Promoting Company-Wide Structural Reform
First written in FY2017-Q1. 18 of 35 entries say "Advanced", first in FY2018. Latest entry: 2026-10-13.
67 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「In terms of administration, we implemented measures including operating an internal electronic approval system and introducing a new point-of-sale system to further improve operational efficiency and reduce staffing and labor requirements. Going forward, we will actively pursue strategic investment in key areas such as human resources, equipment and systems, with the aim of improving corporate value and strengthening competitiveness.」
Regarding corporate restructuring and efficiency improvements, the company began operating an electronic approval system, introduced a new point-of-sale system, and made strategic investments in human resources, equipment and systems. - FY2026-H1AdvancedAnnual report
「We continue to work toward more efficient store operations by reviewing business processes and promoting system implementation. In terms of administration, we began operating an electronic internal approval system as part of the promotion of system implementation and efficiency improvements, with the aim of achieving highly efficient store operations, and also worked on further reviews of business processes.」
Specific measures for corporate restructuring and highly efficient operations include continuing to review business processes and implement systems, and beginning operation of an electronic internal approval system. - FY2025AdvancedAnnual report
「In terms of administration, we integrated head office and the Ueno store to improve efficiency. Accordingly, we promoted the development of multiskilled employees and placed particular emphasis on controlling expenses overall, mainly personnel expenses, by improving the efficiency of staff allocation.」
Regarding corporate restructuring, the company integrated head office and the Ueno store, developed multiskilled employees, and improved the efficiency of staff allocation. - FY2025-H1AdvancedAnnual report
「However, in terms of expenses, fixed costs were significantly reduced as a result of the effects of closing large-format stores by the end of the previous fiscal year to lower the break-even point, among other measures, enabling us to secure profit substantially above the previous fiscal year.」
The specific results described include a significant reduction in fixed costs resulting from the closure of large-format stores and the securing of profit substantially above the previous year. - FY2025-Q1AdvancedAnnual report
「In terms of administration, we expanded the reservation and management systems to reduce staffing and labor requirements, while working to achieve further cost reductions and expand profit.」
Regarding corporate restructuring and management efficiency, the reservation and management systems are being expanded as means of reducing staffing and labor requirements, with the aim of achieving further cost reductions and expanding profit. - FY2024AdvancedAnnual report
「To address the issues described above, we promoted the selective allocation and concentration of resources, including closing large-format stores, streamlining the head-office organization, and assigning employees to positions suited to their abilities, while working to strengthen our competitiveness.」
Regarding corporate restructuring, specific measures involving the selective allocation and concentration of resources are described, including closing large-format stores, streamlining the head-office organization, and assigning employees to suitable positions. - FY2024-Q3AdvancedAnnual report
「In terms of administration, with the aim of achieving further cost reductions and expanding profit, we pursued labor-saving and workforce-reduction measures, including expanding the reservation system, and created an environment in which all employees could concentrate on sales activities as one team. We also developed and actively promoted young and female employees.」
Additional specific corporate restructuring measures include labor-saving and workforce-reduction measures through the reservation system, creating an environment in which employees can concentrate on sales activities, and developing and promoting young and female employees. - FY2024-Q2ReframedAnnual report
「In terms of administration, we promoted the selective allocation and concentration of management resources and worked diligently on measures such as withdrawing from unprofitable stores, while strengthening the support structure from head office to stores and proceeding efficiently.」
The description of corporate restructuring has been reorganized from a focus on closing individual stores and reducing fixed costs to the selective allocation and concentration of management resources, withdrawal from unprofitable stores, and strengthening support from head office to stores. - FY2024-Q1AdvancedAnnual report
「Against this backdrop, we accelerated corporate restructuring and pursued a return to profitability through the achievement of our sales plan.」
A policy of “accelerating” corporate restructuring is presented, with specific measures including the decision to close Opera City Totenko in August 2023 and Chiba Sky Windows Totenko in November of the same year, as well as reductions in and conversion of fixed costs to variable costs. - FY2023AdvancedAnnual report
