Since its founding, the Relo Group has been expanding its business domains under the aims of solving societal problems and providing convenience by leveraging its unique proprietary functions.
In addition, we have been developing businesses under our partnership management philosophy, in which all employees participate in management with a sense of ownership. We have been proactively working to increase employee ownership, including enhancing the employee shareholding association, with the goal of realizing the sustainable prosperity of the Group and its employees.
To achieve this goal, we have continued to provide customers with high-quality services, thereby creating satisfaction and excitement. This is how we will strive to achieve excellence and sustainable growth.
We will continue striving to do our very best in every situation and occasion to improve our corporate value. At the same time, we will leverage our expanding capabilities to continue operating businesses that are useful to society and people, thus contributing to the establishment of a sustainable society.
＜The "3 principles" of the Relo Group＞
・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.
At the Relo Group, we started with a mission of solving problems regarding the unoccupied houses of transferees. We have created a business of solving issue after issue faced by clients including those in charge of companies' personnel and general affairs, transferees, small and medium-sized enterprises, regional small and medium-sized hotels and inns, and people who have just relocated and others.
As a provider of solutions to the issues faced by society, we will continue to have all our employees work as one to achieve our mission, under the three principles that we have held since our foundation, so that our efforts will lead to the prosperity of all of our stakeholders, including our shareholders, customers, business partners, and employees.
Governance Structure
In May 2023, the Relo Group established the Sustainability Committee, chaired by the Company's representative director and CEO, with a view to stepping up its sustainability efforts. This committee monitors the activities of each Group company to address sustainability issues, respond to risks and opportunities, and discuss these issues in order to accelerate sustainability-related measures. The Group also established a governance structure in which the Board of Directors receive reporta at least once a year on sustainability-related measures compiled by the Sustainability Committee to monitor and oversee responses to issues, risks, and opportunities.
Strategy
The Relo Group has identified five material issues based on the impacts of its business activities on society and the social issues it must address to realize a sustainable society. We have also developed a value creation process for continuous development. We will strive to increase our corporate value by addressing social issues. We will thus seek to facilitate the continuous growth of all our stakeholders as well as the Relo Group and to realize sustained prosperity.
Risk Management
For the purpose of sustainability-related risk management, the Sustainability Committee identifies Groupwide risks and opportunities based on the key social issues the Relo Group must address in light of global changes in society. Then, after evaluating these risks opportunities and discussing appropriate measures, the Sustainability Committee will report them to the Board of Directors for consideration. The content of these reports is reviewed regularly and reported to the Board of Directors as necessary, and the status of countermeasures and progress thereof are monitored, managed, and examined.
Materiality and Value Creation Process
The Relo Group has identified five material issues from among the impacts of its business activities on society and social issues against which it should act for creating a sustainable society. We have also developed a process for constant development, or a value creation process. We will strive to increase our corporate value by addressing different social issues. We will thus seek to attain continuous growth of all our stakeholders as well as the Relo Group and to realize sustained prosperity.
Materiality
The five material issues identified for the purpose of value creation are as follows. We will strive to deal with them with a view to realizing a sustainable society.
Value Creation Process
Based on the material issues identified, we have developed a value creation process aimed at realizing a sustainable society. With a business model that retains the founder's spirit, we will work to address social issues and to increase our corporate value.
Human Capital Initiatives
Since its founding, the Relo Group has recruited like-minded employees (partners) who are align with the dreams and visions set out by its founder. We have upheld our partnership management philosophy of achieving the prosperity of both the Company and its employees and taking on the challenge of realizing our dreams and visions through creating an environment where everyone can flourish regardless of gender, nationality, or career backgrounds. To encourage growth, our management philosophy has always been to give employees a stage where they can demonstrate their abilities. These initiatives form an important foundation for developing the human resources necessary to advancing the Group’s businesses, and we have established policies and initiatives to ensure that this strength continues to be utilized.
＜Policies for Initiatives＞
①Maintain and promote partnerships
By understanding its philosophy and holding shares as partners, each employee develops a sense of
ownership in the Company’s management. We promote management that provides employees with a stage
where they can grow by demonstrating their abilities as partners.
②Maintain high levels of employee engagement by promoting partnerships
Governance
The Relo Group has established the Sustainability Committee to strengthen sustainability initiatives. Human capital is a key element in promoting sustainability and therefore is discussed by the committee as an important matter. The Corporate Human Resources Officer (CHRO) reports to the Board of Directors once a year on the matters discussed and the status of initiatives taken by the committee and works to maximize the value of human capital under the oversight and supervision of the Board of Directors.
