Review of food-service operations and stronger recruitment of experienced personnel

「In the food-service business, we expanded the selection, particularly of sushi made with fresh wild-caught fish, by strengthening cooperation with our nearby fresh-fish stores. We also reviewed menus and pricing in a timely and appropriate manner in response to higher procurement costs, including raw-material costs. As a result, revenue exceeded the previous fiscal year's level. In addition, our structural reforms, including a review of store operations and the streamlining of logistics, have produced some results and improved profitability.」

「他方、飲食事業においては、店舗運営を担当する店舗管理者とメニュー・調理を担当するシェフとの役割分担を明確化するなど店舗オペレーションの見直し、幹部・スタッフ含め人員配置の見直し、作業効率の向上などにより労働生産性を追求し販売管理費を削減、また、隣接する当社鮮魚店との連携も取りながら仕入・配送の合理化を推進し、粗利益率を改善することで営業利益の確保を図ってまいります。」

「In the food-service business, we reviewed menus and pricing in a timely and appropriate manner in response to higher procurement costs, including raw-material costs. Although customer numbers remained sluggish, revenue exceeded the previous year's level. We also undertook structural reforms, including a review of store operations and the streamlining of logistics, and these efforts have produced some results. As a result, gross profit increased, enabling us to absorb store operating costs, including labor costs. Consequently, revenue was ¥823 million, up 9.3% year on year, and operating profit was ¥11 million, up 112.4% year on year.」

「In addition to reviewing menus and pricing in response to higher raw-material costs and other expenses, we have undertaken structural reforms, including a review of store operations and the streamlining of logistics, and these efforts have produced some results. As a result, gross profit increased, enabling us to absorb store operating costs, including labor costs.」

「In addition, we have been undertaking structural reforms since the fiscal year ended March 2022, including a review of store operations, such as clarifying the division of responsibilities between store managers, who oversee store operations, and chefs, who are responsible for menus and food preparation, as well as streamlining logistics, and these efforts have produced some results. As a result, gross profit increased, enabling us to absorb store operating costs, including labor costs. Consequently, revenue was ¥752 million, up 9.7% year on year, and operating profit was ¥5 million, compared with an operating loss of ¥9 million in the same period of the previous year.」

「In the food-service business, since the fiscal year ended March 2022, we have undertaken structural reforms, including a review of store operations, such as clarifying the division of responsibilities between store managers, who oversee store operations, and chefs, who are responsible for menus and food preparation, as well as streamlining logistics.」

「In the food-service business, since the fiscal year ended March 2022, we have undertaken structural reforms, including a review of store operations, such as clarifying the division of responsibilities between store managers, who oversee store operations, and chefs, who are responsible for menus and food preparation, as well as streamlining logistics.」

「In the food-service business, since the fiscal year ended March 2022, we have undertaken structural reforms, including a review of store operations, such as clarifying the division of responsibilities between store managers, who oversee store operations, and chefs, who are responsible for menus and food preparation, as well as streamlining logistics. ... Although increases in store operating costs, including utilities, are weighing on operating profit, we are close to returning the business to profitability.」

「In the food-service business, since the fiscal year ended March 2022, we have undertaken structural reforms, including a review of store operations, such as clarifying the division of responsibilities between store managers, who oversee store operations, and chefs, who are responsible for menus and food preparation, as well as streamlining logistics.」

「In the food-service business, since the fiscal year ended March 2022, we have undertaken structural reforms, including a review of store operations, such as clarifying the division of responsibilities between store managers, who oversee store operations, and chefs, who are responsible for menus and food preparation, as well as streamlining logistics. Although revenue has increased year on year, it has not recovered to a level that enables efficient operations, partly because consumers, particularly in the izakaya segment, have continued to avoid eating and drinking establishments, and profit conditions remain challenging.」

「In the food-service business, since the fiscal year ended March 2022, we have undertaken structural reforms, including a review of store operations, such as clarifying the division of responsibilities between store managers, who oversee store operations, and chefs, who are responsible for menus and food preparation, as well as streamlining logistics. Although revenue has increased year on year, it has not recovered to a level that enables efficient operations, partly because consumers, particularly in the izakaya segment, have continued to avoid eating and drinking establishments, and profit conditions remain challenging.」

