Higher personnel expenses caused by worsening labor shortages
First written in FY2018-Q3. 4 of 8 entries say "Worsened", first in FY2020. Latest entry: FY2026.
Striders moved to the "Worse" side of this theme in 2020.
The whole theme swung hardest in 2023: 3 of 6 companies on the "Worse" side.
0 other companies' latest entry also says "Worsened".
- FY2026WorsenedAnnual report
「Moreover, amid the continuing chronic labor shortage, it has become essential to review the service delivery structure itself, including improving operational efficiency and having employees perform multiple tasks.」
The labor shortage remains an issue requiring not only higher labor costs but also a review of the hotel's service delivery structure and work processes themselves. - 2026-05-15MaterialisedEarnings
「Higher outsourcing, labor and utilities costs」
Higher labor costs continue to weigh on the hotel business alongside higher outsourcing and utilities costs. - FY2025MaterialisedAnnual report
「The difficulty of securing an appropriate workforce under these conditions may hinder the rapid growth in inbound demand and the capture of strong domestic demand, raising concerns that it could result in a substantial loss of revenue opportunities.」
The labor shortage is described as remaining pronounced even after normalization, with the difficulty of securing an appropriate workforce potentially restricting revenue opportunities. - FY2025-H1MaterialisedAnnual report
「The rise in labor costs, power and utility costs, and other expenses attributable to the recent surge in prices temporarily weighed on profits.」
The risk of higher labor costs has materialized as a factor weighing on hotel business profits, with labor costs rising against the backdrop of higher prices. - FY2024WorsenedAnnual report
「Moreover, as the chronic labor shortage becomes increasingly severe, service providers are required to undertake drastic changes, including revising hotel operating models and having employees perform multiple tasks.」
The labor shortage is described as a structural issue that goes beyond driving higher labor costs, forcing changes to hotel operations and the adoption of multitasking by employees. - FY2024-Q3WorsenedAnnual report
「At Kurashiki Royal Art Hotel, the transition of COVID-19 to Category 5 under Japan's classification system and the return of inbound tourists, primarily from Europe and the United States, brought activity back to the Kurashiki Bikan Historical Quarter. Despite continuing to face structural labor shortages, the hotel achieved a significant year-on-year improvement in its occupancy rate, while restaurant and banquet demand moved toward recovery, resulting in higher revenue and profit.」
The reference to labor shortages shifted from describing them as a conventional cause of rising personnel costs to indicating that structural labor shortages were affecting actual hotel operations. - FY2020WorsenedAnnual report
「Approximately half of the employees in the Group's hotel business are part-time or contracted employees. However, personnel costs may rise due to labor shortages, progress in work-style reforms, changes in the labor environment including social insurance and working conditions, and the introduction of equal pay for equal work, potentially affecting the Group's business performance and financial position.」
In addition to rising personnel costs due to labor shortages, work-style reforms, changes in social insurance and working conditions, and the equal pay for equal work system have been identified as specific factors affecting the business. - FY2018-Q3First statedAnnual report
「Japan's economy is on a moderate recovery trend, supported by improved corporate earnings, labor-market conditions and personal consumption, but concerns remain, including higher personnel expenses caused by increasingly severe labor shortages.」
More severe labor shortages and higher personnel expenses are identified as concerns in the domestic economy.