Social Initiatives
Social Initiatives
JEI has identified tenants, property managers, community and society where its property exists and employees at JEAM as its stakeholders and engage with them as follows.
Tenant and Community Engagement Initiatives
We are striving to reduce environmental burdens and promote interaction with local communities by partnering with tenants and property management companies.
Tenant satisfaction Survey
JEI has been conducting tenant surveys on a regular basis and utilizing the results to improve tenant satisfaction.
Safety and Security Initiatives
We are advancing initiatives for the safety and security of tenants and visitors
(Examples of initiatives)
Promotion of community engagement and utilization of social function of properties
We periodically hold concerts in the common spaces of office buildings and support the activities of communities by helping to hold various events.
Yoga classes
Omori Bellport D
Concerts
AKASAKA INTERCITY
NHK Nagoya Housou-Center Building
Moreover, AKASAKA INTERCITY AIR houses a wide range of facilities to support office workers, visitors, and local residents, including a daycare, clinic, and large green space. It also plays a role as a community disaster-prevention facility, thanks to an emergency generator that will supply back-up power for up to 200 hours and a robust vibration control system.
Donating Money to Disaster Relief
JEAM donated money to disasters in Hiroshima and Hokkaido where JEI's properties are located through Japanese Red Cross Society, as they were suffered extensive damage from the torrential rain brought by 2018 Typhoon No. 7 and the Hokkaido Iburi Tobu Earthquake.
Social Commitment
Eco-cap campaign
The asset management company carries out an activity to collect plastic bottle caps and give them to the NPO “Cap Bank Promotion Network.” While promoting recycling of caps and reduction of CO2 emissions, they also send vaccines to children in developing countries using the proceeds from the recycling of caps.
Safety and Security Initiatives
Earthquake Damage Assessment Measures
In response to increased interest in buildings’ seismic performance following the Great East Japan Earthquake in 2011, JEI developed a system aimed at minimizing damage and facilitating rapid recovery from a BCP perspective in the event of a natural disaster, epidemic, etc. Furthermore, as a condition when selecting new management assets, we have stipulated in our management guidelines that assets must meet specific earthquake-resistance standards or possess equivalent or superior seismic performance.
In the case of properties that were not designed based on new earthquake-resistance standards, we review the seismic diagnosis details and verify whether they possess the required strength. In addition, we have a policy to conduct in advance seismic performance assessment performed by a third-party organization with professional expertise for all properties that we are considering acquiring. Specifically, we receive a report on the details of documents such as specification sheets, structural calculation sheets, building permits, etc., from an independent perspective, following thorough investigation by the third-party organization.
Disaster Prevention and Business Continuity Planning (BCP) Measures
In preparation for contingencies such as a natural disaster or large-scale power failure, JEAM has created crisis management procedures and a business continuity plan with the aim of implementing organizational measures.
Our BCP sets out concrete measures aimed at minimizing the impact on stakeholders by ensuring the prompt resumption of operations following disasters. We regularly review relevant rules and plans in response to changes in the external environment and our internal structures. Most recently, we established a manual for responding to infectious diseases in October 2023, and in December 2024, we revised BCP-related policies in accordance with our current operational practices.
Implementation of Disaster-Preparation Drills
We conduct periodic disaster-preparation drills at buildings owned by JEI, with the aim of ensuring user safety, maintaining business continuity for all tenants, and raising awareness of disaster prevention. JEAM also strives to improve response capabilities by conducting periodic disaster preparation drills and business continuity training at disaster-prevention facilities.
Use of PML Value When Making Investment Decisions
PML (Probable Maximum Loss) is the maximum anticipated loss due to an earthquake. The lower the percentage is, the smaller the loss will be.
JEI assesses the PML when acquiring properties and uses it to make investment decisions.
Efforts for employees
Recognizing that people are its most important management resource, JEAM works to recruit top talent, provide training, with a high degree of expertise and high ethical standards and create a rewarding work environment where a wide range of personnel can thrive.
JEAM also recognize that promoting DEI (Diversity, Equity, and Inclusion) contributes to medium- and long-term benefits, and JEAM aim to create and maintain a diverse, equitable, and inclusive environment regardless of race, sexual orientation, gender identity, disability, religion, age, marital status, socioeconomic status, nationality, or other attributes.
