Improving Work-Life Balance and Limiting Working Hours
First written in FY2020-Q1. 8 of 12 entries say "Advanced", first in FY2020-Q2. Latest entry: FY2026.
The whole theme swung hardest in 2026: 1 of 12 companies on the "Worse" side.
0 other companies' latest entry also says "Raised".
- FY2026RaisedAnnual report
「Target for the fiscal year ending April 2027: 123 annual holidays Metric 3 Target average monthly overtime: fiscal year ending April 2026: reduced substantially to 11.2 hours from the target of 15 hours. Target for the fiscal year ending April 2027: average monthly overtime of 10 hours」
For work-life balance, the company set targets of 123 annual holidays and average monthly overtime of 10 hours for the fiscal year ending April 2027. Overtime for the fiscal year ending April 2026 declined to 11.2 hours, while annual holidays were 119.1 days, 0.9 days below the target of 120 days. - FY2026-H1AdvancedAnnual report
「The investment is also producing results. With the number of employees increasing year on year to 101.5% for regular employees and 107.5% for casts, average monthly overtime has declined to 13.4 hours, or 62.4% of the previous fiscal year.」
Regarding improvements to the working environment, overtime declined to 62.4% of the previous fiscal year, or an average of 13.4 hours per month, against a backdrop of increased headcount and investment in personnel. - FY2025RaisedAnnual report
「Metric 2 Target annual holidays: fiscal year ending April 2026: 120.0 days (actual for the fiscal year ended April 2025: 118.2 days; actual for the fiscal year ended April 2024: 115.0 days) We introduced a shift management system to understand shift conditions in each region and strengthen the support structure.」
The target for annual holidays is 120.0 days for the fiscal year ending April 2026, with a shift management system and mutual support identified as the means of achieving it. For overtime work, the company also set a target of 15 hours for the fiscal year ending April 2026, below the 16.9-hour result for the fiscal year ended April 2025. - FY2025-H1AdvancedAnnual report
「To create a more comfortable working environment, we are advancing initiatives focused on work-life balance, including renewing employee benefit programs, increasing family allowances and expanding eligibility, establishing a student-loan repayment support program, and reducing overtime work.」
Work-life balance initiatives include renewing employee benefit programs, increasing family allowances and expanding eligibility, establishing a student-loan repayment support program, and reducing overtime work. - FY2024AdvancedAnnual report
「Metric 2 Target annual holidays: fiscal year ending April 2025: 120 days (actual for the fiscal year ended April 2024: 115 days) We will introduce a shift management system to understand shift conditions in each region and strengthen the support structure. We will then provide mutual support. Metric 3 Target average monthly overtime: fiscal year ending April 2025: 20 hours (actual for the fiscal year ended April 2024: 24.5 hours)」
For work-life balance, the company set targets for the fiscal year ending April 2025 of 120 annual holidays and average monthly overtime of 20 hours, with a shift management system and mutual support as the means of achieving them. - FY2024-Q3AdvancedAnnual report
「Amid a labor shortage, we are reviewing internal systems to set out an early policy of raising wages, create a more comfortable working environment and enhance work-life balance, while strengthening employee benefits.」
Regarding work-life balance and improvements to the working environment, the company is reviewing internal systems to raise wages, create a more comfortable working environment and enhance employee benefits. - FY2024-Q2AdvancedAnnual report
「The head-office training curriculum, initially introduced at the 椿屋珈琲 Group to improve operational efficiency amid labor shortages, is now being rolled out to other business formats, helping reduce the burden on store employees and shorten long working hours. The company also plans to invest in equipment to enhance the training center's functions for the next fiscal year.」
Regarding personnel development and improvements to the working environment, the company states that expanding the training curriculum to other business formats reduced the burden on store employees and curtailed long working hours. It also plans to enhance the functions of its training centre. - FY2023AdvancedAnnual report
「At headquarters, we have also launched a support team for stores to curb overtime work by store employees, promote the taking of regular and paid leave, and improve the working environment.」
The company launched a store support team and is putting into practice improvements to the working environment through reduced overtime and the taking of regular and paid leave. - FY2020-Q2AdvancedAnnual report
「This has also led to an increase in the number of regular holidays taken by employees and a reduction in overtime work.」
The company states that personnel development and operational initiatives led to an increase in regular holidays taken by employees and a reduction in overtime work. - FY2020-Q1First statedAnnual report
「To promote a better work-life balance, we will continue standardizing and streamlining operations, encouraging employees to take regular days off and paid leave, and curbing overtime, thereby optimizing labor costs.」
For work-life balance, the company describes, for the first time as an independent theme, initiatives to standardize and improve operational efficiency, encourage leave-taking and curb overtime work.