Promoting Work-Style Reform, Digital Technologies and Health Management
First written in FY2019. 14 of 15 entries say "Advanced", first in FY2020-Q1. Latest entry: FY2026.
3 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The Group has formulated policies centered on the following 4 pillars, with the aim of developing talent that will drive sustainable growth and building a strong organizational foundation that enables employees to fully demonstrate their capabilities.」
Identified 4 pillars—embedding the MOS spirit, aligning business and talent strategies, introducing job-based elements and creating a rewarding working environment—and expanded initiatives to HR business partners, MOS Values, internal job postings, side jobs and health management. Also disclosed an average annual base-pay increase of 3% over the past 3 years. - FY2026-H1AdvancedAnnual report
「We began joint research and development with the Nagoya University Hospital and 株式会社夏目綜合研究所 on vision-testing equipment for infants and young children. Coinciding with Children's Eye Day on 10 June, we are also promoting information initiatives, including distributing educational leaflets at MOS BURGER stores to encourage the early detection of amblyopia.」
As part of efforts to address social issues through our business, began joint research and development with a university hospital and a company on vision-testing equipment for infants and young children, along with awareness initiatives at stores. - FY2025AdvancedAnnual report
「Medium-term policy: “Becoming a group of people who create ‘work that earns gratitude’ and ‘innovation (value creation)’” a. Embedding the MOS spirit b. Aligning business and talent strategies c. Introducing job-based elements d. Developing the working environment」
Specified the themes of work-style reform, digital technologies and health management as four pillars of the new medium-term plan's talent strategy: embedding the corporate philosophy, aligning it with business strategy, introducing job-based elements and developing the working environment. - FY2024AdvancedAnnual report
「Raised employee salaries by an average of 8% through regular raises and base-pay increases」
To build a rewarding organization and address rising prices, decided to raise wages by an average of 8% for approximately 650 employees of the Company. - FY2024-Q3AdvancedAnnual report
「We are using digital technologies to improve CX (customer experience value) and EX (employee and store staff engagement). To address labor shortages, we continued developing stores using IT technologies, including fully self-service checkouts, soft-call systems and queue-number display panels.」
Linked digital initiatives to the policy of improving CX and EX, and continued store measures including fully self-service checkouts, soft-call systems and queue-number display panels. - FY2023-Q3AdvancedAnnual report
「In November, we introduced the avatar robot OriHime (オリヒメ) on a limited-time experimental basis at the Ohori Park-Mae store, the third store following the MOS BURGER Osaki and Harajuku Omotesando stores.」
Expanded the experimental introduction of the avatar robot to a third store, advancing the use of technology to improve CX and EX and address labor shortages. - FY2023-Q2AdvancedAnnual report
「During the second quarter of the fiscal year, in September we opened MOS BURGER ON THE MOON, MOS BURGER's first virtual store, in a “lunar space” in the metaverse, and held an experience event where participants could make products such as Tsukimi Focaccia. We will continue promoting marketing communications using digital technologies and pursuing synergies with mass media.」
Expanded the use of digital technologies beyond social media and customer touchpoints to a virtual store in the metaverse and product-making experiences. - FY2023-Q1AdvancedAnnual report
「The company is strengthening digital customer touchpoints through online ordering, advance sales, digital gifts and customer management at individual stores, while providing new experiential value through features such as fully self-service checkouts.」
Specified the scope of digital initiatives as customer touchpoints such as online ordering, customer management by individual store, and enhanced experience value through fully self-service checkouts. - FY2022AdvancedAnnual report
「・CX (customer experience value) and EX (employee and store staff engagement) advanced through digital technologies Medium-term policy: “Supporting through IT the creation of happiness through food” a. Strengthening digital touchpoints b. Enhancing the value of the store experience c. Reducing the workload of store operations」
Expanded the scope of digital initiatives beyond sales promotion to customer experience, employee and store staff engagement, and reducing the workload of store operations. - FY2022-Q1AdvancedAnnual report
「To support COVID-19 vaccinations, we introduced special paid leave for employees, known as “vaccine leave,” at the Company and 4 domestic subsidiaries from the end of May. At directly operated stores, we will pay an allowance of ¥3,000 per day for vaccination leave to part-time staff enrolled in social insurance.」
As work-style reform and health management initiatives, introduced vaccine leave for employees and a ¥3,000-per-day vaccination leave allowance for eligible staff. - FY2021AdvancedAnnual report
「We also worked to improve profitability by reducing selling, general and administrative expenses through company-wide operating efficiencies.」
The annual report sets out initiatives linking company-wide operating efficiencies to lower selling, general and administrative expenses and improved profitability. - FY2021-Q3AdvancedAnnual report
「Across the Group, we worked to reduce selling, general and administrative expenses through greater operating efficiency and improve profitability.」
Worked to reduce selling, general and administrative expenses and improve profitability through company-wide operating efficiencies. - FY2020AdvancedAnnual report
「We introduced a telework system to promote an environment that supports work-life balance and diverse, flexible working arrangements.」
Introduced a telework system as a work-style reform initiative and, during periods of infectious disease outbreaks, applied it in principle to all staff in administrative departments. - FY2020-Q1AdvancedAnnual report
「As part of an organizational change effective 1 April, we established a Marketing Division and placed the product planning and product development functions within it. This will enable us to pursue marketing-led product development and promotions, coordinate with digital initiatives and expand sales.」
Established a Marketing Division responsible for coordinating digital initiatives and began integrated operations with product development and promotions. - FY2019First statedAnnual report
「Advancing work-style reform and the use of digital technologies; responding to legislation such as equal pay for equal work; and promoting health management」
Positioned work-style reform, digital technologies, equal pay for equal work and health management as new cross-company themes.