governance

Based on our management philosophy, we view human resources as important human capital, and we are committed to creating a working environment that encourages the growth of each and every employee and enables them to play an active role over the long term toward the growth of the company. In addition, in order to create an environment in which a diverse workforce can maximize their abilities, we will address diversity management, including the active participation of women, the promotion of foreign human resources, and the employment of people with disabilities, as important issues.

Based on its management philosophy, the Group regards human resources as important "human capital" and strives to create a workplace where each and every employee can play an active role in his or her own way.
To this end, in June 2022, the Group established Gift Diversity Solutions Inc. (a special-purpose subsidiary, hereinafter referred to as "GDS") to expand the scope of its business and create employment opportunities for people with disabilities while enhancing flexible work styles and support systems that take into account the characteristics of their disabilities.
In GDS GDS is not only in charge of the management of the disabled throughout the Group, but also serves as the lead department for the employment of foreign nationals and as a registration support organization for foreign human resources with specific skills.

Our group has launched an initiative to hire locally hired foreign personnel with specific skills, and we are focusing on finding and training such foreign personnel in cooperation with local companies.
As part of the Group's efforts, workshops are periodically held during the local training period to teach the Group's management philosophy, cooking utensils used in the restaurants, technical terms, etc., to reduce any gaps prior to the actual cooking and customer service work in Japan, and a training system is in place to enable foreign personnel to become immediately competitive. The Group has also established a training system to ensure that foreign personnel are able to become immediately competitive in the workplace.
In addition, we accept technical intern trainees at our group's factories, and during training, we prepare manuals in languages other than Japanese to ensure a safe working environment for them. In this way, we provide an environment where diverse human resources with a global perspective can demonstrate their abilities while overcoming language barriers.

The Group is committed to creating a workplace environment in which women can continue to work after childbirth or other life events.
As part of this effort, we have introduced an area employee system that allows employees to transfer within commuting distance and offers a variety of options based on working hours and overtime. Through this system, the return rate of female employees working at the head office has remained high, and we will continue to create a better workplace so that all employees can continue to work with peace of mind for a long time after a life event.

BASED ON OUR MANAGEMENT PHILOSOPHY, WE REGARD HUMAN RESOURCES AS IMPORTANT HUMAN CAPITAL, AND WE WILL PROMOTE THE GROWTH OF EACH AND EVERY EMPLOYEE TOWARD THE GROWTH OF THE COMPANY AND CREATE A WORKING ENVIRONMENT IN WHICH EMPLOYEES CAN PLAY AN ACTIVE ROLE OVER THE LONG TERM. IN ADDITION, FOR THE GROWTH OF EACH EMPLOYEE, WE WILL EXPAND MEASURES SUCH AS CLARIFICATION OF ANNUAL EVALUATION TARGETS AND FEEDBACK OF EVALUATION RESULTS, ENHANCEMENT OF ON-THE-JOB TRAINING IN THE WORK ASSIGNED TO THEM, AND REGULAR IMPLEMENTATION OF WORKSHOP-STYLE EDUCATION AND TRAINING PROGRAMS.

In order to put into practice the company's management philosophy of "Shiawase, from yourself. In order to put into practice the company's management philosophy of "Shiawase, from yourself," the Group established the "Shiawase Leave System" in the same year based on the 2019 amendment to the Labor Standards Law to enhance the satisfaction of each employee.

Under this system, employees and cast members who are granted 10 or more days of annual paid leave per year are encouraged to take 5 consecutive days of paid leave, and are provided with Shiawase Leave Support Money as a unique support to spend such leave as a more fulfilling and meaningful time.

The Shiawase vacation system has been well received by employees since its introduction because it allows employees to spend time with their loved ones in the restaurant industry, where shift work is said to make it difficult to take vacation time.

The Group fosters a culture of praise based on its management philosophy of valuing human resources. As part of this culture, the Group holds an annual internal awards event, the "Gift Festival," to recognize stores and employees who embody the management philosophy and perform well throughout the year.
At this event, stores and employees who are recognized for items of activity in line with the philosophy, such as thorough cleaning and high praise from customers, are given awards, and employees who provide customer service that embodies the Group's philosophy are selected. In addition, during the employee awards, we recognize outstanding employees by position, including cast members (part-time and casual employees).
Through this event, not only are active employees recognized, but it also provides an opportunity for employees to reconfirm our philosophy.

In order to create an environment in which each and every employee can maintain a high level of motivation and work vigorously, the Group implements various measures to keep store employees, who may become stuck in a rut simply interacting within the same store, motivated to work.
Specifically, we provide opportunities for interaction with employees of the same generation, other stores, and employees in different positions. We aim to build horizontal ties (with peers) and vertical ties (with different positions and departments) through synchronization meetings for new graduate employees, recreational activities in each area where stores are supervised, and club activities. We aim to build horizontal ties (with colleagues) and vertical ties (with different positions and departments) through these activities.

