Personnel and Human Resources Strategy
Having set its basic policy for its personnel and human resources strategy as “We will help to maximize unitholder value by having every officer and employee enhance their expertise, as well as by elevating our organizational strengths by putting each and every officer and employee on a trajectory that aligns with corporate policy,” the Asset Management Company carries out human resource management by breaking its activities down into the following three organizational and human resource aims.
- 1. We seek to serve as a group of specialists equipped with sophisticated expertise in specific domains and also with knowledge of general corporate affairs encompassing a wide-ranging perspective.
- 2. We seek to serve as a group of early-career, mid-career, and veteran professionals who work passionately toward fulfilling their respective roles.
- 3. We seek to serve as a group that gives rise to an organizational culture characterized by active engagement in work.
To achieve these aims, we implement respective initiatives of the asset management company encompassing recruitment, personnel allocation, training, personnel evaluations, and promotion and remuneration.
Capacity Development
As part of developing the capabilities of officers and employees, company-wide group training is implemented, and participation in the system for taking external training and various other types of internal and external training, seminars, etc. is recommended and promoted.
Company-wide Group Training
The Asset Management Company carries out group training regarding themes such as compliance four or more times per year.
- Compliance training
- Training regarding the Act on Protection of Personal Information
- Information security training
- Human rights education training
- ESG training
System for taking external training & Seminar participation and support
- SMBC business seminars
- Association for Real Estate Securitization & Investment Trusts Association, Japan seminars
- Mitsui Fudosan Group training
- Other training/seminars
Training data
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| Fiscal 2015 |
Fiscal 2016 |
Fiscal 2017 |
Fiscal 2018 |
Fiscal 2019 |
Fiscal 2020 |
Fiscal 2021 |
Fiscal 2022 |
Fiscal 2023 |
|
|---|---|---|---|---|---|---|---|---|---|
| Annual total of hours spent for education and training (*1) | 42.2 hours | 100.4 hours | 206.6 hours | 215.8 hours | 279.2 hours | 230.3 hours | 283.6 hours | 398.4 hours | 474.6 hours |
| Hours of training per officer and employee(*2) (hours/year) | 1.7 hours/year | 4.0 hours/year | 8.6 hours/year | 8.6 hours/year | 12.1 hours/year | 9.6 hours/year | 11.8 hours/year | 15.3 hours/year | 18.2 hours/year |
- （*1）:Hours spent for education and training, etc. for full-time employees, contract employees and employees seconded from other companies, excluding officers.
- （*2）: Calculated by dividing the total hours spent for education and training in each fiscal year by the number of employees (full-time employees, contract employees and employees seconded from other companies) enrolled as of the end of each fiscal year, excluding officers.
Support for Education and Training
The Company encourages and supports its employees to participate in a variety of internal and external education and training sessions, etc. as part of the efforts to foster their capabilities.
Support for Acquisition of Qualification
As of the end of March 2024
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| Qualifications, etc. | No. of holders (*) |
|---|---|
| ARES (The Association for Real Estate Securitization) certified master | 14 |
| Real estate broker | 19 |
| First-class registered architect | 1 |
| Second-class registered architect | 2 |
| Interior coordinator | 3 |
| Licensed representative of condominium management company | 6 |
| Licensed strata management consultant | 2 |
| First-class building operation and management engineer | 3 |
| Condominium renovation manager | 1 |
| First-class renovation stylist | 1 |
| Certified property manager | 7 |
| Condominium maintenance and repair technician | 1 |
| Real estate Consulting Master | 2 |
| Urban Renewal Planner | 1 |
| Certified tax accountant | 1 |
| Chartered member of The Securities Analysts Association of Japan | 1 |
| ECO kentei | 9 |
| Information Security Management Examination | 1 |
| Career consultant | 1 |
| Second-class Housing Environment Coordinator | 2 |
| administrative scrivener | 1 |
- ※Represents the sum total of the qualification holders among full-time employees, contract employees and employees seconded from other companies, excluding officers.
- ※Includes persons who have passed the examinations but have not yet registered.
Support for Education and Training
The Company encourages and supports its employees to participate in a variety of internal and external education and training sessions, etc. as part of the efforts to foster their capabilities.
Personnel evaluations and remuneration
We have adopted a personnel evaluation system under which we assess the implementation of tasks by employees in terms of their performance and capabilities, from a multi-faceted perspective including their endeavors on sustainability. To help employees improve their capabilities, we provide them with feedback on their evaluation every year, thoroughly focusing on informing them of the details in an accurate and specific manner.
Evaluation scheme
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| Evaluation components | Description | Evaluation period | Effect on promotion and remuneration | |||||
|---|---|---|---|---|---|---|---|---|
| Pay increase | Bonus | Promotion and demotion | ||||||
| Performance appraisal | Assessment of implementation process and extent of execution with respect to the priorities, roles, and other assumed duties of the employee set at the beginning of the fiscal year | ＜First half of fiscal year＞
April 4to September 30 ＜Second half of fiscal year＞ October 1 to March 31 |
〇 | Pay adjusted to reflect average of first half appraisal and second half appraisal | 〇 | Bonus adjusted to reflect semi-annual appraisals | 〇 | Determined based on pay increase review across multiple fiscal years |
| Behavioral appraisal | Assessment regarding the extent to which the employee has engaged in actions desired based on our corporate values | April 1to March 31 | 〇 | Pay adjusted to reflect appraisal results | ー | 〇 | ||
Elements of the performance appraisal
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| Component | Appraisal element | Definition |
|---|---|---|
| Performance | Contribution to organizational results | The extent to which the employee has contributed to organizational results by carrying out his or her priorities and assuming his or her roles |
| Process | Productivity | Efficiency in carrying out professional duties |
| Level of difficulty | Level of difficulty of priorities and roles, and level of difficulty inherent to internal and external environmental factors, etc. |
Leveraging the Expert Abilities of External Human Resources from the Sponsors, etc.
