Short-term enhancement of operational capabilities and product offerings and development of growth businesses over the medium to long term

「The Group operates a diversified portfolio centered on facility operations, including hotels, golf courses, and resorts, across the areas of wellbeing and solution businesses.」

「さらに、当社グループ初の海外ゴルフ事業進出として、タイ・バンコクの「ザ レガシー ゴルフクラブ」と業務提携し、日本人・アジア市場向け送客支援や運営改善支援を通じて、海外展開の足掛かりを築きました。」

「The Group advanced preparations for partnerships with overseas golf courses with a view to future business expansion.」

「The Group will continue to expand its businesses by acquiring golf courses through strategic M&A while maintaining financial soundness, opening hotels in a planned manner, responding to diversification through new lodging services, and considering expansion into overseas markets.」

「Against this backdrop, the Group sought growth in its existing businesses through marketing initiatives to capture inbound and domestic travel demand, upgraded services, and premium positioning. As initiatives aimed at creating new value, it pursued the Fairway Front Villa business, planning a luxury resort with views of Mount Fuji and the fairway at Dai-Atami International Golf Club; the Resol Stay business, which proposes “Sweet Villa” stay-oriented vacation rentals under the concept of “staying as if living there”; and the pet villa business at Resol no Mori, which is developing lodging facilities equipped with private hot springs and dog runs at every unit.」

「The Resol Group operates a diversified portfolio built around two pillars: facility operations and business revitalization. Across its 6 businesses—hotel operations, golf operations, the Resol no Mori business, employee benefits, renewable energy, and investment revitalization—the Group is developing new businesses and products by generating synergies among its businesses and enhancing the sustainability of its operations.」

「Against this backdrop, the Group pursued facility expansion and marketing initiatives to capture inbound and domestic travel demand through a management strategy that leverages its unique strengths, while keeping in mind the Japanese government's 2030 target of 60 million inbound visitors and the goal of establishing Japan as an advanced tourism nation, as well as extending the period during which people can play golf. It also advanced the Fairway Front Villa business, a new business featuring villas with outstanding views adjacent to golf courses where guests can enjoy private space and a sense of openness; the Resol Stay business, which proposes “stay-oriented vacation rentals”; and a new pet villa business at Resol no Mori.」

「Against this backdrop, the Group expanded facilities and implemented strategic marketing initiatives across its operating businesses to capture the rapidly recovering demand for leisure, domestic travel, and inbound tourism. It also steadily advanced new businesses, including the Fairway Front Villa business, featuring villas with outstanding views adjacent to golf courses where guests can enjoy private space and a sense of openness; expansion of facilities in the Resol Stay business, which proposes “stay-oriented vacation rentals”; and a new pet villa business at Resol no Mori.」

「Against this backdrop, the Group pursued strategic marketing initiatives across its operating businesses, including hotel operations, to address the recovery in leisure and domestic travel and the increase in inbound demand. It also steadily advanced the Fairway Front Villa business, a new business offering villas with outstanding views adjacent to golf courses where guests can enjoy private space and a sense of openness, and expanded facilities in the Resol Stay business, which proposes a new style of “stay-oriented vacation rentals.”」

「Against this backdrop, the Group sought growth in existing businesses through strategies addressing rapidly changing markets, while accelerating new business initiatives based on “low density” as a new value that avoids crowded conditions. In particular, it actively pursued the Fairway Front Villa business, featuring detached-house-style villas that offer both private space and a sense of openness at golf courses; the Resol Stay business, offering vacation rentals for a range of uses from one-night stays to long-term stays; and a new renewable energy business in anticipation of demand for decarbonization.」

「Against this backdrop, the Group sought growth in existing businesses through strategies addressing rapidly changing markets, while actively embracing new values and accelerating new business initiatives. In particular, it actively pursued the Fairway Front Villa business, featuring detached-house-style villas that offer both private space and a sense of openness at golf courses; the Resol Stay business, offering vacation rentals for a range of uses from one-night stays to long-term stays; and a new renewable energy business in anticipation of demand for decarbonization.」

「Against this backdrop, the Group aims to improve performance in each business while expanding growth businesses aligned with “new values” and developing new businesses. It will expand new businesses offering “stay-oriented” resorts where guests can communicate leisurely with companions without contact with others, centered on low-density services that avoid the “3 Cs,” particularly the Resol Stay and Fairway Front Villa businesses.」

「The Group actively expanded growth businesses aligned with new values emerging during the COVID-19 pandemic and built a new business platform. In the detached-house-style Fairway Front Villa business, which offers both private space and a sense of openness at golf courses, it began soliciting members for the fractional-ownership resort clubs “Golf Vacation Club Kuji” and “Golf Vacation Club Setouchi.” It expanded the Resol Stay business, which supports the conversion of vacation homes into lodging businesses and operates and maintains vacation rentals, and newly opened “Sweet Villa Izu RONG,” combining a vacation home, private hot springs, and a Sichuan restaurant. In the renewable energy business, it pursued new initiatives in anticipation of demand for decarbonization.」

「The Group began expanding growth businesses aligned with new values emerging during the COVID-19 pandemic and building a new business platform, and pursued the Fairway Front Villa business, a detached-house-style business at golf courses designed to provide both private space and a sense of openness; the Resol Stay business, a luxury vacation-rental business offering long-term stays under the concept of “staying as if living there”; and the renewable energy business in anticipation of demand for decarbonization.」

「The Group began expanding growth businesses aligned with new values emerging during the COVID-19 pandemic and building a new business platform, while implementing measures that prioritized customer safety and confirming employee safety.」

「In the Resol no Mori (CCRC) business, the resort segment performed well as a result of actively implementing measures including strengthening sales of high-end products and ancillary revenue under the Go To Travel campaign, and expanding the new camping-site area.」

「In particular, the Group has positioned the businesses operated at “Resol no Mori” as a core element of its medium- to long-term strategy and will accelerate the growth of the operating business at “Sport & Do Resort Resol no Mori,” renovated in April, as well as the Trinity Town business. At the same time, while positioning hotel and golf operations and investment revitalization as the pillars of management, the Group will continue to strengthen its earnings base by making effective use of its management resources.」

「Against this backdrop, the Group expanded its earnings base by opening new facilities, primarily hotels, while preparing to launch the Fukushima solar power generation project and undertaking large-scale renovation work aimed at upgrading “Resol no Mori” as part of efforts to establish a new earnings base.」

「Against this backdrop, the Group steadily expanded its earnings base by opening new facilities, primarily hotels, while preparing to enter new businesses and developing new markets.」

「Against this backdrop, the Group steadily expanded its earnings base by opening new facilities, primarily hotels, while preparing to enter new businesses and developing new markets.」

「The Group pursued initiatives including entering new core businesses, opening new facilities, and developing new markets.」

「Our Group worked to develop new businesses that could become future pillars, open new facilities and develop new markets. In addition, we thoroughly implemented “Resol style” in each business and actively worked to improve customer satisfaction.」

「Against this business backdrop, across each of our Group’s businesses, we worked to build a “new Resol style” by renovating facilities, developing new markets, pursuing new operating styles and providing new products and services in order to improve customer satisfaction.」

「The Group has worked to build a “new Resol style” aimed at improving customer satisfaction through facility renovations, primarily in its hotel and golf operations, developing new markets, pursuing new operating models, and offering new products and services.」

「Against this operating environment, the Group worked to “build a new Resol style” in each business in order to improve customer satisfaction through facility renovations, new operating styles and new products and services.」

「In the short term, the company focused on improving operating and product capabilities, while over the medium to long term it worked to specify its renewable energy business and regional revitalization promotion (CCRC) business.」