Since its founding, the Relo Group has been operating its businesses and expanding its domains under the motto of using its functions to solve problems in society and provide things that would be convenient.
In addition, we have been developing businesses under the partnership management philosophy, in which all employees participate in management as people involved in the business. We have been proactively working to increase employee ownership, including the enhancement of the employee shareholding association, with the goal of the sustainable prosperity of the Group and its employees.
To achieve this, we have continued to provide customers with high-quality services, thereby creating customer satisfaction and impression. This is how we have been striving to achieve prominence 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 functions which will expand as a result of the above efforts 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: Let's solve problems regarding the vacated houses of people who have relocated. We have created business from, and successively solved, the issues faced by the people in charge of personnel and general affairs within companies, people who have relocated, small- and medium-sized enterprises, locally based small- and medium-sized hotels and inns, people who have just relocated overseas 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 set up a Sustainability Committee chaired by the Representative Director and CEO of the Company with a view to stepping up its sustainability efforts. This committee will monitor the activities of individual group companies to address sustainability issues and to respond to risks and opportunities and discuss these issues in a bid to accelerate sustainability-related actions. The Board of Directors will receive at least one report on sustainability actions each year from the Sustainability Committee to monitor and supervise activities for tackling issues and respond to risks and opportunities. These constitute the Relo Group's governance structure.
Strategy
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 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 will identify Group-wide risks and opportunities from key social problems that the Relo Group should address in light of global changes in society. Then, after evaluating them and discussing appropriate measures, the Sustainability Committee will report them to the Board of Directors for consideration. The measures are reviewed and revised on a regular basis. The results will be reported to the Board of Directors as needed so that it will understand the status of actions, manage progress and revise the actions.
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
On the basis of the material issues identified, we 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.
Efforts on Human Capital
Since its founding, the Relo Group has recruited like-minded employees (partners) who are sympathetic with the dreams and visions set out by the founder. We have prepared partnership management that aims for both the company and employees to prosper and to take on the challenge of realizing dreams and visions, and an environment where our ambitious employees can flourish irrespective of gender, nationality, or career backgrounds. To encourage growth, our management philosophy since the start has been to give employees a stage where they can demonstrate their abilities. These initiatives form an important foundation for developing key human resources to promote the business of the Relo Group. We have adopted policies and initiatives to ensure we can continue to make a strong showing.
＜Policies for initiatives＞
①Maintain and promote partnerships
Each employee understands our philosophy and, by holding shares as a partner, has a
sense of ownership in the management of the company. We promote management
that provides a stage for growth, and we maintain and promote situations where
employees can be active as partners.
②Maintain a high state of engagement with partners who implement the above
Governance
The Relo Group has established a Sustainability Committee to strengthen sustainability initiatives. The Committee discusses important matters related to human capital, which is one factor that encourages sustainability. Once a year, the Corporate Human Resources Officer (CHRO) submits a report to the Board of Directors on matters discussed by the Committee and the status of initiatives to maximize the value of human capital based on the Board of Directors’ audits and supervision.
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
We have adopted the following metrics as quantitative targets to assess human capital initiatives at the Relo Group.
| Targets | Current metrics | |
|---|---|---|
| Rate of enrollment in employee shareholding association | Maintain at 90% or higher | 96% |
| Concurrent managerial positions* | 20% | 28.9% |
*Concurrent managerial positions refers to the ratio of concurrent positions to full-time Unit Manager (UM) and Group Manager (GM) managerial positions.
Since we believe that a managerial position provides a stage to demonstrate abilities, concurrent positions do not provide such a stage.
Once training is provided and the concurrent situation is corrected, a stage to demonstrate ability is provided.
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 57th term)
・ Number of CEO interviews with individuals ： 95 (in 57th term)
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 | |
|---|---|---|
| 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 37 persons (21.6％)40s 82 persons (48.0%)Average age is 45.0
・Number of Group Managers (GM)(section head level)
20s 55 persons (13.3%)30s 151 persons (36.5%)Average age is 39.9
*Proportion of people in each age group indicated in brackets ( ).
*As of March 31, 2024
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.
②Group internal recruitment
We hold 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.) 89 departments participated in open recruitment for various positions in 2023, providing employees with opportunities to consider their careers.
Improve employee circumstances / reduce risks
High engagement, an important factor in partnership management, is linked to a sense of ownership and management perspective, which in turn is linked to lower turnover rates. Therefore, we provide rank-based training and training for young employees to provide an environment that builds the foundation for success. We also reward successful partners for their contributions through commendations (several award systems). By collecting expressions of gratitude and good feedback from our customers, and sharing them with everyone, we improve engagement, raise job satisfaction, and create a culture that encourages people to take on challenges at work as well as a system of rewards for doing well.
In addition to complying with all labor laws, and with conditions related to working hours, vacations, holidays, minimum wage etc. based on local laws and regulations in our places of business, we ensure fair treatment in the workplace based on equal pay for equal work.
Improving employee status
①Motivational awards system (persons)
・Number of annual award winners: 82 persons (56th term *Awarded in the 57th term)
・Number of quarterly award winners: 100 persons (57th term *Awarded in the 57th term)
At the Relo Group, we place great importance on praise. We have established an extensive awards system whereby award winners are selected from the whole Group. The annual group-wide awards, which include the Founder's Award, the CEO Award, and the Newcomer Award, are presented to employees who have built outstanding business models or profit improvement models. In addition to the monthly awards presented at each operating company, we select the MVP and Best Workout Awards for business improvements at each operating company every quarter. The results, including the reasons for the awards, are presented and awarded in a format that is accessible to all partners across the whole company.
②Training programs
Training for the Relo Group as a whole is implemented across the affiliated companies. Learning from members in different environments performing different tasks is an opportunity to look at ourselves objectively. At the same time, we engage in horizontal exchanges aimed at management perspectives. The Relo Group common training mainly focuses on young employees (up to third year after graduate recruitment) and rank-based training when employees are promoted, but once every few years, we arrange training for existing executives above a certain managerial level as an opportunity to prevent management from becoming rigid.
③Our treasure
Gratitude and good feedback from customers are important elements that make us strong. In addition to our awards system to commend the achievement of individuals, we also value feedback from customers. We regularly collect feedback and share it within the company to maintain a relationship where we value our customers and customers reward us with their gratitude. We value "our treasure" in different ways. Some of our companies share case studies once a week, other companies produce a booklet once a year to distribute to employees.
Reduce risk
①Compliance Initiatives
From May to December, we implement e-learning across the whole company every month. We use repetition learning and share the latest cautionary information to prevent serious violation of laws or ordinances.
②Safety and Health Initiatives
In addition to proper management of working hours and holidays in accordance with laws and regulations to provide a safe workplace environment and the payment of appropriate wages based on fair evaluation, we are striving to prevent harassment, ensure a safe work environment and support the promotion of mental and physical health, etc. We also strive to create a workplace where employees are comfortable asking for advice and to that end, we have set up several points of contact.
Since our foundation, we at the Relo Group have 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
・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.
・To secure an indispensable presence as Japan approaches a great transformation
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 was recognized under the 2022 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.