Risk Management
| Risk | Opportunities | |
|---|---|---|
| ①Maintain and promote partnerships |
・Risk of slowdown in employee growth due to less intent or ambition to become shareholders with a sense of ownership. ・Risk of slowdown in business growth due to low ambition among employees to take on challenges. |
・Improve awareness of management participation. ・ Foster ambition to take on challenges. |
| ②Improve partner engagement | ・Risk of worsening employee turnover rate due to decline in employee engagement. | ・Improve employee turnover rate by increasing engagement. |
Metrics and targets
The Group has adopted the following quantitative targets to assess its human capital initiatives.
| Targets | Current metrics | |
|---|---|---|
| Employee shareholding association membership rate | Maintain at 90% or more | 98.6% |
| Concurrent managerial positions* | 20% | 30.7% |
*Percentage of those in full-time management positions who concurrently serve as Unit Manager (UM) and Group Manager (GM)
We believe opportunities to advance to management positions provide employees with a stage to demonstrate their abilities. However,when multiple management roles are held by certain individuals, this eliminates the possibility for others to earn such opportunities.
In order to provide employees with a stage to demonstrate their abilities, we must prohibit the concurrent holding of management positions and provide the appropriate training to those who deserve to advance to management roles.
Partnership Management
Partnership management is to unite the strengths of all employees sharing the aspiration of fulfilling the vision for addressing difficulties and for making the vision a reality. We believe that encouraging employees to take part in management as stakeholders and to grow the company and themselves leads to personal development and prosperity. To help realize personal prosperity, we recommend that our employees hold company shares. We adopt the percentage of employees affiliated with the employee shareholding association as an indicator and as a target.
① Sharing management information
・Number of CEO roundtables ： 16(in FY2025/3)
・ Number of CEO interviews with individuals ： 91 (in FY2025/3)
The CEO roundtable is an open forum for sharing information where any employee of the Relo Group can participate. By engaging in direct conversations with the CEO, who is the Relo Group top executive, it is possible to understand the thinking of top management, and at the same time to increase employee awareness of participation in management. CEO interviews with individuals are person-to-person interviews with employees who have received an award for outstanding performance in the annual or quarterly awards. This interview is an opportunity for top management to directly commend employees for their achievements as well as an opportunity to understand what high achievers are thinking, pick up on good ideas, and to put them into action immediately.
In addition to personal interaction, we also organize an address by the CEO to new employees joining the company every year. We also broadcast video messages to all employees four times a year: A message at the start of the financial year, the RPM* message, a summary of the first half of the financial year, and a New Year message. We also invite newly promoted members to participate in the CEO Seminar, which is part of the graduate recruitment drive, to inform them of the thinking of the top management.
*RPM is short for the annual RELO PARTNER'S MEETING where many Relo Group partners participate to share management policies and philosophy and where the annual awards ceremony is held.
②Shareholding measures
Ownership of company shares is an important factor in partnership management. We are working on various measures to familiarize employees with the ownership of company shares and to provide opportunities to consider their own and the company's prosperity from a medium to long term perspective.
*In fiscal 2023, we implemented temporary incentives to enroll in the employee shareholding association, limited to one year, and we provided additional incentives to everyone who was already enrolled in the association.
| Remuneration | Paid stock options | Prepared as additional remuneration for those who hold positions above a certain level and for employees who have received awards. |
|---|---|---|
| Restricted stock | ||
| Support | Employee shareholding association incentive | In the first year of enrollment in the association, the company will provide incentives in the form of 50% of contributions (with an upper limit) for the purchase of additional shares. *Available to all full-time employees |
| Share purchase loan program | A program that facilitates early ownership of a certain number of shares by lending funds to purchase shares to full-time employees at low interest rates *Available to all full-time employees |
Management That Gives Opportunities
The company has set the idea of "management where employees are given a stage to demonstrate their abilities" and provides its employees with an environment that enables them to play an active role in many stages. We will develop and refine systems that focus on providing opportunities for personal growth and realization, such as a system to challenge new fields and realize career paths through open recruitment across a wide range of categories of business within the Group, and a career vision program that provides an opportunity once a year for employees to think about their career and share with their superiors the direction they seek to take.
