Society < Recruitment and Personnel >
We are creating working environments where every employee feels comfortable, as well as training personnel so each employee can realize their full potential.
■Investing in human capital
DAIICHIKOSHO aims to cultivate human resources and create comfortable working environments, based on its basic belief that “human resources are more important than anything to the development of companies.”
Ensuring diversity
To attract talented human resources and ensure diversity when promoting key personnel, DAIICHIKOSHO casts a wide net when hiring new people, regardless of academic background or whether they are new graduates or in the middle of their careers.
＜Status of recruitment results＞
| Full-time employees recruited < Bottom row: Of which, foreigners > |
Of which, mid-career hires < Bottom row: Of which, foreigners > |
Of which, new graduates < Bottom row: Of which, foreigners > |
|||||||
|---|---|---|---|---|---|---|---|---|---|
| Men | Women | Total | Men | Women | Total | Men | Women | Total | |
| FY2023 | 91 | 27 | 118 | 62 | 17 | 79 | 29 | 10 | 39 |
| 77% | 23% | 100% | 53% | 14% | 67% | 25% | 8% | 33% | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| - | - | - | - | - | - | - | - | - | |
| FY2022 | 84 | 15 | 99 | 64 | 8 | 72 | 20 | 7 | 27 |
| 85% | 15% | 100% | 65% | 8% | 73% | 20% | 7% | 27% | |
| 1 | 0 | 1 | 1 | 0 | 1 | 0 | 0 | 0 | |
| 1% | - | 1% | 1% | - | 1% | - | - | - | |
| FY2021 | 69 | 14 | 83 | 41 | 6 | 47 | 28 | 8 | 36 |
| 83% | 17% | 100% | 49% | 7% | 57% | 34% | 10% | 43% | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| - | - | - | - | - | - | - | - | - | |
| FY2020 | 104 | 13 | 117 | 75 | 10 | 85 | 29 | 3 | 32 |
| 89% | 11% | 100% | 64% | 9% | 73% | 25% | 3% | 27% | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| - | - | - | - | - | - | - | - | - | |
| FY2019 | 136 | 15 | 151 | 109 | 9 | 118 | 27 | 6 | 33 |
| 90% | 10% | 100% | 72% | 6% | 78% | 18% | 4% | 22% | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| - | - | - | - | - | - | - | - | - | |
< Latest full-time employee data > As of March 31.2024
| Full-time employees < Bottom row: Of which, foreigners > |
Of which, mid-career hires < Bottom row: Of which, foreigners > |
Of which, new graduates < Bottom row: Of which, foreigners > |
|||||||
|---|---|---|---|---|---|---|---|---|---|
| Men | Women | Total | Men | Women | Total | Men | Women | Total | |
| FY2023 | 1,523 | 191 | 1,714 | 1,250 | 143 | 1,393 | 273 | 48 | 321 |
| 89% | 11% | 100% | 73% | 8% | 81% | 16% | 3% | 19% | |
| 5 | 1 | 6 | 5 | 0 | 5 | 0 | 1 | 1 | |
| 0.3% | 0.1% | 0.4% | 0.3% | - | 0.3% | - | 0.1% | 0.1% | |
| FY2022 | 1,534 | 177 | 1,711 | 1,268 | 128 | 1,396 | 266 | 49 | 315 |
| 90% | 10% | 100% | 74% | 7% | 82% | 16% | 3% | 18% | |
| 6 | 1 | 7 | 6 | 0 | 6 | 0 | 1 | 1 | |
| 0.4% | 0.1% | 0.4% | 0.4% | - | 0.4% | - | 0.1% | 0.1% | |
< Full-time employees working at branches/working at stores/working other than at branches or stores> As of March 31.2024
| Full-time employees working at branches < Bottom row: Of which, foreigners > |
Full-time employees working at stores < Bottom row: Of which, foreigners > |
Full-time employees working other than at branches or stores < Bottom row: Of which, foreigners > |
|||||||
|---|---|---|---|---|---|---|---|---|---|
| Men | Women | Total | Men | Women | Total | Men | Women | Total | |
| FY2023 | 419 | 11 | 430 | 638 | 46 | 684 | 466 | 134 | 600 |
