Organizational Reform and Talent Development, Education and Training
First written in FY2016. 10 of 19 entries say "Advanced", first in FY2017-Q2. Latest entry: FY2026.
- FY2026AdvancedAnnual report
「① Filing company Fiscal year under review Supplementary explanation Percentage of female employees in management (%) (Note) 1. Percentage of male employees taking childcare leave (%) (Note) 2. Gender pay gap (%) (Note) 1, 3 All employees Regular employees Part-time and fixed-term employees 6.9 － 65.1 78.3 99.7」
As results for the fiscal year under review related to its human capital targets, the company disclosed a female management ratio of 6.9% and its gender pay gap. - FY2025AdvancedAnnual report
「Regarding policies for human resources development and the improvement of the internal working environment, the target for the proportion of women in management is at least 20% by fiscal 2028. The company is also focusing on improving the workplace and creating a more supportive working environment, with targets of reducing employees' average overtime hours by 20% and increasing the annual paid leave uptake rate.」
The company newly disclosed human capital targets, with figures and deadlines, for the female management ratio, overtime hours and annual paid leave uptake rate. - FY2024AdvancedAnnual report
「With regard to investment in human resources, we are working to establish a safe and secure workplace and build the foundations for human resources development by ensuring compliance through measures such as the internal reporting system, creating a work environment that supports employees through childcare leave and reduced working hours, and reducing workloads through the use of robots. In addition, to respond to rapid changes in the business environment, we will work to secure diversity by appointing mid-career hires and actively recruiting highly capable personnel.」
In addition to human resources development, the company has expanded its initiatives to include childcare leave and reduced working hours, the use of robots, mid-career recruitment and the recruitment of highly capable personnel. It has also disclosed a female management ratio of 6.1%, a male employee childcare leave uptake rate of 0.0% and a gender pay gap of 58.9%. - FY2023RestatedAnnual report
「Across the group, the company is placing emphasis on organisational reform and employee development, education and training, and will make each business operation capable of meeting customer expectations more robust by further improving the workplace environment so that employees can find their work rewarding.」
It continues to treat organisational reform, employee development, education and training, and the development of a rewarding workplace environment as company-wide priorities. - FY2021AdvancedAnnual report
「The company also held harassment-prevention training for all officers and employees at the level of manager or above, working to foster awareness of the importance of compliance.」
As a measure to strengthen its human resources and organisational base, it held harassment-prevention training for all officers and employees at the level of manager or above. - FY2020AdvancedAnnual report
「March 2020 Representative Director and Chairman of the Company (incumbent)」
The appointment of the Representative Director and Chairman in March 2020 was reported, changing the responsibility structure at the top of management. Nagamaru Masanori (長丸 昌功) is the Representative Director and President. - FY2020-Q2RestatedAnnual report
「Under these circumstances, the Group conducted its business with the acquisition of customer confidence and satisfaction as its top priority, thoroughly strengthening QSC (quality, service, and cleanliness), in addition to improving food safety and peace of mind, developing human resources, and improving productivity beyond previous levels.」
It continues to treat employee development as a company-wide priority alongside QSC and productivity improvement. - FY2020-Q1RestatedAnnual report
「Under these circumstances, the Group conducted its business with the acquisition of customer confidence and satisfaction as its top priority, working to improve food safety and peace of mind, thoroughly strengthen QSC (quality, service, and cleanliness), develop human resources, and improve productivity beyond previous levels.」
It continues to treat employee development as a company-wide priority alongside QSC and productivity improvement. - FY2019RestatedAnnual report
「The group is actively engaged in recruiting and hiring, and is working to enhance employee education through on-the-job training after hiring and training programmes, as well as to develop its human resources.」
It continues to develop human resources through recruitment, on-the-job training after hiring and training programmes. - FY2019-Q2RestatedAnnual report
「Under these circumstances, the Group conducted its business with the acquisition of customer confidence and satisfaction as its top priority, working to improve food safety and peace of mind, thoroughly strengthen QSC (quality, service, and cleanliness), develop human resources, and improve productivity beyond previous levels.」
It continues to treat employee development as a company-wide priority alongside QSC and productivity improvement. - FY2019-Q1RestatedAnnual report
「Under these circumstances, the Group conducted its business with the acquisition of customer confidence and satisfaction as its top priority, working to improve food safety and peace of mind, thoroughly strengthen QSC (quality, service, and cleanliness), develop human resources, and improve productivity beyond previous levels.」
It continues to treat employee development as a company-wide priority alongside quality, service, cleanliness and productivity improvement. - FY2018-Q2AdvancedAnnual report
「(Changes in positions) New position Former position Name Date of change Audit & Supervisory Board Member Full-time Audit & Supervisory Board Member Iwamoto Takashi (岩本 太加司) 29 June 2017 Full-time Audit & Supervisory Board Member Audit & Supervisory Board Member Inomori Shigeki (藺森 成輝) 29 June 2017」
The positions of 2 Audit & Supervisory Board Members changed on 29 June 2017, and a review of the responsibility structure was described. - FY2017AdvancedAnnual report
「As a measure for the future, the company newly established the Hachiban Academy training facility, designed to improve customer-service and cooking skills under its frontline-first principle, adjacent to the newly built and opened Hachiban Ramen Izumigaoka restaurant.」
It newly established the Hachiban Academy training facility to improve customer-service and cooking skills, putting specific measures for employee development, education and training in place. - FY2017-Q3AdvancedAnnual report
「Director and Executive Officer Head of the President's Office Also responsible for the Health and Safety Office Also responsible for the Administration Department」
Between the end of the cumulative current quarterly period and the filing date, the responsibility structure was reviewed, including changes in responsibility for the President's Office, Health and Safety Office and Administration Department, as well as the change of the head of the Production and Sales Headquarters to responsibility for business development. - FY2017-Q2AdvancedAnnual report
「The changes in officers during the cumulative current quarterly period following the filing date of the annual securities report for the previous fiscal year are as follows.」
There were changes in positions within the responsibility structure for the sales, Japanese cuisine and overseas businesses, including the change of the head of the Sales Headquarters to oversight of the Japanese Cuisine Division and the establishment of a deputy head of the Sales Headquarters position. - FY2017-Q1RestatedAnnual report
「We continue to improve the quality of our core product, Vegetable Ramen, and recommend that employees obtain in-house qualifications including Frying Pan Meister, a cooking qualification, Service Meister, a customer-service qualification, and customer-service leader certification. We also conduct training sessions for these qualifications across the chain.」
As specific measures for employee development, education and training, it continues to encourage employees to obtain cooking and customer-service qualifications and to hold training sessions across the chain. - FY2016First statedAnnual report
「Across the group, the company is placing emphasis on organisational reform and employee development, education and training, and will make each business operation more robust by further improving the workplace environment so that employees can find their work rewarding.」
It positions organisational reform, employee development, education and training, and improvements to the workplace environment as the foundation for business execution across the group.