「In the food-service business, since the fiscal year ended March 2022, we have undertaken structural reforms, including a review of store operations, such as clarifying the division of responsibilities between store managers, who oversee store operations, and chefs, who are responsible for menus and food preparation, as well as streamlining logistics. Although revenue has increased year on year, it has not recovered to a level that enables efficient operations, partly because consumers, particularly in the izakaya segment, have continued to avoid eating and drinking establishments, and profit conditions remain challenging.」

「In the food-service business, we recorded an operating loss of more than ¥300 million in the fiscal year ended March 2021. Accordingly, we have begun structural reforms, including a review of store operations, such as clarifying the division of responsibilities between store managers, who oversee store operations, and chefs, who are responsible for menus and food preparation, as well as streamlining logistics.」

「From the next fiscal year onward, we will restructure the business model of existing stores, including those operating under the izakaya format, without ruling out store closures, continue opening stores in locations with favorable conditions, and seek to establish and build recognition for sushi brands such as Uoriki Zushi and Uoriki Sushi while controlling costs through cooperation with adjacent fresh-fish stores.」

「In the food-service business, most locations, with some exceptions, were forced to close from April through May following the declaration of a state of emergency. From June through July, we gradually resumed operations after implementing measures to prevent the spread of COVID-19.」

「In the food-service business, most locations, with some exceptions, were forced to close from April through May following the declaration of a state of emergency. From June through July, we gradually resumed operations after implementing measures to prevent the spread of COVID-19.」

「The new store was 魚力食堂小田原店, the new-format store opened in November 2019 inside the ラスカ小田原 shopping complex adjacent to JR Odawara Station in Odawara, Kanagawa.」

「Despite a challenging environment, including the entry of new low-price-oriented formats and competitors, we worked to operate our stores efficiently, including those opened in the previous fiscal year.」

「Going forward, we plan to roll out the new format, "Uoriki Shokudo." In October 2018, we opened Tsukiji Uoriki Hachioji (Hachioji, Tokyo) in Celeo Hachioji North Building, a commercial facility adjacent to Hachioji Station on the JR Chuo Line, and Uoriki Shokudo Soka (Soka, Saitama) in Soka Varie, a commercial facility adjacent to Soka Station on the Tobu Skytree Line.」

「In addition, we proceeded with preparations to roll out the new format, "Uoriki Shokudo."」

「In the food-service business, the Company will pursue new store openings, including through collaboration with business partners possessing expertise in store development, production and operations, while continuing efforts to improve store operations.」

「In the food-service business, revenue increased due to the revenue contribution from stores opened in the previous fiscal year. The Company also sought to operate stores efficiently and worked to establish the store operating structure for Tsukiji Uoriki, the new-format business opened in the previous fiscal year.」

「For Tsukiji Uoriki, the new-format business opened in the previous fiscal year, the Company worked to establish its store operating structure.」

「For Tsukiji Uoriki, the new-format business opened in the previous fiscal year, the Company worked to establish its store operating structure.」

「In the food-service business, the Company strengthened sales activities and reviewed its operating structure, but revenue declined partly due to the impact of competing restaurants, including adverse weather and the entry of new formats focused on low prices. During the year, it opened the counter-only sushi restaurant Tsukiji Uoriki Ginza inside the Tokyo Ginza kappo-style restaurant 花蝶 in December 2016, and Tsukiji Uoriki Koriyama inside Daiwa Roynet Hotel near JR Koriyama Station in February 2017.」

「In the food-service business, the Company strengthened sales activities and reviewed its operating structure, but revenue declined due to the impact of competing restaurants, including adverse weather and the entry of new formats focused on low prices. At the same time, personnel expenses increased as the Company stepped up mid-career recruitment of experienced food-service personnel to strengthen the organizational structure in preparation for its future store-opening strategy.」