In addition, JEAM recognize that "health and wellbeing of employees" is one of the most important issues, and JEAM provide a variety of benefits and programs that take into consideration the different circumstances of each employee due to differences in life stages, etc.
JEAM aim to provide a work environment where each and every employee can work comfortably and demonstrate his or her abilities.
Talent acquisition & development
Talent pipeline development strategy: Leveraging the specialized skills of external personnel from the sponsor and related parties
Japan Excellent Asset Management Co., Ltd. (JEAM), the asset management company of Japan Excellent Inc., strategically secures skilled professionals by identifying required competencies and actively utilizing secondees from the sponsor and related parties. These experienced individuals bring advanced expertise that supports the company’s high-level asset management operations.
Number of employees seconded from the sponsor and related parties (as of March 31, 2026)
| Nippon Steel Kowa Real Estate Co., Ltd. | 7 |
|---|---|
| The Dai-ichi Life Insurance Company, Limited | 1 |
| The Dai-ichi Building Co., Ltd. | 2 |
| Sohgo Housing Co., Ltd. | 1 |
| Mizuho Bank, Ltd. | 1 |
Supporting acquisition of professional certifications.
We actively encourage all employees including part-time and contract workers to acquire professional qualifications for their development. We support the enhancement of employees' skills by bearing the costs of training and examinations for acquiring various qualifications as well as maintaining qualifications.
Number of employees holding major qualifications (as of March 31, 2026)
| ARES Certified Master | 11 |
|---|---|
| Real Estate Notary | 14 |
| Certified Building Administrator | 7 |
| First-Class Architect | 2 |
| Chartered Member of the Securities Analysts Association of Japan | 2 |
| Certified Internal Auditor | 1 |
| Small and Medium Enterprise Management Consultant | 2 |
Job-specific development training programs
JEAM provides development and training opportunities to all of its employees, including part-time and contract workers. Employees are encouraged to join the job-specific training programs by external institutions such as ARES introduced below, of which cost related to these trainings is all covered by JEAM.
Training program by External institution
Association for Real Estate Securitization (ARES) is one of the most crucial institution for J-REIT and the certification by ARES (ARES master) is highly useful in REIT operation. Therefore, JEAM is encouraging its employees to acquire ARES master and to participate to the special seminars provided to those certified and compensating all the costs related.
Training program by external institution for all employees
A monthly seminar on global economic and financial trends and prospects is held by an external think tank for all employees.
Leadership development training
JEAM is utilizing comprehensive training programs provided by its sponsors to develop human capital who is to lead the company in the future.
Introduced Rank-Based Employee Training
We systematically instituted training by job rank in line with the required competencies for each grade and position in order to develop long-term careers and train future executives according to rank.
Training achievements
| FY 2021 | FY 2022 | FY 2023 | FY 2024 | FY 2025 | |
|---|---|---|---|---|---|
| Annual training hours | 513 hours | 664 hours | 654 hours | 621 hours | 562 hours |
| Training hours per employee | 14 hours | 18 hours | 19 hours | 17 hours | 16 hours |
| Training costs per employee | 37,306yen | 39,867yen | 39,182yen | 38,143yen | 19,219yen |
Managerial trainings at NIPPON STEEL KOWA REAL ESTATE
Please find the below link for more information on human capital development of NIPPON STEEL KOWA REAL ESTATE.1.14MB
Please find the below link for more information on human capital development of Daiichi Life Group, Inc.
Graduate Traineeship
Those who are seconded from NIPPON STEEL KOWA REAL ESTATE are allowed to participate in the apprenticeship training program provided for new graduates.
Please find the below link for more information on human capital development of NIPPON STEEL KOWA REAL ESTATE.1.14MB
In-house training
We regularly conduct in-house training for all offices and employees on sustainability, compliance, human rights, etc.
