NVCC Technology Seminar “Robots in our future life”

2016/10/27(Thu)@Global Business Hub Tokyo

Mankind cannot survive 120+ years unless it replaces its body to inorganic devices.

Professor Hiroshi Ishiguro stressed that mankind’s endless pursuit of survival will drive technology adaption.

Researchers and entrepreneurs acknowledged that robotics and virtual reality are already changing our life, and provided various insights into business opportunities.

 

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Global Group
(2016/5 Tokyo Mothers-IPO)

bootstrapped 10 years ago
now leading the industry

Bootstrapped 10 years ago, Globalgroup (Chiyoda-ku, Tokyo) has grown to an organization of 1,000+ child care staff, expecting 9.3 billion yen annual sales this year, surpassing other industry peers.

Daycare shortage is serious in Japan.

Service providers are in a typical “seller’s market” situation, but most of them are struggling in staff recruiting.
Contrastively, Globalgroup has gained strong reputation among nursery workers.
200 new proffessionals joined the company this year. Employee turnover stay as low as 10%+ compared to the industry average of 30%+.
“The secret sauce is simple. Respect employee as proffesional. We never suffered of staff shortage” says CEO Nakasho. “Other service providers push additional commitment such as English lesson or late-night care but those services are based on parents’ point of view. We put our employee’s point of view top priority. We do not accept late-night care. We treat English not as a language eduation but an opportunity to experience diverse culture. Which make big difference in our staff’s perception and their motivation.”

“Respect as proffesional” culture attracts new applicants
Competitors are blaming their staff shortage

Nakasho started his career at Kobeya, a popular bakery chainstore, as a new graduate and earned a strong background in store development.
At age 31, he moved to a child care center startup, founded by his colleague.
Spending time with kids, he realized that child care requires highly professional skill. He was also shocked by the low salary and oppressive working conditions such as overtime work.

The center itself enjoyed nice profit, founded on the ultimate sacrifices.
He passed a certification exam as child care nurse by himself, but felt disgusted with such a distorted industry structure, even considered going back to his home town.
Luckily, he learned about an incentive program, child care center start-up support for individuals and decided to run by himself.

He aggressively implemented new standards in the industry, such as two days off every week, no-over work, overseas training. Principal staff’s monthly salary has been increased to 330,000 yen from 220,000 yen in his company. This affected industy average wage later. “Other providers followed our compensation, but no one could replicate our foundation, which is nurse-centric child care for children”.

The company is now flooded with requests for new openings. At full operation, its development schedule is maxed out until 2023.

(本文、日本語訳)

個人開業から10年。グローバルグループ(東京千代田区)は1000名超の保育士を抱える企業に成長、年商は今期93億円を見込み業界トップに躍り出ようとしている。

待機児童があふれ、保育園を出せば“売れる”時代だが、他社は肝心の保育士が確保できない。地団駄を踏む競合とは対照的に同社には入社を望む保育士が列をなす。今年は200名超を採用、保育士の退職率は平均30%超ともいわれるが、同社は10%台と格段に低い。秘密は「保育士をプロとして扱うにつきる。

設立来、保育士の募集に困ったことはない」と中正社長。「他社は英語教育や深夜保育を保育士に課すがそれは親目線。保育士の目線に立って深夜預かりも行わないし、英語も“海外の文化にふれされる”こういうだけで保育士のやる気は全く違う」

同氏は都内の大学卒業後、神戸屋で店舗開発を経験。会社の先輩が脱サラして始めた保育園に誘われ31歳で転職。

園児と携わる中で保育士の高度なスキルとそれに対する給与の低さ、毎晩残業の過酷な現場を目の当たりにする。園は高収益、一方で保育士が疲弊する。保育士資格も取得したが、現状に一時は“うんざり”。実家に帰ろうかとすら考えたが、役所で聞いた「個人対象、保育園オーナー」の募集で一念奮起、独立した。以後、週二日休制、残業ナシ、海外研修など業界に新風を起こし続けてきた。月22万円だった園長給与も同社は月33万円、結果業界全体の給与を引き上げた。「条件は他社も追い付いてきたが、保育士目線、子供のための保育はまだどこも真似できない」
同社には開園要請が絶えず、フル稼働でも2023年まで開園リストがびっしり埋まっているという。

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