Improving working conditions and addressing labor shortages in the food-service business

「The company has established a new structure under which work previously handled by individual departments is managed across departmental boundaries. It will continue working to supplement its operations with the company’s overall workforce.」

「To reform its earnings structure, the company changed the organizational structure of its management team, thereby undertaking retraining and awareness reform for senior staff. It is also working to reduce expenses such as ingredient and related material costs, improve the efficiency of investment in human resources, and create an environment in which employees can demonstrate their abilities to the fullest.」

「The company has pursued measures to address the chronic labor shortage, including reassessing recruitment media and refining its messaging to job seekers. As further action is needed to eliminate the shortage, it is refocusing on its existing employee referral program with the aim of securing a stable workforce. In terms of the workplace environment, management personnel have increased the frequency of visits to each business location and worked to identify and resolve issues by improving the workplace environment and reviewing procedures.」

「The ratio of job openings to applicants for food and beverage preparation occupations, including food service, remains high, and securing human resources has become one of the company’s key management issues. To address the chronic labor shortage, the company is focusing on employee training and differentiating itself in recruitment by offering jobs with enhanced benefits, including higher wages and company housing, thereby working to secure personnel.」

「The chronic labor shortage also remains a serious issue. To address it, the company is focusing on employee training while differentiating itself in recruitment by offering enhanced benefits, including higher wages and company housing, and is working to stabilize operations.」

「The labor shortage also remains serious, but the company is focusing on employee training by deepening interaction among employees through training programs and company events to reduce turnover, while also developing a comprehensive educational curriculum through which employees can acquire basic knowledge and practical skills over an extended period. As a result, revenue for the first six months of the current fiscal year was ¥3,884 million, up 3.8% year on year, while segment profit (operating profit) was ¥154 million, up 48.4% year on year.」

「The company worked to secure profits by reducing raw material costs through a review of suppliers and menu planning, cutting personnel expenses by reviewing employee work-shift arrangements, and seeking price increases for ingredients from contracted facilities. As a result, revenue for the first quarter of the current fiscal year was ¥1,916 million, up 2.1% year on year, while segment profit (operating profit) was ¥75 million, up 52.7% year on year.」

「On the other hand, personnel expenses increased as the company secured staff in preparation for an increase in the number of meals to be provided in the future.」

「The company worked to secure profit by switching ingredients and arranging personnel efficiently to control the cost of sales and selling, general and administrative expenses.」

「Profit was secured partly because the retention of frontline employees progressed and costs related to personnel dispatch declined.」

「During the consolidated fiscal year under review, the company worked to retain newly hired frontline employees to improve the working environment, resulting in higher recruitment agency fees.」

「The company actively recruited new employees to retain frontline staff and address chronic labor shortages, and advanced improvements to the working environment. As a result, personnel expenses increased.」

「• Costs were incurred for temporary staffing with a view to direct employment, aimed at retaining frontline employees hired to improve the working environment. Consequently, revenue for the cumulative second-quarter period of the current consolidated fiscal year was ¥3,800 million, up 1.7% year on year, and segment profit (operating profit) was ¥173 million, down 31.6% year on year.」

「The company increased its workforce to reduce the burden on frontline employees resulting from infection-prevention measures and to improve the working environment in response to work-style reforms. As a result, personnel dispatch costs increased, and conditions remained difficult.」

「While improving employees’ working conditions, the company focused on taking on highly profitable facilities. As a result, the number of contracted facilities at the end of the fiscal year was 265, compared with 258 at the end of the previous fiscal year.」

「In response to recent work-style reforms, the company is improving employees' working conditions and addressing labor shortages, creating an environment in which employees can work more easily and thereby improving service to customers.」