Message from the Top Management

The Company established in 2014 the Diversity Promotion Office, then called the Work-Life Balance Promotion Office, and reinforced its preparation for making the workplace more flexible and more employee-friendly by introducing special incentive leave for refreshment, granting annual paid leave by the hour, and adoption of teleworking.

As a result, we successfully reduced the overtime per employee from 27.8 hours in 2014 to 11.4 hours in 2020 whereas increased the rate of taking annual paid holiday from 33% in 2014 to 90.5% in 2020, an improvement of health conditions of the workplace.

We are actively promoting the activities by diverse manpower resources in such ways as providing career development training especially for female employees, introducing support system for work and housework in child raising and looking after elderly, and organizing diversity forums with the theme of supporting the disabled or LGBT employees in the workplace. We believe it is useful for each employee to acknowledge their capabilities and develop them further as an innovator.

Bunya Miyao President and CEO

We believe promoting diversity at Leopalace21 corresponds the UN's SDGs and adopted as one of the critical indicators for ESG activities. It also coincides with the phrase of 'For society as a whole' in the Mission Statement. We will continue to make further efforts in achieving sustainable growth and contribute to the resolution of social challenges.

Bunya Miyao
President and CEO

Leopalace21 Achievement to Support the Diverse Requirements for Human Resources Management

Mid-career hiring results based on the Labor Measures Comprehensive Promotion Act

  FY19/3 FY20/3 FY21/3
Ratio of mid-career hires out of total hires 61.5% 68.5% 94.2%
  • (published in July 2021)

The Company has shifted its hiring policy and put higher weight on mid-career hiring compared with new-graduate hiring because of the change in the business portfolio.
The mid-career hiring helps to increase the diversity of members in the organization and foster the innovation by mixing and matching various ideas, knowledge and skills.

Promotion of working-style reforms

  Activities Time of start Content
Working-style reforms Staggered working hours Jul 2011 The starting time could be adjusted by a unit of 15 minutes against the normal 9 am till 6 pm depending on place of work, type of work, and job.
Regular visit to offices to check work practices Jan 2014 Pay a regular visit to the offices and survey actual work conditions in the field. Look into the adherence to compliance policy and long overtime work through interviews with the employees, and give corrective guidance for improvement, if any. Periodically undertake inspection with no advance notice for reality check about overtime without pay.
Monitoring of working hours Prepare a monthly list of the long overtime workers to share it with their supervisors and ask them to reconsider the job assignment and other measures to prevent legal violation and health damages.
Training through e-learning Apr 2014 Provision of knowledge about the basics of the Labor Standard Act, adherence to the overtime agreement between the company and the representative of the employees, key points in work management, as well as lately enforced Act on Promotion of Women's Participation and Advancement in the Workplace, as well as Act on Childcare Leave, Caregiver Leave and other related information.
Training on work-life balance and workforce management Dec 2014 Provide all the employees with periodic training about basics of work-life balance, compliance with Labor Standards Act and other related laws and regulation, and proper working time management method for overtime work.
Planned annual leave and leave for refreshment Apr 2015 Made it a rule to encourage employees to plan at the beginning of the fiscal year 5-day holidays in both summer and winter; and 3-day holiday which can be taken any time of the year to make a long weekend or even longer holiday. It is to attain the paid holiday use ratio of 70%.
Formulated work-life balance policy (Slim work - Innovation activities) May 2015 Enlightened employees about working-style reforms by establishing the principles of conduct and disseminating them by poster displays and intranet posting to promote ideas such as avoiding too much task individualization, scheduling no meetings out of business hours, employing PDCA cycle for progressing working-style reforms. Each business division sets the guidelines for working-style changes to agree on concerted campaign of no overtime days and others.
Conduct awareness survey on work-life balance Once a year since 2015 A yearly anonymous awareness survey covers six categories including efficiency of work, workplace environment, and leave of absence systems. The responses are collected and analyzed for devising and implementing improvement measures.
Extension of teleworking eligibility Jun 2018 Extended eligibility for those who do not have such particular reasons as child raising or nursing care but who aim to improve productivity. Such teleworkers should be able to perform their duties without close supervision and achieve equivalent level of outcomes compared to that attained in their usual workplaces. In principle teleworking is allowed up to eight days per month. The teleworking cases are posted on Intranet including the cases which confirmed successful productivity increase.
Interval between the duties control, an indicator for health and productivity management Sep 2018 Adopted an interval between the duties as a healthcare management indicator for all employees. In case somebody's interval record exceeds 10 days a month against the minimum threshold of 11 hours, the Company recommends him or her to consult a doctor if they so wish.

