The Omotenashi Project

Rakuten Payment’s “Omotenashi Project” has been ongoing since 2017. Each year, about 10 members participate in activities that empower employees through internal campaigns. We asked the project leader and members to share the thoughts behind this initiative, which has now permeated throughout the entire Payment division.

Our Mission & Surrounding Challenges

Fostering an “Omotenashi Mindset” leads to improved customer satisfaction.

The “Omotenashi Project” works on creating opportunities for employees to deepen communication. The goal is to instill a spirit of care for others and cultivate an “Omotenashi Mindset.” This activity was born from the belief that spreading a mindset of hospitality ultimately enhances customer satisfaction. As the company grows, the project has expanded and evolved into an initiative involving many employees.

Members

Sales

Ryochin
PR

Nao
Marketing

Koji

A Well-Known Project Within the Company
That Also Creates a Comfortable Work Environment.

The “Omotenashi Project” originally started at Rakuten Card. At its core is the belief that “it is more important to be number one in qualitative satisfaction rather than quantitative measures.” Rakuten Payment has been running this project since 2017, with about 10 members participating each year.

Some members volunteer to join, while others are recommended by colleagues or invited by their managers. For example, Kojiro was encouraged to join by his manager about four months after transferring to Payment.

The project is introduced at monthly Payment morning meetings and is well known among employees. Nao, the leader, says that the feeling of consideration that leads to the “Omotenashi Mindset” is something everyone possesses.

Nao“If someone is in trouble, we reach out. We keep our workspace clean. These small acts of kindness connect to the ‘Omotenashi Mindset.’ I hope the monthly campaigns provide opportunities to reflect on this feeling.”
Koji“I thought Rakuten was a dry company. When I learned about this project soon after joining, I was surprised to see it values human connections.”
Ryochin“We carry out various initiatives to activate communication among about 1,000 Payment employees. Members serve for one year, and leaders for two years. As more employees gain experience, we aim to expand the circle of hospitality.”

Boosting Internal Communication
Through the Power of Omotenashi.

In 2022, the project introduced “Fika” for the first time.
“Fika” is a Swedish custom of taking a break with coffee and sweets. Wanting to create a relaxed time for interaction, an event was held in the cafeteria where employees enjoyed coffee and donuts. Set as a chill time during work, many employees participated. It became the most positively received event of the year.

Also, the “Thanks Card,” where employees express gratitude, is an annual event. Some employees write multiple cards.

The project’s calendar also reflects efforts to activate communication. Wanting to offer something special unique to the Omotenashi Project, a calendar including Rakuten-related anniversaries was created.

Koji“In 2023, the prepared cards were not enough, and we had to order more. I feel the Omotenashi Project has truly permeated among employees.”
Nao“When we held the event again the next year, the donuts were gone in less than 10 minutes! It was heartwarming to see how much everyone looked forward to it.”
Ryochin“We included company founding anniversaries and service launch dates. It sparked small conversations like ‘Oh, this day is also an anniversary.’ I believe our activities have contributed to activating internal communication.”

Respecting Diverse Thoughts,
Focusing on Activities That Make Everyone Happy.

Members plan and execute monthly campaigns. The guiding principle is called the “Threefold Use of Omotenashi,” a guideline passed down through project members.

The leader’s role is to manage progress and provide advice for smooth execution. The most important task is to identify risks to ensure activities do not bocome disadvantages to anyone.

Nao“Rakuten gathers employees with diverse backgrounds and thoughts. We carefully consider whether our initiatives align with our purpose and whether Omotenashi will be embraced, ensuring no one is hurt.”
Ryochin“Rakuten Payment has Omotenashi. We aim for activities that make employees recognize this. It would be great if this leads to empowerment inside and outside the company.”
Koji“‘Know,’ ‘Express,’ and ‘Go Beyond.’ We plan activities with these three principles in mind. We can also challenge new things, thanks to the support of our leaders.”

Expanding Unity as “ONE Team”
to Branch Offices Nationwide.

Strengthening connections with people is another appeal of the Omotenashi Project. Through various initiatives, it creates opportunities for employees who rarely interact in daily work to communicate.

After seven years, the network of project alumni has grown to nearly 100. Members also benefit from expanding their networks through the project.

It’s not just within the company. Collaborations inspired by the Omotenashi Project have also emerged within the Rakuten Group.

Koji“In 2023, we started visiting branch offices for the first time. Each branch has an Omotenashi Project representative. Visiting them helped spread the project and foster the ‘ONE Team’ spirit.”
Nao“Connecting outside of work provides chances to understand each other’s jobs. Expanding networks becomes an asset and helps future work. Above all, it’s encouraging to see more colleagues with the ‘Omotenashi Mindset.’”
Ryochin“We also collaborate with Rakuten Card and Rakuten Bank. Our activities influence not only within the company but across the group. We want to expand our network further and create new strengths for the group.”

Future Vision

Rakuten Payment has grown in employee numbers and continues to grow as a company. Members say their mission is to continue activities that support the company’s growth as a project always close to employees. They aim for these activities to lead the company in a better direction and improve customer satisfaction.