Labor Shortage Risk Associated with Changes in Labor Supply and Demand
First written in FY2017. 7 of 18 entries say "Advanced", first in FY2022. Latest entry: 2026-07-31.
Key Coffee Inc moved to the "Worse" side of this theme in 2018, 5 years before the typical company in this theme (2023).
The whole theme swung hardest in 2025: 15 of 29 companies on the "Worse" side.
0 other companies' latest entry also says "Advanced".
- 2026-07-31AdvancedEarnings
「In April 2026, we introduced office-casual and business-casual dress codes to create a workplace where diverse talent can thrive and reduce environmental impact.」
The company added a measure aimed at creating a workplace where diverse talent can work comfortably. - FY2026AdvancedAnnual report
「In fiscal 2025, our efforts to promote health-oriented management were recognized, and we were certified as a 2026 Certified Health and Productivity Management Outstanding Organization in the large enterprise category. We are promoting health-oriented management as part of our long-term management strategy.」
The company's response to talent recruitment and development has expanded to health-oriented management, and it received 2026 certification as a Certified Health and Productivity Management Outstanding Organization. It also disclosed results including a 6.5% ratio of female managers and an 85.7% rate of male employees taking parental leave. - FY2025AdvancedAnnual report
「In fiscal 2024, we accepted 3 specified skilled workers from Indonesia, a coffee-producing country with close ties to our company. We are working to build an organization where employees from a wide range of backgrounds can work with energy and enthusiasm.」
As part of its efforts to secure talent and promote diversity, the company accepted 3 specified skilled workers from Indonesia in fiscal 2024. - FY2025-H1AdvancedAnnual report
「As a result of efforts to secure labor through diversity initiatives, including the utilization of foreign talent, performance increased year on year.」
The company is implementing diversity initiatives, including the utilization of foreign talent, as concrete measures to secure talent and labor. - FY2024AdvancedAnnual report
「In April 2023, we established the Human Resources Development Department to support our human capital management initiatives. At the same time, we launched a cross-functional Well-being Project Team, selected from across the company, to reform company-wide systems covering human capital management and promote their adoption among employees, working in partnership with the Human Resources Development Department.」
The company has translated its response to talent recruitment and development risks into concrete measures, including establishing the Human Resources Development Department and setting up a company-wide Well-being Project Team. - FY2023AdvancedAnnual report
「The Group is working to improve labor productivity through capital investment and operational efficiency initiatives, while securing and developing the personnel and talent it needs, including highly specialized employees. However, if it is unable to secure the necessary talent because of the declining domestic working-age population or soaring labor costs, this could affect its business performance and financial condition.」
As measures to address the risk of securing talent, the company continues capital investment, operational efficiency improvements, and the recruitment and development of specialized talent, and has also set targets including the percentage of female managers, the rate of male employees taking parental leave, and gender pay disparities. - FY2022AdvancedAnnual report
「The Group is working to improve labor productivity through capital investment and operational efficiency initiatives, while securing and developing the personnel and talent it needs, including highly specialized employees. However, if it is unable to secure the necessary talent because of the declining domestic working-age population or soaring labor costs, this could affect its business performance and financial condition.」
The company continues to address the risk of being unable to secure talent due to a declining working-age population and rising labor costs through capital investment, operational efficiency improvements, and the recruitment and development of talent. - FY2021ReframedAnnual report
「The Group is working to improve labor productivity through capital investment and operational efficiency initiatives, while securing and developing the personnel and talent it needs, including highly specialized employees. However, if it is unable to secure the necessary talent because of the declining domestic working-age population or soaring labor costs, this could affect its business performance and financial condition.」
The company has reorganized its discussion of labor shortages to include the risk of being unable to secure talent because of a declining working-age population and rising labor costs, as well as responses involving capital investment and operational efficiency improvements. - FY2020DroppedAnnual reportThis filing's key risks and issues do not explicitly identify changes in the labor supply-demand balance or labor shortages as standalone risks.
- FY2020-Q3RestatedAnnual report
「There is an urgent need to address chronic labor shortages, improve labor productivity in connection with work-style reforms, and respond to rising logistics costs.」
The company continues to identify chronic labor shortages and the related need to improve labor productivity and manage costs as management issues. - FY2020-Q2RestatedAnnual report
「There is an urgent need to address chronic labor shortages, improve labor productivity in connection with work-style reforms, and respond to rising logistics costs.」
The company continues to identify chronic labor shortages and the related need to improve labor productivity and manage costs as management issues. - FY2020-Q1RestatedAnnual report
「There is an urgent need to address chronic labor shortages, improve labor productivity in connection with work-style reforms, and respond to rising logistics costs.」
The company continues to identify chronic labor shortages and the related need to improve labor productivity and manage costs as management issues. - FY2019MaterialisedAnnual report
「In the coffee industry, coffee bean prices, which have a significant impact on performance, generally remained stable, supported by ample supply resulting from a strong harvest in Brazil, the world's largest coffee-producing country, and favorable production prospects for 2019, an off-year in the biennial production cycle. Meanwhile, consumers remain strongly focused on saving and low prices, competition with other companies has intensified further, and the challenging business environment continues, with labor, logistics and procurement costs rising because of chronic labor shortages.」
Higher labor costs resulting from chronic labor shortages, together with rising logistics and procurement costs, are described as part of the company's actual challenging business environment. - FY2019-Q3MaterialisedAnnual report
「Meanwhile, a challenging business environment continues, including intensifying competition with other companies to attract customers and rising labor, logistics and procurement costs against a backdrop of labor shortages.」
Higher labor costs resulting from labor shortages, together with rising logistics and procurement costs, are reflected in the company's challenging business environment. - FY2019-Q2MaterialisedAnnual report
「On the profit side, the impact of introducing high-value-added menu items was insufficient, and the company was unable to manage rising raw material and labor costs efficiently, resulting in lower profitability per store. In addition, expenses associated with converting stores to directly operated locations led to an operating loss.」
The company stated that its inability to manage rising labor costs efficiently, together with raw material costs and expenses associated with converting stores to directly operated locations, contributed to the ¥52 million operating loss in the food-service-related business. - FY2019-Q1MaterialisedAnnual report
「In terms of performance, sales were below the previous year, partly because 株式会社イタリアントマト proceeded with the closure of unprofitable stores. On the profit side, the company posted an operating loss due to higher labor costs resulting from soaring raw material prices and labor shortages, as well as higher variable costs. As a result, sales in the food-service-related business for the cumulative first quarter consolidated period were ¥1,189 million, down 2.2% year on year, and the operating loss was ¥14 million, compared with operating profit of ¥21 million in the same period of the previous year.」
The company stated that higher labor costs resulting from labor shortages, together with higher variable costs, contributed to the ¥14 million operating loss in the food-service-related business, indicating that labor-shortage risk is affecting performance. - FY2018RestatedAnnual report
「Impact of labor shortages resulting from changes in the labor supply-demand balance」
The company continues to identify labor shortages resulting from changes in the labor supply-demand balance as a business-environment concern. - FY2017First statedAnnual report
「Labor shortages resulting from changes in the labor supply-demand balance」
The company identifies labor shortages as a business-environment risk and an issue to be addressed.