2025 HAPPY NEW YEAR
A new chapter has begun...
A new year full of anticipation and hope...
Our leaders share their vision and mission for 2025.
President &
CEO
of JTB Americas, Ltd.
My commitment for 2025 is to work on the g key issues.
1. Radically strengthen business of MC&A North America.
2. Implement the BT business structural reforms in North America, Europe, and South America, aiming to reduce the break-even point through digital transformation.
3. Drastically evolve destination products/services for Inhouse business and radically implement the Business Process Reengineering (BPR) process in Hawaii.
4. Expand destinations for the seat-in-coach business in Canada, and sports business mainly in the mainland US.
5. Strengthen corporate functions to improve stability, innovation, and efficiency.
Makoto Tanihara
Vice President of Corporate Planning
JTB Americas, Ltd.
My commitments for 2025 are as follows.
1. Have a Flexible Mindset: View a change as an opportunity rather than a threat. This positive mindset helps in adapting quickly and leads to innovation.
2. Foster a Proactive Culture: Motivate employees to anticipate changes and act before they become urgent.
3. Stay Engaged and Supported: Engage with employees and support their activities to promote a culture of continuous improvement.
Daisuke Okamoto CFO/Treasurer
JTB
Americas, Ltd
My first commitment is to build a sustainable financial organization. We changed the financial structure of JTBA/USA at the end of fiscal year 2024, but we will continue to review the structure on an ongoing basis to build a strong organization that is in line with business.
In addition, we plan to introduce a new accounting system common to JTB Group from January 2025. It will be a challenging undertaking to have a system shared both Japan and outside-Japan, but I will contribute to the project as a representative of Americas.
Ritsuko Hamagami
CHRO/General Manager of Human Resources
JTB Americas, Ltd
As we move into 2025, we remain committed to our mid-term strategy focusing on Life, Talent, and Skill Management to enhance well-being and professional growth.
Our remote work programs will continue, emphasizing responsibility and independence, supported by performance management and goal incentives. We will also provide training to help you reach your goals.
We face challenges in leadership preparation, talent retention, and attraction. We need the right people in the right roles. Everyone should identify their strengths to contribute and advance their careers. Boosting productivity is essential.
Leverage technology to simplify tasks. No process is unchangeable. Take 15 minutes daily to question routines, learn new skills, and adapt to improve efficiency and profitability.
HR will strive to improve our culture, and your feedback is always welcome.
Satoshi Kamiya
CIO/General Manager of IT
JTB Americas, Ltd.
For IT security, we make all companies comply with JTB IT Security policies and Web Governance to minimize IT incidents. For network, we continue to optimize IT infrastructure for remote work by leveraging cutting edge technology. For System, while we support current B2B operating systems within Americas, we plan next generation systems with GBU. Also, we promote operational efficiency through cutting edge technology such as MS365, AI, RPA, and so on. For Web, we continue to support Web/SNS marketing based on concrete profit plans made by BU with proper IT Security and Web governance. Thank you.
Tosh Tatezawa
President & CEO of JTB USA, Inc. an Head of Global Business Solution Un
Here are three value points that I co while my pursuit to achieve our annual targets throughout the year.
1. Proactive Communication: Create and produce communication opportunities with all the team members, in multi-dimensional approaches.
2. Value Diversified Perspectives: Listen to opinions and voices coming from our diversified people and take those into consideration in decision making processes.
3. Search Next Leaders: Continuous search for emerging talents within our pool of human capital, to provide opportunities to develop into our next leaders.
Looking very much forward to interacting with everyone and exploring endless possibilities together!
Geet de Boo
General Manager of Business Travel
Global Business Solution Unit
Happy New Year!
As we enter 2025, we’re excited about the new ahead. Reflecting on 2024, it was a year of transition and stabilization, but our expected growth didn’t fully materialize, leading to negative results in North America and Europe for business travel.
In 2025, our goal is to turn things around and contribute $400,000 in operating income to the GBS unit. We’ll achieve this by growing our top line with ambitious sales targets, increasing revenue per transaction through higher fees and more bookings, and reducing costs by enhancing productivity and leveraging automation. Additionally, we’ll expand our network into Asia Pacific, launching in new markets to support global growth. Together, these efforts will help us reach our goals. Thank you.
Tetsuya (Teddy) Shibata
General Manager of Air Procurement
Global Business Solution Unit
Hello everyone!
In 2024, we earned nearly $1.7 million in incentives from preferred carriers like United, Japan Airlines, American, and Delta, despite lower overall sales. This success was due to effective negotiations, simplifying incentive programs, and improving incentive ratios.
