LRA's Policy
Employees are the foundation of all activities at LRA. We aim to create such an organization and workplace culture that respects diversity, evaluates/rewards individual abilities, harnesses growth for skills to respond to future challenges, and fosters employee health/well-being. We will also remain competitive in the marketplace by attracting and retaining talented individuals to be able to provide the highest level of service for our shareholders.
Philosophy toward working conditions and workplace safety
LRA will not expose its employees to unfair working conditions or threats to safety such as the following:
- Payment of wages below fair amounts and working under inhumane conditions
- Require working hours in excess of statutory upper limits or force to work overtime with inadequate compensation
- Engage in an environment that threatens mental/physical health and safety
- Engage in linguistic violence, intimidation, discrimination such as sex and gender, and other harassment/bullying
The following channels are open to all officers and employees if whistleblowing is necessary. Reports can be made anonymously. In addition, we promise to keep confidentiality of the reported content as much as possible.
- Direct contact with the Compliance Officer
- Ethics help line operated by an external organization
- Online reports from the intranet to external organizations
Status of Employees
LRA believes that by fostering and maintaining a culture that respects the diverse backgrounds, perspectives, and contributions of each employee, LRA and its employees can maximize their potential and generate better results.
Data on Employees
| Number of officers and employees（※1） |
Number of directors（※2） | Number of managerial staff（※3） |
Temporary workers （※4） |
|||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Total | Number of female employees |
Percentage of female employees |
Total | Number of female employees |
Percentage of female employees |
Total(※5) | Number of female employees |
Percentage of female employees |
Total | Number of female employees |
Percentage of female employees |
|
| FY2025 | 21 | (12) | 57.1% | 8 | (2) | 25.0% | 5 | (1) | 20.0% | 0 | - | - |
| FY2024 | 20 | (10) | 50.0% | 6 | (1) | 16.7% | 6 | (1) | 16.7% | 0 | - | - |
| FY2023 | 21 | (8) | 38.1% | 6 | (1) | 16.7% | 5 | (1) | 20.0% | 0 | - | - |
| FY2022 | 20 | (8) | 40.0% | 6 | (2) | 33.3% | 5 | (1) | 20.0% | 0 | - | - |
| FY2021 | 19 | (7) | 36.8% | 6 | (2) | 33.3% | 5 | (1) | 20.0% | 1 | (1) | 100.0% |
| ＊1： | Number of officers and employees (including part-time officers and employees) as of the end of the relevant fiscal year |
|---|---|
| ＊2： | Number of directors and audit & supervisory board members (including Non-Executive Officers) as of the end of the relevant fiscal year |
| ＊3： | Number of managers of the relevant departments (including compliance officers) as of the end of the relevant fiscal year |
| ＊4： | Number of temporary employees at the end of the relevant fiscal year |
| ＊5： | In the 2025 figures, one individual holds overlapping positions. |
Training and development
LRA emphasizes the importance of the development of its employees. We support the improvement of employees' abilities and growth throughout their careers, from when they join the company to becoming senior members.
Training Programs
| Training content | Subject Personnel | Implementation timing | Training length | |
|---|---|---|---|---|
| FY2025 | Security training | All full-time officers and employees | Jun-2025 | 30 minutes |
| Senior leader training | Senior leaders | Jun-2025 | 3 days | |
| Coaching training | Persons recommended by superiors | Sep-Dec-2025 | 1 hour | |
| Global communication training (language training) | Persons recommended by superiors | Jun-Dec-2025 | 18 hours | |
| On-boarding training for new employees | New employees | During on-boarding | 10 hours | |
| Profile leadership assessment | All full-time officers and employees | Dec-2025 | 1 hour | |
| FY2024 | Inclusion training | All full-time officers and employees | Mar-2024 | 1 hour |
| Health, safety, security and environment (HSSE) global training | All full-time officers and employees | May-2024 | 1 hour | |
| Security training | All full-time officers and employees | Jun-2024 | 30 minutes | |
| Senior leader training | Senior leaders | Nov-2024 | 10 hours | |
| Coaching training | Persons recommended by superiors | Sep-Dec-2024 | 1 hour | |
| Global communication training (language training) | Persons recommended by superiors | Jun-2024-Jan-2025 | 18 hours | |
| On-boarding training for new employees | New employees | During on-boarding | 10 hours | |
| FY2023 | Security awareness training | All full-time officers and employees | Aug-2023 | 20 minutes |
| Security training | All full-time officers and employees | Aug-2023 | 30 minutes | |
| Data privacy-foundations | All full-time officers and employees | Aug-2023 | 10 minutes | |
| File encryption and protection training | All full-time officers and employees | Aug-2023 | 10 minutes | |
| Coaching training | Persons recommended by superiors | Sep-Dec-2023 | 1 hour | |
| Global communication training (language training) | Persons recommended by superiors | May-Dec-2023 | 20-50 hours | |
| On-boarding training for new employees | New employees | During on-boarding | 10 hours |
In addition to the above training, employees of LRA may attend the training as illustrated below at any time to learn about leadership, etc.
