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
Diversity 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.
Status of 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 | Number of female employees |
Percentage of female employees |
Total | Number of female employees |
Percentage of female employees |
|
| 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% |
| FY2020 | 17 | (6) | 35.3% | 6 | (2) | 33.3% | 4 | (1) | 25.0% | 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 |
Diversity, Equity and Inclusion (DEI)
To invest in our employees and help them reach their full potential, we must build a culture committed to and attentive to Diversity, Equity, and Inclusion (“DEI”). The following framework, which represents the relationship between a sense of belonging and culture of care fostered by DEI values, is the foundation of LaSalle’s employee culture
LaSalle’s DEI Committee has been established to set effective goals and plans to promote each of the following basic policies in the Asia-Pacific region. Under the following policies promoted by this committee, LRA will meet the expectations of its shareholders through sustainable growth based on diversity and mutual respect.
- Charity & Community (Contributing to local communities)
- Diversity and Inclusion (Growth through acceptance of diversity and mutual respect)
- Wellbeing (mental and physical health and an orientation toward a fulfilling life)
The committee has established a plan, which is implemented in the following steps: promoting the understanding of DEI, discussion and action, and evaluation of their effectiveness.
- Selection of cultural of care champions (promotion of DEI culture)
- Designing programs to improve the sense of belonging (engagement with employees)
- Strengthen collaboration among committee members and share best practices in each country (role of the DEI Committee)
- Consideration of targets for measurement, such as training implementation rates and diversity indicators (establishment of indicators)
For more information on the LaSalle's DEI Initiatives, see here.
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 | |
|---|---|---|---|---|
| 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 | |
| FY2022 | Security awareness training | All full-time officers and employees | Aug-2022 | 30 minutes |
| Sustainability training | All full-time officers and employees | Jul-2022 | 1 hour | |
| Training on modern slavery | All full-time officers and employees | Dec-2022 | 15 minutes | |
| Leadership training on communication | Persons recommended by company | Oct-2022 | 3.5 hours | |
| Leadership training on valuing diversity | Persons recommended by company | Oct-2022 | 3.5 hours | |
| Essential program for managers | Persons in relevant positions | Dec-2022 | 2 hours | |
| Global communication training (language training) | Persons recommended by superiors | May-Dec-2022 | 25-50 hours | |
| On-boarding training for new employees | New employees | During on-boarding | 10 hours | |
| FY2021 | Security awareness training | All full-time officers and employees | Jul-Aug-2021 | 1 hour |
| Global communication training (language training) | Applicants and persons recommended by superiors | May-Nov-2021 | 24 hours | |
| On-boarding training for new employees | New employees | During on-boarding | 10 hours | |
| FY2020 | Security awareness training | All full-time officers and employees | Jul-2020 | 1 hour |
| Basic training for personnel management | All full-time officers and employees | Jul-2020 | 1 hour | |
| Sustainability training (4 times in total) | All full-time officers and employees | Nov-2020 | 1 hour each | |
| 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, diversity, etc.
Voluntary training
| Leadership | Fundamentals of leadership |
|---|---|
| Inclusive leadership | |
| Diversity | How to deal with unconscious beliefs |
| Creating a comfortable work environment for the LGBT community | |
| Succession Planning | Developing leadership presence |
| Managing high potentials |
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） | |
|---|---|---|---|
| FY2023 | Real Estate Brokerage License | 10 | 52.9% |
| ARES Certified Master | 13 | 70.6% | |
| Certified member of the Securities Analysts Association | 1 | 5.9% | |
| Certified Public Accountant | 1 | 5.9% | |
| Financial Planners (FP Technicians/CFP/AFP) | 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. During fiscal year 2020, a total of 2 surveys were conducted. The surveys were related to health conditions of employees as the COVID-19 pandemic affected many people in various ways.
| Survey content | Subject Personnel | Implementation timing | |
|---|---|---|---|
| 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 |
| FY2020 | People Survey (Employee health conditions survey) (twice in total) | All officers and employees | May-2020, Nov-2020 |
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 |
| Breakfast (once a month) | Providing a free breakfast 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 (once a month) | Providing a free snacks and drinks for employees communication at the cafeteria once a month |
| 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 |
Breakfast service
Data on Health and Comfort
| Average overtime（※1） |
Number of paid holidays taken by employees (※2) |
Ratio of employees undergoing 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 |
|
|---|---|---|---|---|---|---|---|---|---|---|
| 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 |
| FY2020 | 13.2 hours | 6.9 days | 93.0% | 0 | 0.0% | 1 | 5.6% | 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