Sustainability

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
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
- - - - - - - - -
FY2018 168 19 187 133 11 144 35 8 43
90% 10% 100% 71% 6% 77% 19% 4% 23%
1 0 1 1 0 1 0 0 0
1% - 0.53% 0.53% - 0.53% - - -

< Latest full-time employee data >

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
Apr-22 1597 186 1783 1302 128 1430 295 58 353
90% 10% 100% 73% 7% 80% 17% 3% 20%
5 1 6 5 0 5 0 1 1
0.3% 0.1% 0.3% 0.3% - 0.3% - 0.1% 0.1%

< Full-time employees working at branches/stores, working other than at branches/stores>

Full-time employees
< Bottom row: Of which, foreigners >
Of which, working at stores and branches
< Bottom row: Of which, foreigners >
Of which, working other than at stores and branches
< Bottom row: Of which, foreigners >
Men Women Total Men Women Total Men Women Total
Apr-22 1597 186 1783 1054 37 1091 543 149 692
90% 10% 100% 59% 2% 61% 30% 8% 39%
5 1 6 4 0 4 1 1 2
0.3% 0.1% 0.3% 0.2% - 0.2% 0.1% 0.1% 0.1%

< Latest manager data >

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
Apr-22 318 4 322 265 4 269 53 0 53
99% 1% 100% 82% 1% 84% 16% 0% 16%
1 0 1 1 0 1 0 0 0
0.3% - 0.3% 0.3% - 0.3% - - -

< Managers working at branches/stores, managers working other than at branches/stores >

Managers
< Bottom row: Of which, foreigners >
Of which, working at stores and branches
< Bottom row: Of which, foreigners >
Of which, working other than at stores and branches
< Bottom row: Of which, foreigners >
Men Women Total Men Women Total Men Women Total
Apr-22 318 4 322 98 0 98 220 4 224
99% 1% 100% 30% - 30% 68% 1% 70%
1 0 1 1 0 1 0 0 0
0.3% - 0.3% 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
period

Training for new employees
(Initial training for new recruits)

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
(Follow-up training in the autumn of the employee's first year with the company)

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
(Brush-up training in the employee's third year with the company)

This program aims to cultivate employees' self-awareness of their role as a core employee, and encourage them to achieve further personal growth.
Participants undertake a "stock-taking" of their own capabilities, think about how to mentor other employees who have joined the company more recently, and share their vision for the future with colleagues who joined the company in the same year, while aiming to enhance their skills.

Three days

Career development training
Training for newly-appointed managers
Applicable to Chiefs, Leaders and Section Managers

This training is implemented for employees who have just been promoted.
The aim of the program is to give the trainees a clear understanding of their position and role in this new stage in their career, and to clarify what will be expected of them. Trainees also hone their presentation skills by deciding on their future career direction and goals and then presenting them. There is also a focus on compliance training.

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.
Progressing through these stages enables store managers to move up to managing larger or more important stores. Gold store managers are responsible for managing the most important stores, such as newly-opened stores. The program is also used to cultivate candidates for promotion to area manager.

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 2,579 eligible personnel in FY2020, 1,757 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 in a monthly 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.

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