At TORIDOLL Group, we believe that creating an environment in which our employees can grow, experience self-realization, and can work with great motivation, is vital to supporting the growth of the Group.
For this reason, we advocate fair and consistent assessments and wages, provide wide-ranging benefits, and seek to create environments in which our employees can work with vigour and peace of mind.
Work Style Reforms
In fiscal 2019, we launched the Work Style Reform Committee, which is promoting activities aimed at reviewing work styles to correct long working hours and creating workplaces where diverse human resources can work comfortably. Specifically, we are working on various measures to deliver messages from management, foster awareness of time, and promote operational efficiency.
For example, as part of work style reform, in September 2019, we consolidated our head office functions in the office building SHIBUYA SOLASTA in Shibuya Ward, Tokyo. As a result, support for group stores, which is the role of the head office, has been strengthened more than before.
We are striving to realize a company that achieves sustainable growth by creating workplaces that are more comfortable and rewarding for our employees and where they can demonstrate their individual abilities.
31cafe—an employee canteen that stimulates employee emotions every day
At the Toridoll Group, as part of our work style reforms, we provide menus that make use of our group's corporate philosophy and the strengths of a global restaurant company at our employee cafeteria, 31cafe, to stimulate the sensibilities of our employees on a daily basis.
In January 2021, we will aim to create “highly perfected and competitive products” that will entertain employees without losing out to nearby restaurants, and “develop new knowledge and improve the business format through products” to develop skills as a person involved in food service. We have renewed with the concept of "Providing hints". During the current corona crisis, we are operating while thoroughly offering products in individual packaging and eating silently. In addition, during times other than lunch, "SUPER CHARGE" offers fresh and reasonably priced juices, which are used by employees as a refreshment time.
In addition, as an initiative for SDGs, a wide range of initiatives such as the use of leaves (vegetables) that were originally discarded due to the balance of supply and demand, the use of cutlery using biomass materials, and the use of rainforest certified coffee beans. are doing
Measures to encourage employees to take paid leave
One of the major issues facing some stores is that it is becoming difficult for store managers to take paid leave due to the busy schedule of employees and the shifts of employees.
Therefore, TORIDOLL Holdings utilizes a system that systematically grants annual paid leave, and promotes the taking of leave by asking employees to confirm their wishes in advance twice a year.
Paid vacation usage rate
2019 | 2020 | 2021 | |
|---|---|---|---|
Digestibility | 51.55% | 58.93% | 60.14% |
Work-Life Balance
To ensure that our employees can work with peace of mind, the TORIDOLL Group has a variety of welfare programs, including support systems for balancing nursing care and childcare according to their life stages, and has created an environment that is easy to work in.
The Toridoll Group's childcare leave system is available until the child reaches the age of 2, and employees with children up to the age of 10 can use the system that does not require employees to work shorter hours or work overtime. Some Group companies have also introduced a flextime system to encourage flexible working styles.
In addition, we have established “child care leave” that can be taken in half-day units, and “nursing care leave” that can be used by employees with family members who require nursing care.
From the perspective of work-life balance, we will continue to expand our systems and develop a work environment where employees can feel safe and lively and achieve self-actualization.
Use of maternity leave and childcare leave systems*
FY2017 | FY2018 | FY2019 | 2020 | 2021 | ||
|---|---|---|---|---|---|---|
No. of employees who took maternity leave | 8 | 17 | 9 | 12 | 8 | |
No. of employees who took childcare leave | - | 21 | 7 | 16 | 16 | |
Proportion of eligible women who took leave | 8/100% | 17/100% | 6/100% | 12 people/100% | 8/100% | |
Proportion of eligible men who took leave | - | 4/11.1% | 1/2% | 4 people/unknown | 8 people / 22.2% | |
Percentage of childcare leave takers who returned to work (%) | 87.5 | - | 100 | 100 | 68 | |
Key welfare benefits
Maternity leave | 6 weeks (or 14 weeks in the case of multiple pregnancy) before and 8 weeks after giving birth | |
Childcare leave | Can be taken until the child’s first birthday (can be extended until the child reaches 2 years old) | |
Reduced working hours for childcare | Can be taken until the child’s 10th birthday | |
Zero overtime for childcare | If requested by the employee, no overtime will be assigned until the child’s 10th birthday | |
Nursing leave | Can be taken by employees with family members who require nursing care: 5 days leave per year if 1 person requires care; 10 days leave per year if 2 or more people require care | |
Mental health support | EAP External Consultation Service (Mind and Body Hotline), a Mind and Body Consultation Desk and occupational health psychiatrist | |
Refreshment leave | 1 day of extraordinary leave for the purposes of refreshing mind and body can be taken every 6 months | |
Volunteer leave | Special leave provided to help contribute to society through service activities | |
Systematic grant system for paid leave | A system for systematically granting annual paid leave, giving 7 consecutive holidays (4 days of which are paid holidays) twice a year (April-September, October-March) | |
In addition, in the corona wreck, for those suffering from epidemics that fall under the category 1 to category 3 infectious diseases stipulated in the Infectious Diseases Act, including corona, special leave will be granted according to the number of years of service, etc. We have introduced a welfare system.
