Strengthening the Talent Base by Expanding the Hiring of Foreign Staff

「The company has set a target of 15.0% for the percentage of female employees in management positions by March 2029.」

「Fiscal year: Percentage of female employees in management positions (%) 11.0; percentage of male employees taking childcare leave (%) 80.0」

「The company also enhanced its training program for young employees in the culinary division. By expanding recruitment beyond graduates of culinary schools to include graduates of general academic high schools, it broadened its recruitment pool and focused on securing and developing culinary talent to support its brands.」

「In addition to expanding the housing subsidy program for younger employees, the company renovated employee spaces and established and launched the open-recruitment "Challenge Career Program" to support employees' autonomous career development and boost morale, thereby promoting initiatives to create a workplace and systems that are easy and rewarding to work in.」

「Regarding human resources operations reform, we implemented a base-pay increase for all employees and improved their terms and conditions. In addition, to create a more comfortable workplace, we formulated a “Health and Productivity Management Strategy Map,” implemented measures to support employees’ work-life management, and established a project team primarily focused on promoting diversity, which advanced a range of new initiatives. As an initiative enabling employees to work comfortably as themselves, we introduced office-casual attire from September 2023 for employees not required to wear uniforms. For service departments whose employees wear uniforms, we also made substantial revisions to the applicable standards, including abolishing separate men’s and women’s “appearance standards” from November 2023 for gender neutrality. We further strengthened recruitment activities, including recruitment of new graduates, mid-career hires and foreign staff, to capture as much as possible of demand, including inbound demand, which is on a recovery trend.」

「Regarding human resources operations reform, we implemented a base-pay increase for all employees and improved their terms and conditions. In addition, to create a more comfortable workplace, we formulated a “Health Strategy Map,” implemented measures to support employees’ work-life management, and established a project team primarily focused on promoting diversity, which advanced a range of new initiatives. We also strengthened recruitment activities, including recruitment of new graduates, mid-career hires and foreign staff, to capture as much as possible of demand, including inbound demand, which is on a recovery trend.」

「Regarding human resources operations reform, we implemented a base-pay increase for all employees and improved their terms and conditions. In addition, to create a more comfortable workplace, we established a project team primarily focused on promoting diversity and launched new activities. We also strengthened recruitment, including the recruitment of foreign staff, to capture as much as possible of demand, including inbound demand, which is on a recovery trend.」

「For the percentage of female employees in management positions, we have set a target of 12.0% by March 2026. For the percentage of male employees taking childcare leave, we have set a target of 30.0% by March 2026.」

「Regarding human resources operations reform, we launched online employee training to teach new knowledge and skills, including AI and digital transformation, and worked to support employee reskilling and self-actualisation. To maintain and improve employee motivation, we revised wages for younger and mid-career employees and improved their terms and conditions. As part of education for younger employees, we introduced a mentoring system at group hotels that enables them to meet and receive support from senior employees who are not their direct supervisors. We also launched activities by a cross-functional team to consider ways to foster job satisfaction and create a comfortable working environment from women’s perspectives.」

「As initiatives to reform human resources operations, we launched online employee training to teach new knowledge and skills, including AI and digital transformation, and worked to support employee reskilling and self-actualisation.」

「We also worked to improve employee health and were certified as a Certified Health and Productivity Management Outstanding Organisation for the second consecutive year. In human resources management, we expanded the functions of the new human resources system introduced in the previous fiscal year, linking career management and personnel evaluation data with the attendance management and payroll systems that form the basis of human resources information, and began managing overall human resources information through the system.」

「Meanwhile, as a pillar of efficient operations and to promote DX, we conducted personnel exchanges through reciprocal secondments with an IT company. By developing personnel with IT skills, we are contributing to the promotion of DX.」

「Meanwhile, as a pillar of efficient operations and to promote DX, we conducted personnel exchanges through reciprocal secondments with an IT company. We aim to contribute to the promotion of DX by developing personnel with IT skills.」

「As initiatives to reform human resources operations, we have continuously conducted engagement surveys, worked to maintain and improve employee motivation during the COVID-19 pandemic, and promoted employee development, including by enhancing training through remote work. We also introduced a new human resources system and updated the attendance management and payroll systems that form the basis of human resources information.」

「As initiatives to reform human resources operations, we strengthened training to develop talent capable of driving sustainable growth and promoted higher engagement and employee development. Amid continued difficulty in recruitment due to labour shortages, we also strengthened efforts to secure human resources, including by revamping the recruitment information page on our website and focusing on improving work-life balance.」

「Against this backdrop, our group formulated a three-year medium-term management plan beginning in fiscal 2019 and launched various initiatives under the priority strategies of strengthening marketing capabilities, improving productivity and efficiency, and reforming human resources management.」

「We formulated a 3-year medium-term management plan beginning in fiscal 2019 and launched various initiatives based on the priority strategies of “strengthening marketing capabilities,” “improving productivity and promoting efficiency,” and “reforming human resources operations.”」

「As initiatives to strengthen the human resources base, we advanced the development of young employees and improvement in employee retention through education and guidance using a mentoring system, while also working to create an environment in which employees can find it easy and rewarding to work, with an emphasis on work-style reform.」

「In addition, to meet increasingly diverse customer needs accompanying the rise in the number of foreign visitors to Japan, we worked to strengthen the human resources base for further future growth, including by enhancing employee training programs and stepping up the recruitment of global talent.」

「As an initiative to strengthen the management platform, we strengthened the talent base, including by expanding the hiring of foreign staff.」