Rising labor costs are squeezing the profitability of the domestic parking business
First written in FY2017-Q2. 4 of 12 entries say "Advanced", first in FY2020-Q2. Latest entry: FY2026.
Nippon Parking Development moved to the "Worse" side of this theme in 2026, 5 years after the typical company in this theme (2021).
The whole theme swung hardest in 2020: 2 of 6 companies on the "Worse" side.
0 other companies' latest entry also says "Worsened".
- FY2026WorsenedAnnual report
「Against a backdrop of rising labor, equipment and maintenance costs and labor shortages, owners' needs have further increased for improved profitability and more efficient operation of parking facilities attached to office buildings, commercial facilities and condominiums.」
Rising labor, equipment and maintenance costs emerged as specific challenges in the parking operations environment. Efficiency measures through staffing optimization, standardization of sales processes and in-house production were also cited. - FY2021AdvancedAnnual report
「Operating profit increased through productivity improvements from reviewing the employee evaluation system in the parking business and cost savings from bringing outsourced operations in-house,」
We reviewed the employee evaluation system and brought outsourced operations in-house, resulting in a 9.2% year-on-year increase in operating profit in the parking business. - FY2021-Q3AdvancedAnnual report
「Meanwhile, we focused on gathering information on and acquiring targeted sites, promoting monthly parking contracts, and improving productivity by reviewing the employee evaluation system.」
We continued improving productivity through reviews of the employee evaluation system as a measure to improve profitability in the domestic parking business, and cited this as a factor behind the increase in operating profit. - FY2021-Q1AdvancedAnnual report
「We forecast that vacancies at parking facilities would increase as building tenants moved out and the company reviewed its vehicle fleet, and focused on promoting proposals for new sites and improving productivity by reviewing the employee evaluation system.」
We reviewed the employee evaluation system and pursued productivity improvements as a specific operating priority. - FY2020RestatedAnnual report
「• Cost savings through in-house production」
As a management strategy during the COVID-19 pandemic, we targeted cost savings by bringing outsourced operations and other activities in-house. - FY2020-Q2AdvancedAnnual report
「At existing sites, as part of efforts to improve productivity, we strategically proceeded with the closure of the Kagoshima office and the termination of contracts for sites in the Shikoku region,」
To improve productivity, we strategically proceeded with the closure of the Kagoshima office and the termination of contracts for sites in the Shikoku region, putting specific measures in place to streamline staffing and operating structures. - FY2019RestatedAnnual report
「To improve productivity, we made steady progress in improving the profitability of existing operating sites by pursuing active sales promotions leveraging staffed operations and optimizing rates in line with demand at low-margin company-operated sites combining hourly parking.」
We continued improving the profitability of low-margin sites through staffed operations, rate optimization and other measures. - FY2018MitigatedAnnual report
「To improve productivity, we made steady progress in improving the profitability of existing operating sites by pursuing active sales promotions leveraging staffed operations and optimizing rates in line with demand at low-margin company-operated sites combining hourly parking, while also converting staffed company-operated sites combining hourly parking into unmanned company-operated monthly parking sites and reallocating employees to operating sites with greater potential for improvement.」
Profitability improvements at existing sites through rate optimization, conversion of staffed sites to unmanned monthly parking sites and employee reallocations progressed steadily, and efforts to address rising labor costs continued. - FY2018-Q2MitigatedAnnual report
「To improve productivity, we made steady progress in improving the profitability of existing operating sites by pursuing active sales promotions leveraging staffed operations and optimizing rates in line with demand at low-margin company-operated sites combining hourly parking, while also converting staffed company-operated sites combining hourly parking into unmanned company-operated monthly parking sites and reallocating employees to operating sites with greater potential for improvement.」
It was stated that profitability improvements at existing operating sites progressed steadily through rate optimization, conversion to unmanned monthly parking sites and employee reallocations. - FY2018-Q1MitigatedAnnual report
「To improve productivity, we made steady progress in improving the profitability of existing operating sites by pursuing active sales promotions leveraging staffed operations and optimizing rates in line with demand at low-margin company-operated sites combining hourly parking, while also converting staffed company-operated sites combining hourly parking into unmanned company-operated monthly parking sites and reallocating employees to operating sites with greater potential for improvement.」
We improved the profitability of low-margin sites, including their labor cost burden, by converting staffed company-operated sites combining hourly parking into unmanned monthly parking sites, reallocating employees and optimizing rates. - FY2017RestatedAnnual report
「In addition, we worked to improve profitability in response to rising labor costs by improving the profitability of low-margin sites through staff allocation reviews and changing contract structures.」
In response to rising labor costs, we continued improving low-margin sites through staff allocation reviews and contract structure changes. - FY2017-Q2First statedAnnual report
「In addition, in the hourly parking business, we worked to improve profitability in response to rising labor costs by improving the profitability of low-margin sites through staff allocation reviews and changing contract structures.」
Rising labor costs were identified for the first time as a specific factor putting pressure on the profitability of the hourly parking business, with staff allocation reviews and contract structure changes presented as countermeasures.