Human Resources Development Policy

Roles and Functions of the Human Resources Strategy Department, Group Human Resources Division

The mission of the Human Resources Strategy Department, Group Human Resources Division is to maximize the performance of both people and the organization, and to create a group of personnel to support Yoshinoya Holdings today and going forward. We aim to foster an environment, culture, and organization that enables employee and organizational growth, to create fair opportunities for growth that will enable the next generation of leaders to take the initiative in change, and to enable each employee to work in a healthy, rewarding, and fulfilling manner in a range of different roles, thereby achieving sustainable growth for the company and returning value to society. For these four functions—“human resource development," “organizational development," “system development," and “assigning the right person to the right job"—the Human Resources Strategy Department, Group Human Resources Division determines the priorities through dialogue with the Group's top management, and manages the overall process by proposing measures in collaboration with Group companies.

The skills and knowledge acquired through the Group's operations, including store operations, management, and area management, are common across the food service industry, so our employees have high market value as human resources. We believe that expanding our view to outside the company and maximizing and fully leveraging the value of human resources who can play active roles in the world will also lead to the practice of our business philosophy, “For the People."

Human Resource Strategy Roadmap

Four functions and main purposes	Through 2021	2022	2023		2024	From 2025
			Measures	Results
Human resource development External orientation Leadership Improving skills	Cross-industry exchange Industry-academia collaboration Study abroad	Holding forum meetings Business school	Cross-industry exchange Industry-academia collaboration Yoshinoya private school	Began organizing job requirements for store and area managers to be unified within the Group Dispatched nine cross-industry exchange workers Dispatched 18 workers for industry-academia collaboration Conducted Yoshinoya private school three times	Secondments Reassigning candidates for next-generation management teams	Reassigning candidates for next-generation management teams
Organizational development Understanding yourself and others Team building Organizational analysis	Real-team training Box seminars Interview programs	Improving outlet staff retention Interview programs Organizational assessment	Improving outlet staff retention Interview programs Philosophy training	Conducted coaching skill training for managers to facilitate communication and boost retention Improved outlet staff retention in three areas and one head office area Conducted interview program (including area managers): 210 workers Conducted the philosophy training three times	Organizational assessment Age-specific training	Family training for each department
System development Work style reform Diversity and inclusion	Fixed-term system Evaluation systems Quota system	Regulations governing executive remuneration G6/G7 wage regulations	AMSV training for new employees Education and training systems (standard and selective)	Planned and developed the new manager training for all promoted employees and conducted a pre-implementation training Pre-implementation training: 25 participants	Consider the quota system for 2025 and onwards Fixed-term system (development by each department)	Retirement age system by positions
Assigning the right person to the right job Managing human resources information Information sharing	Launch of the Human Resources Council Human resources profiling Introducing Kaonavi talent management system	Departmental hearings Visualizing strategic talent	Human resources profiling Strengthening Kaonavi operation Scrutinizing the talent pool	Implemented profiling of approx. 200 people, compiled data on approx. 300 people including previous participants	Reconfirming job size measurements	Organizing requirements by department

Cultivate Human Resources Based on Our “For the People" Business Philosophy

To sustainably create human resources who will shoulder Group management going forward, based on our Group business philosophy of “For the People," while being aware of diversity and inclusion from the recruitment stage, we are supporting the diverse career development of our employees and fostering an environment where all human resources can acquire and fully demonstrate their abilities. Regarding all employees as potential executives, the Group offers them fair educational opportunities, while also providing educational investment and an environment conducive to growth and learning. This includes opportunities to take on challenges for further growth, education required for highly specialized work, and proactive job rotation. A key characteristic of the Group is that it is open to all people.

Status of Initiatives Based on the Strategic Human Resources Concept

We have established a Human Resources Council comprising Yoshinoya Holdings executive officers and above, and are working to identify and cultivate the next generation of management by nominating and intentionally placing personnel who will be candidates for executive positions and through the active promotion of younger employees. The officers that are members of the Council share personnel information within their own departments, and on priorities for training, within the Group, and consider and decide on the most appropriate person for each position. The Council further confirms the status of the operation of the quota and fixed-term systems for each operating company and department, and discusses the ideal way to operate these systems in accordance with the strategic human resources concept. Moreover, the Human Resources Strategy Department, Group Human Resources Division profiles all Group employees and, based on their career history, selects the optimal person for each position.

Educational Investment Measures to Create New Industry Leading Personnel

We are promoting initiatives founded on two departmental policies targeting upper-level employees at Yoshinoya Holdings and domestic operating companies with the objective of discovering and cultivating next-generation management and executives to lead the Group into the future.

Creating Front Runner Personnel One after Another

“Front runner personnel" refers to future management candidates, including some management-level personnel, mainly the general managers of Yoshinoya Holdings and executive officers and general managers at operating companies. The requirements for and types of front runners are shared through the Nomination Advisory Committee, and we provide development opportunities through job rotation and external training for exceptional personnel at and above the managerial level.

Qualitative Improvement of Work

We are encouraging managerial-level staff who form the population for front runners to boost the quality of their work. The managerial-level staff which is comprised mainly of supervisors will have their first opportunity to manage subordinates on a full-time basis and learn business principles and tenets. To deepen this experience and accelerate the learning cycle, we will implement measures to raise awareness of what is required of the Group's core personnel and to raise the level of knowledge. While standardized training programs for the store manager-level staff, who are candidates for the population, are currently provided at each operating company, we plan to include them in the target for educational investments by the Human Resources Strategy Department to improve the quality of candidate personnel practices.

Expectations of Group Personnel

The skills and knowledge acquired through the Group's operations, including store operations, management, and area management, are common across the food service industry, so our employees have high market value as human resources. We would like all of our employees to recognize this and become “alumni of the Yoshinoya Group" who are able to see beyond our company and play active roles in society.
This enhancement and leveraging of the value of our human resources leads to the practice of our business philosophy, “For the People." It is our belief that fostering a corporate culture where employees comprehend this and work toward our philosophy is the role of the Human Resources Strategy Department.