Support for balance of work and childcare/nursing care

  Activities Time of start Content
General Support Leave of absence for the unit of half a day Jul 2013 Half a day leave is allowable between first 4-hour half after the opening time and second 4-hour half before the closing time.
Leave of absence entitlement for nursing care Apr 2015 Employees are entitled to 10 days of leave which is more generous than the statutory requirement, out of which 5 days are paid leaves. In case employees need to take care of two or more persons, the entitlement becomes 15 days. The leave system became more flexible from October 2017 as a leave of absence can be taken on an hourly basis.
Set up telephone support service related to work and life Apr 2016 Established consultation service balancing work and life in the events such as pregnancy, child-raising, nursing care, and relocation of spouse
Annual paid leave of absence in the unit of hour The employees can take up to 5 days of yearly entitlement on an hourly basis.
Teleworking such as work from home and mobile work for those who work shorter hours due to childcare and nursing care May 2016 Way of working enabled by ICT without location and time constraint.
Prepared and distributed a reference material of "Guide on balancing work and childcare/nursing care as a supervisor and as a subordinate" Jul 2017 The brochure contains the explanation on the policies and rules as well as tips related to pregnancy, birth, childcare, nursing care and articles interviewing employees who have those experiences. The brochure is intended to be used as a guide to those who faces such events and as a reference material to make the managers and colleagues to be better informed and prepared for what could happen in such situations.
Accumulated paid holiday (life support holiday) Apr 2020 A part of unused holiday entitlement for the second year can be accumulated and used only for the purpose of the recovery from own injuries and illness and for caregiving to family members in an attempt to support the employees for the balance of work and child care and nursing care as well as own injuries and illness.
Childcare Allowable period for shorter work entitlement due to childcare Apr 2015 Shorter work is allowable up to the point when a child finishes the third grade of a primary school.
Introduction of management tool, Harmony, for those who are on administrative leave Nov 2015 Opened a website called Harmony to help managers and HR communicate with employees on administrative leave. Harmony enables information provision and e-mail exchange with employees on administrative leave so that they feel less anxious up to returning to work and avoid procedural mishandling.
Special extension measure of childcare leaves Jul 2016 If a child cannot be admitted to a nursery center during childcare leave period which is more generous than the statutory allowance, the leave period may be extended to the day before the child's third birthday.
Extension of childcare leave period due to gradual entry into nursery school When taking a childcare leave, the leave period can be extended by 1 month for gradual entry into nursery school.
Nursery allowance for shorter-hour workers in case they do overtime work In case a shorter-hour worker needs to pay additional nursery fee because of the overtime work, the Company pays allowance up to 10,000 yen per month.
Meeting with the managers for those who take childcare leave prior to their return to work A worker who returns to work after taking childcare leave may meet his or her manager to reduce their anxiousness and to confirm the job or the way of working if they so wish prior to return.
Held "THE DANKAI," a roundtable discussion by working mothers Mar 2018 Held a roundtable discussion on the theme of working mothers and posted it on the intranet; invited female workers who got married and gave birth to a child to talk about their experiences and by doing so to create an environment in which female workers feel assured that they continue to work even after such life events.
Caregiving Organized seminars which provide tips to balance work and nursing care Dec 2017 On top of providing information on the public and internal caregiving programs which is necessary to learn for balancing work and nursing care, and thus making mental preparedness in advance, the audience, including their managers, should be familiar with the managers' support methods to their subordinates when they face the need of giving nursing care. This should be a good opportunity to view nursing care as own issue and prepare for it in advance. Held 15 times, at 7 locations in Japan as of April 2019.
Held a series of "THE DANKAI," roundtable discussion on nursing care Held a roundtable discussion on the theme of nursing care and posted it on the intranet; interviewed employees to collect concerns, issues, and improvement measures in the workplace environment as an opportunity to devise new measures to support a work-life balance in the future.
Introduce "Know better caregiving Biz," a helpful care-related consultation service Jul 2018 Introduced "Know better caregiving Biz" as a helpful care-related service for consulting about their concerns related to caregiving. The service is available for employees, employees' spouses and family members within the second degree of kinship. The aim is to understand the mechanism of insurance of the elderly care at an early stage and to reduce anxiety about the future as much as possible.
Paternity leave Promoted male employees' taking paternity leaves Nov 2016 President & CEO notified all employees of promoting male employees' childcare leave. General Managers to send an e-mail message to urge a male employee with his spouse expecting a baby and his supervisor to consider taking a paternity leave.
Organize "THE DANKAI," a roundtable discussion between male employees who took paternity leaves and their supervisors who are sympathetic and supportive to their subordinates for raising children. Jun 2017 Organized roundtable discussions with a theme of promoting male employees' paternity leaves and posted it on the intranet; invited participants of male employees who took paternity leaves and their supervisors. The objective is to listen to the experienced benefits for any improvement and to further cultivate the workplace culture.
Registration program for employees' to share their pregnancy with supervisors Sep 2017 The program is in place which enables the registrant employees and their supervisors to receive notification about the details of parental leave policy. Early registration allows the workplace colleagues to prepare well in advance and the registrant employees to take leaves immediately after childbirth.

