3 Creating Social Value Through the Travel Experience Value
Human Resource Foundations to Support Travel Experience Value
Travel experience value is supported by hotel operations that provide hospitality to guests, as well as real estate asset management that creates spaces that act as the stage for this hospitality. Both of these elements add value created by “people,” and for this reason, we position our human resource foundations as an important pillar of management.
Efforts Related to our Human Resource Foundations to Support Frontline Operational Sites (Operators)
Whether or not a customer’s stay is memorable is supported by the ability of every individual working on the frontlines to create value on a daily basis. We believe that an environment where hotel workers feel peace of mind and can demonstrate their abilities serves as a foundation for fostering travel value. To this end, we regularly conduct a “tenant employee satisfaction survey” for operator employees, enabling us to visualize the views of frontline workers. We also share the results with operators to contribute to improving the work environment and employees’ comfort at work.
KAI Tamatsukuri: Break room renovation example
At KAI Tamatsukuri, through “tenant employee satisfaction surveys” and on-site interviews, we identified issues such as a lack of separation between functions for rest, dining, etc., and a decline in comfort and hygiene caused by aging facilities, and formulated and implemented plans for renovations.
After the renovations, the employee rest environment was greatly improved and satisfaction levels increased.
A comfortable environment enhances work comfort and contributes to employee well-being.
This is an example of one of our efforts to support our human resource foundations by improving comfort at work and well-being for employees through careful analysis of the views of frontline workers starting from surveys, and connecting these views to solutions to issues.
We value the cycle of increased satisfaction and performance of frontline workers, which in turn contributes to deep satisfaction among our customers.
Efforts Related to our Human Resource Foundations to Support Real Estate Asset Management (HRAM)
Our role as an asset management company is to support travel experience value from the perspective of real estate asset management, and to create a sustainable cycle of travel creation.
To fulfill this role, it is essential not only to have expertise in real estate and finance, but also a deep understanding of frontline operations in hotels and travel, as well as the desire of each individual to “create good travel” and co-creation among employees. In order to draw out these qualities and continue to nurture them, we place importance on three pillars.
Three Pillars
(i) Environment where diverse human resources can work with peace of mind for a long period of time
Telecommuting and staggered working hours/childcare and nursing care leave and shortened working hours/career comeback system /medical checkups and stress checks/study leave/reemployment system
(ii) A learning system for developing expertise in real estate, finance, and hotels
Company-wide theme training/mandatory training for compliance, information security, etc./support for acquisition of qualifications and participation in external seminars/support for growth through various interviews/visits to competing hotels, trial stays at company facilities, hotel profitability analysis meetings
(iii) Organizational culture that enables mutual learning and co-creation
Flat organizational culture/knowledge sharing through monthly company-wide meetings/office space for easy communication
* Acquired the highest level of “Eruboshi” certification for the promotion of women’s participation
Our human resource foundation and organizational data
Organization and workstyles (as of December 31 of each year)
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| 2021 | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|
| Total number of employees | 34 | 36 | 46 | 68 | 67 |
| Male | 21 | 22 | 29 | 44 | 43 |
| Female | 13 | 14 | 17 | 24 | 24 |
| Percentage of male employees | 62% | 61% | 63% | 65% | 64% |
| Percentage of female employees | 38% | 39% | 37% | 35% | 36% |
| Total number of managers | 6 | 10 | 10 | 11 | 14 |
| Male | 5 | 9 | 9 | 9 | 11 |
| Female | 1 | 1 | 1 | 2 | 3 |
| Percentage of male managers | 83% | 90% | 90% | 82% | 79% |
| Percentage of female managers | 17% | 10% | 10% | 18% | 21% |
| Annual turnover rate | 10.7% | 5.9% | 14.4% | 11.1% | 12.1% |
| Overtime work hours (monthly average) |
27 hours | 25 hours | 21 hours | 22 hours | 24 hours |
Learning and expertise (as of December 31, 2025)
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| Real estate notary | 26 |
|---|---|
| ARES certified master | 8 |
| Certified Building Business Manager | 6 |
| Real estate consulting master | 4 |
| Real estate appraiser | 1 |
| First-class architect license | 3 |
| First-class official qualified building standards examiner | 1 |
| Certified public accountant | 2 |
Becoming an organization that nurtures people and enriches the future of travel
When people are nurtured, it will lead to better investment decisions, the value of hotels increases, and travel becomes more interesting.
We will continue to enrich the future of travel through the growth of each individual and the circulation of knowledge within the organization.
Click here to read interviews with employees working at HRAM.