Restraining nonessential spending, restructuring unprofitable businesses and selecting future investments during the COVID-19 pandemic
First written in FY2020. 2 of 5 entries say "Advanced", first in FY2021-Q2. Latest entry: FY2022-Q3.
6 other companies' latest entry also says "Restated".
- FY2022-Q3RestatedAnnual report
「Under these circumstances, our group worked to improve profitability by flexibly allocating personnel in line with business fluctuations and establishing a structure adaptable to the post-COVID and living-with-COVID environments.」
The company continues to flexibly allocate personnel according to business fluctuations and maintain an operating structure adaptable to the post-COVID and living-with-COVID environments in response to changing demand during the pandemic. - FY2022-Q1RestatedAnnual report
「Compared with the same period last year, school closures and requests for business closures had eased. In addition to reducing fixed costs, the company introduced flexible services in line with market needs in each business, such as route bus timetables and travel products, and transferred employees within and outside the group on secondment to match business fluctuations. As a result of these measures to improve profitability, the loss narrowed.」
The company continued COVID-19-related measures to improve profitability, including reducing fixed costs, introducing services in response to demand and seconding employees, which helped narrow the loss. - FY2021-Q3AdvancedAnnual report
「In this environment, while securing employment for all employees, we placed employees on leave or transferred them, reduced executive compensation and managerial bonuses, restrained capital investment such as vehicle replacements, and reduced the number of route bus services and charter buses in operation, thereby working to reduce costs and further improve efficiency.」
While maintaining employment, the company placed employees on leave or transferred them, reduced executive compensation and other payments, restrained capital investment, and reduced services and the number of vehicles in operation, expanding its crisis-response measures. - FY2021-Q2AdvancedAnnual report
「While maintaining employment for all employees, the Group implemented employee furloughs, reductions in executive compensation and management bonuses, curbs on capital expenditures such as vehicle replacement, reductions in route bus services and reductions in the number of charter buses, working to cut costs and improve efficiency further.」
As part of its crisis response to the COVID-19 pandemic, the company maintained employment while placing employees on leave, reducing executive compensation and bonuses, restraining capital investment, and reducing services and the number of vehicles in operation. - FY2020First statedAnnual report
「For the time being, our group will restrain nonessential spending and work to improve management efficiency, including by restructuring unprofitable businesses, while continuing to make necessary investments for the future.」
At the onset of the COVID-19 pandemic, the company set out, for the first time in a systematic manner, a crisis-response policy of restraining nonessential spending and capital investment, restructuring unprofitable businesses and continuing necessary investments for the future.