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.
Materiality | 2024 KPI | Fiscal 2024 results |
|---|---|---|
An organization where people stay | ● Employee turnover rate: Less than 15% ● 30% of new hires (mid-career and new graduates) are internal promotions. ● Percentage of employees with 10 or more years of service across all employees: 8% or more | ● Employee turnover rate: 13.60% ● Internal recruitment of new hires (mid-career and new graduates): 23.00% ● Percentage of employees with 10 or more years of service across all employees: 7.80% |
Work Style Reforms
In 2019, Toridoll established the "Work Style Reform Committee" to promote activities aimed at reviewing work styles to correct long working hours and creating a workplace where diverse talent can work comfortably.
For example, the Long Working Hours Improvement Project, which is directly under the Work Style Reform Committee, has set annual KPIs and implemented measures such as monthly monitoring of target employees and continued individual follow-up and interviews for high-workload employees, resulting in improved management of long working hours. Now, the project is moving to a phase where it aims to raise the bar even further, moving from a uniform reduction of overtime hours to preventing the normalization of long working hours and improving the accuracy of management. The goal is to detect persistent high workload conditions early and take measures before they escalate into persistent long working hours, to ensure that supervisors continue to monitor the situation, engage in dialogue, and respond to employees working long hours, and to make visible the uneven distribution of work to specific individuals, allowing for work distribution and prioritization.
In addition, we have established various projects under the Work Style Reform Committee, and by advancing these initiatives, we aim to improve the ease and motivation of work for employees and create a workplace where individual abilities can be fully utilized.
31cafe—an employee canteen that stimulates employee emotions every day
As part of its work-style reform initiatives, the Toridoll Group offers menus at its employee cafeteria, "31cafe," in its Shibuya office that reflect the group's corporate philosophy and the strengths of its global restaurant business, stimulating the creativity of its employees every day.
Based on the concept of "providing new experiences through products" to cultivate skills for those involved in the food service industry, they offer buffets and bento boxes. In addition, outside of lunchtime, they offer fresh and reasonably priced smoothies as "SUPER CHARGE," which is used for employees' refreshment time.
In addition, as part of our commitment to the SDGs, we are undertaking a wide range of initiatives, including utilizing food ingredients that would otherwise be discarded due to supply and demand imbalances, using paper tableware, and using Rainforest certified coffee beans.
Measures to promote the use of paid leave
In some stores, the demands of daily operations and the availability of employee shifts make it difficult for store managers to take paid leave, which is a significant challenge. Therefore, Toridoll Holdings is promoting the use of annual paid leave by utilizing a system that allows for the planned allocation of leave and by confirming employee requests in advance twice a year.
Paid vacation usage rate
2022 | 2023 | FY2024 | FY2025 | |
|---|---|---|---|---|
Acquisition rate (%) | 71.0 | 70.2 | 66.8 | 73.5 |
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.
Usage of maternity 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) | |
Everyone gets a discount | Discount program for all employees at Toridoll Group restaurants. | |
Family Night | (Marugame Seimen) All stores will be closed from 3:30 PM on the evening of December 24th so that employees can spend time with their families. | |
Family cafeteria system | A company-sponsored system to cover the cost of meals for employees' children. | |
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. .
Length-of-Service Awards
The Toridoll Group holds a long-service awards ceremony for all its employees to express its gratitude. In the 2025 long-service awards ceremony, a total of 753 employees (114 full-time employees and 644 partner staff) who had reached 10, 15, 20, 25, and 30 years of service were recognized, and certificates of appreciation and commemorative gifts were presented, along with a ceremony. The ceremony was held in two venues, Kobe and Tokyo, and President and CEO Awata, along with other executives and department heads, served as hosts, expressing their gratitude to the employees who have provided customers with KANDO Dining Experiences for so many years.
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.
Number of members and percentage
2023 | 2024 | FY2025 | |
|---|---|---|---|
Number of full-time employee union members (persons) | 1,304 | 1,588 | 1,738 |
Number of full-time employees (persons) | 1,548 | 1,865 | 2048 |
Percentage of regular employees who are union members (%) | 84.2 | 85.1 | 84.9 |
Number of temporary employee union members (persons) | 29,799 | 34,740 | 36,539 |
Number of temporary employees (persons) | 30,001 | 35,056 | 36,649 |
Temporary employee union membership rate (%) | 99.3 | 99.1 | 99.7 |
[This page was last updated on 2026/06/25] The figures are from fiscal year 2024 or 2025, and the initiatives include information from fiscal year 2025.
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