「To address the issues described above, we are reviewing everything from a zero-based perspective, focusing on reducing all costs, streamlining the head-office organization, and developing human resources with a view to the future as key priorities, while working to strengthen our competitiveness.」
Regarding corporate restructuring, the company is reviewing everything from a zero-based perspective and identifying reductions in all costs, streamlining the head-office organization, and human-resource development as key priorities. - FY2023-Q3AdvancedAnnual report
「As part of efforts to improve operational and management efficiency, we closed the “Osaka Temmabashi OMM” store in October 2022 and decided to close the “Nagoya International Center Building” store in December 2022. In terms of administration, we proceeded with reductions in and conversion to variable costs of all costs, including fixed costs such as rent, while reviewing operating days and hours in line with each store's characteristics, and also worked to streamline and improve the efficiency of head-office operations and reduce expenses.」
In addition to store closures, streamlining and improving the efficiency of head-office operations and reducing expenses are described as specific corporate restructuring measures. - FY2023-Q2RestatedAnnual report
「In terms of administration, we continued to reduce and convert to variable costs all costs, including fixed costs such as rent, while reviewing operating hours in line with the characteristics of each store, and continued working to reduce costs and improve efficiency.」
Corporate restructuring and efficiency improvements through reductions in and conversion of fixed costs to variable costs, together with reviews of operating hours by store, are continuing. - FY2023-Q1RestatedAnnual report
「In terms of administration, we continued to reduce and convert to variable costs all costs, including fixed costs such as rent, while reviewing operating hours in line with the characteristics of each store, and worked to reduce costs and improve efficiency.」
As part of corporate restructuring, the company continues to reduce fixed costs, convert them to variable costs, review operating hours, and improve efficiency. - FY2022RestatedAnnual report
「Due to the impact of COVID-19, we have been forced to suspend operations or shorten business hours, creating extremely challenging conditions. We will further reduce and convert to variable costs all costs, including fixed costs, while seeking to establish new customer-attraction measures through web-based promotions in order to secure more orders for small and medium-sized banquets, for which demand is expected to recover sooner.」
The direction of corporate restructuring remains focused on cost reductions, the conversion of costs to variable costs, and establishing customer-attraction measures through web-based promotions amid the pandemic. - FY2022-Q1AdvancedAnnual report
「Meanwhile, in March 2021, we closed the “Takanawa” store in connection with the owner's plans to develop the surrounding area. In terms of administration, we pursued reductions and the conversion to variable costs of all costs, including fixed costs, through steady negotiations for rent reductions, while reviewing operating days and hours at each store, setting hours suited to each store's characteristics, and working to reduce expenses.」
Additional specific measures for corporate restructuring and management efficiency include the closure of the Takanawa store, negotiations for rent reductions, reductions in and conversion of fixed costs to variable costs, and reviews of operating days and hours at each store. - FY2021AdvancedAnnual report
「In addition, we closed the “Kobe Sannomiya・Center Plaza” store in June, “T's garden (T's Garden)” in Chuo-ku, Osaka, in December, and “Kaentei Ueno” in January. We also proceeded with management efficiency improvements by reducing the leased area of “CHIBA SKY WINDOWS Totenko” and liquidating subsidiary “株式会社LCL Partners,” among other measures.」
Regarding store closures and other measures decided or planned in the previous filing, the closure of the Kobe Sannomiya・Center Plaza store, T's garden and Kaentei Ueno is reported as having been completed. Management efficiency improvements, including a reduction in leased floor space and the liquidation of a subsidiary, are also being pursued. - FY2021-Q3AdvancedAnnual report
「In addition, we closed the “Kobe Sannomiya・Center Plaza” store in June, and decided to close “T's garden (T's Garden)” in Chuo-ku, Osaka, in December and “Kaentei Ueno” in January. We will also continue to improve management efficiency by reducing the leased area of “CHIBA SKY WINDOWS Totenko” and liquidating subsidiary “株式会社LCL Patners,” among other measures.」
Additional specific measures for corporate restructuring and management efficiency include store closures, a reduction in leased floor space, and the liquidation of a subsidiary. - FY2021-Q2RestatedAnnual report
「To resolve the relevant event or situation, we are implementing measures such as cost reductions, while also creating new businesses such as takeout, delivery and the meeting-room business, and actively participating in government-led campaigns including “Go To Travel” and “Go To Eat.”」