①Status of managerial positions
・Number of unit mangers (UM) (department head level)
30s 36 persons (17.7％)40s 96 persons (47.2%)Average age is 45.8
・Number of Group Managers (GM)(section head level)
20s 56 persons (9.0%)30s 193 persons (31.1%)Average age is 41.9
*Figures in parentheses ( ) indicate the proportion of managers in each age group.
*As of March 31, 2025
Based on the idea of management where employees are given a stage to demonstrate their abilities, the Company proactively promotes human resources, regardless of gender and age, promoting employees with high aspirations to managerial positions and positions close to management at an early stage. As a result, the Relo Group continues to generate a high level of vitality.
②Intra-group job posting system
We hold an open recruitment once a year as a system that allows employees to step up to new challenges. The only condition for applicants is that they stay in the position for two years. There are no other restrictions on applications. To protect employees who want try for challenges, the applications are accepted directly at the Human Resource Development Office without passing through the hands of superiors. (The Human Resource Development Office will notify the department after the open recruitment transfer is confirmed.) 88 departments participated in open recruitment for various positions in 2024, providing employees with opportunities to consider their careers.
Optimization of Employee Conditions and Reduction of Engagement Risks
We believe high levels of engagement lead to reductions in employee turnover by fostering a sense of ownership and a
management perspective, two key elements of partnership management. Therefore, we provide job-class-specific training
and training for young employees to create an environment that shapes the foundation for success. We also recognize
successful partners for their contributions through our motivational award system. By actively gathering expressions of
gratitude and appreciation from our customers and sharing them with our employees, we foster a culture in which
employees are encouraged to take on challenges and are recognized for and experience the joy of achieving success. In
this way, our employees gain a greater sense of accomplishment and feel more engaged in their work.
Furthermore, we strictly comply with all labor laws and local regulations governing our business activities, including
working conditions related to working hours, holidays, leave, and minimum wage, and ensure fair treatment in the
workplace based on equal pay for equal work.
Providing a Stage for Employees to Demonstrate Their Abilities
①Motivational awards system (persons)
・Number of annual award winners: 92 (in FY2024/3; award presented in FY2025/3)
・Number of quarterly award winners: 118 (in FY2025/3)
At the Relo Group, we place great importance on recognizing our employees. Our annual awards, which include the
Founder's Award, CEO Award, and Newcomer Award, are presented to employees across the Group who have developed outstanding business models or profit improvement models. In addition to monthly awards, the Best Workout Award, which recognizes business improvements, and the MVP Award are presented to
employees at each operating company every quarter. The results, including the reasons for nomination, can also be viewed by employees of all Group companies.
②Training programs
The Relo Group's training programs are conducted in a manner that transcends the organizational boundaries of affiliated companies. Learning with members from different environments and roles allows each individual to view themselves objectively while engaging with those outside their organization from a management perspective. The Group's training programs are focused primarily on young employees (up to their third year as new-graduate employees) as well as job-class-specific training for employee promotions, but once every few years, we also conduct training for existing managers of a certain rank or higher to prevent management from becoming rigid.
③Our treasure
The expressions of gratitude and appreciation we receive from customers are important elements of our strength. In addition to recognizing the achievements of our employees through our motivational award system, we also value feedback from customers. To maintain relationships with customers in which we value their opinions and earn their gratitude in return, we regularly collect feedback and share them internally. Within the Group, there are companies that share case studies once a week while there are others that create and distribute a booklet to employees once a year. We value "our treasure" in these various ways.
Reducing risk
①Compliance initiatives
We conduct Groupwide e-learning training every month from May to December to prevent serious legal violations through repetitive learning and by sharing the latest case studies and cautionary examples to alert employees of potential risks.
②Safety and health initiatives
In addition to providing a safe workplace environment, managing working hours and holidays appropriately according to laws and regulations, and paying appropriate wages based on fair evaluations, we strive to prevent harassment and support the promotion of mental and physical health. We also have a variety of consultation services in place, providing a workplace environment that allows employees to feel comfortable seeking advice.
Since our founding, the Relo Group has continued to grow by supporting Japanese companies facing various issues.
The outsourcing service in the fringe benefit field that we provide at the Relo Group helps the employees of companies and their families improve their health, lifestyles, and welfare.
In addition, outsourcing services enable better workstyles by improving business efficiency and contribute to the conservation of energy and the reduction of labor by consolidating operations that exist within the individual companies.
