Securing and Developing Next-Generation Talent and Building a Global Workforce
First written in FY2016. 7 of 15 entries say "Restated". Latest entry: FY2026.
- FY2026ReframedAnnual report
「We are transitioning from a human resources strategy centered on store operations to a human capital strategy that consistently reproduces and expands “deliciousness” from upstream to downstream.」
The focus of the human resources strategy was reorganized from securing and developing store operations personnel to a talent portfolio covering the entire value chain, including product development, procurement, overseas operations, new business formats and management personnel. Reskilling, higher employee engagement and succession planning were also identified. - 2026-05-28AdvancedEarnings presentation
「出店加速に合わせた採用の強化」
店舗出店の加速に対応する人員計画、採用、標準化されたトレーニング、店長・時間帯責任者の育成を成長基盤として具体化した。 - FY2025RaisedAnnual report
「Female management ratio: 13.2%; 20% by fiscal 2027 / Number of female store managers: 19; 20 by fiscal 2027 / Male childcare leave uptake rate: 40.0%; 50% by fiscal 2027 / Number of foreign-national store managers: 5; 8 by fiscal 2027 / Employment rate of Friend employees (people with disabilities): 2.5%; 2.6% by fiscal 2027 / Number of employees aged 65 or over working at least 20 hours per week: 350; 400 by fiscal 2027」
In addition to the existing target for the female management ratio, diversity and human capital indicators and fiscal 2027 targets were established systematically, covering female store managers, men's childcare leave, foreign-national store managers, employment of people with disabilities and employment of older people. - FY2024AdvancedAnnual report
「With regard to women, under the General Employer Action Plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children and the Act on Promotion of Women's Participation and Advancement in the Workplace (plan period: April 2021 to March 2026), we have set the goals of increasing the proportion of women in management positions at section-manager level or above to at least 20% and reducing the difference in average length of service between male and female regular employees from 8 years to 6 years.」
Talent was positioned as the foundation of sustainable growth and the Company's most important investment, with time-bound targets including a female management ratio of at least 20%. The female management ratio was 13.7% in fiscal 2023, and the Company also disclosed measures including internal recruitment, level-specific training, and the recruitment and promotion of foreign-national employees. - FY2022AdvancedAnnual report
「From fiscal 2022, we launched a new sales organization dedicated to talent development and training. By advancing the training and development of existing store managers and next-generation store managers, we will strengthen store operating capabilities and customer service while reinforcing our capacity to open new stores.」
A new sales organization dedicated to talent development and training was launched from fiscal 2022, with specific measures for developing store managers and next-generation store managers. - FY2020ReframedAnnual report
「We will undertake broad-based recruitment of talent to lead the future of the Company, including new-graduate recruitment, year-round recruitment and promotion of partner employees working at stores, while developing human resources and training systems that enable a diverse workforce to succeed in a range of settings.」
Specific measures for securing and developing talent were identified, including new-graduate and year-round recruitment, promotion of partner employees and the development of human resources and training systems. - FY2020-Q3RestatedAnnual report
「In our domestic business, with the aim of improving store profitability and brand strength, we worked to strengthen the Q, S and C fundamentals of the food-service business, while also creating a foundation for future store expansion by improving the working environment for employees. We strengthened recruitment and training, promoted the use of paid leave, and shortened operating hours at some stores.」
Improving the working environment for employees was positioned as a foundation for store expansion, and initiatives covering recruitment and training, the use of paid leave and shorter operating hours continued. - FY2020-Q2RestatedAnnual report
「In our domestic business, with the aim of improving store profitability and brand strength, we worked to strengthen the Q, S and C fundamentals of the food-service business, while also creating a foundation for future store expansion by improving the working environment for employees. We strengthened recruitment and training, promoted the use of paid leave, and shortened operating hours at some stores.」
Improving the working environment for employees was positioned as a foundation for store expansion, and initiatives covering recruitment and training, the use of paid leave and shorter operating hours continued. - FY2020-Q1ReframedAnnual report
「In our domestic business, with the aim of improving store profitability and brand strength, we worked to strengthen the Q, S and C fundamentals of the food-service business, while also creating a foundation for future store expansion by improving the working environment for employees. We strengthened recruitment and training, promoted the use of paid leave, and shortened operating hours at some stores.」
In addition to conventional recruitment, training and talent development, improving the working environment for employees, promoting the use of paid leave and shortening operating hours at some stores were identified as measures for creating a foundation for store expansion. - FY2018RestatedAnnual report
「To support organizational expansion, we will strengthen the recruitment of talent to lead the next generation and frontline-focused training, while developing a diverse workforce capable of contributing both in Japan and around the world.」
Continued recruitment of next-generation talent, frontline-focused training and development of a diverse workforce capable of contributing in Japan and overseas. - FY2018-Q3RestatedAnnual report
「Under these circumstances, our group worked as one to further improve customer satisfaction under the basic policy of “creating a sushi restaurant that goes beyond conveyor-belt sushi,” using “evolving and expanding ‘non-conveyor-belt sushi’” and “developing human resources and strengthening organizational capabilities” as key phrases to differentiate ourselves from other companies.」
Talent development and strengthening organizational capabilities were reiterated as ongoing initiatives for implementing business policies. - FY2018-Q2RestatedAnnual report
「Under these circumstances, our group worked as one to further improve customer satisfaction under the basic policy of “creating a sushi restaurant that goes beyond conveyor-belt sushi,” using “evolving and expanding ‘non-conveyor-belt sushi’” and “developing human resources and strengthening organizational capabilities” as key phrases to differentiate ourselves from other companies.」
Talent development and strengthening organizational capabilities were reiterated as ongoing initiatives for implementing business policies. - FY2018-Q1RestatedAnnual report
「With “evolving and expanding conveyor-belt-free sushi” and “talent development and strengthening organizational capabilities” as our keywords, we have worked as one company to differentiate ourselves from competitors and further enhance customer satisfaction.」
Talent development and strengthening organizational capabilities continued to be identified as keywords for implementing business policies. - FY2017RestatedAnnual report
「To support organizational expansion, we will strengthen the recruitment of talent to lead the next generation and frontline-focused training, while developing a diverse workforce capable of contributing both in Japan and around the world.」
Continued recruitment of next-generation talent, frontline-focused training and development of a diverse workforce capable of contributing in Japan and overseas. - FY2016First statedAnnual report
「To support organizational expansion, we will strengthen the recruitment of talent to lead the next generation and frontline-focused talent development, while developing a diverse workforce capable of contributing both in Japan and around the world.」
Recruitment, frontline-focused talent development and the development of a diverse workforce were identified as measures to support organizational expansion.