training and education, strengthening the recruitment of foreign personnel, and newly establishing a department to advance diversity initiatives, while continuing to work toward the management philosophy of becoming a company that can enrich and bring happiness to its employees.」
Raising employee base pay, enhancing training and education, strengthening the recruitment of foreign personnel and establishing a new department for diversity initiatives have been put into concrete form as human capital initiatives. - FY2024AdvancedAnnual report
「With the aim of becoming a company that can enrich and bring happiness to its employees, we have implemented initiatives to secure foreign personnel, improve employee compensation through measures such as base pay increases, and improve the working environment. We will continue working to improve the system in line with changes in the times and the operating environment, while pursuing further improvements in employee satisfaction.」
The securing of foreign personnel, base pay increases, improvements in compensation and improvements in the working environment are explicitly identified as initiatives to secure and develop human resources. - FY2023AdvancedAnnual report
「In August 2021, we introduced a new personnel development and training system, substantially reviewed the frameworks for training, evaluation and compensation, and changed the system to enable employees to pursue self-actualization through their work and reward the careers they have built. We will continue working to improve the system in line with changes in the times and the operating environment, while pursuing further improvements in employee satisfaction.」
Following the introduction of the new personnel development and training system, the frameworks for training, evaluation and compensation were changed, and system improvements aimed at enhancing employee satisfaction have continued. Human capital initiatives, including OJT, internal job rotations, off-the-job training, training by organizational level and interviews, have also been put into concrete form. - FY2021RestatedAnnual report
「Under the new personnel development and training system introduced in July 2015, we substantially reviewed the frameworks for training, evaluation and compensation, created an environment in which employees can pursue self-actualization through their work, and established a system for rewarding the careers they have built. We are currently working to improve the system further in pursuit of greater employee satisfaction.」
Initiatives involving the personnel development and training system, employee self-actualization and improving employee satisfaction remain in place, and work to improve the system is under way. - FY2021-Q1RestatedAnnual report
「We will control labor costs at stores and minimize expenditures, while」
Improving store operating efficiency through labor cost control remains in place. - FY2020-Q3RestatedAnnual report
「Against this backdrop, our Group formulated the three-year medium-term management plan “New Medium-Term Management Plan 2022” aimed at achieving significant growth going forward. Centered on “renewed growth at existing stores and cost reductions,” the plan establishes putting the front line first, returning to fundamentals and developing human resources as its strategic policies.」
Developing our people remains one of the strategic policies of New Medium-Term Management Plan 2022. - FY2020-Q1ReframedAnnual report
「By steadily advancing initiatives under the supporting strategic policies of ① putting the frontline first, ② returning to our roots and ③ developing our people, we will enhance existing stores, improve the profitability of each store, restore business performance and stabilize management.」
Human resources initiatives have been explicitly identified as one of the new plan's three strategic policies, "developing our people," and positioned as supporting improved profitability at existing stores and the recovery of business performance. - FY2019RestatedAnnual report
「Our store policy has focused on advancing service reforms that enhance customers' in-store experience so that they continue to visit our stores, and on developing the human resources needed to implement them, while repeatedly pursuing initiatives to increase customer traffic.」
Service reforms to enhance the in-store customer experience and the development of the human resources responsible for implementing them remain the means of increasing customer traffic. - FY2018RestatedAnnual report
「From July 2015, we will introduce a new personnel development and training system to substantially review the frameworks for training, evaluation and compensation, create an environment in which employees can pursue self-actualization through their work, and promote work-life balance, thereby working to improve employee satisfaction.」
Initiatives involving the personnel development and training system, employee self-actualization, work-life balance and improving employee satisfaction remain in place. - FY2017First statedAnnual report
「We have positioned securing and developing the human resources essential to the Group's development and expansion as a key management issue and have implemented initiatives aimed at ensuring employees' purpose and financial stability, including the introduction of an age-free employment system and a defined contribution pension plan. From July 2015, we will introduce a new personnel development and training system to substantially review the frameworks for training, evaluation and compensation, create an environment in which employees can pursue self-actualization through their work, and promote work-life balance, thereby working to improve employee satisfaction.」
The age-free employment system, defined contribution pension plan, new personnel development and training system, and work-life balance are described as initiatives to secure and develop human resources.