Of the 17 SDGs, we focus on 10 goals that are directly related to the Relo Group's businesses.
The Relo Group has launched a large number of businesses to be a provider of solutions to the problems faced by the general affairs departments of Japanese companies.
Based on our mission, we will continue to provide services which will lead to solutions to the various issues faced by companies.
Our Mission
・To support the non-core operations of Japanese companies, enabling them to concentrate on their core operations and compete on the world stage
・To facilitate the global expansion of Japanese companies, empowering them to unleash their true potential
・To aid in the great transformation that awaits Japan
Solving Social Issues Through the Relo Group's Businesses
＜Related SDGs＞
FY2025/3
Membership： 11 million
Major companies have benefit programs which enable their employees to use luxury recreation facilities within tourist resorts, sports clubs, and other facilities. However, small- and medium-sized companies (SMEs), which far outnumber the major companies, did not have many benefits enriching the leisure time of their employees and their families. There was a substantial gap between major companies and SMEs.
Can we fill this gap? With this question in mind, we created Japan's first fringe benefit outsourcing service.
At present, we offer more than 100,000 options. They are not limited to common fringe benefits. We also suggest benefit programs needed by society, such as programs that support childcare and nursing care, promote health, or promote mental health care, thus solving fringe benefit issues.
We will continue to expand the fringe benefit programs that are available to the employees of our customer companies and their families that help them balance work and family life, and that support the personal development of employees.
Percentage of SMEs in Japan
Source: Chusho Kigyo Toha? Nippon Kigyo-no 99.7% (What are SMEs? They are 99.7% of Japanese Companies), Nihon Keizai Shimbun, May 20, 2020
＜Related SDGs＞
FY2025/3
Leased Corporate Housing Management ：300,000 units
Employee benefits are attracting attention at a time when it is becoming increasingly important for companies to secure human resources amid the ongoing aging of the population.
On the other hand, people in charge of personnel and general affairs within companies are concerned about problems regarding housing-related fringe benefits.
It is of course costly to manage corporate housing. In addition, the workload placed on the people in charge of personnel and general affairs is heavy due to the cumbersome tasks necessary when an employee is transferred or relocates, and this causes serious problems.
In response, we realized a fully outsourced service managing leased corporate housing based on the first subletting scheme in the industry.
On behalf of our corporate customers, we handle matters related to lease contracts with the lessor and attend to employees who reside in the property.
Our support for a company's operations other than its main business enables the people in charge of personnel and general affairs to concentrate on their main businesses, leading to increased productivity.
Estimates and predictions on labor population
Source: Shoshi koureika-de rodoryoku jinko ha 4 wari gen (The Working Population Will Decrease by 40% Due to the Declining Birthrate and the Aging Population), Mizuho Research Institute, May 31, 2017
＜Related SDGs＞
FY2025/3
Global Relocation Support：10,000 households
An increasing number of companies are working to expand their businesses overseas because it is expected that the domestic market will shrink. This trend combined with government moves to support the overseas expansion of Japanese companies through various subsidy programs is accelerating the global expansion of Japanese companies.
However, global expansion involves the relocation of employees outside Japan, which involves more than 100 procedures per employee, including arranging visas, housing and children's schooling in the destination country, and vaccination before traveling to the country.
In more than a few cases, relocation does not go smoothly due to cumbersome procedures or a lack of information about the destination and in many cases employees and their families experience anxiety leaving Japan.
We confronted these issues that have been reported by people in charge of personnel and general affairs within companies. As a result, we created a service that enables the provision of comprehensive support before an employee is relocated, while they are working overseas, and when they are returning to Japan.
Instead of providing support only for relocation procedures, we have established a system that handles personal questions and anxieties, including providing information about the security of the destination country and information about shops which offer Japanese food.
We will continue to support people and companies working in many countries, thus contributing to the global expansion of Japanese companies.
Changes in the number of people living overseas long term
Source: Statistical Survey on Japanese Nationals Overseas, Ministry of Foreign Affairs, October 1, 2019
＜Related SDGs＞
These hotels and inns face many different problems, including a shortage of successors, aging facilities, poor readiness for information technologies and difficulties hiring and retaining human resources. They are obviously becoming less competitive due to lower profitability compared to large-scale facilities.The bankruptcy of a small- or medium-sized inn or hotel decreases the number of overnight accommodations and the attractiveness of tourist destinations. In addition, the young workforce seeking jobs will leave their region and move to more urban areas even though they are supposed to play key roles in regional economies. This accelerates the vicious cycle of depopulation.