The policy of responding to the challenging operating environment through cost reductions and the creation of new businesses continues to be described. Specific initiatives have been organized in a new thread. - FY2021-Q1RestatedAnnual report
「Although conditions are extremely challenging, we implemented measures such as cost reductions and, with a view to the period after the situation had subsided, returned once again to our starting point and reviewed and inspected all aspects of our sales activities. As a second and third wave of the COVID-19 pandemic are expected and the operating environment is expected to remain challenging, we will work as one to create new businesses as an urgent priority.」
Cost reductions amid the spread of the infection, a review and inspection of all sales activities, and efforts to create new businesses are described as ongoing measures under corporate restructuring. - FY2020ReframedAnnual report
「Although conditions are extremely challenging, we will implement measures such as cost reductions and, with a view to the period after the situation has subsided, return once again to our starting point and review and inspect all aspects of our sales activities.」
The description has shifted from corporate restructuring to an emphasis on cost reductions and reviewing and inspecting all sales activities amid the spread of the infection. - FY2019-Q3RestatedAnnual report
「Against this backdrop, we further advanced corporate restructuring, worked to secure gross profit, and pursued profitability at existing stores.」
The policy of continuing corporate restructuring and pursuing gross profit generation and profitability at existing stores is reiterated. - FY2019-Q2RestatedAnnual report
「Against this backdrop, we continued to advance corporate restructuring, work to secure gross profit, and pursue profitability at existing stores.」
The policy of continuing corporate restructuring and pursuing gross profit generation and profitability at existing stores is reiterated. - FY2019-Q1RestatedAnnual report
「Against this backdrop, we continued to advance corporate restructuring, work to secure gross profit, and pursue profitability at existing stores.」
The policy of continuing corporate restructuring and working to secure gross profit and achieve profitability at existing stores is reiterated. No new completed or achieved measures are presented. - FY2018AdvancedAnnual report
「In terms of expenses, the ratio of selling, general and administrative expenses to net sales improved from 56.9% in the same period of the previous year to 54.9% through thorough cost control, more efficient work shifts, the use of customer and reservation management systems and other tools, comprehensive cost reductions through the review of promotional methods, and a review of accounting procedures following a tax audit.」
It is stated that specific corporate structural-reform measures, including cost control, work-shift management, the use of systems and a review of promotional methods, were implemented, improving the SG&A-to-sales ratio from 56.9% to 54.9%. - FY2018-Q3RestatedAnnual report
「Under these circumstances, we further advanced corporate structural reform, worked to achieve our sales targets and aimed to return to profitability.」
The policy of advancing corporate structural reform and aiming to achieve sales targets and return to profitability continues. There is no statement that the reform has been completed. - FY2018-Q2RestatedAnnual report
「Under these circumstances, we further advanced corporate structural reform, worked to achieve our sales targets and aimed to return to profitability.」
The policy of advancing corporate structural reform and aiming to achieve sales targets and return to profitability continues. There is no statement that the reform has been completed. - FY2018-Q1RestatedAnnual report
「Under these circumstances, we further advanced corporate structural reform, worked to achieve our sales targets and aimed to return to profitability.」
The policy of further advancing corporate structural reform and aiming to achieve sales targets and return to profitability continues. There is no statement that the reform has been completed. - FY2017RestatedAnnual report
「We will further advance corporate structural reform, work to achieve our sales targets and aim to return to profitability.」
The policy of further advancing corporate structural reform continues. Measures including sales targets, performance-based sales, wedding promotion and online promotion are indicated, but there is no statement that the reform has been completed. - FY2017-Q3RestatedAnnual report
「Under these circumstances, we pursued corporate structural reform with the aim of returning to profitability.」
The policy of continuing to advance corporate structural reform remains described, but no newly completed or achieved measures are indicated. - FY2017-Q2RestatedAnnual report
「Under these circumstances, we pursued corporate structural reform with the aim of returning to profitability.」
The policy of continuing to advance corporate structural reform remains described, but no newly completed or achieved measures are indicated. - FY2017-Q1First statedAnnual report
「Under these circumstances, we pursued corporate structural reform with the aim of returning to profitability.」
This is described as structural reform involving the closure of unprofitable stores, renovation of existing stores and rebuilding of the new Ueno store, among other measures.