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 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. The survey is conducted at 11 properties in the fiscal year 2018.

Safety and Security Initiatives

We are advancing initiatives for the safety and security of tenants and visitors

(Examples of initiatives)

  1. Introduction of an earthquake damage assessment system  (AKASAKA INTERCITY, Kowa Nishi-Shimbashi Building and HAMARIKYU INTERCITY)
  2. Establishment of emergency cabinets inside elevators
  3. Storage of portable toilets, lanterns, etc. to provide to tenants in case of emergencies

Community Engagement

Promotion of exchanges

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

Omori Bellport D

Concerts

AKASAKA INTERCITY

AKASAKA INTERCITY

NHK Nagoya Housou-Center Building

NHK Nagoya Housou-Center Building

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.

Efforts for employees

Japan Excellent Asset Management Co., Ltd., (JEAM) the asset management company of Japan Excellent, Inc., is undertaking various efforts for its employees. Based on the recognition that personnel are the most important management resource, efforts are being pursued to cultivate personnel, secure talented personnel and create a satisfying working environment where various personnel can succeed.

Talent pipeline development strategy / Programs & Initiatives

Talent pipeline development strategy: Leveraging the specialized skills of external personnel of the sponsor

Japan Excellent Asset Management Co., Ltd., (JEAM) the asset management company of Japan Excellent, Inc., is undertaking various efforts for its employees. Based on the recognition that personnel are the most important management resource, efforts are being pursued to cultivate personnel, secure talented personnel and create a satisfying working environment where various personnel can succeed.

Number of employees seconded from the sponsor (as of March 31, 2020)
Nippon Steel Kowa Real Estate Co., Ltd. 7
The Dai-ichi Life Insurance Company, Limited 5
The Dai-ichi Building Co., Ltd. 2
Mizuho Trust & Banking Co., 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, 2020)
ARES Certified Master 12
Real Estate Notary 16
Certified Building Administrator 10
First-Class Architect 3
Chartered Member of the Securities Analysts Association of Japan 3
Real Estate apprasiser 1

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.

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.

Managerial trainings at NIPPON STEEL KOWA REAL ESTATE

  • Trainings for employees in management
  • Leadership training programs
  • Professional Career Development training

Please find the below link for more information on human capital development of NIPPON STEEL KOWA REAL ESTATE.PDF1.14MB
Please find the below link for more information on human capital development of The Dai-ichi Life Insurance Company, Limited.

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.PDF1.14MB

In-house training

We regularly conduct in-house training for all offices and employees on sustainability, compliance, human rights, etc.

Please find the below link for the percentage of officers and employees who received career development training.

Talent retention programs & Initiatives

Regular performance appraisals and feedback processes

All employees set an annual goal after an interview with their superior. We conduct personnel evaluation at the end of the fiscal period after an interview with employees to look back on their performance and provide feedback on the evaluation results. 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.

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.

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.

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

  • Flexible time system
  • Childcare leave and shortened work hours for childcare
  • Family care leave and shortened work hours for nursing care

Compensation to promote employee health and wellbeing

  • Annual Health Checkups
  • Programs provided by an external employee benefits services company
  • Subsidize the cost for complete physical examination

Other compensations

  • Retirement Plan
  • Congratulatory or condolence payments

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 operation management division is to design and implement action plan.

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

Human Capital Related Data

JEAM measures and monitors below numbers related to human capital as the outcome of its efforts on employees.

  Fiscal
2015
Fiscal
2016
Fiscal
2017
Fiscal
2018
Fiscal
2019
Number of employees
(full-time employees and contract employees)
27 29 29 29 32
Number of full-time employees 27 29 29 29 32
(Male) 22 21 20 20 23
(Female) 5 8 9 9 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 16 17 16 13 14
(Male) 16 16 15 12 13
(Female) 0 1 1 1 1
Percentage of female employees 18.5% 27.6% 31.0% 27.6% 28.1%
Average length of service 5.4years 5.9years 5.5years 5.9years 6.0years
(Male) 4.9years 6.7years 5.6years 5.3years 5.3years
(Female) 6.1years 5.3years 5.3years 6.6years 6.8years
Number of newly hired employees 3 2 4 5 3
(Male) 2 0 2 5 2
(Female) 1 2 2 0 1
Number of displaced workers 3 1 1 1 1
(Male) 1 1 0 0 1
(Female) 2 0 1 1 0
Employee Turnover 11.1% 3.7% 3.4% 3.4% 3.4%
Percentage of officers and employees who recieved in training
Career development training 100% 100% 100% 100% 100%
Sustainability training 100% 100% 100% 100% 100%
  • Figures for fiscal 2019 are as of the end of March 2020.