Quiet Hour with low lighting and sound to make the store easy for everyone to shop.

In conjunction with “Brain World 2024”, B Lab held the 1st Neurodiversity Awards to recognize technologies, products, and social actions that have made outstanding achievements toward the realization of a neurodiverse society. Nanako Ishido, Director of B Lab (Photo 8), interviewed Mr. Ryo Koido of the Sustainability Promotion Department of Yamada Holdings, Inc. who received the Neurodiversity Award for his Quiet Hour initiative in the social implementation category of the awards. Nanako Ishido, Director of B Lab (Photo 8▲), spoke with Mr. Ryo Koido of the Sustainability Promotion Department of

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Yamada Holdings’ Quiet Hour Initiative

Ishido: “Yamada Holdings has been implementing the Quiet Hour initiative at Yamada Denki stores since 2023, and was awarded the Neurodiversity Prize in the social implementation category at the first Neurodiversity Awards. Could you tell us how you got involved in the Quiet Hour and what specific initiatives you have undertaken?

Mr. Koido: “Quiet Hour is an initiative for people with what is called sensory hypersensitivity, a condition in which people are uncomfortable with sounds, light, and smells, and experience strong stress. Sensory sensitivity is one of the characteristics often seen in people with developmental disabilities such as autism spectrum disorder, and it is often seen in people without developmental disabilities as well. These individuals tend to need places with less stimulation from light, sound, and smell.

Quiet Hour is an initiative to provide time to adjust lighting and sound intensity in stores to provide a comfortable environment for people with sensory sensitivities. In Japan, such efforts are gradually being made at retail stores, zoos, aquariums, and various other places. (Photo 2)

In April 2023, Yamada Holdings began implementing the Quiet Hour program, following a proposal from the Sagamihara Junior Chamber of Commerce in Sagamihara City, Kanagawa Prefecture. In May of the following year, Yamada Denki Tecc Land Sagamihara started a regular Quiet Hour for one hour from 10:00 to 11:00 on the second and fourth Tuesdays of each month at the same store. In February 2024, regular Quiet Hour was started at some Yamada Denki stores in Kanagawa Prefecture.

The impetus for the Quiet Hour came from the Sagamihara Junior Chamber of Commerce, which called for retail stores in Sagamihara City to hold Quiet Hours, and we were invited to participate. We decided to continue to hold the Quiet Hour on a regular basis after that.

Now, in order to encourage more people to use the Quiet Hour, 17 Yamada Denki stores in Kanagawa Prefecture hold regular Quiet Hour for one hour from 10:00 to 11:00 on the second and fourth Tuesdays of each month (Photo 3). (▲Photo 3▲)

Specific measures implemented during the Quiet Hour include reducing the amount of lighting in the store, turning off promotional materials, and not playing announcements in the store. Through these efforts, we adjust the store environment as much as possible to create a quiet environment.

We believe it is also important to inform customers of the Quiet Hour, so we use in-store posters and social networking sites to announce the Quiet Hour to customers. (Photo 4)

In-store posters are displayed on regular business days at the stores where the Quiet Hour is being held. At stores that are in the process of implementing the Quiet Hour, large posters are posted mainly at the entrance of the store so that visitors to the store are aware that the Quiet Hour is being held. We also post on X (formerly Twitter) on the Sunday before the day of the event.

The responses from employees to the Quiet Hour were “It’s nice and quiet,” “We may try increasing the number of times and hours,” and “It has triggered my interest in the SDGs. We believe that there are a certain number of employees who do not have sensory sensitivity but are uncomfortable with loud noises and strong light, and we believe that this is a good initiative for those employees to be able to serve customers in a calm environment. We have also received comments such as, “Twice a month is not enough,” “It would be better to offer the service all day long,” and “We are considering the possibility of increasing the use of the service by people with sensory sensitivity on Saturdays and Sundays, instead of Tuesdays.

There are also negative comments. Some said it was “too quiet,” “customers sometimes ask if we are open for business,” “I can’t feel the effects,” and “Quiet Hour itself is not well known. The most common response was “Customers sometimes ask if we are open for business. The store is dimmer and less lively during the first hour after opening, so regular customers are sometimes confused as to whether the store is open for business or not.

