Reviewing Foodservice Operations in Response to Infectious Diseases and Changes in Lifestyles
First written in FY2020. 8 of 16 entries say "Restated". Latest entry: FY2026.
0 other companies' latest entry also says "Other".
- FY2026Added labor-saving measures and food-waste reductionAnnual report
「In these circumstances, while further strengthening the leaner cost structure achieved through labor-saving measures and food waste reduction, we are working to improve the quality of existing stores.」
Regarding the cost structure established in response to infectious diseases and lifestyle changes, the Company explicitly identified additional labor-saving measures and food waste reduction as means of further strengthening it. - FY2025RestatedAnnual report
「In these circumstances, while embedding the leaner cost structure developed in response to changes during the COVID-19 pandemic, we worked to further improve the quality of existing stores. Specifically, we continued efforts to reduce food waste and implemented rigorous cost controls, including optimizing staffing allocations, managing inventory, and negotiating rent reductions, while continuing to focus on improving earnings by strengthening our takeaway brands.」
The Company continued to embed the cost structure developed during the COVID-19 pandemic, improve the quality of existing stores, and manage food waste, staffing allocations, inventory, and rent while strengthening its takeaway brands. - FY2024-Q3RestatedAnnual report
「In these circumstances, while embedding the leaner cost structure developed in response to changes during the COVID-19 pandemic, we worked to further improve the quality of existing stores. Specifically, we continued efforts to reduce food waste and implemented rigorous cost controls, including optimizing staffing allocations, managing inventory, and negotiating rent reductions, while continuing to focus on improving earnings by strengthening our takeaway brands.」
The Company continued to embed the cost structure developed during the COVID-19 pandemic, improve the quality of existing stores, manage food waste, staffing allocations, inventory, and rent, and improve earnings by strengthening its takeaway brands. - FY2024-Q2RestatedAnnual report
「In these circumstances, we continued efforts to reduce food waste and implemented rigorous cost controls, including optimizing staffing allocations, managing inventory, and negotiating rent reductions. We also focused on improving earnings by strengthening our takeaway brands and closing unprofitable stores.」
The Company continued cost management covering food waste, staffing allocations, inventory, and rent, as well as earnings improvement through strengthening its takeaway brands and closing unprofitable stores. - FY2024-Q1RestatedAnnual report
「In these circumstances, we continued efforts to reduce food waste and implemented rigorous cost controls, including optimizing staffing allocations, managing inventory, and negotiating rent reductions. We also continued to focus on improving earnings by opening new takeaway-brand stores and closing unprofitable stores.」
In the food service business, the Company continued to improve earnings through cost management covering food waste, staffing allocations, inventory, and rent, as well as takeaway store openings and the closure of unprofitable stores. - FY2023RestatedAnnual report
「In these circumstances, we continued efforts to reduce food waste and implemented rigorous cost controls, including optimizing staffing allocations, managing inventory, and negotiating rent reductions. We also introduced phased price revisions and focused on strengthening sales initiatives to secure earnings in the izakaya format after restrictions on business activities were lifted.」
The Company continued to improve its earnings structure through measures addressing food waste, staffing allocations, inventory, rent, price revisions, and sales initiatives for izakaya restaurants. - FY2023-Q3AdvancedAnnual report
「In these circumstances, we continued efforts to reduce food waste and implemented rigorous cost controls, including optimizing staffing allocations, managing inventory, and negotiating rent reductions. We also worked to improve our earnings structure through phased price revisions and a stronger focus on selecting and concentrating our brands.」
In addition to existing infection-prevention measures and cost controls, the Company pursued food waste reduction, phased price revisions, and the selection and concentration of brands to improve the earnings structure of the food service business. - FY2023-Q2RestatedAnnual report
「We continued to thoroughly prevent the spread of infection and implemented rigorous cost controls, including optimizing staffing allocations, managing inventory, and negotiating rent reductions. We also focused on strengthening sales initiatives to secure earnings in the izakaya format after restrictions on business activities were lifted.」