| 24% | 1% | 25% | 37% | 3% | 40% | 27% | 8% | 35% | |
| 0 | 0 | 0 | 4 | 0 | 4 | 1 | 1 | 2 | |
| - | - | - | 0.2% | - | 0.2% | 0.1% | 0.1% | 0.1% | |
| FY2022 | 417 | 9 | 426 | 593 | 28 | 621 | 524 | 140 | 664 |
| 24% | 1% | 25% | 35% | 2% | 36% | 31% | 8% | 39% | |
| 1 | 0 | 1 | 4 | 0 | 4 | 1 | 1 | 2 | |
| 0.1% | - | 0.1% | 0.2% | - | 0.2% | 0.1% | 0.1% | 0.1% | |
< Latest manager data > As of March 31.2024
| Managers < Bottom row: Of which, foreigners > |
Of which, mid-career hires < Bottom row: Of which, foreigners > |
Of which, new graduates < Bottom row: Of which, foreigners > |
|||||||
|---|---|---|---|---|---|---|---|---|---|
| Men | Women | Total | Men | Women | Total | Men | Women | Total | |
| FY2023 | 300 | 2 | 302 | 245 | 2 | 247 | 55 | 0 | 55 |
| 99% | 1% | 100% | 81% | 1% | 82% | 18% | - | 18% | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| - | - | - | - | - | - | - | - | - | |
| FY2022 | 309 | 4 | 313 | 257 | 4 | 261 | 52 | 0 | 52 |
| 99% | 1% | 100% | 82% | 1% | 83% | 17% | - | 17% | |
| 1 | 0 | 1 | 1 | 0 | 1 | 0 | 0 | 0 | |
| 0.3% | - | 0.3% | 0.3% | - | 0.3% | - | - | - | |
< Managers working at branches/working at stores/working other than at branches or stores > As of March 31.2024
| Full-time employees working at branches < Bottom row: Of which, foreigners > |
Full-time employees working at stores < Bottom row: Of which, foreigners > |
Full-time employees working other than at branches or stores < Bottom row: Of which, foreigners > |
|||||||
|---|---|---|---|---|---|---|---|---|---|
| Men | Women | Total | Men | Women | Total | Men | Women | Total | |
| FY2023 | 24 | 0 | 24 | 89 | 0 | 89 | 187 | 2 | 189 |
| 8% | - | 8% | 29% | - | 29% | 62% | 1% | 63% | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| - | - | - | - | - | - | - | - | - | |
| FY2022 | 27 | 0 | 27 | 77 | 0 | 77 | 205 | 4 | 209 |
| 9% | - | 9% | 25% | - | 25% | 65% | 1% | 66% | |
| 1 | 0 | 1 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 0.3% | - | 0.3% | - | - | - | - | - | - | |
Creating comfortable working environments
We are taking various steps to reduce long working hours, such as sending email warnings about working too much overtime and regularly checking if employees are using annual leave. We also regularly provide information about the Group’s social and welfare facilities to encourage employees and their families to use them for rest and recuperation. In addition, we offer various support to our employees, such as a savings scheme, shareholding scheme and group insurance scheme.
Training system
At DAIICHIKOSHO, we know that people are vital to drive the Group’s sustained growth and corporate value over the longer term. That’s why we are focusing on raising the skill levels of our employees and developing human resources.
We are improving training programs for new recruits, in addition to running training courses tailored to each employee grade and job function.
In FY2018 we introduced a training instructor system for customer-facing personnel at flagship karaoke rooms and restaurants to reinforce follow-up training for employees who have recently joined the company. At other locations, we implemented more rigorous training systems for all employees, including part-time staff, and introduced a satellite instructor system linked to flagship locations to create an integrated training framework. We have also set up training video libraries at each location so that employees can access training resources whenever they need.