For 2025, our goal is to achieve $2 million in incentives. Our strategy includes negotiating higher rates on domestic and transatlantic routes, timely tracking of sales and market share, seeking additional opportunities with non-US carriers, increasing the market share of preferred carriers, and enhancing incentive programs by emphasizing our global presence. These efforts will help us reach our goals in 2025.
Thank you, and let’s work together for a successful year.
Yoshinao Takizawa
General Manager of Meetings & Events
Global Business Solution Unit
Hello everyone!
For 2025, our strategy includes strengthening core business areas like MICE and SMM, enhancing sales capabilities with diversified structures and technology, and recruiting skilled staff with US market connections.
We aim to improve the skills of our team through training and focus on new business development.
Our key targets for 2025 are
Gross Profit: $5 million
Gross Profit Margin: 17%
Operating Income: $400,000.
These are ambitious goals, but we are confident we can achieve them together. Thank you.
Tomoko Valdez
General Manager of GBS Honolulu Branch
Global Business Solution Unit
Aloha everyone!
Our targets for this year are $29.6 million in gross sales, $2.28 million in gross profit, and $200,000 in operational income. These figures are lower than last year due to higher-than-expected profits from yen exchange rates.
To achieve our goals, we will
1. Monitor market trends and share information within the JTB Group.
2. Improve our website and expand B2B business through collaboration with the web team.
3. Utilize new technologies and collaborate with other divisions to gain new business opportunities.
Despite changes in the business environment, we will work together to achieve our goals. Thank you.
Kenjiro Tao
General Manager of Sales & Client Relations
Global
Business Solution Unit
Hello everyone.
My mission is to establish new relationships with C-level executives in the market and deepen existing relationships with C-level executives to uncover business opportunities.
Additionally, I am committed to enhancing the JTB brand in the U.S. market.
To this end, I am a member of various city chambers of commerce and non-profit organizations such as the U.S.-Japan Council.
I collaborate with the BT Business Development team and M&E Sales members to identify new profit opportunities and increase our profitability.
In 2025, I aim to discover numerous business opportunities and seize new business prospects.
Eduardo Kina President and CEO of MC&A, Inc.
Global Business Solution Unit
As we welcome 2025, we reflect wi remarkable achievements. We generated $3.9M in Operating Income, exceeding our budget by more than 70%. It was no small feat, and it stands as a testament to the dedication, teamwork, and resilience of everyone at MC&A. A special thank you goes to JTB for their unwavering support throughout the year, which has been instrumental in our success.
In 2025, our strategic focus continues toward expanding our presence on the mainland. This initiative is critical not only to sustain growth but also to secure our dominant position in Hawaii. With competitors establishing operations locally and leveraging their mainland reach, it’s imperative we act decisively to catch up and surpass their efforts. Let’s carry the momentum of 2024 into the new year. Together, we’ll embrace the challenges ahead and achieve even greater success. Here’s to a prosperous 2025!
Masaki Fumioka
President and CEO of QUICKLY TRAVEL & QUICKLY CONCIERGE
Global Business Solution Unit
FELIZ ANO NOVO!
Now, we begin 2025 with a new and promising challenge: the implementation of an important Business Travel client. The arrival of Raízen, the third-largest company in Brazil, represents not only a great achievement but also an opportunity to strengthen our international presence, as this organization has units in several countries. This new contract reinforces our ability to offer strategic and efficient solutions while paving the way for future synergies with other companies in the group.
A pleasant surprise was the rapid expansion of our relationship with this client. Within the first month of service, cross-selling opportunities in the MICE area emerged, anticipating a movement we initially expected only in the second half of the year. This early success strengthens our strategy to intensify the integrated offering of services across all our Business Units, maximizing the profitability of our existing clients and directly contributing to the goal of achieving an operating income of USD 500K.
This success is a testament to the power of collaboration and alignment among our teams. As we move forward, we remain committed to fostering innovation, delivering exceptional service, and implementing strategic solutions to further enhance our market presence. We look forward to making 2025 a year filled with even greater accomplishments for all of us!
Ken Hasunuma
General Manager of JTB Global Sports Business Development
JTB USA, Inc.
Hello!
I am excited to announce my new role as head of JTB Global Sports Business Development in the U.S. market. This new initiative spans over teams in Japan, Europe and the U.S. Sprots business comes in innumerable types and forms and the opportunities for growth are endless. We have identified ‘Rights’ and ‘Contents’ as the two key pillars which will serve as the foundation for intercompany collaboration and to enhance business opportunities in the existing businesses in both GBS and DMC Units.