On the other hand, customer opinions and reactions, extracted from those expressed by front-line employees, included “I can shop calmly,” “I wish more stores would implement the system,” “It is easy to hear the customer service,” and “It is so quiet that I cannot tell if the store is open or not.

Employees also commented on the “calm shopping experience,” and since some customers are uncomfortable with strong lights and loud noises, we think this is a good initiative. As for the request to expand the number of stores that offer the Quiet Hour, we found that some people on social networking sites have been talking about the Quiet Hour, and some of them said, “I want one store in Tokyo to offer the Quiet Hour,” or “I want it to be offered in rural areas as well. We would like to respond to these requests.

There are two issues that need to be addressed regarding the Quiet Hour. (Photo 5)

The first is the method of notification. Currently, we are sending out information only through social networking services, but we are not sure if the information is reaching the people with sensory sensitivity who really need the Quiet Hour. We are still searching for the best way to reach those who need this information.

The second is employee education. Although a manual has been prepared and the manager of each store has been given an overview of the Quiet Hour initiative, it is not possible to provide guidance to each and every employee on the store floor, and it is possible that they do not fully understand the Quiet Hour initiative. When we surveyed employees, some said they were not aware of the Quiet Hour program. We want to make sure that they have a good understanding of the Quiet Hour before they start working on it, and we see this as an issue that needs to be addressed.

Expected effects of the Quiet Hour in the future include the expansion of diverse users and the promotion of neurodiversity. (▲Photo 6▲)

The Quiet Hour has the objective of creating opportunities for people who have difficulty in visiting mass retailers in a lively environment, as has been the case in the past. In the past, we have spoken directly with people who have sensory sensitivity, and they told us that they have a hard time going to electronics mass merchandisers because there are so many stimuli such as sound and light. However, even these people would like to try out expensive products such as cameras and televisions at electronics retail stores. We have received feedback that they want us to continue to implement the Quiet Hour, which allows customers to experience and feel the products in a relaxed environment. We hope that by continuing this initiative, as many people as possible will be able to experience the Quiet Hour.
As for the future, we are considering expanding the area of stores that offer this service. (Photo 7)

We have recently received a lot of media coverage for our Quiet Hour initiative, and we feel that it is an extremely important social issue. We would like to consider expanding the area and work on it as we correct the issues.”

The key to implementing Quiet Hour is to gain “customer understanding” and “employee understanding.

Ishido: “Thank you very much. I understand that it was triggered by a proposal from the Sagamihara Junior Chamber of Commerce, but is the entire city of Sagamihara involved in the Quiet Hour?”

Mr. Koido: “Rather than Sagamihara City, the Sagamihara Junior Chamber of Commerce is taking the lead in this effort. Kawasaki City is making a particular effort in the area where the entire city is involved. Our company also keeps in touch with Kawasaki City, and the manuals we distribute to our employees are based on Kawasaki City’s.”

Ishido: “Are you improving the Quiet Hour program by sharing information with other stores called on by the Sagamihara Junior Chamber of Commerce?

Mr. Koido: “I heard that there are still few examples of the introduction of the Quiet Hour, and I asked about the situation at other stores, but it seems that not many are implementing the Quiet Hour. Currently, we are implementing the system through a trial-and-error process.

Ishido: “Even though the proposal from the Sagamihara Junior Chamber of Commerce was the trigger, I think there were various voices within the company when introducing the system. Was the introduction smooth? Or were there concerns that sales might drop?

Mr. Koido: “There were a number of concerns raised. First of all, we were concerned about whether we would be able to gain the understanding of customers and employees. We were concerned about sales, but more than that, we were concerned about gaining the understanding of the customers who use the stores and the employees who implement the program. We created a five-minute video for store employees, distributed Quiet Hour materials to them after they watched it, and provided them with training so that they could understand the program.

Ishido: “The introduction of the system was not necessarily smooth from the beginning, but we were able to gain understanding within the company through proper explanations.

As for regular implementation, the first store was introduced in May 2023, and then expanded nine months later. You mentioned earlier both good and bad testimonials, does the fact that you expanded it mean that you were more proactive in capturing the good effects?

Mr. Koido: “Yes, that’s right. Although we did not actually receive direct feedback from people with sensory sensitivity, we determined that these activities would not interfere with store operations, and we thought it would be best to continue them.