The Group has established a system that allows employees working at the head office to work remotely, depending on the nature of their work. There are no designated workdays, and there is no dress code, allowing employees to work in a casual style. This allows for a flexible work style and promotes a less stressful and less tiring work environment, thereby improving the life-work balance of employees and enhancing their productivity.

The Group conducts regular health checkups for all employees and promotes non-smoking while working at the head office.
In accordance with the revised Occupational Health and Safety Law, we have also introduced a stress check system for all employees and cast members who are covered by social insurance at all of our business locations. Through this system, we encourage employees to cope with their own stress, improve a more comfortable work environment, and prevent mental health problems.

BASED ON OUR MANAGEMENT PHILOSOPHY, WE REGARD HUMAN RESOURCES AS IMPORTANT HUMAN CAPITAL, AND WE WILL PROMOTE THE GROWTH OF EACH AND EVERY EMPLOYEE TOWARD THE GROWTH OF THE COMPANY AND CREATE A WORKING ENVIRONMENT IN WHICH EMPLOYEES CAN PLAY AN ACTIVE ROLE OVER THE LONG TERM. IN ADDITION, FOR THE GROWTH OF EACH EMPLOYEE, WE WILL EXPAND MEASURES SUCH AS CLARIFICATION OF ANNUAL EVALUATION TARGETS AND FEEDBACK OF EVALUATION RESULTS, ENHANCEMENT OF ON-THE-JOB TRAINING IN THE WORK ASSIGNED TO THEM, AND REGULAR IMPLEMENTATION OF WORKSHOP-STYLE EDUCATION AND TRAINING PROGRAMS.

As part of its human resource development curriculum, the Group provides store employees with in-house training necessary for each stage of their development so that each employee can steadily build his or her career. The training courses are managed on the e-learning system from application to passing the test.
The curriculum includes a wide variety of topics, such as leadership and time management, which employees can freely select according to their own needs. The workshops are designed to change behavior, not simply to acquire knowledge.
We also offer a full range of compliance-related training, such as harassment prevention, for all employees.

The Group places great importance on the penetration of its management philosophy. When hiring, we hire people based on the image of the kind of person we are aiming for, and we conduct philosophy training for all employees on their first day of employment. In order to ensure that the training does not remain a one-time event, we hold monthly manager meetings to discuss our philosophy, and we strive to communicate with our employees using the words of our philosophy during morning meetings, meetings, and interviews held at each store.
Furthermore, head office members also regularly participate in store training sessions to deepen their understanding of store operations and provide them with opportunities to rethink the management philosophy. After the training, we also provide follow-up support programs to reconfirm the philosophy and apply it to business operations.

The ideal store manager of our group is summarized in the "Store Manager's Manual," which serves as a guideline for all store managers. In order to help talented employees grow into outstanding store managers, we provide necessary training at every stage of their growth, from manager to store supervisor to store manager. In addition, we provide training for store managers, as well as training before they become store managers to ensure that they do not suddenly stumble when they take over as store managers. We also hold monthly manager meetings.
We also hold monthly manager meetings to ensure unity of purpose through discussions and role-plays on how to respond to issues that arise from time to time.

TO PREVENT EXCESSIVE WORKING HOURS, THE COMPANY MONITORS ITS HEAD OFFICE EMPLOYEES USING A DIGITAL SYSTEM, WHICH MUST BE ACTIVATED WHEN A PC IS USED AND WILL FORCE THE SYSTEM TO SHUT DOWN IF IT IS NOT ACTIVATED. IN ADDITION, WE ENSURE PROPER MANAGEMENT OF WORKING HOURS BY ACCURATELY RECORDING WORKING HOURS, INCLUDING THOSE SPENT WORKING REMOTELY.

The Group will emphasize compliance as the basis of its business activities, and will provide ongoing training to its officers and employees, as well as compliance with laws and regulations.

The Group has positioned the Administrative Division as the department in charge of compliance, and follows up on the status of compliance in cooperation with the Compliance Promotion Committee, which is chaired by the President and Representative Director. In addition, the Internal Audit Office, which is independent of the business execution divisions, has been established to regularly check the status of compliance.

Based on its philosophy-based management, the Group regards all employees as valued colleagues and aims to create a workplace where everyone can work with peace of mind. To this end, we ensure that all employees respect each other and create an environment in which harassment is never tolerated.
The Group has established a Harassment Elimination Period, during which all employees take harassment training, and has also developed campaign videos and other initiatives to improve the workplace environment company-wide.