We pay attention to these issues. Instead of development through new construction, we help facilities with many different problems so that they can achieve profitability and effectively use idle assets in an effort to increase the attractiveness of tourist destinations and prevent the young workforce from leaving. We have been working to resolve these regional issues.
We will continue to support projects rehabilitating resort hotels and inns leveraging our expertise in hotel operations and our Group's strengths.
＜Related SDGs＞
Small- and medium-sized businesses play an important role in supporting regional economies and employment. In recent years, some have been forced to close down despite profitability because of a lack of successors.It is estimated that a total of around 6.5 million jobs and approx. 22 trillion yen of GDP may be lost in the period up to 2025 if the current situation is not remedied.* The national government recognizes business succession as a social issue that must be quickly addressed, and is taking actions to address it. For example, the Ministry of Economy, Trade and Industry is actively encouraging mergers and acquisitions.
Since Tohto Co., Ltd. joined our Group as the first company acquired in an M&A deal in 2010, we have defined the rental management business as one of our strategic businesses. We have been expanding its business by continuously acquiring other rental management companies through M&A transactions.
Our basic M&A policy is to ensure that companies we acquire will maintain their names and structures centering on their current employees. We add our expertise and brand power to them to help them improve their service quality and work efficiency.
Our rental management business now operates not only in Tokyo and the surrounding suburban areas but also in Miyagi, Fukuoka, Osaka and other prefectures. More than 60 companies have joined our Group.We will continue to expand our business and help resolve the business succession problems faced by small and medium enterprises.
*The Small and Medium Enterprise Agency: Current State of M&A with Small and Medium Enterprises and Small Business Operators and Problems, November 7, 2019
Ages of managers of small and medium enterprises and small business operators in 2025*
Estimated based on the Ministry of Internal Affairs and Communications' Unincorporated Enterprise Survey FY2016 and Teikoku Databank, Ltd.'s company outline files in FY2016
＜Related SDGs＞
ReloExcel, Inc., a Relo Group company, is commissioned by the Japan International Cooperation Agency (JICA) to support the introduction and implementation of KEIEIJUKU management training programs for local business managers at Japan Centers* in Vietnam, Laos, Myanmar, Uzbekistan, the Kyrgyz Republic and other countries. Dispatching a large number of Japanese lecturers, we have been engaging in the project developing the people that will play central roles in the industry, include local business managers and executives.
Particularly in Vietnam, the company has been supporting the operations and management of the KEIEIJUKU program for more than a decade, since 2009. It has helped the country shift to a market economy.
This activity was recognized as helping to achieve goal 8 (Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all) and goal 9 (Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation) of the Sustainable Development Goals (SDGs), and ReloExcel, Inc. was certified as a JICA-SDGs partner in December 2021.We will carry out many different initiatives to help achieve the SDGs.
*Japan Centers are planned as bases for the development of business professionals and the creation of interpersonal networks with Japan as a part of JICA's "aid with a face" to countries shifting to a market economy.They have been opened in succession since 2000. There are now ten of these centers in nine countries in East Asia, Central Asia, Southeast Asia and elsewhere. They support the development of business professionals and the construction of networks that include local managers and Japanese companies.
KEIEIJUKU training
*ReloExcel, Inc. is a subsidiary of Relo Group, Inc.
＜Related SDGs＞
Relo Club, Ltd., a Relo Group company, embarked on Fukuri Kosei Club services in 1993. It has since been supporting the lives of employees with welfare services and helping boost the vitality of these workers and their family members under the motto of offering welfare comparable with that for large companies to small and midsize businesses.
In the course of offering services, it received more and more inquiries from companies working on kenkokeiei® (health management). They sought specific measures for investing in health and, nowadays, solutions to new issues arising from longer working hours at home under the pandemic.
A food product company started tackling kenkokeiei as a new initiative after managing to reduce working hours through workstyle reforms. The initiative is aimed at boosting employees’ productivity and job satisfaction.
After several interviews, Relo Club found that the problem with the company was poor in-house recognition of kenkokeiei and that what was needed was to build up employees’ health literacy.
To address this problem, Relo Club created Relo Health Seminar Videos.
