At the TORIDOLL Group, we believe that creating an environment in which our employees can grow and experience self-realization, and in which they 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 both peace of mind and vitality.

Work Style Reforms

As part of our work style reforms, in September 2019 the TORIDOLL Group consolidated our headquarters functions at SHIBUYA SOLASTA, an office building located in Shibuya-ku, Tokyo. This has enabled us to further strengthen our ability to support the Group’s restaurants, which is a key role of headquarters.
At the same time, we have taken this consolidation as an opportunity to strengthen measures to promote new work styles, to stimulate employee emotions, and to advance the creation of environments that encourage communication.

Key Initiatives for Work Style Reforms

New offices that utilize Activity-Based Working (ABW)

ABW is a work style that makes use of mobile tools such as laptop computers and empowers employees to choose for themselves when and where they can complete their tasks with the greatest efficiency.
Going forward, the TORIDOLL Group intends to embrace new approaches such as ABW and create office environments that are comfortable and easy for employees to work in, with the aim of increasing their motivation and supporting their growth.

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31cafe—an employee canteen that stimulates employee emotions every day

Our employee canteen is designed to embody what makes the TORIDOLL Group unique—it is inspired by our corporate philosophy, and seeks to maximize our strengths as a global restaurant group. Seeking to stimulate employee emotions on a daily basis, the canteen offers dishes that are based on a variety of themes, including ”handmade,” ”freshly cooked,” ”multinational and multiregional,” and ”authentic cuisine.” In this way, we help motivate our employees by providing canteen meals that encourage them to look forward to the following day’s menu.

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Updated human resource development systems

TORIDOLL Group has set a target of 500 billion yen for sales revenue from all restaurants in fiscal year 2025.
If we wish to continue our growth and achieve our goals, it is vital that we seek to differentiate ourselves through the strength of our employees. To this end, at the TORIDOLL Group our aim is to become the leading human resources development group in the restaurant industry.
In order to realize this aim, from fiscal year 2020 we have started to update our human resources development systems with the goal of developing and nurturing human resources capable of proposing new values.

Measures to Encourage Restaurant Staff to Take Paid Leave

Employees working at our restaurants are occupied with various tasks on a daily basis and, depending on the shift patterns of employees and Partner Staff, it can be difficult for restaurant managers to take paid leave.
Believing this to be an important issue, at the TORIDOLL Group we have launched a Support Unit to enable restaurant managers to take paid leave for all our MARUGAME SEIMEN restaurants. The Help Unit analyzes employee shifts at all MARUGAME SEIMEN restaurants and, if staff shortages result from a restaurant manager taking paid leave, it dispatches special support staff to cover.
Approximately 10 employees are assigned to the support staff each month, and they cover staff shortages when restaurant managers take paid leave.

  FY2017 FY2018 FY2019
Average overtime (hours) *1 32.51 32.98 35.29
Percentage of paid leave taken (%)*2 35.15 43.23 47.84
  • *1 Average monthly overtime; excludes temporary employees
  • *2 Calculated as: total number of paid leave days taken per year/total number of paid leave days available per year; excludes temporary employees

Work-Life Balance

Seeking to create an environment in which employees can work with peace of mind, the TORIDOLL Group offers a variety of employee benefits for different life stages, including systems that help employees balance work with caring for their children and other family members.

The TORIDOLL Group’s parental leave system is available to employees who have children under two years old; parents of children under 10 years old can also use reduced working hours for childcare and choose not to do overtime. Some of our group companies have introduced a flextime system and recommend flexible working styles.
We have also established systems for “Child Nursing leave” which can be taken for half a day at a time, and “Nursing Leave” for employees with family members who require nursing care.
Going forward, we intend to expand systems that encourage positive work-life balance, and establish working environments in which our employees can work with peace of mind, with vitality, and experience self-realization.

Use of maternity leave and childcare leave systems

  FY2017 FY2018 FY2019
No. of employees who took maternity leave 8 17 9
No. of employees who took childcare leave - 21 7
Proportion of eligible women who took leave (%) 100
(8)
100
(17)
100
(6)
Proportion of eligible men who took leave (%) - 11.1
(4)
2
(1)
Percentage of childcare leave takers who returned to work (%) 87.5 - 100.0
  • * Figures apply to TORIDOLL Holdings employees only
  • * Figures for 2019 apply only to regular employees of the TORIDOLL Group (TORIDOLL Holdings, TORIDOLL Japan, MARUGAME SEIMEN, and TORIDOLL Business Solutions);
    “No. of employees who took maternity leave” and “No. of employees who took parental leave” refers to employees who began taking leave between April 1, 2019, and March 31, 2020;
    “Proportion of eligible women who took leave” refers to the number of women who had children between February 4, 2019, and February 4, 2020;
    “Proportion of eligible men who took leave” refers to the number of men who had children between April 1, 2019, and March 31, 2020.

Key welfare benefits

Benefit Overview
Maternity leave 6 weeks (or 14 weeks in the case of multiple fetuses) 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 Establishment of Contact for inquiries, 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)

Human Resource Requirements and Personnel Assessment Systems

In 2020, the TORIDOLL Group established an index to encourage employees to experience self-realization named “TORIDOLL-er’s Value,” and we have been using this index both for personnel assessments and recruitment.
More specifically, we use Toridoll-er’s Value to define detailed “role requirements” for each job position and rank, and to create detailed career sheets for each of our employees. By doing so, we hope to establish consistency between the growth vision of the Group and the career vision of individual employees.
The progress of these career sheets is checked at one-to-one meetings that take place between employees and their superiors every two weeks. Superiors find out what employees are seeking to achieve, and provide feedback on what they must do to succeed. In order to ensure that superiors offer appropriate communication and feedback, we provide those in managerial positions with personnel assessment training.
By aligning the career visions of individual employees with the role requirements and values of the TORIDOLL Group, we seek to create environments that provide even greater job satisfaction.

In-House Recruitment Systems

In order to encourage a culture of taking on new challenges and to improve employee motivation, TORIDOLL Holdings operates an in-house recruitment system that offers job-transfer opportunities to employees. By evaluating the aptitude of individual employees and providing them with desirable career moves, the system helps them achieve self-realization. The in-house recruitment system is operated by the Human Resources Department and available to employees of Group companies and each headquarters department; 12 employees made use of the system in fiscal year 2019.

Length-of-Service Awards

At the TORIDOLL Group, we present length-of-service awards to employees and Partner Staff members who have continued to work at the Group for more than 10 years, 15 years, 20 years, 25 years, and 30 years.
Every year, we hold an award ceremony as an expression of gratitude for their service. In 2019, we presented awards to 390 employees and Partner Staff members.

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Dialogue with Labor Unions

The TORIDOLL Group’s labor union was formed in May 2004 and is a member of UA ZENSEN. Almost all regular and Partner Staff are members of the union. Once a month, the union meets with the President and CEO, executive directors, directors, and human resources officers to carry out negotiations.

Our consolidated subsidiaries have labor unions, with the following companies: TORIDOLL Holdings Corporation, MARUGAME SEIMEN Inc., TORIDOLL Japan Corporation, YAMAKI, TORIDOLL D&I, TORIDOLL Business Solution and ZUND CORPORATION.

We enjoy positive labor and management relations and, as such, there are no issues to publicize at present.

Labor union membership ratios

As of March 31, 2020
Membership ratio of regular employees (%) 76.2
Membership ratio of temporary employees (%) 98.9