The Asset Management Company takes in human resources with high expertise from its sponsors and other sources, leverages their expert abilities and strives to realize sophisticated asset management operations. The number of human resources taken in from the sponsor and other sources is as follows.
As of the end of March 2024, including officers
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| Company name | No. of people |
|---|---|
| Mitsui Fudosan Co., Ltd. | 7 |
| Mitsui Fudosan Residential Lease Co., Ltd. | 2 |
| Total | 9 |
Data on Human Resources
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| Item | Fiscal 2015 |
Fiscal 2016 |
Fiscal 2017 |
Fiscal 2018 |
Fiscal 2019 |
Fiscal 2020 |
Fiscal 2021 |
Fiscal 2022 |
Fiscal 2023 |
|
|---|---|---|---|---|---|---|---|---|---|---|
| Number of full-time employees (*1) | Male | 8 | 8 | 8 | 8 | 8 | 7 | 7 | 8 | 10 |
| Female | 5 | 6 | 6 | 7 | 7 | 8 | 7 | 7 | 7 | |
| Number of contract employees (*1) | Male | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| Female | 2 | 2 | 1 | 1 | 0 | 1 | 2 | 3 | 3 | |
| Number of employees seconded from other companies (*1) | Male | 9 | 9 | 9 | 9 | 8 | 7 | 7 | 7 | 6 |
| Female | 1 | 0 | 0 | 0 | 0 | 1 | 1 | 1 | 0 | |
| Total number of employees (*2) | Male | 17 | 17 | 17 | 17 | 16 | 14 | 14 | 15 | 16 |
| Female | 8 | 8 | 7 | 8 | 7 | 10 | 10 | 11 | 10 | |
| Ratio of female employees (*2) | 32% | 32% | 29.2% | 32% | 30.4% | 41.7% | 41.7% | 42.3% | 38.5% | |
| Average length of service at the Company (*3) | Male | ─ | ─ | 6.9years | 7.9years | 8.9years | 10.2years | 10.1years | 9.7years | 8.6years |
| Female | ─ | ─ | 7.9years | 7.6years | 8.6years | 7.6years | 7.8years | 8.2years | 8.7years | |
| Overall | ─ | ─ | 7.3years | 7.8years | 8.8years | 8.7years | 8.8years | 8.9years | 8.7years | |
| Number employees newly hired by the Company (*4) | Male | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 1 | 2 |
| Female | 0 | 1 | 0 | 1 | 0 | 2 | 0 | 1 | 0 | |
| Ratio of female employees newly hired by the Company (*4) | ─ | 100% | ─ | 100% | ─ | 100% | ─ | 50% | 0% | |
| Number of persons who left the Company (*4) | 0 | 0 | 0 | 0 | 1 | 1 | 2 | 0 | 1 | |
| Ratio of the used portion of employees' paid leave (*5) | 56.3% | 77.0% | 83.0% | 88.0% | 96.4% | 65.3% | 79.6% | 79.7% | 80.4% | Ratio of employees undergoing medical examinations (*6) | 100% | 92.9% | 100% | 100% | 100% | 100% | 100% | 94.4% | 100% |
| Number of employees taking childcare leave, etc. (*7) | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 0 | 0 | Number of employees taking caregiver leave, etc. (*8) | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| Number of employees with reduced working hours | 0 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | |
During the past three years, the Asset Management Company has not conducted any acquisitions or mergers that resulted in personnel reductions, or implemented any large-scale personnel reductions, etc.
- ※1: Figures are as of the end of each fiscal year. Employees seconded do not include officers.
- ※2: Figures are the total of the number of full-time employees, contract employees, and employees seconded from other companies (excluding officers). Figures are as of the end of each fiscal year.
- ※3: Figures are average length of services of employees hired at the Company as of the end of March. Figures are calculated by dividing the total length of services by the number of the employees, based on the calendar year.
- ※4: Figures are compiled for the employees hired at the Company.
- ※5: Figures represent the ratio of employees, based on the calendar year (i.e. fiscal 2023 in this case is from January 1, 2023 to December 31, 2023). Ratio of the used portion of employees' paid leave is calculated by dividing the number of days of paid leave taken by employees by the number of paid leave days initially granted to employees at the beginning of the year. (excluding new hired employees and resignees)
- ※6: Figures represent the cumulative number of full-time employees and contract employees undergoing medical examinations/health screening within the fiscal year.
- ※7: Figures represent the cumulative number of full-time employees and contract employees who have utilized either one of the time off for childcare leave program, sick/injured childcare program, program for reduced working hours during childcare or program for taking measures to reduce working hours during childcare.
- ※8: Figures represent the cumulative number of full-time employees and contract employees who have utilized either one of the caregiver leave program, time off for caregiver leave program or program for reduced working hours during nursing care.