Reorganization of Hotel Brands and Expansion into Major Cities and Tourist Destinations

「In March 2026, 東急ホテルズ＆リゾーツ㈱ joined “Global Hotel Alliance (GHA),” an alliance of some of the world’s largest independent hotel brands. This will enable the company to promote its own brands to GHA’s 34 million members while maintaining their independence, accelerating the expansion and strengthening of its customer base.」

「In March 2026, we became the first Japanese hotel chain to join the Global Hotel Alliance (GHA), one of the world’s largest alliances of independent hotel brands」

「THE HOTEL HIGASHIYAMA by Kyoto Tokyu Hotel entered into an agreement with the global hotel chain Pan Pacific Hotels Group in July 2024 and began operating under the dual brand “THE HOTEL HIGASHIYAMA KYOTO TOKYU, A Pan Pacific Hotel” in January 2025.」

「Beginning with the interim consolidated accounting period, hotels previously reported in the Real Estate business were transferred to the Hotel and Resort business to improve operating efficiency by centralizing hotel management functions.」

「In fiscal 2023, there were 3 new openings, BELLUSTAR TOKYO, HOTEL GROOVE SHINJUKU and SAPPORO STREAM HOTEL, and 1 closure, 赤坂エクセルホテル東急.」

「In April 2023, the hotel business reorganized its operating subsidiaries with the aim of achieving renewed growth and improving profitability by separating management and operating functions. The company and ㈱東急ホテルズ assumed the hotel management functions, while the new company 東急ホテルズ＆リゾーツ㈱ assumed responsibility for operations. At the same time, the company expanded its brand portfolio. In addition to hotels under the existing Tokyu brand, it established the new “DISTINCTIVE SELECTION” collection of more distinctive hotels and added the membership-based stay resort “東急バケーションズ” to the new company. Through these initiatives, it aims to meet the needs of customers with increasingly diverse values and clients considering hotel management and investment, thereby achieving new business growth.」

「At ㈱東急ホテルズ, the company worked to reduce personnel expenses by withdrawing from unprofitable properties, negotiating rent reductions and moving toward leaner staffing models in hotel operations.」

「To evolve into a hotel chain that is resilient to changes in the external environment, the company is working to lower its break-even point by reducing fixed costs such as personnel expenses and other expenses, while actively pursuing more efficient hotel operations through contactless services, including smartphone use at check-in and when placing restaurant orders.」

「The hotel business will reorganize its hotel brands from the customer’s perspective and promote new openings in major cities and tourist destinations in anticipation of inbound demand.」