SustainabilityHuman Capital and Diversity
Maximize the abilities of a diverse range of human resources to build the next 100 years
The Imperial Hotel opened on November 3, 1890 to serve as Japan's "State Guest House."
With the aim of making it the best hotel in the world, we employees working here have a mission to carry on this brand and carve out a future for the next 100 years, and for the 100 years beyond that.
In order to realize Human Capital Management, the Imperial Hotel Group is working to maximize the abilities of its diverse human resources and is pursuing various initiatives.
Five Themes for the Promotion of Human Capital and Diversity
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1.Workplace culture reform to make diversity an organizational strength
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2.Work system reform
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3.Human resource development
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4.Health management
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5.Active roles for diverse human resources
Human Resource Development Policy
The starting point for the sustainable growth and development of a business is its people.
Our company believes that the key to enhancing corporate value is to develop talented employees and encourage their growth, and that improved customer satisfaction comes from having a diverse range of human resources who demonstrate their individual strengths regardless of age, gender and nationality.
In order to continue to improve our corporate value and customer satisfaction, we will continue to develop our human resources based on the following policies.
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Our human resources must understand the founding spirit and tradition of the Imperial Hotel and be capable of providing the highest level of service and products
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Our human resources must drive innovation and transformation for sustainable development by accurately and effectively reflecting current trends and emerging technologies into our business
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Our human resources must be from diverse cultural backgrounds and have diverse values, and must accept and utilize diversity so that it leads to the further growth and development of our group
Work Environment Policy
The growth of each individual employee is directly linked to the development of the company, so we have established a system in which employees can work autonomously to improve their own abilities.
We are also working to create an environment in which a diverse range of employees can continue to work with peace of mind, to enable them to continue to provide excellent services and products.
1. Creating an environment for self-directed ability improvement
(1)Providing language training and support for studying abroad
(2)Development of a financial aid system for self-development (qualification acquisition and correspondence courses)
2. Creating an environment where people can continue to work with peace of mind
- (1) Workplace environment
We create a workplace environment free from harassment, such as sexual harassment, power harassment and maternity harassment, and provide training and in-house communication to raise employee awareness of these issues.
- (2) Compatibility support
We create a system that provides more days off work than the legal requirements, to support the work-life balance for employees, such as child care and nursing care with their work.
We create an environment in which it is easy for employees to use the various systems, by providing training and internal communication so that employees better understand the significance of work-life balance and the details of the company systems.- (3) Health management
Formulate a Health and Productivity Management Declaration, and work to improve employees’ physical and mental health.
- (4) KENKO Investment for Health Logo
We have been certified as a KENKO Investment for Health (White 500) for the second consecutive year.
Indicators and target values
| Indicator | Target value | |
|---|---|---|
| Employee Training | Training expenses per permanent employee | Up 30% from FY2018 by FY2027 |
| Liquidity | Turnover rate | Down 20% from FY2018 by FY2027 |
| Diversity | Percentage of employees hired who are female | 50% or more every year |
| Difference in average years of service between men and women | Less than four years by FY2027 | |
| Rate of employment of persons with disabilities | Maintain a level above the statutory employment rate | |
| Other | Number of employees sent abroad (for training at overseas hotels, participation of employees in international competitions, etc.) |
Up 50% from FY2018 in FY2027 |
Targets and actual results
| FY 2030 Targets | FY 2025 results(YoY) | |
|---|---|---|
| Promotion of opportunities for female workers | Ratio of female managers: 23% or more | 87 persons (+1) 20.0%（+0.6）(as of April 1, 2026) |
| Child care and nursing care support | Childcare leave take-up rate for male employees: Maintain 100% | 21 persons (+2) 100%（+17.4） |
| Employment of persons with disabilities | Ratio of employees with disabilities: At or above the statutory rate | 2.8% |
Number of female managers (as of April 1)
| 2022 | 2023 | 2024 | 2025 | 2026 | |
|---|---|---|---|---|---|
| Persons | 67 | 73 | 77 | 86 | 87 |
| Percentage | 15.1 | 16.4 | 17.3 | 19.4 | 20.0 |
Number of employees on childcare leave
| 2021 | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|
| Total number of male and female employees (persons) | 37 | 38 | 38 | 41 | 42 |
| Number of female employees | 23 | 24 | 24 | 22 | 21 |
| Number of male employees | 14 | 14 | 14 | 19 | 21 |
| Male employees taking childcare leave (%) | 33.3 | 48.3 | 53.8 | 82.6 | 100 |
Executive message
The Imperial Hotel is a company where it can be said that "people are everything." The ability of employees to work actively with good physical and mental health leads to good service and products.
This is the purpose of "Human Capital Management" and is a key management issue for our company. For persons suffering from mental health problems, which are on the rise nationwide, we have introduced a stress check and a return-to-work support program to provide step-by-step support.
Atsushi Tokumaru,Vice President, Responsible for SDGs Promotion