3-Day Work Week, Side Jobs/Concurrent Employment OK, Nearly 0% Turnover Rate — The Ultimate Work Style Reform! "I Lost Everything Once, My Life and My Company, So I Created an Exceptionally Rewarding Workplace" to be Released on May 12th

From 10 consecutive years of profitable management to a surprising bankruptcy crisis?! As people and money left the company, the president, who had zero popularity, took astonishing action that realized the 'ultimate work style' to solve problems faced by small and medium-sized enterprises... 'I Lost Everything Once, My Life and My Company, So I Created an Exceptionally Rewarding Workplace,' written by Hiroaki Kuroda, President and Representative Director of Media Brain Co., Ltd., which won the 'Most Important Company in Japan' Award, will be released by Diamond, Inc. on May 12th.

How to Revitalize a Company after Hitting Rock Bottom and Being Abandoned by Employees

By introducing a '3-day work week system' and '5 consecutive holiday system,' 152 days of holidays are achieved annually. Individual skills are enhanced through the promotion of side jobs and new businesses. The turnover rate is almost zero, and the company has succeeded in diversifying its management. Contributing to the development of the regional economy, it now manages nine group companies. Furthermore, the corporate reforms initiated for employees were recognized, and the company received the 'Most Important Company in Japan' Award. This book offers solutions to problems such as 'people don't stay even after being hired, and people keep quitting,' 'the management's words don't reach employees, and they don't listen,' 'efforts to boost employee motivation and sense of belonging don't succeed,' and 'inability to build good relationships with employees.'

What the Author, Ignored by Employees and Treated Like Gian, Started to Revitalize the Company

After 10 consecutive years of profitability, investment failures and M&A failures continued, leading to a crisis of insolvency. While struggling with daily repayment demands and fundraising, the author had to take a long leave due to an incurable disease. Plunged to the depths of despair, the author resolved to rebuild his life and work for the employees who remained. The first step was individual interviews with all employees. 'Don't privatize the company,' 'No one is listening to you,' 'You are Gian' were some of the harsh words exchanged. Despite this, he began structural reforms with the aim of also cherishing the important families of his employees.

From the Moment You Know the 'Inside Story' of Company Revitalization, the Organization Changes Dramatically!

・3-day work week system: Designed as 'reward earned by employees themselves,' not 'holidays given.' ・5 consecutive holiday system: Introduced to aim for an organizational structure where operations can continue even without specific key personnel. ・Family system: Annual support worth 10,000 yen for 'the pursuit of happiness for employees and their families.' ・Side job/new business challenge: Concurrent and side jobs are permitted. Support for employees starting new businesses.

In addition, this book reveals the secret to achieving a nearly zero turnover rate and transforming into a proactive organization through measures such as making part-time employees into short-time regular employees and realizing parallel work.

Table of Contents

Chapter 1: From 10 consecutive years of increased revenue and profit to a surprising bankruptcy crisis?! As people and money left, what was done to win the 'Most Important Company in Japan' Award? Chapter 2: Even if employees ignore you, managers should love them. What was thoroughly done to protect employees in the midst of deficits. Chapter 3: Revitalization to nearly zero turnover! A system where people don't quit and want to work on their own. Chapter 4: It's natural for the president's words not to reach. The secret to communication that reaches employees' hearts. Chapter 5: No matter how bad things get, people can change with words. Words and events that supported me when I thought, 'I can't do this anymore.'

Author Profile: Hiroaki Kuroda

President and Representative Director, Media Brain Co., Ltd.

Established Media Brain Co., Ltd. in 2008 as an office equipment trading company. Starting with toner cartridge vendor business, expanded business as an expert in a wide range of office-related fields such as office solutions, consulting, web design, and DTP. Also engaged in education and sports-related businesses, contributing to regional revitalization through support for children who will lead the future of Yamanashi.

After achieving 10 consecutive years of profitability, faced a surprising bankruptcy crisis due to new business failures. At the same time, diagnosed with Type 1 diabetes and hospitalized. Despite the company's survival being at stake, he was absent for several months, vexed by repayment demands. When he was despairing, thinking, 'My life and my company are over,' he had a change of heart due to a nurse's words. Driven by altruism, he decided to dedicate his life to his employees and started rebuilding.

By introducing '3-day work week system' and '5 consecutive holiday system,' achieved over 150 holidays annually, promoted side jobs and new businesses, and implemented measures such as making part-time employees into short-time regular employees, making significant contributions to the regional economy. These activities were recognized, and in '25, the company received the 'Most Important Company in Japan' Award. Currently, he manages nine group companies and is working on fostering 1000 leaders in 1000 companies and promoting entrepreneurship.

Editor's Comment

'Your life is not over at all!' - Those were the words of someone.