Talent retention programs & Initiatives
Regular performance appraisals and feedback processes
All employees set an annual objective after a meeting with their manager. At least twice a year, a performance and career development review is held with each employee. At the end of the fiscal year, we conduct a performance evaluation after an interview with employees to review their performance and provide feedback on the results of the evaluation. The result of those appraisals are reflected to employees’ compensation. We have established a transparent personnel evaluation system through regular measurement and feedback processes.
Respect for human rights and promotion of diversity
Respect for human rights
We have stipulated the respect for human rights, prohibition of discrimination and harassment in our “Code of Conduct.” We believe that respect for human rights, prohibition of discrimination and the creation of a working environment emphasizing diversity where various personnel can play an active role will lead to sustainable growth and social contribution and make efforts such as discussing the matter of human rights in our in-house training.
Establishment of Human Rights Policy
In February 2023, Japan Excellent Asset Management Co., Ltd., the asset management company of Japan Excellent, Inc., established an action policy on human rights. The company strives to ensure that all officers and employees (including contract employees and temporary employees) are fully aware of and comply with this policy through compliance training and other means.
Promotion of DEI
Realizing that human resources are the most important management resources, JEAM is aware that promoting diversity, equity, and inclusion (DEI) will help raise its medium- and long-term profits and aims to create and maintain a diverse, equitable, and inclusive environment by securing excellent human resources regardless of their ethnicity, sexual orientation, gender identification, disability, religion, presence or absence of spouse, social and economic conditions, and nationality, among other attributes.
Supporting the advancement of female employees
We aim to create a working environment where each employee can utilize their personality and skills to the maximum extent and strive on developing a satisfying working environment for female employees by introducing a maternity leave system as well as enabling employees to work flexibly for a short time and to proactively take paid holidays. We are also striving to encourage male employees to take childcare leave.
Supporting the advancement of senior employees
We are introducing a reemployment system for senior workers to hire employees who wish to continue working even after the retirement age of 60.
| FY 2021 | FY 2022 | FY 2023 | FY 2024 | FY 2025 | |
|---|---|---|---|---|---|
| No. of employees aged 60 or over | 4 | 4 | 4 | 4 | 4 |
LGBTQ+
JEAM respects diversity and endeavors to provide a pleasant work environment for all its employees. It periodically offers internal programs to promote the understanding of LGBTQ+.
Non- salary / compensation benefits and work/life balance
We have established various benefit programs which cover all employees including part-time and contract workers to support each work/life styles of employees.
Benefits to support work/life balance
| Child Support | Parental leave program, Shortened working hours for childcare, Leave for caring for a sick child, Exemption/Restriction of overtime work for childcare |
|---|---|
| Elderly Care Support | Nursing care leave program, Nursing care leave, Shortened working hours for nursing care, Exemption/Restriction of overtime work for nursing care |
| Leave Programs | Consecutive leave, Refresh leave, Accumulated leave |
| Other Benefits | Flextime system, Remote work (Work-from-Home program) |
Prevention of Long Working Hours
We have introduced a flextime system that enables employees to do their work efficiently while balancing their private and professional lives by allowing them to set their own working hours and daily start and end times with the aim of improving labor productivity. We also track PC log-in and log-out times appropriately monitor employees' working hours and hours of overtime work. Through these measures, we are striving to limit long working hours.
| FY 2021 | FY 2022 | FY 2023 | FY 2024 | FY 2025 | |
|---|---|---|---|---|---|
| Average overtime per month | 26.6 hours | 27.5 hours | 24.2 hours | 22.4 hours | 20.5 hours |
Compensation to promote employee health and wellbeing
Other compensations
Annual Survey on Employee Satisfaction
Once in a year, we conduct satisfaction surveys for all employees to monitor their satisfaction. The results of the surveys are utilized to improve the working environment. JEAM has feedback sessions with senior management and each head of the department on its outcome and business planning Dept. is to design and implement action plan.
Response rate
| FY 2021 | FY 2022 | FY 2023 | FY 2024 | FY 2025 |
|---|---|---|---|---|
| 100% | 100% | 100% | 100% | 100% |
Employee grievance reporting/escalation procedures
JEAM has grievance adjustment process where anonymously is thoroughly secured. For example, the reporting on sexual harassing is to be handled by compliance officer, the head of operation and planning division and external law office. All employees including even those who are not actually involved are allowed to report the incident and if the reporting was considered actual, it will be reported to the CEO to conduct necessary inspections and punishment according to the rules.