Diversity promotion in terms of equitable participation in performing duties by female employees, disabled employees, foreign national employees, LGBT employees and senior aged employees

  Activities Time of start Content
General Support Rejoining program Nov 2011 The program allow ex-employee to rejoin the Company as a regular worker, a contracted worker or a part-time worker, who resigned from the previous job due to a life event.
Organization of diversity forum Dec 2015 Organize every 6 months an event with a theme of CSR including assisting female employees to build their careers, nursing care for elderly family members, with an aim to enlighten the target audience. As of April 2019, we had a total of 13 forums, 7 times in Tokyo and 6 times in Osaka.
Promoting active roles for female employees Introduction of female employee's role model Dec 2013 Selected various female employees in non-managerial positions and in management level who work shorter hours due to childcare and posted interview articles on the intranet.
Held "THE DANKAI," a roundtable discussion on the theme of supporting the success of female employees in the workplace Feb 2015 Held a periodic discussion on the theme of supporting the success of female employees in the respective workplace for posting on the intranet. It is intended to use as an opportunity to help exchange worries and issues between the participants and for a facilitator to obtain useful ideas for improving work environment.
Organized the inter-industry exchange meeting Dec 2015 Organized exchange meetings on the theme of supporting the success of female employees to establish the human network with other companies on the layers of management, human resources and diversity promotion group. Held twice with 18 companies at a time, namely 36 companies in total as of April, 2019.
Conducted training on supporting the success of female employees Aug 2016
  • - Provided managers a set of training to raise their understanding on developing female employees.
    1,182 managers participated in total for 40 sessions as of April 2019.
  • - Provided female leaders, just a step away from becoming managers, and female middle-level employees to increase their awareness of building successful careers in the corporate environment.
    314 leaders in total attended at the 9 sessions and 575 middle-level employees in total participated in 26 sessions as of April 2019.
Attitude survey on female employees' career success Jan 2019 Conducted attitude survey on all the employees to grasp the employees' current perception, issues and reasons behind the issues and prepare the action plans to promote the female employees' career success in the future.
Implementation of life plan training Conducted training on building effective life plan for female employees by increasing female employees' awareness toward their health issues to continue to work.
Production of a handbook to retain the disabled employees and posting on the intranet Mar 2018 Produced the handbook for the managers to make the better workplace environment for the disabled employees and posted it on the intranet.
Follow-up interviews for the disabled employees To help the disabled employees to perform their abilities in the workplace, HR interviews them to know their level of satisfaction at the time of 1 month and 6 months after they come on board.
Attitude survey for the disabled employees Jul 2018 Conducted the survey for the disabled employees to reflect their opinions on the measures to improve the work environment.
