Restaurant floor-space reduction work, discontinuation of breakfast service and introduction of regular closing days

「At Bar Chippendale, the company resumed all-day operations as before the pandemic, improving customer convenience and satisfaction and contributing to higher revenue. At Karasuma Kyoto Hotel, Chinese Restaurant Tori and Bar Anchor were supported by a stable customer base, and both outlets resumed all-day operations from December 2025, with the company working to further improve customer convenience and satisfaction.」

「At Bar Chippendale, which eliminated its regular closing day, customer retention improved, contributing to higher revenue.」

「At Karasuma Kyoto Hotel, Chinese Restaurant Tori sold a special menu commemorating the appointment of its new head chef, while Bar Anchor conducted promotions including bottle fairs and cocktail fairs in an effort to increase revenue.」

「At Top Lounge Orizzonte, partially resuming dinner service in November after it had previously been suspended resulted in revenue exceeding the previous year.」

「At Hotel Okura Kyoto, the company expanded seating capacity and operating hours following regulatory easing and other measures. It also substantially improved revenue by strengthening sales of osechi cuisine and revising prices.」

「At Karasuma Kyoto Hotel, the company worked to attract customers by strengthening lunch service, but revenue declined year on year due in part to the closure of Japanese Restaurant Irifune from April 2021, which became permanent in February 2022.」

「The company continued operating while gradually returning to pre-pandemic conditions by reopening the buffet restaurant and holding hotel-sponsored events such as a Christmas dinner show, after implementing sufficient infection-prevention measures.」

「The company also decided to sell Kyoto Cuisine Awata Sanso, an annex of Hotel Okura Kyoto that had been one of its core operating locations for many years, after ending its operations in June 2021.」

「Revenue initially showed signs of recovery, mainly among local customers, and the company was in a position to expect further revenue growth from the launch of the economic support measure Go To Eat and stronger takeaway sales. However, closures or reduced operating hours resulting from the second state of emergency and other measures again put the company in a difficult situation.」

「At Hotel Okura Kyoto, all restaurants and bars reopened on or after 19 June after implementing thorough measures to prevent infection, reducing seating capacity through social distancing and, in some cases, shortening operating hours.」

「Under these circumstances, taking into account various requests from the government and local authorities, the company temporarily closed all of Karasuma Kyoto Hotel, Awata Sanso, the banquet facilities at Hotel Okura Kyoto, certain directly operated restaurants and its fitness club from 14 April.」

「At Hotel Okura Kyoto, revenue declined at Awata Sanso and Kyoto Cuisine Irifune due to lower customer numbers and reduced operating hours resulting from a review of work practices, among other factors.」

「At Hotel Okura Kyoto, Teppanyaki Tokiwa, where foreign customer numbers declined, underperformed the previous year. Meanwhile, Top Lounge Orizzonte and room service performed well as the number of hotel guests increased. In addition, Sky Restaurant Pittoresque and Cafe Le Rond Point absorbed demand from Bell canto and China Terrace Tori, which closed in March this year. As a result, revenue declined by ¥38 million year on year.」

「At Hotel Okura Kyoto, revenue declined by ¥28 million year on year, although the closure of Terrace Restaurant Bell canto and China Terrace Tori and the decline in breakfast revenue had an impact, because Sky Restaurant Pittoresque, Cafe Le Rond Point, Chinese Restaurant Tori and Hotel Okura Kyoto Annex Awata Sanso performed well.」

「At the restaurants outside the hotel, revenue fell below the previous year after Hotel Okura Kyoto Annex Awata Sanso and China Terrace Tori introduced regular closing days and reduced operating hours.」

「At the outlets outside the hotel, revenue at Kyoto Cuisine Awata Sanso declined by ¥18 million year on year, affected by the introduction of regular closing days and a closure for repairs to the main roof.」

「Meanwhile, revenue declined by ¥5 million year on year as Teppanyaki Tokiwa and Terrace Restaurant Bell canto performed poorly due to a decline in foreign group customers, and the discontinuation of breakfast service at Chinese Restaurant Tori also had an impact. At the outlets outside the hotel, revenue declined by ¥10 million year on year, reflecting lower revenue at Kyoto Cuisine Awata Sanso after Mondays were made regular closing days.」

「At the outlets within Hotel Okura Kyoto, Terrace Restaurant Bell canto, where floor-space reduction work was carried out to partially expand an adjacent tenant, and Chinese Restaurant Tori, where breakfast service was discontinued, performed poorly. However, revenue increased year on year as Top Lounge Orizzonte, where the number of breakfast customers increased, and Kyoto Cuisine Irifune performed steadily. At the outlets outside the hotel, revenue declined year on year because Awata Sanso, an annex of Hotel Okura Kyoto, introduced Mondays as a regular closing day.」