While we have the WBC 2026 already in the books to further our partnership with MLB/WBC organizations, we are excited to target other major sports events such as the 2026 FIFA World Cup, the 2028 Olympics, and the Rugby World Cup in the coming years.
I am looking forward to working with you and sharing the excitement in Americas Group’s new endeavor!
Tetsuya (Ted) Kubo President & CEO of JTB Hawaii, Inc and Head of Destination Management Company Unit
My commitment for 2025 in the DMC Unit is to collaborate with other DMC leaders to shape our future vision for the business.
We will increase the frequency of communication about this vision to ensure understanding and engage as many team members as possible to execute the plans effectively.
We will celebrate the results and those involved, encouraging further planning and innovation.
Our goal is to create an environment where our people enjoy their work and achieve their professional and personal goals.
This positive cycle is the culture we strive for, and I am dedicated to cultivating it.
Nick Watanabe President & CEO of JTB International (Canada) Ltd
Destination
Management Company Unit
Hello everyone,
Reflecting on 2024, we have much to celebrate in terms of our accomplishments and the challenges we’ve overcome. As we move forward, it’s crucial to align our 2025 goals and strategic direction.
In 2024, the CDAUS and Brid CDN teams achieved an operating income ratio of 3.16, which is $3.4 million better than budgeted. The US team’s efforts, especially in August, were outstanding. The Canadian team also exceeded their budget by $783K.
Overall, North America DMU achieved an operating income of $4.1 million, $3.5 million better than budgeted. These achievements are thanks to your hard work.
For 2025, our financial targets are $850K for the US team and $520K for the Canadian team, totaling $1.37 million. We aim to achieve 150% of last year’s budget. Our strategic priorities are maximizing revenue, enhancing operational efficiency, and leveraging AI technology.
Thank you for your dedication. Let’s make 2025 a successful year!
Osuke Ishiguro
General Manager, DMC North America Inhouse Corporate Business (Based in Los Angeles)
Destination Management Company Unit
Hello everyone,
In 2024, we achieved significant success with large incentive groups, hitting our targets and we ended up handling 21,000 pax, which is about 60% of 2019 levels, despite challenges from currency exchange and inflation. Our 2025 budget aims for $24 million in sales and $6 million in gross profit.
We will focus on mainstream lines, including JTB corporate businesses from Japan, and non-JTB markets. Our sales strategy will leverage sports events like Dodgers games and develop online consultations with our Japan sales team. We will also continue the Silicon Valley technical visit project.
Our financial goal for 2025 is $500,000 in operating income. Key strategies include expanding niche markets, forming strategic partnerships with the Dodgers, and utilizing activity booking agencies. For efficient operations, we will implement automated booking systems and AI-driven software.
Let’s make 2025 a successful year! Thank you.
Mikimasa (Mickey) Kirihara
San Francisco Branch Manager of DMC North America
Inhouse Corporate Business
Destination Management Company Unit
Hello everyone,
In 2024, we experienced strong demand for th Silicon Valley ecosystem, welcoming numerous school and corporate groups despite the challenges posed by a weak Japanese yen. We successfully arranged visits to major IT companies like Google and NVIDIA, and introduced a popular new product, the Waymo experience ride. Visits to Stanford University and UC Berkeley were also highly successful. Our efforts to provide valuable experiences significantly contributed to our sales.
This year, we aim to increase promotions to the Japan Sales Office and develop new products to boost demand. In 2025, we will maintain close contact with you and our Japan team to continue delivering excellent products to our customers.
Thank you very much for your continued support.
Isao Murata
Director of DMC North America Inhouse Corporate Business
(Based in Canada)
Destination Management Company Unit
Hello everyone.
Our key business plans for 2025 include stimulati r group tours, maintaining and expanding educational groups, expanding the JEIC program, and improving operational efficiency through multitasking employees.
For the budget, we aim for a 7% increase in sales and a 9% increase in gross profit compared to last year.
Key strategies include strengthening sales capabilities, focusing on sales visits and online presentations, retaining and developing new educational groups, and targeting Grade 12 students for the JEIC program. We will also optimize work procedures and allocate staff for multitasking to improve efficiency.
Based on these plans and the budget, we are committed to moving forward and achieving our targets. Thank you.
Masakatsu (Osho) Nakafuji
General Manager of DMC North America Inhouse Leisure
Business (Based in New York)
Destination Management Company Unit
Today, I’d like to discuss the leisure FIT package and DPS, known as My Style or Look American tours. I will outline our 2025 direction, with detailed strategies to be provided by each team.
Reflecting on 2024, we successfully met our budget goals thanks to your dedication. Let’s use this success to motivate us for even greater achievements in 2025. Our budget target for 2025 is a 125% profit increase over last year.
