Manager S — Profile
S, the manager of First Class Ruby, is a veteran with over fifteen years in this industry. Built around the principle of "create a shop where the girls can work for the long haul," he's developed the systems for how staff treat the girls, how NG requests are set, and how health is managed.
"Build the environment before you build revenue. Shops that get that order backwards don't last in the end."
"An NG Request Is the Girl's Right"
— Tell us about Ruby's handling of NG requests.
S: We strictly enforce the principle that "an NG is the girl's right." There's no need to ask why. If she signals "I want to turn this client down," that's the end of it. Pressing her with "why?" becomes a second injury to her. I won't do that.
— How do you handle it on the client's side?
S: When a client who's been NG'd shows up, we decline politely in the form of "no available cast can take you today." We never directly say "you've been NG'd." Minimize the damage to the client while protecting the girl. That balance is the hard part, but after all these years I think we've got it down to a form.
— Isn't there an atmosphere that makes NGs hard to bring up?
S: That's the thing I fear most. When there's a culture where you can't say NG, you end up enduring things you hate and working on. That piles up, grinds someone down mentally, and finally they just go dark on us out of nowhere.
So I regularly check in — "any complaints?" "how've things been lately?" — as off-the-clock conversation. Whether the staff feel "I'll be heard" is, to me, the safety level of the workplace.
Fair Distribution of the Earnings
— Tell us about how the income system works.
S: We prize transparency. "This much came in, so this is your cut" — we spell that calculation out every time. There's a lot in this industry that gets left "vaguely fuzzy," but we don't do that. Transparency about money is the foundation of trust.
— How do nomination fees and commission work?
S: When a nomination (shimei) comes in, the commission rate we've laid out gets added on. The fact that there's a difference in cut between free customers and nomination clients — we explain that clearly up front too. So there's never an "the terms changed later," we lay it all out at the very first stage. We enforce this as a hiring policy.
Investing in Health Management
— What's your setup for health management?
S: We recommend a checkup once or twice a month. The shop covers part of the cost. In a job that uses your body, skimping on health management is a loss in the end. The girls staying healthy and working long-term ties into the shop's stability too.
What matters is creating an environment where it's easy to say "my body's worn out" or "I'm not feeling great today." We absolutely never apply the pressure of "she gets in a bad mood when you rest" or "push through and come in." If someone takes a day off because of that, the rest of the team covers. That, to me, is how a healthy organization should be.
— Is there emotional support?
S: We confirm at the hiring stage that every staff member holds the attitude of "I listen." We don't cut off a girl's worries as "off the clock." Maintaining the state of "reach out anytime you're in trouble" is the basics of emotional support.
It's not that we have some special counseling system, but I feel that simply having an environment where "someone will hear you out" is a reason people can keep going for a long time.
Thinking About "the Girl's Second Career"
— How do you handle it when staff quit?
S: I've decided: "no talking them out of it." When someone says "I'm quitting," it ends with "Understood, thank you for everything." Talking them out of it isn't for their own good. Pushing them toward the next stage is, I think, the final job.
The reasons for quitting are all different. "My savings hit my goal," "another job came through," "health issues," "family circumstances." Whatever it is, I respect the reason the person decided on.
— What about the relationship after they quit?
S: I tell them "anytime you feel like coming back." Plenty of girls have actually quit and come back, and even after quitting some of them stay in touch — "I'm doing this kind of work now, I'm doing well." It's a joy when that kind of relationship continues.
People call it "a high-turnover industry," but as for us, a lot of girls stay for a long time. The average tenure being over two years is, I think, unusual for this industry.
Ruby's Culture in a Single Word
— If you had to express Ruby's culture in one word?
S: "Equal." Client and girl are equals; staff and girl are equals. We don't build a relationship where someone is above and someone is below. That's the idea at the root of every operating policy.
In the fuzoku industry — Japan's licensed adult-entertainment business — there are no shortage of shops run on the feeling that "the girls are disposable." But I think that way of thinking is wrong. In the long run, a girl who's been treated well earns for a long time. That ties directly into the shop's stability. "Management that values people" isn't just morally right — it's right as a business.
— Lastly, for those considering starting.
S: It comes down to "come hear us out once." I'll answer any question. No need for "is it okay to ask this?" reticence. By phone or in person, let's meet face to face and talk first. Seeing is believing. Come, and you'll understand what kind of shop Ruby is.
First Class Ruby — Job Information - Official site: https://www.tfr-ruby.com/ - Location: Urawa Ward, Saitama City, Saitama Prefecture - Hours: 06:00–24:00 (fully flexible scheduling) - Recruitment hotline: 070-1462-0622 (24 hours) - LINE ID: ruby2017s