Shortening Business Hours and Temporary Store Closures to Improve Working Conditions for Store Employees
First written in FY2018-Q3. 7 of 12 entries say "Advanced", first in FY2019-Q2. Latest entry: 2026-10-14.
6 other companies' latest entry also says "Restated".
- FY2026-H1AdvancedAnnual report
「We also established 3 consecutive restaurant closure days to help employees refresh and to create a structure enabling us to provide better service to customers.」
The company implemented 3 consecutive store closing days to support both employee refreshment and service quality. - FY2025RestatedAnnual report
「The company also established store closing days, increasing employees' days off while creating a structure capable of providing better service to customers.」
The company continues measures to improve working conditions by establishing store closing days and pursuing both more employee days off and service quality. - FY2025-H1RestatedAnnual report
「The company also established store closing days, increasing employees' days off while creating a structure capable of providing better service to customers.」
The company continues measures to improve working conditions by establishing store closing days, increasing employees' days off and pursuing both improved labor conditions and service quality. - FY2020-Q3AdvancedAnnual report
「Meanwhile, as part of its promotion of work-style reforms, the company newly introduced the "劇団員 Family Holiday" program, consisting of 2 consecutive store closing days, in November and December 2019 and February 2020, with the aim of improving the quality of life (QOL / Quality of Life) of employees and their families. In addition, from 7 to 9 January 2020, immediately after the busy season, it set 2–3 closing days in principle at all stores, as it worked to enable employees to refresh physically and mentally and improve their QOL, thereby continuing to provide even higher-quality service.」
To improve the QOL of employees and their families, the company introduced 2 consecutive store closing days in November and December 2019 and February 2020, and set 2–3 closing days in principle at all stores from 7 to 9 January 2020. - FY2019AdvancedAnnual report
「Specifically, the company devised the most efficient operating formats and staffing arrangements during the year-end and New Year period, and set closing days, generally totaling 3–4 days across all stores, after the peak periods at year-end and New Year and during Golden Week. As a result, it enabled employees to refresh physically and mentally while continuing to provide high-quality service after the busy periods, and kept the impact on sales from closing all stores to a minimum.」
In addition to optimizing operating formats and staffing during the year-end and New Year period, the company set a total of 3–4 closing days at all stores after the busy season, minimizing the impact on sales. - FY2019-Q3AdvancedAnnual report
「During the year-end and New Year holiday period, the busiest season for the restaurant industry, the company devised the most efficient operating formats and staffing arrangements based on past sales performance at each store, including limiting some stores to takeout sales only, in addition to shortening normal operating hours. It rolled out measures that placed greater emphasis than ever on improving labor productivity rather than prioritizing sales above all else. Meanwhile, as part of its promotion of work-style reforms, the company set 2–3 closing days in principle at all stores from 7 to 9 January 2019, immediately after the busy season, to help employees refresh physically and mentally, while working to continue providing high-quality service after the year-end and New Year period. As a result of pursuing work-style reforms while improving labor productivity, the impact on sales from closing all stores was kept to a minimum.」
In addition to shorter operating hours, a takeout-focused operating format and optimized staffing during the year-end and New Year period, the company set 2–3 closing days in principle at all stores from 7 to 9 January 2019, making concrete progress in improving labor productivity and advancing work-style reforms. It also stated that the impact on sales was minimal. - FY2019-Q2AdvancedAnnual report
「The company's active and continued promotion of work-style reforms since November last year proved effective, resulting in a decline in total hours worked that exceeded the plan.」
The company explicitly stated that its work-style reforms aimed at improving employees' working conditions had continued since November of the previous year, resulting in a reduction in total hours worked greater than planned. - FY2018RestatedAnnual report
「Shorter operating hours at some stores and the establishment of temporary closing days, initiatives aimed at improving working conditions for store employees and launched in earnest from November 2017」
The company continues to shorten operating hours and close stores temporarily to improve working conditions for store employees, and also identifies these measures as factors affecting sales. - FY2018-Q3First statedAnnual report
「Shorter operating hours at some stores and the establishment of temporary closing days, initiatives aimed at improving working conditions for store employees and launched in earnest from December 2017」
The company explicitly stated for the first time that, from December 2017, it had begun in earnest to shorten operating hours at some stores and establish temporary closing days to improve working conditions for store employees.