Company Policy

The "3 principles" of the Relo Group

Based on the "3 principles" held by the Relo Group, we aim to pursue our prosperity and contribute to society.

  • With every employee's participation in corporate management,we shall respect each other and together pursue the prosperity of all.
  • We shall provide the best possible services to our customers.
  • We shall strive to do our very best in every situation and occasion.

Our Mission

In Japan, we act as a solutions provider in the field of corporate fringe benefit, providing client companies with support in their non-core operations.
We support the global expansion of Japanese companies so that they can perform to their full potential.

Our Vision

Creating an industry of comprehensive lifestyle support services that we provide globally

Our aim is to "become a global relocation company No.1."
Working in line with this vision, we seek to make "Relo - Synonymous with corporate fringe benefit solutions" "Relo - Synonymous with overseas relocation support"

The Second "Start-Up" Period: The medium- and long-term business framework

The Relo Group has labeled over 20 years period that began with the fiscal year ended March 2012 as the Second "Start-up" Period. During this period we will continue working towards achieving our vision based on a medium- and long-term business framework.

 

We designate the first half of the Second "Start-up" Period as the Second Start-up Stage, and the latter half as the Global Start-up Stage. Over the course of this period, we will formulate a medium-term business plan, known as the Olympic Plan, once every four years.

 

Currently, the entire group is working together to achieve the goals of the New Third Olympic Plan, which will come to a close in the fiscal year ending March 2025.

Second Start-up Stage

In the Second Start-up Stage, we anticipate that Japanese companies will further accelerate the global expansion of their businesses in consideration of the continued shrinking of the Japanese market. In light of these trends, we will work to 1) act as a solution provider in the field of corporate fringe benefit, providing client companies with support for their non-core operations, and 2) support the global expansion of Japanese companies so that they can perform to their full potential.

Global Start-up Stage

Next, in the Global Start-up Stage, we will aim for the Relo Group to become known as "the foremost provider of outbound relocation services and destination services" among employees of Japanese companies and those showcasing their skills on the global stage . We also seek to become "a world-class relocation company" that provides comprehensive relocation support services for Japanese companies expanding globally.

In the Second Start-up Stage, we will strive to fulfill the aims of our mission and make our vision a reality by building bases for overseas businesses, while at the same time reinforcing our management base in Japan.

The medium-term management plan - the "the New Third Olympic Plan"

The fiscal year ending March 31, 2021, which was the second year of the Third Olympic Plan, saw the outbreak of the pandemic, said to be the greatest challenge of the 21st century to date. Thus, the future remained uncertain in various aspects during the fiscal year.
Under these conditions, the Group was affected by the halt in domestic and overseas job transfers attributed to the restrictions on the movement of people. Its Tourism Business also faced significant repercussions. On the other hand, demand for outsourcing services increased among Japanese companies, mainly reflecting the restrictions on commuting. As a result, the Group's Leased Corporate Housing Management Business and Global Relocation Support Business both achieved record highs in terms of the number of new contracts.
In addition, the Group achieved year-on-year growth in the Fringe Benefit Business and the Residential Property Management Business, thereby securing cash flows of nearly 80% of those of normal times. On the other hand, the upheaval has made the Group painfully aware of the necessity of a long-term strategy.
Under the New Third Olympic Plan, the Group will take steps to strengthen its financial foundation, so that it can continue to take on challenges in the event of the crises that it expects to face again and again in the future, in addition to strengthening the subscription-based business as the source of the Group's fundamental strength. And the Group has determined, once again, to enhance its services for customers, which lie ahead of the subscriptionbased model, and attempt to achieve the absolute number one position in each business.
In addition, while the Group will also promote the systematization and digitalization of all of its businesses, in an effort to achieve not only profit targets but also its missions and vision from a longer-term perspective.