Realizing No.1 Noodle Restaurant Company
First written in FY2016. 17 of 19 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026RestatedAnnual report
「To realize the group vision of “No.1 Noodle Restaurant Company,” our group has made it a management priority to undertake initiatives that engage all stakeholders, including shareholders, customers, employees and business partners, guided by the group’s management principle: “We create the joy of ‘food’ and ‘work’ and contribute to local communities—for the prosperity and smiles of everyone.” We aim to be a vibrant and dynamic corporate group in which each store becomes the leading store in its respective community. Rather than pursuing scale alone, we will first seek steady No.1 positions and bring the proud Japanese food cultures of “soba,” “Nagoya cuisine” and “hand-stretched udon” to the world.」
The group vision, becoming the leading store in each community, and the global expansion of Japanese food culture continue to serve as the basis of management. - FY2023RestatedAnnual report
「To realize the group vision of “No.1 Noodle Restaurant Company,” our group has made it a management priority to undertake initiatives that engage all stakeholders, including shareholders, customers, employees and business partners, guided by the group’s management principle: “We create the joy of ‘food’ and ‘work’ and contribute to local communities—for the prosperity and smiles of everyone.” We aim to be a vibrant and dynamic corporate group in which each store becomes the leading store in its respective community.」
The group vision, becoming the leading store in each community, and the global expansion of Japanese food culture continue to be pursued. - FY2022RestatedAnnual report
「To realize the group vision of “No.1 Noodle Restaurant Company,” our group」
The group vision continues to be pursued, with the aim of building a collection of leading stores in each community and expanding Japanese food culture worldwide. - FY2021RestatedAnnual report
「To realize the group vision of “No.1 Noodle Restaurant Company,” our group has made it a management priority to undertake initiatives that engage all stakeholders, including shareholders, customers, employees and business partners, guided by the group’s management principle: “We create the joy of ‘food’ and ‘work’ and contribute to local communities—for the prosperity and smiles of everyone.” We aim to be a vibrant and dynamic corporate group in which each store becomes the leading store in its respective community. Rather than pursuing scale, we will first seek steady No.1 positions and bring the proud Japanese food cultures of “soba,” “Nagoya cuisine” and “hand-stretched udon” to the world.」
The group vision, becoming the leading store in each community, and the global expansion of Japanese food culture continue to be pursued. - FY2020-Q3RestatedAnnual report
「Against this backdrop, while maintaining a group-wide customer-centric perspective, our group has pursued store reforms and initiatives centered on sharing our vision of “No.1 Noodle Restaurant Company,” ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The vision of No.1 Noodle Restaurant Company and the three priority areas continue to be pursued. - FY2020-Q2RestatedAnnual report
「Against this backdrop, while maintaining a group-wide customer-centric perspective, our group has pursued store reforms and initiatives centered on sharing our vision of “No.1 Noodle Restaurant Company,” ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The vision of “No.1 Noodle Restaurant Company” and the three priority areas continue to be pursued. - FY2020-Q1RestatedAnnual report
「Against this backdrop, while maintaining a group-wide customer-centric perspective, our group has pursued store reforms and initiatives centered on sharing our vision of “No.1 Noodle Restaurant Company,” ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The vision of “No.1 Noodle Restaurant Company” and the three priority areas continue to be pursued. - FY2019-Q3RestatedAnnual report
「Against this backdrop, while maintaining a group-wide customer-centric perspective, our group has pursued store reforms and initiatives centered on sharing our vision of “No.1 Noodle Restaurant Company,” ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The vision of No.1 Noodle Restaurant Company and the three priority areas continue to be pursued. - FY2019-Q2RestatedAnnual report
「Against this backdrop, while maintaining a group-wide customer-centric perspective, our group has pursued store reforms and initiatives centered on sharing our vision of “No.1 Noodle Restaurant Company,” ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The vision of “No.1 Noodle Restaurant Company” and the three priority areas continue to be pursued. - FY2019-Q1RestatedAnnual report
「Against this backdrop, while maintaining a group-wide customer-centric perspective, our group has pursued store reforms and initiatives centered on sharing our vision of “No.1 Noodle Restaurant Company,” ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The vision of “No.1 Noodle Restaurant Company” and the three priority areas continue to be pursued. - FY2018RaisedAnnual report
「Through these efforts, we will become an aggregate of No.1 businesses across various genres and categories in the noodle restaurant sector, in addition to “soba,” “Nagoya cuisine” and “hand-stretched udon,” while bringing the proud Japanese healthy food “soba” to the world.」
In addition to the traditional vision of becoming an aggregate of No.1 businesses in the noodle category, the vision now includes bringing Japan’s healthy food “soba” to the world. - FY2018-Q3RestatedAnnual report
「Against this backdrop, while maintaining a group-wide customer-centric perspective, our group has pursued store reforms and initiatives centered on sharing our vision of “No.1 Noodle Restaurant Company,” ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The vision of No.1 Noodle Restaurant Company and the three priority areas continue to be pursued. - FY2018-Q2RestatedAnnual report
「Against this backdrop, while maintaining a group-wide customer-centric perspective, our group has pursued store reforms and initiatives centered on sharing our vision of “No.1 Noodle Restaurant Company,” ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The vision of “No.1 Noodle Restaurant Company” and the three priority areas continue to be pursued. - FY2018-Q1RestatedAnnual report
「Against this backdrop, while maintaining a group-wide customer-centric perspective, our group has pursued store reforms and initiatives centered on sharing our vision of “No.1 Noodle Restaurant Company,” ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The vision of No.1 Noodle Restaurant Company and the three pillars of business platform, profitability and growth strategy continue to be pursued. - FY2017RestatedAnnual report
「To realize the group vision of “No.1 Noodle Restaurant Company,” our group has made it a management priority to undertake initiatives that engage all stakeholders, including shareholders, customers, employees and business partners, guided by the group’s management principles: “Serving local communities through food culture,” “Serving customers through our business,” and “Creating a company that brings joy through ‘food’ and ‘work.’” We aim to be a vibrant and dynamic corporate group in which each store becomes the leading store in its respective community.」
The group vision continues to be pursued, alongside initiatives for stakeholders and the aim of becoming the leading store in each community. - FY2017-Q3RestatedAnnual report
「Against this backdrop, while maintaining a group-wide customer-centric perspective, our group has pursued store reforms and initiatives centered on sharing our vision of “No.1 Noodle Restaurant Company,” ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The vision of “No.1 Noodle Restaurant Company” and the three priority areas continue to be pursued. - FY2017-Q2RestatedAnnual report
「Against this backdrop, while maintaining a group-wide customer-centric perspective, our group has pursued store reforms and initiatives centered on sharing our vision of “No.1 Noodle Restaurant Company,” ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The vision of “No.1 Noodle Restaurant Company” and the three priority areas continue to be pursued. - FY2017-Q1RestatedAnnual report
「We have shared our vision of “No.1 Noodle Restaurant Company” and pursued initiatives centered on ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The vision of No.1 Noodle Restaurant Company and the three priority areas continue to be shared. - FY2016First statedAnnual report
「① Sharing the vision of “No.1 Noodle Restaurant Company”」
The vision of becoming the leading company in the noodle restaurant sector is clearly stated.