The Company continued infection-prevention measures and cost controls, including staffing optimization, inventory management, and rent reductions, while also working to secure earnings in the izakaya format after business restrictions were lifted. - FY2023-Q1RestatedAnnual report
「In this environment, we continued to thoroughly prevent the spread of infection and implemented rigorous cost controls, including optimizing staffing allocations, managing inventory, and negotiating rent reductions. We also focused on strengthening sales initiatives to secure earnings in the izakaya format after restrictions on business activities were lifted.」
The Company continued infection-prevention measures and cost controls, including staffing optimization, inventory management, and rent reductions, while also working to secure earnings in the izakaya format after business restrictions were lifted. - FY2022AdvancedAnnual report
「In this environment, we continued to thoroughly prevent the spread of infection and implemented rigorous cost controls, including optimizing staffing allocations, managing inventory, and negotiating rent reductions. We also moved toward a stronger cost structure by closing mainly unprofitable stores and established a structure capable of responding to the decline in sales caused by COVID-19.」
The filing states that, in the food service business during the infectious disease, the Company pursued a shift to a stronger cost structure by combining staffing optimization, inventory management, rent reductions, and the closure of unprofitable stores, and established a structure to respond to the situation. - FY2022-Q2RestatedAnnual report
「In these circumstances, our izakaya stores operated solely as takeaway outlets. We thoroughly implemented infection-prevention measures and, as in the previous fiscal year, worked to improve our challenging earnings situation by securing profits through every available means, including negotiating rent reductions, reviewing staffing allocations, and curbing new investment, as well as applying for employment adjustment subsidies and subsidies for cooperation with reduced-hours operations.」
The Company continued to respond through takeaway operations, infection prevention, rent reduction negotiations, staffing reviews, curbs on new investment, and applications for subsidies and cooperation payments. - FY2022-Q1AdvancedAnnual report
「In these circumstances, we thoroughly implemented infection-prevention measures at each store and, as in the previous fiscal year, worked to improve our challenging earnings situation by securing profits through every available means, including negotiating rent reductions, reviewing staffing allocations, and curbing new investment, as well as applying for employment adjustment subsidies and subsidies for cooperation with reduced-hours operations.」
In addition to negotiating rent reductions, the Company reviewed staffing allocations, curbed new investment, and applied for employment adjustment subsidies and subsidies for cooperation with reduced-hours operations. - FY2021AdvancedAnnual report
「As a product strategy, we enriched our takeaway menu, centered on “Shiokōji Chicken Soboro Bento,” which won the top prize in the rice bowl category of the 2021 Bento and Prepared Foods Awards, and focused on expanding sales.」
For takeaway menus, the Company expanded its product lineup and sales, centered on the product that won the top prize in the rice bowl category in 2021. - FY2021-Q3AdvancedAnnual report
「In this environment, we actively participated in the government-led “Go To Travel” and “Go To Eat” campaigns and implemented customer acquisition initiatives, while working to strengthen our delivery and takeaway brands in response to growing demand.」
In addition to the existing home delivery and takeaway services, the Company participated in the “Go To Travel” and “Go To Eat” campaigns as customer acquisition initiatives and continued to strengthen its delivery and takeaway brands. - FY2021-Q1AdvancedAnnual report
「As sales initiatives, we expanded the number of stores offering outsourced delivery services in response to growing demand for home delivery and enhanced takeaway products sold at stores, among other measures to strengthen sales. We also worked to reduce costs, including by negotiating rent reductions.」
In response to the infectious disease and changes in lifestyles, the Company expanded stores offering outsourced delivery services, enhanced takeaway products, and negotiated rent reductions, among other measures. - FY2020First statedAnnual report
「To address these circumstances, we will accurately analyze customers and markets in light of future social conditions and lifestyle changes, and seek to maintain and strengthen our earning capacity by reviewing our operating structure.」
In response to the spread of COVID-19, weaker inbound demand, and reduced store visits due to teleworking, the Company has identified customer and market analysis and a review of its operating structure as new initiatives.