These are a set of videos separately designed for employees and for those in managerial positions. They cover 15 different subjects, such as women’s health issues, responses to older employees and sleep disorders. Using these videos, it is now possible to enhance staff’s understanding about health.
The videos have been well received, for several reasons. For example, they are appropriate to the current situation, where it is difficult to hold group training. They can be viewed by employees at overseas locations. And they deal with subjects that are associated with personal issues.
In addition, Relo Club created solutions for health maintenance and improvement activities, including the Relo Health Support App. It remotely encourages users to improve their health by addressing any lack of physical exercise or dietary issues during teleworking. It thus helps businesses and their employees with health management.
After these services were introduced to Relo Club itself, Relo Club has been recognized since 2022 under the Certified Health & Productivity Management Organizations Recognition Program in the large enterprise category. Its efforts to solve kenkokeiei problems in the corporate sector have earned high marks.
Relo Club will continue to serve enterprises in society and their employees in health development through various health-related business activities.
*The Japanese term kenkokeiei® (health management) is a registered trademark of Nonprofit Organization Kenkokeiei.
＜Related SDGs＞
The Relo Group has offices across Japan and their business is closely tied to the communities in which they are located.
The involvement of each business site and facility with the surrounding area enables them to coexist harmoniously with communities and contribute to their wellbeing.
- Disaster support
As a nationwide Tourism Business operator, RV believes that coexisting harmoniously with the communities in which it operates is essential to the growth of local tourism business.
During the torrential rain that struck western Japan in 2018, Hotel Kamogawaso in the city of Takehara in Hiroshima Prefecture did its utmost to assist by providing rescue workers with lodgings and the surrounding community with free access to its hot spring baths.
Other facilities are also actively engaged in support activities, such as making their facilities available to the general public in the event of a disaster and assisting evacuation centers.
- Participating in community cleanups
The Ekimae Real Estate Group, part of the Relo Group’s leasing management business, has assisted with disaster support efforts and organized volunteer activities. These activities are founded on an awareness of coexisting harmoniously with the community and consideration of the part each individual employee has to play in fostering that awareness.
An example of the Group’s volunteer activities was its participation in the community cleanup, which entailed picking up litter after the summer matsuri festival and fireworks display to make the streets look clean and tidy.
（Reference URL:https://www.ekimae-r-e-holdings.co.jp/csr/volunteer/）
When the Atami landslide disaster occurred in 2021, the Group delivered 350 baked goods handmade by pastry chefs from our Tourism Business facilities to people sheltering in evacuation centers.
Employees of the Ekimae Real Estate Group leasing management business cleaning up the neighborhood.
＜Related SDGs＞
Installation of EV vehicle chargers at all hotel facilities that have parking lots by 2025 (photo shows chargers installed at Yutorelo Yamaga)
Relo Vacations (hereafter “RV”), a Relo Group company, operates the Tourism Business nationwide, including a membership resort business, and resort hotel and inn management revitalization business.
RV has been seeking to make efficient use of resources by renovating and rebranding disused lodging facilities and corporate recreation facilities. However, operating these facilities has brought with it issues such as waste products, food loss, and CO2 emissions.
To tackle these issues, an internal project team has been formed to strengthen SDG initiatives.
Click here to learn more about RV’s initiatives to seriously implement SDGs
Initiatives to eliminate heavy fuel oil use
Our hotel operation business facilities will gradually transition away from heavy fuel oil boilers toward equipment that has a low environmental impact by 2026, cutting CO2 emissions.
The installation of this equipment at Yutorelo Nasushiobara and Beppu Fuga in November 2021 has already resulted in a significant reduction in the ratio of heavy fuel oil consumption.
We plan to install similar equipment at five facilities in 2022: Oku Nikko Hotel Shikisai, Yutorelo Garden Kita-Karuizawa, Yumori Kamaya, Merveille Hakone Gora, and Hotel Kamogawaso.
Yutorelo Nasushiobara Heat Pump Facility
SDGs stand (Amenity Bar) installed at 25 facilities (as of September 20, 2022), mainly Yutorelo brand facilities
Initiatives to eliminate use of plastics
We are working to eliminate our use of plastics, setting a goal of 50% reduction in plastic use by 2025.
In an effort to reduce the amount of waste that contains plastic, we ask that guests bring their own toothbrush, razor, hairbrush, and other personal care items with them. If they forget to bring something, they are asked to use only the supplies they need.
