Wedding Park Announces "Mikkeru," a New Internal Employee Exchange System Born from New Graduate Ideas, to Discover New Value in Each Employee
Wedding Park Co., Ltd. announced the introduction of "Mikkeru," a new internal exchange system designed to help employees discover their own value, originating from an idea by a new graduate. Launching in July 2026, the system aims to foster a culture of mutual feedback and psychological safety, improving employee engagement and organizational vitality.
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- 📰 Published: April 30, 2026 at 20:00
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Wedding Park Co., Ltd. (Headquarters: Minato-ku, Tokyo; Representative Director and President: Seigo Hishikida; hereinafter referred to as Wedding Park) announced today the launch of "Mikkeru," a new internal communication system that allows each employee to discover their own value, with operations set to begin in July 2026.
"Mikkeru" was institutionalized based on an idea proposed by new graduates in 2025 during "Sedotsuku" (held in November 2025), a contest for new employees to create internal systems.
## Background and Overview of the New "Mikkeru" System
In recent years, with the diversification of work styles, the decrease in opportunities for casual communication and feedback in the workplace has become a social issue. To prevent early turnover of young employees and anxiety about their careers, companies are increasingly required to ensure "psychological safety" and enhance "self-efficacy" in the workplace.
An internal survey conducted by our company also revealed a high need across all generations for "feedback on strengths that are difficult to recognize oneself." In particular, an insight emerged that "feedback decreases as one's tenure increases, but there is a desire for objective perspectives from others." This indicates a need for a platform where all generations can give each other feedback on "strengths they are not aware of themselves."
"Mikkeru" is a new system designed to solve these modern organizational challenges and function as part of an initiative to build an organization where each employee can continue to perform with high motivation.
## Flow of "Mikkeru" Implementation
It is an in-person exchange meeting conducted in groups of 4-5 people randomly formed across layers, job types, and departments. Based on the concept of "praising" × "deep digging," work to discover each other's value through the perspective of colleagues will be conducted twice a year, in January and July.
- Step 1: Preparations to deepen self-understanding
Participants fill out a dedicated original profile sheet in advance, including their "specialized tasks" and "ability charts." They organize elements for self-promotion in preparation for the workshop.
Image of the dedicated original profile sheet
- Step 2: In-person workshop (exchange meeting) to discover value
Groups will conduct an approximately one-hour in-person workshop. In addition to self-introductions, communication will be deepened by utilizing dedicated "question cards" that activate dialogue. The "value" and "praise points" discovered through the workshop will also be written on the profile sheet, visualizing them in a tangible form.
Image of the question cards
- Step 3: Spread a "culture of praise" throughout the company
After the workshop, the profile sheets will be shared with the entire company. Other groups and managers can also learn new aspects of their colleagues, further activating the company-wide "culture of praise."
Through the implementation of this system, we aim to foster self-efficacy, such as "I have this much value" and "I discovered unexpected strengths," and to provide a place to deepen trust among colleagues, such as "That person has such strengths."
Furthermore, after implementation, we will conduct surveys to check indicators such as "Was this an opportunity to recognize my efforts?" and "Did I feel the culture of 'praising each other'?" and proceed with the operation of the system while measuring its effectiveness.
## [Thoughts behind the Logo and Character]
As a symbol of this system, an original character visualizing "the joy of finding each other's value with a warm perspective" was created by a new graduate designer from the project team.
The pink color expresses the warmth and connection of hearts born through interaction, while the round, cornerless form expresses friendliness that is loved by everyone. Additionally, the distinctive "eye" design intuitively symbolizes "discovering value," as the system's name suggests, creating a catchy icon that conveys surprise and excitement at first glance, like "I found it!"
## Comment from the Project Team
Towards the realization of our vision to "create the leading bridal company of the 21st century," we want to continue to be an organization where each employee believes in their own value, recognizes each other's value, and strives to improve together.
"Mikkeru" was born to further evolve such a culture. Starting from Wedding Park's culture of "Let's praise," we want to expand the experience of encountering unrecognized value through the perspective of colleagues and turning it into strength, into our daily lives.