Voluntary training
| Leadership | Fundamentals of leadership |
|---|---|
| Inclusive leadership | |
| Succession Planning | Developing leadership presence |
| Managing high potentials | |
| Awareness and Action | How to confront unconscious bias |
| Individual accountability for equity and inclusion |
Status of qualifications
Employees are entitled to receive assistance from LRA with respect to the expenses required for obtaining certain qualifications/licenses (such as a real estate brokerage license, ARES certified securitization master, real estate appraisers license, and certified public accountants license). LRA supports employees with the expenses required to register and maintain such qualifications.
| Qualification | Qualified employees（※1） | Ownership ratio（※2） | |
|---|---|---|---|
| FY2025 | Real Estate Brokerage License | 11 | 64.7% |
| ARES Certified Master | 11 | 64.7% | |
| Certified member of the Securities Analysts Association | 2 | 11.8% | |
| Financial Planners (FP Technicians/CFP/AFP) | 1 | 5.9% | |
| U.S. Certified Public Accountant (USCPA) | 1 | 5.9% |
| ＊1： | Number of full-time officers and employees as of the end of the relevant fiscal year |
|---|---|
| ＊2： | Percentage of employees among full-time officers and employees as of the end of the relevant fiscal year |
Employee Communication
Employee satisfaction surveys
Employees can have their voices heard through annual employee surveys which are conducted from time to time.
| Survey content | Subject Personnel | Implementation timing | |
|---|---|---|---|
| FY2025 | People Survey (once), Pulse Survey (twice) | All officers and employees | Jan-Sep-2025 |
| FY2024 | People Survey (once), Pulse Survey (once) | All officers and employees | May-Sep-2024 |
| FY2023 | People Survey (once), Pulse Survey (twice in total) | All officers and employees | Mar-Dec-2023 |
| FY2022 | People Survey (once), Pulse Survey (4 times in total) | All officers and employees | May-Dec-2022 |
| FY2021 | People Survey (employee well-being and sense of belonging) | All officers and employees | Apr-2021 |
Performance review system
LRA holds 1-on-1 meetings between employees and their managers at the time of setting annual targets and at the end of the evaluation period, among other times. The performance and expectations of each employees' work is communicated multiple times throughout the year.
Employee Health and Comfort
Benefit packages
Employees of LRA are entitled to the use of a unique welfare system called "Premium Day". This enables them to take a paid holiday afternoon on any day of the month once a month. This is a modified version of the more socially practiced “Premium Friday” in Japan where the benefits are set at the last Friday of each month. LRA’s “Premium Day” enables employees to take the paid holiday afternoon on any day of the month. Other benefits include meal expenses for overtime work. In addition, all employees, including temporary staff, are provided with options for health-conscious beverages, etc.
| Premium Day | A system that enables employees to take a paid afternoon holiday once a month on any day in addition to regular paid holidays |
|---|---|
| Offering of various refreshments |
Offering a lineup of health-conscious beverages, such as vegetable juices and soymilk free of charge |
| Light meal (once a month) | Providing a free light meal for employees at the cafeteria once a month |
| Lunch (once a month) | Providing a free lunch for employees at the cafeteria once a month |
| Bar time | Providing a free snacks and drinks for employees communication at the cafeteria |
| Payment of meal expenses for overtime work |
A fixed meal expense amount will be paid for overtime work after 8:00 p.m. |
| Working from home | Establishment of work from home rules and promotion of flexible working styles for employees |
| Global Wellness Day | Special leave for employee well-being, such as for refreshing oneself through exercise or spending time with family |
| Global Wellbeing Challenge | Engage in a team step-count competition |
Light meal
Mental Health Care
For the purpose of enhancing self-care (individual health management) and creating a comfortable working environment, we conduct an annual stress check in accordance with the Industrial Safety and Health Act. The participation rate is provided under the “Data on Health and Comfort” section.
Data on Health and Comfort
| Average overtime（※1） |
Number of paid holidays taken by employees (※2) |
Rate of participation in stress checks |
Number of work-related accidents and deaths |
Absence rate |
Number of turnovers (※3) |
Turnover rate(※4) |
Number of Employees Taking Childcare Leave |
Rate of returning to work after childcare leave (※5) |
Number of users using nursing leave |
|
|---|---|---|---|---|---|---|---|---|---|---|
| FY2025 | 8.3 hours | 13.8 days | 82.3% | 0 | 0.0% | 2 | 11.1% | 0 | Not applicable | 0 |
| FY2024 | 10.5 hours | 13.9 days | 88.2% | 0 | 0.0% | 3 | 17.6% | 0 | Not applicable | 0 |
| FY2023 | 14.1 hours | 15.1 days | 88.9% | 0 | 0.0% | 1 | 5.9% | 0 | Not applicable | 0 |
| FY2022 | 15.3 hours | 11.7 days | 94.1% | 0 | 0.0% | 0 | 0.0% | 0 | Not applicable | 0 |
| FY2021 | 22.0 hours | 8.3 days | 93.3% | 0 | 0.0% | 0 | 0.0% | 0 | Not applicable | 0 |
| ＊1： | Average overtime hours per person during the relevant fiscal year (hours per month) |
|---|---|
| ＊2： | Average number of paid holidays taken per person per year during the relevant fiscal year (days per year) |
| ＊3： | Number of employees leaving the company excluding transfers within the group |
| ＊4： | Number of employees terminating employment divided by the number of employees at the beginning of the relevant fiscal year |
| ＊5： | Return rate of employees that took childcare leave at the end of the fiscal year |
Comfort inside the office
LRA's office is designed to be a work environment that improves employee comfort/productivity and enables a variety of work styles. Such work styles include adopting a layout that actively incorporates natural light into offices, the installation of high counter tables that can be used for seated/non-seated work or lunch consumption, and private booths that enable work concentration.
Counter table
Individual room booth
In addition, cafeteria spaces located in LRA's office is available to all executives and employees, including temporary staff. Beverages are provided free of charge and other items such as sweets and snacks are offered at discounted prices. This cafeteria space can be used as a workspace as well as a space for facilitating communication between employees.
cafeteria space