Human Capital Management

Our Group business is centered around our “For the People” philosophy. The “people” we are referring to here include all stakeholders who help the Group provide value and expand the reach of the pleasure, enjoyment, and happiness we can offer. This includes our customers, business partners, shareholders and investors, local communities, and employees.

Our employees are the font of our value provision capabilities. As such, we respect the diversity of our workforce and personal characteristics of every individual and we encourage active participation and growth by creating workplaces that nurture enthusiasm. We strive to maximize the level of customer satisfaction that this enthusiasm generates through quality products and services and contribute to the development of society through our business, because we believe this will help ensure our own sustainable growth. This philosophy forms the basis of our human resources management.

No matter how advanced technology becomes, there will always be a certain warmth and comfort that only people can provide. We welcome our customers with a sincere smile and see them off with a cheerful goodbye. The customer-centric skill and consideration we show make our customers happy. They always reply with a joyful thank you for the meal or for our attentive service. We believe that working in the restaurant industry should be viewed as a labor of love that involves making people happy, filling people with a sense of joy, and facilitating human interaction.

The further we progress this idea, the more people will appreciate and seek out the value we offer, not only in terms of our food, but also the restaurant space and eating atmosphere we create. Our people are key when it comes to increasing the value of that space. The Yoshinoya Group will continue to pursue human resources management that differentiates the value we offer and encourages customers to declare that they come to our restaurants because of our staff.

General Manager Interview

Developing human resources to pioneer the current and future Yoshinoya Group

The Yoshinoya Group’s human resources strategy is inspired by our “For the People” business philosophy. As part of our commitment to ensuring our doors remain open to many different people, we view all employees as potential executive candidates. We also pursue a unique human capital management approach that offers equal training opportunities and strives to create a rewarding working environment, culture, and organization and realize sustainable growth.

Human resources development The Yoshinoya Group considers all employees as potential executive candidates and provides everyone with fair and equal training opportunities. We provide our staff with challenging opportunities and specialist training and actively reassign employees to support personal growth. We also invest the necessary funds and create the necessary environments for promoting growth and learning.
Improving internal environments The Group promotes diversity and inclusion, encourages a good work-life balance, and pursues wellness management to ensure all employees can enjoy strong physical and mental health and work in a safe environment.

Practice diversity and inclusion

We respect the diversity and personal characteristics of our people and strive to maximize each person’s individual strengths. As part of that commitment, we seek to develop as a company that enables all employees to demonstrate their full potential and play an active role while also fostering mutual trust. We will continue to use the diversity of knowledge that different individuals bring to the table to develop a more resilient response to change, create innovative new value, and solve issues for our customers and society at large.

Our five guiding principles for encouraging diversity and inclusion

  1. To understand and respect individuals
  2. To promote universal success
  3. To uphold fair and equal support practices
  4. To build trust
  5. To emphasize independent and challenging spirit

The advancement of women in the workplace

  • 2025 targets: Female full-time employees: 30%, women in management positions: 30%
  • Support different work styles by offering childcare leave, shortened working hour system, and help with returning to work after maternity leave

Nurturing talented young managers

  • Pursue quota system to ensure at least 30% of executive candidates (managers) are 35 years of age or under

Employ personnel with disabilities, who we call “friend employees,” and promote the active participation of seniors aged 60 or over

  • Manage employment of friend employees by the Employment Promotion Committee

Promote a good work-life balance

We have introduced and implemented employee leave systems to enrich our employees’ private lives as well as communication measures to improve employee interaction and relationships. We also pursue wellness management after having positioned the mental and physical health of our employees as one of our key management pillars.

Work styles that facilitate self-fulfillment

  • Encourage part-time workers to take paid leave
  • Offer scholarships for part-time workers
  • Offer long-term service awards based on years of service

Improve internal communication

  • Hold store managers’ meetings (employee assemblies) twice a year
  • Hold roundtable discussions between the president and store managers
  • Offer summer workplace visits for outlet managers with children of elementary school age or younger

Wellness management

  • Conduct regular health checks for employees including part-time workers
  • Offer dietary and lifestyle guidance apps

Human resource training and career-building

We seek to build strong human resources by actively investing in talent development and career building that focuses on helping individual employees demonstrate their full capabilities and promoting long-term growth.

Encourage the transfer from part-time to full-time employees

  • Conduct monthly tests for change of employment status

Enhance our training programs and educational tools

  • Help employees develop their own career paths by providing training opportunities tailored to their individual career stages
  • Frameworks for supporting self-study and the acquisition of specialist knowledge and skills
  • Discover and deliberately reassign executive candidates to set them on an executive career path, move employees from restaurant outlets to head office departments
  • Assign the right person for the right job within the Group, encourage active personnel exchanges, and nurture next-generation leaders by creating a database for human resources information

Improve cooking, customer service, and operational skills

  • Video-based training tools for cooking and work processes
  • Hold technical competitions for employees working in our 2restaurant outlets

Education and training for attracting talented foreign personnel and acquiring skills required for management candidates

  • Train and nurture talented foreign personnel in Japan
  • Dispatch managers of Japanese outlets to study language overseas

Identify and train next-generation management teams

  • Offer in-house interview program and “real-team training”
  • Expand knowledge through external activities such as cross-industry exchange research, industry-academia collaboration programs, and dispatch to business schools.

FY2022 quantitative human capital data

  1. *1Consolidated results for the Group (including overseas businesses)
  2. *2Results across three companies: Yoshinoya Holdings Co., Ltd., Yoshinoya Co., Ltd., and Hanamaru Inc.
  3. *3Results across four companies: Yoshinoya Holdings Co., Ltd., Yoshinoya Co., Ltd., Hanamaru, Inc., and Sankosha Laundry Center, Inc.
  4. *4Results for Yoshinoya Co., Ltd.
  5. *5Results across two companies: Yoshinoya Holdings Co., Ltd. and Yoshinoya Co., Ltd.
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