Securing a Stable Workforce and Career Development

「さらに、役員面接を継続的に実施し、候補者へ当社の魅力を直接訴求することで、有為な人材の確保につなげております。」

「As a result of recruitment initiatives that included “Top Seminars,” in which the president personally appeared to communicate the management philosophy, and recruitment activities emphasizing dialogue with students, the number of university graduates joining the company in April 2026 reached 154% of the previous year’s level.」

「As a company where “people create value,” we emphasize talent development and provide all employees with broad learning opportunities, including the various training programs described above and e-learning. We also increased the starting salary for new university graduates by ¥21,500 to ¥300,000.」

「In addition, we significantly increased the starting salary for new university graduates by ¥52,000, bringing it to ¥278,500, and are actively working to secure diverse talent with a view to the future.」

「Employees are being offered broad opportunities to participate in various training programs, including hands-on culinary training, culinary knowledge training, customer service training, and management seminars through Osho Academy.」

「In addition, for the 2023 winter bonus, we granted the full amount requested by the labor union, paying 110% of the bonus table, comprising the requested 10% additional bonus. On top of this, we added more than 10% of the bonus table as a “special additional bonus,” bringing the total payment to more than 120% of the bonus table. As a result, the total additional payments from the “additional bonus” and “special additional bonus” amounted to approximately ¥315 million, while the average additional payment per employee was ¥92,755, both record highs.」

「To further improve culinary skills, we increased the capacity and frequency of in-person culinary training at Osho Culinary Dojo, expanding opportunities to participate. In parallel, we continued to provide online culinary training and worked to help culinary staff acquire skills, including by revamping the culinary skills examination.」

「Under the banner “The Science of Deliciousness,” we newly launched “Culinary Skills Knowledge Training” to help employees acquire knowledge of culinary techniques, develop practical application skills, and broaden their cooking repertoire. We also began new talent development initiatives, including online “Customer Service Training” conducted by external instructors to improve customer service skills.」

「We have long focused on shareholder returns and improving customer satisfaction, but place particular emphasis on improving employee satisfaction, which is the starting point for achieving these goals, and are actively investing in human capital. The culinary training provided by Osho Culinary Dojo described above is one example. In addition, for the first-half 2022 bonus, with the difficult environment caused by the COVID-19 pandemic continuing, we wanted to provide sufficient returns to all employees who achieved strong results. Accordingly, in response to the labor union’s demands, we paid the full amount requested, equivalent to 100% of the bonus table, plus an additional “special allowance” equivalent to 8.5% of the bonus table. As a result, the average bonus paid per employee reached a record high.」

「At Osho Culinary Dojo, we resumed culinary training and the culinary skills examination and continued online and video streaming, building a system in which all employees can participate」

「In addition to recruitment activities by the Recruitment and Training Department, we established a “Recruitment Project Team” led by the president as project leader to strengthen recruitment activities.」

「To improve QSC levels, we resumed in-person culinary training at Osho Culinary Dojo with infection-prevention measures while continuing the online training held to date, reinforcing basic cooking methods. We also resumed the culinary skills examination, which had been temporarily suspended, and worked to further improve culinary skills through friendly competition among employees.」

「A total of 28,000 people have participated in online culinary training to date. In parallel, we further improved culinary skills by expanding eligibility for the culinary skills examination beyond store managers to include assistant store managers and general employees.」

「At “Osho Culinary Dojo,” established in-house to improve culinary skills, we introduced a culinary skills certification system to clarify skill levels and further improve employees’ culinary skills. We also distributed cooking videos to stores and livestreamed cooking workshops, with more than 6,400 participants in total, thereby creating an environment in which employees can learn at any time.」

「The training programs conducted by “Osho University,” our in-house training department, for employees at each level were all canceled or postponed following the issuance of the recent state of emergency. After the state of emergency was lifted, the programs resumed in small groups with comprehensive infection-control measures, and we also began testing remote training. Each program is designed to strengthen management skills for store operations and talent management and to provide practical knowledge and skills appropriate to each grade level. Participant surveys conducted at the end of the programs have shown high levels of training satisfaction.」

「At “Osho Culinary Dojo,” established in-house to improve culinary skills, we introduced a culinary skills certification system to clarify skill levels and further improve employees’ culinary skills.」

「The training programs conducted by “Osho University,” our in-house training department, for employees at each level were all canceled or postponed following the issuance of the recent state of emergency. After the state of emergency was lifted, the programs resumed in small groups with comprehensive infection-control measures, and we also began testing remote training.」

「We established the Recruitment and Training Department within the Human Resources Division to specialize in recruitment activities, stepped up recruitment centered on web-based hiring, and strongly promoted recruitment initiatives using internships and other programs conducted jointly by the human resources, sales, and manufacturing departments.」

「As a result, we were able to prepare the stores to accommodate customers during this year’s extended Golden Week holiday, minimizing congestion and lost sales opportunities.」

「At Osho University and Osho Culinary Dojo, our in-house training institutions, we have improved employees’ store management and culinary skills, fostered their mindset through residential training camps, and worked to improve store QSC.」

「To improve store QSC, we have actively invested in our people at the established Osho University and Osho Culinary Dojo by strengthening employee education to improve skills and passion.」

「To improve store QSC, we established Osho University and Osho Culinary Dojo and actively invested in our people by strengthening employee education to improve skills and passion.」

「Comprehensive employee education through the establishment of Osho University and Osho Culinary Dojo」

「To improve store operations skills, we established “Osho University,” an internal educational institution, and “Osho Culinary Dojo,” a training facility aimed at improving culinary skills. We also made active investments in education, including reviving residential training camps to foster the passion that is part of Osho’s proud tradition. More than 1,200 employees in total have already attended these new education and training programs.」

「Establishment of “Osho University,” an internal training program for store employees」

「In addition to implementing a base-pay increase for 3 consecutive years,」

「We established a career development program, brought training in-house with store managers and senior employees taking the lead in education, and developed flexible training programs tailored to requests from the field.」