To achieve this, we will focus on five key initiatives: 1) strengthening products through MLB and Dodgers partnerships, 2) expanding New York to Niagara day trip products, 3) developing systems and offerings for Disney products, 4) collaborating with Veltra to enhance sales, and 5) improving operational efficiency with flexible staffing.
Although the leisure FIT package and DPS teams operate separately, we share the same direction and will work together to achieve our 2025 goals.
Let’s tackle this year with enthusiasm and determination. Thank you.
Yuka Kuroyama
Director of DMC North America Inhouse Leis
(Based in Vancouver).
Destination Management Company Unit
The post-COVID-19 landscape has brought many challenges, including rising prices for goods and services, difficulty securing group airline seats, and a depreciated Japanese yen. Consequently, package tour prices have increased, and traveler numbers have declined. Despite these challenges, we must work together to overcome them in 2025.
For 2025, we anticipate a slight budget increase for USTC, with a focus on enhancing our Dodgers-related tours. Conversely, Canada’s budget will see a reduction due to lower costs and a slower recovery pace.
To achieve our targets, we will focus on four key areas: 1) improving work efficiency and multitasking, 2) leveraging the value chain to handle JTB tours in-house, 3) expanding B domain business, and 4) increasing MLB product sales through partnerships and promotions.
Thank you to all team members for your hard work and support. Let’s make 2025 a successful year together.
Edward Huang
Vice President of DMC North America Calgary Tours (Based in Calgary, Canada).
Destination Management Company Unit
Our seat-in-coach operation organizes tours in Alberta and BC. We create unique itineraries by combining various transportation methods, such as flights to Calgary followed by Rocky Mountain tours, with options to return by rail, bus, or flight.
In 2024, we expanded our tours to the BC region, using Vancouver as a base, and we expect to double revenues and passenger numbers in BC for 2025. We also launched a new tour from the US, starting in Seattle, connecting to Glacier National Parkby train, and continuing into Canada with Canadian Rockies itineraries.
For 2025, our goals include creating unique products with vendors like Rocky Mountaineer Rail and The Fairmont Hotel, increasing our customer base in overseas markets, and enhancing sales through OTAs and our website. We will also keep improving our multilingual guiding system for the different language markets and expand our fleet to support future growth.
Let’s work together to achieve these goals and make 2025 a successful year.
Tomoyuki Kajhara President of JTB Hawaii Travel, LLC
Destination
Management Company Unit
In 2024, we expect to achieve the operating inco thanks to the concerted efforts of all employees. s included increased handling of corporate anniversary tours, incentive tours, and school trips for groups, as well as increased handling of Look JTB for individuals, handling of the PGA Sony Open, and LPGA Lotte for non-in-house companies, and new orders from JETRO for DPS.
in 2025, the company also expects to achieve its operating income budget thanks to the efforts of all employees. We will develop products with “unique value” and “competitive prices” that meet customers' needs in order to maintain and recover our in-house business, and we will also start developing a “Tourism Platform” that will become a pillar of our future business.
The following two contents are to be established in 2025:
’Oli ’Oli Ocean Station
’Oli ‘Oli Mobi
Keiko Tarkington
President of Travel Plaza Transportation, LLC
Destination Management Company Unit
Last year, we faced continuous challenges in re-growing the package tour business due to a series of price hikes in Hawaii, the weak yen against the U.S. dollar, and other obstacles. Despite these challenges, the JHI Group remained undeterred and worked hard to prepare for growth.
I would like to thank you all for your tireless efforts over the past year. Travel Plaza Transportation will overcome these obstacles and move on to a new stage of growth this year. We will strive to provide more convenient, safer, and more reliable services to our customers through all vehicle operations, including the new "Mobiservice." With the collective efforts of our employees, we aim to lead TPT to further growth.
The management team is committed to improving employee satisfaction. Finally, I wish all JHI Group employees, their families, and loved ones good health and happiness.
Craig Ibara President of Tachibana Enterprises, LLC
Destination
Management Company Unit
Happy New Year!
The Year of the Snake is characterized as having th d its skin, which symbolizes the process of letting go of the old and embracing the new.
Tachibana will do the same and realign our business model to capture the current market and recreate the culture of Ohana for our employees and their families. I feel incredibly fortunate to be surrounded by such a dedicated and loyal team here at Tachibana.
In October 2024, we moved our operations to our new corporate office on Pine Street, and we are settling in and poised to move forward in 2025. We look forward to working closely with all of you and creating synergies within our JTB Hawaii Group.