Employment and working environment
There have been no issues such as strikes between labor and management since the establishment of the company and the labor-management relationship remains favorable. Moreover, we have not conducted any merger, acquisition or personnel reduction/layoff in the past
Workplace Environment Enhancement
To foster a comfortable and engaging office environment, JEAM has introduced greenery throughout various office areas and established a free drink station in the pantry to encourage communication among employees. In addition, we are advancing initiatives to reduce paper usage in meetings, contributing to both workplace efficiency and environmental sustainability.
Employee Stock Ownership Plan (ESOP)
JEAM has introduced an employee stock ownership plan for all employees, including contract employees（JEAM has no part-time employees or unsupervised contract employees）of JEAM, with the purpose of enhancing the value of JEI's unitholders over the medium to long term by promoting unity of interest between JEI's unitholders and JEAM's employees, and promoting the welfare of JEAM's employees.
Human Capital Related Data
JEAM measures and monitors below numbers related to human capital as the outcome of its efforts on employees.
| Fiscal 2021 |
Fiscal 2022 |
Fiscal 2023 |
Fiscal 2024 |
Fiscal 2025 |
|
|---|---|---|---|---|---|
| Number of employees (full-time employees and contract employees) |
32 | 34 | 33 | 35 | 36 |
| (Male) | 24 | 24 | 23 | 24 | 27 |
| (Female) | 8 | 10 | 10 | 11 | 9 |
| Number of full-time employees | 32 | 34 | 33 | 35 | 36 |
| (Male) | 24 | 24 | 23 | 24 | 27 |
| (Female) | 8 | 10 | 10 | 11 | 9 |
| Number of contract employees | 0 | 0 | 0 | 0 | 0 |
| (Male) | 0 | 0 | 0 | 0 | 0 |
| (Female) | 0 | 0 | 0 | 0 | 0 |
| Number of seconded employees | 14 | 14 | 13 | 14 | 11 |
| (Male) | 14 | 13 | 12 | 14 | 11 |
| (Female) | 0 | 1 | 1 | 0 | 0 |
| Percentage of female employees | 25.0% | 29.4% | 30.3% | 31.4% | 25.0% |
| Average length of service | 7.6years | 7.8years | 7.8years | 5.6years | 7.2years |
| (Male) | 6.9years | 7.3years | 7.8years | 4.8years | 5.9years |
| (Female) | 8.5years | 8.5years | 7.8years | 7.3years | 9.6years |
| Number of newly hired employees | 2 | 2 | 2 | 3 | 6 |
| (Male) | 1 | 1 | 1 | 1 | 6 |
| (Female) | 1 | 1 | 1 | 2 | 0 |
| Number of displaced workers | 1 | 0 | 1 | 1 | 3 |
| (Male) | 1 | 0 | 0 | 1 | 1 |
| (Female) | 0 | 0 | 1 | 0 | 2 |
| Employee Turnover | 3.1% | 0.0% | 2.9% | 2.8% | 8.3% |
| Percentage of officers and employees who recieved in training | |||||
| Career development training | 100% | 100% | 100% | 100% | 100% |
| Sustainability training | 100% | 100% | 100% | 100% | 100% |
| Average number of paid vacation days taken | 11.9 | 13.2 | 15.9 | 15.2 | 14.9 |
| Paid leave usage rate | 61.3% | 67.4% | 81.2% | 80.9% | 78.6% |
| Number of employees taking parental leave | 0 | 3 | 1 | 0 | 2 |
| (Male) | 0 | 2 | 0 | 0 | 1 |
| (Female) | 0 | 1 | 1 | 0 | 1 |
| Return-to-work rate of parental leave | - | 100% | 100% | - | 100% |
| Number of employees taking family care leave | 0 | 0 | 0 | 0 | 0 |
| Number of short-term workers | 0 | 0 | 1 | 1 | 1 |
| Employees undergoing health checkups and medical screenings rate | 100% | 100% | 100% | 100% | 100% |