Keep the "cycle of happiness" going
── Senior Corporate Officer Matsuo on F&LC’s Human Capital Management

It was in 2025 that F&LC explicitly established “human capital management” as a cornerstone of its management policy. Having steadily grown its business through rigorous performance management, why has the company now chosen to place “people” front and center once again? We spoke with Matsuo, Senior Corporate Officer in charge of Human Resources.

Profile
: Senior Corporate Officer Takaharu Matsuo.
Joined the company in 2022. Bringing an “outsider’s perspective” gained through a career in human resources across multiple industries, including manufacturing, he leads F&LC’s human capital management.

*Affiliations and titles are as of the time of the interview.

What Lies Beyond the Numbers

―― What concerns led you to adopt a human capital management approach?

Our business performance has been growing steadily. We had a system in place to effectively manage material and labor costs, and the results are clearly reflected in our financial figures. However, I’ve always wondered whether we, as management, have truly been doing enough to support our employees.

The restaurant industry is directly affected by the declining population. Both the number of customers and the number of workers are decreasing.While IT and automation can certainly handle certain aspects, it is ultimately human touch that moves customers’ hearts and brings them happiness. No matter how advanced technology becomes, only people can serve delicious sushi and create moments of joy. There are barriers that cannot be overcome by simply chasing numbers. That is precisely why we needed to reposition investment in human resources not as a “cost,” but as a true “investment.”

Steadfastly keeping the “cycle of happiness” going

―― What exactly does F&LC mean by “human capital management”?

“Let’s transform the deliciousness of everyday life. Let’s spread joy throughout the world.”—That is our vision. We believe the first step toward realizing this vision lies in ensuring that our employees who interact with customers are satisfied and find their work rewarding.

The concept itself is simple. We invest in our employees so they can take the initiative and perform to the best of their abilities. This increases the value we provide to our customers, which in turn generates profits. We then reinvest those profits back into our employees. We’re simply sticking to this cycle with unwavering dedication.

The phrase “with single-minded dedication” may not sound very glamorous. However, I am convinced that, in the end, steadily building things up one step at a time is stronger than launching grand, flashy initiatives.

From Arm Sleeves to Parental Leave: Protecting the Front Lines

―― Could you also tell us about the measures you’re taking to implement your philosophy on the ground? Specifically, what kinds of initiatives are you undertaking?

To give a simple example, let’s consider safety. This includes arm guards for use with fryers, specialized knives for safely cutting avocados, gloves for slicing sushi ingredients, and non-slip flooring. These might sound like small details, but what really matters is whether employees feel that “the company truly cares about them.” Even if each improvement is minor on its own, I believe that it is the accumulation of these small changes that builds a sense of security on the front lines.

In 2023, we also relaxed our dress code. Under certain conditions, employees are now free to choose their own hairstyles and hair colors, and bright-colored contact lenses are also permitted. This stems from our desire to create an environment where employees can work vibrantly and be their true selves. Regarding paternity leave for men, the uptake rate—which was virtually zero a few years ago—has now risen to about 70%.We refer to this internally as “Family Time.” Additionally, Sushiro has established a system that allows employees to work within a limited area during periods when they face constraints such as childcare or caregiving, enabling them to choose a work style that aligns with their changing life stages.

To Break Through Invisible Barriers

―― Were there any challenges that emerged as you implemented these measures?

The biggest challenge was the barriers between departments. Between headquarters and stores, and between domestic and international operations—it wasn’t just a matter of physical distance; there was also a psychological barrier stemming from a lack of understanding of each other’s work contexts. Even though everyone was dedicated to their work, it was difficult to fully grasp the other party’s circumstances through business interactions alone. This created a structure where misunderstandings were bound to arise.

To address this, we made store-based training mandatory. We now require new hires at headquarters to spend several days working in a store first. Simply gaining on-the-ground experience before taking on headquarters duties completely changes their perspective. Once the COVID-19 situation stabilized, we also launched several days of tier-based training. While acquiring knowledge and skills is certainly important, we had another goal in mind: creating opportunities for people from different departments to talk face-to-face off-site. This has proven to be more effective than we expected.

In fact, we’re already seeing tangible changes. Department heads have started organizing social gatherings on their own initiative, and cross-departmental collaboration is yielding concrete results. The connections formed during training aren’t limited to the classroom—they’re spilling over into our day-to-day work. Relationships that were once purely professional are evolving into bonds built on a shared understanding of each other’s backgrounds—and we’re starting to feel the tangible impact of that shift.

Carve out your own career path

―― Could you also tell us about your initiatives regarding career development? Have you noticed any changes in employee attitudes?

As we have established systems for career planning and internal job postings, I sense that employees’ mindset is gradually shifting from a “career dictated by the company” to a “career they shape and carve out for themselves.” We are seeing an increasing number of employees stepping forward to take on new challenges in different fields.

We want to further accelerate this momentum. For example, we aim to create an environment where a female store manager can take parental leave and, upon returning to work, continue in her role while aspiring to become a section chief or department head. We want to be a company that offers opportunities tailored to both those who are highly motivated to grow and those who prioritize a stable work-life balance. How to harness the strengths of each individual to benefit the organization as a whole—this is a major focus for us moving forward.

Our company is made up of hardworking people.

―― From your perspective as someone who has worked in multiple industries, what kind of company do you think F&LC is?

What strikes me most is how dedicated everyone is. I’ve worked at several companies, but the people at F&LC don’t try to stand out; they simply do their jobs diligently in their respective roles. Since joining the company, I’ve witnessed this attitude time and time again in my daily work.

It is precisely the attitude of each and every individual that builds trust in the company as a whole and translates into value for our customers. It has been four years since I joined the company, and my conviction that this team can achieve great results—as long as we stay on the right track—grows stronger every day.

―― Finally, could you tell us about your future plans?

A “cycle of happiness” that begins with investing in our people—this is the cornerstone of our management philosophy, and we want to strengthen it further. We aim to create an environment where employees can take on new challenges with confidence, deliver value to our customers, and see the results of their efforts come back to them. It’s by no means a glamorous story. But continuing to keep this cycle turning, with unwavering dedication—that is the path that defines who we are.