employee health
The physical and mental health of our employees is the foundation for conducting business activities, and it leads to the improvement of corporate value when individuals demonstrate their inherent abilities.
At TORIDOLL Holdings, we continue to implement the stress check system of the Industrial Safety and Health Act, which came into effect in December 2015, every year, including regular health checkups once a year.
In addition, we have set up a space where you can stand and work in the office space of the head office, sell low-sugar lunch boxes at the café used by employees, and regularly participate in the marathon event in Marugame City as an annual event. We are working to promote the health of our employees.
mental health care
In order to achieve both productivity improvement and added value creation, it is essential that employees have a working environment where they can work energetically and that they are physically and mentally healthy. To that end, it is important to strive to improve the working environment and to detect and prevent mental health problems at an early stage.
Toridoll Holdings has set up the "Long Working Hours Improvement Project" within the Working Style Reform Committee. We are focusing on efforts to prevent mental disorders, such as working hours optimization, monitoring, introduction of EAP (Employee Assistance Program), and deepening cooperation with industrial physicians.
Through these efforts, the working environment of employees who had been chronically working long hours has improved, and there are an increasing number of cases in which mental illnesses have been prevented by receiving counseling at an early stage. .
Human Resource Requirements and Personnel Assessment Systems
Toridoll Holdings will formulate "Toridoll-er's Value" in 2019 as an index for employees to achieve self-actualization, and will gradually use it as a standard for personnel evaluation and recruitment.
Specifically, based on Toridoll-er's Value, we specify detailed "roles to be sought" for each job type and grade, and have each employee create a detailed career sheet. By doing this, I ensure consistency between the company's growth vision and my own career vision.
Career Sheet confirms the progress of employees and supervisors at one-on-one meetings once every two weeks. After understanding what the employee wants to achieve, the superior gives feedback on gaps with the current situation. In order to ensure proper communication and feedback, we provide evaluator training, etc. for managers.
By becoming a company that simultaneously realizes the career vision of each employee and the roles and values that the Toridoll Group seeks, we aim to create a workplace that provides even greater job satisfaction.
In-House Recruitment Systems
TORIDOLL Holdings has implemented an in-house job posting system that provides opportunities for employees to transfer according to their wishes, with the aim of fostering a culture of taking on challenges and improving employee motivation. This is a system that supports the self-fulfillment of employees by ascertaining their aptitudes and providing careers that match their wishes.
Group companies and head office divisions are open to internal recruitment through the Human Resources Division.
Length-of-Service Awards
The Toridoll Group presents long-term service awards to all of our staff to express our gratitude.
Employees and partner staff with over 10, 15, 20, 25, and 30 years of service will be commended. I did.
Due to the impact of the new coronavirus infection, the ceremony for the fiscal year ending March 31, 2022 was held online, but it has become a place for long-term employees to interact with each other.
Dialogue with Labor Unions and Building Good Relationships
The Torridor Group supports freedom of association and the exercise of the right to collective bargaining.
Almost all full-time employees, as well as partner staff, are members of the labor union, and they hold discussions with the president and CEO, managing director, director, and human resources officer about once a month regarding working conditions, etc. Through these regular collective bargaining sessions, we are building healthy labor-management relations.
In the Toridoll Group, with the exception of some subsidiaries, labor unions exist at TORIDOLL Holdings Corporation, Marugame Udon, Inc. Toridoll Japan Inc. Japan Co., Ltd., Niku no Yamagyu Co., Ltd., Toridoll D&I Co., Ltd., and ZUND Co., Ltd.
Labor union membership ratios
End of November 2021 | End of March 2022 | |
|---|---|---|
Membership ratio of regular employees (%) | 80.7 | 84 |
Membership ratio of temporary employees (%) | 96.4 | 100 |
[This page updated: 2023/01/26] The figures are for FY2021, but some of the initiatives include information for FY2022.
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