Ishido: “You also mentioned cases in New Zealand and the United Kingdom. Some commercial facilities in the U.K. have reported that the introduction of the quiet hour has actually increased sales. You used the expression “it doesn’t interfere with sales,” but in other words, have you reached the point where you can confirm the effects such as increased sales?

Mr. Koido: “It is still unknown, but at this point, we have not received any requests from stores to discontinue the program because sales have dropped. We do not see any negative impact on sales.

Ishido: “In the UK, for example, not only are people with sensory sensitivity more likely to come to the store, but also people with children, senior citizens, and people who originally thought the store was a bit noisy are now coming to the store during the quiet hour, and sales have increased. If such effects can be clarified, I think it will be easier to spread the program. I would like to see this verified.

On the other hand, the sound and light in an electronics store may be said to be a bit, well, loud to begin with. Since this has been the norm up to now, it may seem strange if they suddenly become quieter, but is there any discussion about the proper and appropriate volume and light level, such as, “It was too bright to begin with” or “The volume may have been too loud”?

Mr. Koido: “As you say, excessive sound and light are noticeable in the restaurant, but at present there is no discussion within the company. However, some of our employees have asked if the sound and light are too strong to begin with, so we would like to make adjustments on normal business days. We are currently reducing the amount of lighting in the store on regular business days as a way to save electricity.

Quiet Hour at each Yamada Denki store with ingenuity

Ishido: “Earlier, you mentioned that the manual for employees when introducing Quiet Hour was based on the one from Kawasaki City. However, I think that it was updated during the actual implementation and operation of the system. Please tell us about the points that you took into consideration and tried to devise in the actual operation of the system at Yamada Holdings.

Mr. Koido: “It is a way to let people know. We have many customers asking us if we are open today, so we put up a poster right in front of the store entrance stating that ‘Quiet Hour’ is in effect, and our employees also give customers a brief explanation of the purpose of the program. We are also creating an environment that encourages customers to visit our stores even if they are uncomfortable with the quietness of the store.

Ishido: “Perhaps some of our employees are also sensory-sensitive or close to being sensitive to sensory sensitivities. This could lead to new ideas from employees. How about such a move?”

Mr. Koido: “We have not conducted a survey to determine if any of our employees have sensory sensitivities, but I am certain that they do. I consider the Quiet Hour to be a good initiative for those who are uncomfortable with loud noises and glaring lights. By leaving the management of the program to the stores, for example, we have seen some stores say, ‘We have stopped using air towels in the restrooms because of the loud noise they generate.

Ishido: “So each store is implementing the Quiet Hour with its own originality and ingenuity.

Mr. Koido: “We would like to collect these good practices and update them, incorporating them into the Quiet Hour manual.

Ishido: “The introduction of the Quiet Hour is gradually increasing not only overseas but also in Japan. Also, Sagamihara City had provided us with materials on the Quiet Hour in advance, so we used those materials as the basis for our own approach.

First, it is important to establish Quiet Hour in stores nationwide.

Ishido: “Earlier, you mentioned ‘promotion of neurodiversity’ as a future initiative and prospect. I think we can consider various activities similar to the Quiet Hour, such as preparing a Calm Down space. In addition to expanding the Quiet Hour, is there anything else you are thinking of doing to realize a neuro-diverse society in the future?

Koido: “First of all, I think it will be necessary to establish the Quiet Hour at all of our stores nationwide. We have room to consider the introduction of calming down space if we receive such requests. First of all, I hope that we can expand the Quiet Hour initiative in Japan, as a way of making it take root in the country.

Ishido: “It is true that the Quiet Hour is gradually being introduced in Japan, but I think the number is still small. If Yamada Denki expands the program nationwide, the impact will be very large, and I have high expectations for it. I would like to conclude with a message toward the realization of a neuro-diverse society.

Mr. Koido: “We are also learning through the Quiet Hour initiative for people with sensory sensitivity. The term “neurodiversity” itself may not be well known in some parts of the world, but by focusing more on the Quiet Hour and the efforts of those who participated in the Neurodiversity Awards, we will be able to spread the word of neurodiversity throughout the world. We hope to contribute to the promotion of neurodiversity.