Main types of training provided
(For all job types) Human Talent Cultivation Program
We are making a concerted effort to cultivate human talent that will be able to demonstrate outstanding capabilities through into the future, and we are implementing follow-up in various areas.
|
Category |
Overview |
Training |
|
Training for new employees |
Representing the first step toward becoming a real professional, this training includes cultivating self-awareness of what is expected of you as an adult and as a member of an organization, as well as hands-on training in how to carry out one's work and in business etiquette, with targets set that are to be met within six months' time, so as to cultivate the basic know-how that recruits will need when they are assigned to a particular work location. |
Five days |
|
Training for new employees |
With the aim of cultivating a new generation of employees who will be able to play a key role in the company, this training involves collating and taking inventory of the employee's experience in the six months since they joined the company, making any adjustments needed for their future work, and acquiring strong team-building skills so that they can function effectively as a member of a team, while also realizing a further enhancement of the employee's career development potential. |
Two days |
|
Training for new employees |
This program aims to cultivate employees' self-awareness of their role as a core employee, and encourage them to achieve further personal growth. |
Three days |
|
Career development training |
This training is implemented for employees who have just been promoted. |
Three days |
Sales Management Headquarters
|
Category |
Overview |
Training period |
|
Basic sales training for new employees |
This training is implemented after initial training for those new employees who are assigned to sales roles, with the aim of enhancing their basic capabilities as sales personnel; it includes thorough instruction from expert trainers in regard to product know-how, equipment maintenance methods, sales approach methodology, and audio system knowhow. The program also incorporates training at other divisions and at frontline business locations, so that trainees can learn every aspect of sales operations. |
Around three months |
Store Business Headquarters
|
Category |
Overview |
Training period |
|
Initial training |
Separate training programs are implemented for new employees who are recent graduates and those who already have work experience. The training comprises basic training to enhance understanding of business etiquette, the company's business activities, its organizational structure, its corporate philosophy, etc., as well as hands-on, practical training by dedicated instructors using stores located in the east and west of the country that are adapted for employee training. |
Around one month |
|
Career development training |
This training aims to help store managers progress through the three levels of Bronze, Silver and Gold competence. |
One day |
|
Discussion meeting for new employees who are recent graduates |
We attach great importance to horizontal links between store staff, and these discussion meetings are held to enable new employees to communicate with other employees who joined the company at the same time, with the aim of maintaining and enhancing motivation. |
Twice a year |
Mental health measures
In accordance with partial revisions to the Industrial Safety and Health Law, which came into effect on December 1, 2015, we started offering annual stress checks to all employees from FY2016, including part-time staff enrolled in social insurance. Of 2,551 eligible personnel in FY2023, 1,606 took the stress checks and several employees had a consultation with a medical professional following the check. We are collating and analyzing the results of the checks to improve working hours and workplace environments.
Project to empower female employees
To support the advancement of women, we launched a project in April 2018 to develop a new restaurant format led by female employees, who are responsible for all aspects of the project, from concept development to restaurant opening. Roughly one year after the start of the project, on June 28, 2019, the first Time is Curry restaurant developed by the project team was opened inside JR Ichikawa Station, Ichikawa, Chiba Prefecture. We plan to continue pushing ahead with this project as part of our efforts to create a better working environment for female employees in the DAIICHIKOSHO Group.
■Measures to promote safe driving
Safe Driving Management Regulations
The DAIICHIKOSHO Group has created Safe Driving Management Regulations to reduce car and traffic accidents to zero.
Safe driving awareness activities
DAIICHIKOSHO uses a range of methods to improve driving safety and awareness. Information related to all accidents in the Group is managed centrally and used as case studies six times a year report to increase awareness about car and traffic accidents. We also publish a quarterly safe driving newsletter and hold seminars on safe driving twice a year. Training materials handed out at the seminar include examples and images of actual accidents that occurred in the Group.
Dashboard cameras
Since 2011, the Group’s entire fleet of roughly 1,300 vehicles has been fitted with dashboard cameras. If an accident does occur, an accident report and video of the accident recorded by the dashboard camera is shared within the Group to prevent similar accidents in the future.
Alcohol detection systems
We have introduced alcohol detection systems to prevent drink-driving. All employees subject to testing are checked when arriving at work to eliminate drink-driving and promote safe driving habits.