Through this system, new excitement will be born from a "chain of value discovery," leading to an organization where each employee can shine while realizing their own value. We aim to embody such a "Team Wedding Park" and connect business and organizational growth.
## About "Sedotsuku"
Wedding Park annually holds "Sedotsuku," an internal system creation contest for new employees who joined that year. Team vs.
"Mikkeru" was institutionalized based on an idea proposed by new graduates in 2025 during "Sedotsuku" (held in November 2025), a contest for new employees to create internal systems.
## Background and Overview of the New "Mikkeru" System
In recent years, with the diversification of work styles, the decrease in opportunities for casual communication and feedback in the workplace has become a social issue. To prevent early turnover of young employees and anxiety about their careers, companies are increasingly required to ensure "psychological safety" and enhance "self-efficacy" in the workplace.
An internal survey conducted by our company also revealed a high need across all generations for "feedback on strengths that are difficult to recognize oneself." In particular, an insight emerged that "feedback decreases as one's tenure increases, but there is a desire for objective perspectives from others." This indicates a need for a platform where all generations can give each other feedback on "strengths they are not aware of themselves."
"Mikkeru" is a new system designed to solve these modern organizational challenges and function as part of an initiative to build an organization where each employee can continue to perform with high motivation.
## Flow of "Mikkeru" Implementation
It is an in-person exchange meeting conducted in groups of 4-5 people randomly formed across layers, job types, and departments. Based on the concept of "praising" × "deep digging," work to discover each other's value through the perspective of colleagues will be conducted twice a year, in January and July.
- Step 1: Preparations to deepen self-understanding
Participants fill out a dedicated original profile sheet in advance, including their "specialized tasks" and "ability charts." They organize elements for self-promotion in preparation for the workshop.
Image of the dedicated original profile sheet
- Step 2: In-person workshop (exchange meeting) to discover value
Groups will conduct an approximately one-hour in-person workshop. In addition to self-introductions, communication will be deepened by utilizing dedicated "question cards" that activate dialogue. The "value" and "praise points" discovered through the workshop will also be written on the profile sheet, visualizing them in a tangible form.
Image of the question cards
- Step 3: Spread a "culture of praise" throughout the company
After the workshop, the profile sheets will be shared with the entire company. Other groups and managers can also learn new aspects of their colleagues, further activating the company-wide "culture of praise."
Through the implementation of this system, we aim to foster self-efficacy, such as "I have this much value" and "I discovered unexpected strengths," and to provide a place to deepen trust among colleagues, such as "That person has such strengths."
Furthermore, after implementation, we will conduct surveys to check indicators such as "Was this an opportunity to recognize my efforts?" and "Did I feel the culture of 'praising each other'?" and proceed with the operation of the system while measuring its effectiveness.
## [Thoughts behind the Logo and Character]
As a symbol of this system, an original character visualizing "the joy of finding each other's value with a warm perspective" was created by a new graduate designer from the project team.
The pink color expresses the warmth and connection of hearts born through interaction, while the round, cornerless form expresses friendliness that is loved by everyone. Additionally, the distinctive "eye" design intuitively symbolizes "discovering value," as the system's name suggests, creating a catchy icon that conveys surprise and excitement at first glance, like "I found it!"
## Comment from the Project Team
Towards the realization of our vision to "create the leading bridal company of the 21st century," we want to continue to be an organization where each employee believes in their own value, recognizes each other's value, and strives to improve together.
"Mikkeru" was born to further evolve such a culture. Starting from Wedding Park's culture of "Let's praise," we want to expand the experience of encountering unrecognized value through the perspective of colleagues and turning it into strength, into our daily lives.
Through this system, new excitement will be born from a "chain of value discovery," leading to an organization where each employee can shine while realizing their own value. We aim to embody such a "Team Wedding Park" and connect business and organizational growth.
## About "Sedotsuku"
Wedding Park annually holds "Sedotsuku," an internal system creation contest for new employees who joined that year. Team vs.