Recruiting and Developing Talent to Support Growth

「At 株式会社バロー and Chubu Foods Co., Ltd., the number of holders of the national qualifications of Grade 1 and Grade 2 Certified Bread Manufacturing Technician increased, contributing to improved bakery quality and greater appeal of destination stores. The total number of Grade 1 and Grade 2 qualification holders was 84.」

「Training results for fiscal 2025 were as follows: annual and level-based training was provided to 2,845 general employees and 1,127 managers; selective training for developing young leaders was provided to 800 people; selective training for prospective executives was provided to 168 people; and theme-based training was provided to 308 people.」

「株式会社バロー and 中部フーズ株式会社 have actively promoted the acquisition of the national Level 1 and Level 2 qualifications in bread manufacturing. This has contributed to improving quality in the bakery business and enhancing the appeal of destination stores. As of July 2025, a total of 84 people had obtained the Level 1 or Level 2 qualification.」

「The company provided phased leadership and corporate philosophy training for everyone from young employees to prospective managers. Foundation training deepened basic management skills and understanding of the corporate philosophy, while next-generation executive training focused on developing leaders with a management perspective and a strong understanding of the corporate philosophy. These efforts strengthened the organization's human capital and shared values. Hosted by 株式会社バローホールディングス, the programs were held 180 times for 4,260 people in fiscal 2023 and 109 times for 2,772 people in the first half of the fiscal year.」

「To achieve the Barrow Group Vision 2030 and Sustainability Vision 2030, which the Group has adopted as its medium- to long-term management policies, the Group's policy is to develop leaders who can connect products, customers and society through the development of basic human resources, the strengthening of frontline capabilities, and the enhancement and discovery of talent. … Number of female managers: 10% by 2030; actual result (current consolidated fiscal year): 5.4%.」

「The company saw the benefits of various initiatives to strengthen sales capabilities, including operating the Meister program to train and provide career treatment for personnel with specialist product knowledge and sales skills, selling boxed produce and conducting face-to-face fresh fish sales, and introducing open kitchens for prepared foods and bakery products.」

「In April 2019, the company began operating a human resources development center and expanded technical training to improve frontline capabilities, as well as training to develop the next generation of executives.」

「In the cumulative second-quarter consolidated period, アレンザホールディングス株式会社 and its 7 subsidiaries, which became subsidiaries through a share exchange effective 1 April 2019, were included in the scope of consolidation. As a result, compared with the end of the previous consolidated fiscal year, the number of employees increased by 800 and temporary employees by 1,477 in the Home Improvement Center (HC) Business segment, while the number of employees increased by 434 and temporary employees by 720 in the Other Businesses segment.」

「As a result, from the end of the previous fiscal year, the number of employees in the Home Improvement (HC) Business segment increased by 783 and the number of temporary employees by 1,452, while the number of employees in the Other Business segment increased by 368 and the number of temporary employees by 669.」

「The number of employees increased by 580 from the previous fiscal year, mainly due to an increase in consolidated subsidiaries and new store openings.」

「To strengthen its specialist offerings, the company focused on selling pharmaceuticals and cosmetics requiring customer counseling and worked to train counselors while improving sales-floor presentation and customer service skills.」

「The number of employees increased by 364 and the number of temporary employees by 1,103 from the previous fiscal year, mainly due to an increase in consolidated subsidiaries and new store openings.」

「To strengthen its organizational foundation, the company worked to ensure labor compliance and, in July 2017, introduced a workplace selection system for employees, excluding managers, working at 4 group companies, including the company itself, as part of its efforts to become an easier place to work. In September, it also established an on-site childcare center, Smile Nest Valor Hiromi Nursery School, at the company's Kani office in Kani, Gifu Prefecture, as part of its support for diverse talent.」

「To strengthen its organizational foundation, the company worked to ensure labor compliance and, in July 2017, introduced a workplace selection system for employees, excluding managers, working at 4 group companies, including the company itself, as part of its efforts to become an easier place to work. In September of the same year, it also established an on-site childcare center, Smile Nest Valor Hiromi Nursery School, at the company's Kani office in Kani, Gifu Prefecture, as part of its support for diverse talent.」

「The number of employees increased by 416 and the number of temporary employees by 852 from the previous fiscal year, mainly due to an increase in consolidated subsidiaries and new store openings.」

「To improve the efficiency of general affairs and human resources, finance and accounting, information systems, and other administrative functions at the company and its operating subsidiaries, and to develop personnel with specialized expertise, the company established 株式会社コアサポート in October 2016.」

「To strengthen its workforce in support of business expansion, the company focused on new hiring and internal training, securing qualified personnel such as pharmacists and registered sales clerks, as well as store operations staff.」