Securities Code 9279
GIFT INC.
Results Briefing Materials for
the Fiscal Year Ended October 31, 2021
The opinions and forecasts contained in these materials are the judgments of the Company at the time of preparation of the materials, and do not guarantee the accuracy of the information therein.
Actual performance and results may differ significantly due to changes in a variety of factors.
Table of contents
◼Overview of Financial Results for
the Fiscal Year Ended October 31, 2021
◼Forecast for
the Fiscal Year Ending October 31, 2022 ◼Medium-term Business Plan
(FYE Oct. 31, 2022 to FYE Oct. 31, 2024)
◼Reference Materials: Company
Overview
Copyright 2021 GIFT INC. All Rights Reserved. | 1 |
Overview of Financial Results for
the Fiscal Year Ended October 31, 2021
Copyright 2021 GIFT INC. All Rights Reserved.
Financial summary
Sales and profit increased compared to the previous fiscal year. Strong performance maintained.
Net sales | Ordinary profit | |||||
13,474 million yen | 1,748 million yen | |||||
Year-on-year change: +22.7% | Year-on-year change: +241.4% | |||||
Three points of our initiatives
Improvement in profitability
Recruitment and retention of
human resources
Improved man-hourproductivity through the implementation of 3 reforms.
Made progress in proactively securing human resources while reducing recruitment costs. Improved the retention rate of human resources by creating a comfortable working environment, and made progress in opening new stores.
- Number of recruits: Hiring of employees 180 (183 in the previous fiscal year)
Of which, new graduates 35 (20 in the previous fiscal year) - Retirement rate: 16.4% (18.1% in the previous fiscal year)
- Cost per hire: Employees (mid-career) 665,000 yen (732,000 yen in the previous fiscal year)
Employees (new graduate) 1,140,000 yen (1,732,000 yen in the previous fiscal year) Part-timeworker 19,000 yen (32,000 yen in the previous fiscal year)
Continued to open new
stores in favorable locations
Copyright 2021 GIFT INC. All Rights Reserved.
In addition to roadside locations where the impact of requests to stay at home is less, opened new stores in prime locations near train stations and downtown area in central Tokyo.
3
Improved profitability through the implementation of 3 reforms
➢Improved man-hour productivity
- Net sales per man-hour(left axis / unit: yen) ー●ーLabor cost rate (right axis)
6,500 | 33.3% | 35% |
6,100 | ||
6,000 | ||
5,500 | 30% | |
5,000 | 4,839 | 25.1% |
25% | ||
4,500 | ||
4,000 | 20% | |
Apr May Jun Jul Aug Sep Oct Nov Dec Jan | Feb Mar Apr May Jun Jul Aug Sep Oct | |
FYE Oct. 31, 2020 | FYE Oct. 31, 2021 |
October 2021
Net sales per man-hour
6,100 yen
Labor cost rate 25.1%
➢Control of appropriate employee time sheets
With the introduction of RPA, we visualized the difference between appropriate employee time sheets and actual employee time sheets in real time.
This enabled the company to operate stores without excesses or shortages of labor cost.
➢Reduced preparation time outside of business hours
Standardization and simplification of store operations and reduction of processes
were achieved through the construction of a new roast pork factory, common use of toppings, and batch delivery from distribution centers. They have made it possible to
reduce preparation time outside of business hours.
➢Optimization of home delivery service
Order control of home delivery services was implemented based on the level of
congestion in the stores.
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