Employee Initiatives

This page shows the initiatives for employees implemented by the Asset Management Company and the MONE Group(*) to which the Asset Management Company belongs.

Training and capacity development of personnel in charge of sustainable growth

Based on our belief that a company's management resources are its people, we strive to secure excellent personnel, develop them and enhance their skills, so that both employees and the company can achieve sustainable growth.
We aim to increase employee engagement and strengthen the company's growth potential by creating a work environment in which each employee can enhance their expertise and broaden their knowledge and skills to cultivate personnel capacity and work together in a robust, collaborative manner.

Expansion of Learning Framework for the Growth of Each Employee (Career Support)

Enhancement of Personnel Development Programs

Career Support

Measures

  • Development of education system/OJT system: Understand the current status of development in each department, etc. (FY2023)
  • Management training: 5 times for managerial employees (FY2023)
  • Career development training: Once in FY2023
  • One-on-ones (supervisor-subordinate): 3 or more times in each section in FY2023

Expansion of Learning Framework for the Growth of Each Employee (Self-Enlightenment)

Qualification Acquisition Support

Self-Development Support

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Real Estate Notary 64
ARES Certified Master 38
Certified Building Administrator 14
First-class Architect 14
Energy Manager 4
Facility Manager 5
First-class Building Operation and Management Engineer 4
Securities Analyst (CMA) 5
Real Estate Appraiser 3
Judicial Scriveners 3
First-class Plumbing Work Operation and Management Engineer 3
First-class Electrical Work Operation and Management Engineer 2
Certified Public Accountant 1
Managing Engineer 1

Measures

  • No. of support cases for obtaining or maintaining qualifications: 27 casaes of support for obtaining and 41 cases of support for maintenance in FY2023
  • Self-development tools session attendance (at least 6 sessions*/person):Attendance rate 98.9% in FY2023
    *Mandatory sessions set based on title and division
  • 360-degree feedback: Once in FY2023

Expansion of Fair Personnel Evaluation System

Fair Personnel Evaluation

Measures

  • Performance evaluation: Once in FY2023
  • Competencies evaluation: Once in FY2023

Improvement of Employee Engagement

Measures to Promote Internal Communication

Dialogue with Employees

Measures

  • Performance evaluation: Once in FY2023
  • Competencies evaluation: Once in FY2023

Improvement of Health and Comfort of Employees

Employee Health Promotion Measures

Enhancement of Medical/Physical Checkups

Provision of Well-Being-Focused Working Spaces

Measures

  • “Certification as an Excellent Health and Productivity Management Corporation”: Certified in March 2024
  • Enhancement of health checkup items and medical checkups: Addition and expansion of options to health checkup items and continued subsidy for medical checkup costs (FY2023)
  • Stress check: Once in FY2023
  • Workplace comfort survey/improvement in office (once in FY2023)

List of Benefit Programs

Diversity & Inclusion

We believe that diversity and inclusion are key to promoting the success of a diverse workforce in order to sustainably create innovation and new corporate value. Therefore, we aim to create a workplace environment in which all employees can fully demonstrate their strengths and maximize their abilities, regardless of gender, age, nationality, or disability.

Efforts for Promoting the Advancement of Various Personnel

Prohibition of Discrimination

Promotion of Awareness and Behavioral Change Among All Employees

Measures

  • Female management ratio : 13.0% (FY2023)
  • Employees with disabilities: 3 (FY2023)
  • Senior citizen (65+) employment: 5 (FY2023)
  • Foreigner employment (if possible): 0 (FY2023)
  • Providing opportunities for deeper understanding (e.g., human rights training): 6 in FY2023

Efforts for Enhancing Work-Life Balance through the Promotion of Various Work Styles

Promotion of Various Work Styles

Measures

  • Female management ratio : 13.0% (FY2023)
  • Employees with disabilities: 3 (FY2023)
  • Senior citizen (65+) employment: 5 (FY2023)
  • Foreigner employment (if possible): 0 (FY2023)
  • Providing opportunities for deeper understanding (e.g., human rights training): 6 in FY2023

Enhancing Systems That Support Work-Life Balance

Measures

  • Childcare leave usage rate (male): 0% (FY2023)
  • Return-to-work rate of those taking childcare leave: Not applicable (FY2023)
  • Annual paid leave usage rate: 65.6% (FY2023)
  • Special leave usage rate: 70.4% (FY2023)
  • Work in excess of statutory working hours(less than 45 hours monthly per person):52 employees (FY2023) *The cumulative total number of employees who worked more than 45 hours of overtime per month

HR Data

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Item 2022年度 2023年度 2024年度
Total employees 101 112
Total employees (male) 65 76
Male employee ratio(%) 64.4 67.9
Total employees (Female) 36 36
Female employee ratio(%) 35.6 32.1
No. of directors (including part-time) 11 8
No. of directors (male) 11 8
Male directors ratio(%) 100.0 100.0
No. of directors (Female) 0 0
Female directors ratio(%) 0.0 0.0
No. of management positions 23 23
No. of management positions (male) 20 20
Male management ratio(%) 87.0 87.0
No. of management positions (Female) 3 3
Female management ratio(%) 13.0 13.0
No. of temporary employees and outsourced employees 21 22
 No. of temporary employees and outsourced employees (male) 4 4
No. of temporary employees and outsourced employees (female) 17 18
No. of newly hired employees 15 19
No. of newly hired employees (male) 8 14
Male newly hired employees ratio(%) 53.3 73.7
No. of newly hired employees (Female) 7 5
Female newly hired employees ratio(%) 46.7 26.3
Average length of service (year) 5.3 5.3
 Average length of service (male)(year) 5.3 5.5
 Average length of service (female)(year) 5.5 5.1
Average salary (thousand yen) 12,052 12,999
 Average salary (male) (thousand yen) 13,586 14,695
 Average salary (female) (thousand yen) 9,097 9,731
No. of employees 65 or older 4 5
No. of non-Japanese employees 0 0
No. of employees with disabilities 2 3
No. of people leaving the company 4 4
Turnover (%) 4.9 4.0
 Manager turnover rate(%) 0.0 0.0
 Turnover rate for non-managerial staff(%) 6.5 5.2
No. of people taking childcare leave 1 4
No. of people taking childcare leave (male) 1 0
No. of people taking childcare leave (female) - 4
Childcare leave acquisition rate(%) 25.0 44.4
Childcare leave acquisition rate (male) (%) 25.0 0
Childcare leave acquisition rate (female) (%) - 100.0
No. of employees returning to work after childcare leave 3
No. of employees returning to work after childcare leave (male) 1
No. of employees returning to work after childcare leave (female) 2
Return-to-work rate of childcare leave users (%) 100.0
Return-to-work rate of childcare leave users (male) (%) 100.0
Return-to-work rate of childcare leave users (female) (%) 100.0
No. of people taking nursing care leave 0 0
Average number of paid vacation days taken 12.6 10.6
Annual paid leave usage rate (%) 57.5 65.6
Monthly average overtime hours (hours) 8.2 12.4
Training hours per employee (hours) 3.8 13
Human resources development cost amount (Ten thousand yen) 945 1,368
No. of qualified persons 148 184
No. of support cases for obtaining qualifications 13 27
No. of support cases for maintaining qualifications 60 41
No. of people fired 0 0
No. of people laid off due to M&A 0 0
No. of strikes 0 0
Stress check consultation rate(%) 88.5 86.6
Health checkup/Comprehensive medical checkup participation rate(%) 100.0 100.0
Occupational accident frequency rate(%) 0.0 0.0