Held "THE DANKAI," a roundtable discussion by inviting the disabled employees Sep 2018 Held a roundtable discussion on the theme of promoting active roles for the disabled employees and posted it on the intranet; interviewed several disabled employees to know their current conditions in the workplace and level of job satisfaction as well as issues to tackle so that the Company can utilize the feedbacks in preparing assistance program and fostering corporate culture.
Global talents Survey for foreign national employees Nov 2018 Conducted attitude survey for the foreign national employees with an aim of preparing work conditions better suit them going forward.
Held "THE DANKAI," a roundtable discussion by inviting the foreign national employees Dec 2018 Held a roundtable discussion on the theme of promoting active roles for the foreign national employees and posted it on the intranet; interviewed several foreign national employees to know their current conditions in the workplace and level of job satisfaction as well as issues to tackle so that the Company can utilize the feedbacks in preparing assistance program and fostering corporate culture.
LGBT Enlightened all staff by issuing internal communication about the basics of LGBT May 2018 Posted articles on the Intranet which discussed "What does LGBT mean? To have correct understanding is a good start" and "Outing would be considered an act of harassment."
Eliminated gender information column in the job application form Eliminated gender information column in the job application form downloadable from the Company website.
e-Learning training program about LGBT Jun 2018 Conducted e-Learning training program about knowledge of LGBT for all employees.
Internal forum with an LGBT speaker Dec 2018 Invited an LGBT speaker to an internal forum to talk about the ways how to prepare LGBT-friendly work environment.

Award and Certification

Selected as a Nadeshiko brand

Ministry of Economy, Trade and Industry and Tokyo Stock Exchange jointly select and promote the names of the companies as Nadeshiko securities to encourage the companies which promote improving workplace conditions for female workers and offering them more opportunities. Leopalace21 was awarded quasi-Nadeshiko brand in 2017.

Selected as a Nadeshiko brand

Obtained Kurumin and Platinum Kurumin certificate

Ministry of Health, Labour and Welfare administers certification in accordance with Act on Advancement of Measures to Support Raising Next-Generation Children. Leopalace21 obtained the status of Kurumin company which cares child raising in 2012, 2015 and 2017 as a result of our attempt in balancing work and childrearing through reducing overtime work.
The certificate was upgraded to Platinum Kurumin in October 2017 to award Leopalace21's further involvement in advanced level of support to the female workers.

Obtained Kurumin and Platinum Kurumin certificate

Health and Productivity--White 500 Top Companies

Ministry of Economy, Trade and Industry and Nippon Kenko Kaigi, or an assembly of health promotion organizations jointly praise good-performing large and medium to small companies which supports employees' health management in accordance with addressing regional health issues and promoting health-related measures.

Health and Productivity--White 500 Top Companies

Joining a coalition of companies which promote developing their managers to support their subordinates from work-life balance angles

Leopalace21 joined in March 2017 the coalition of companies organized by Fathering Japan, an incorporated non-profit organization, which is a network of the companies in developing managers who support their subordinates in the workplace from work-life balance viewpoint as well as demonstrating good performance on their own as a leader and enjoy both work and life elements.

Joining a coalition of companies which promote developing their managers to support their subordinates from work-life balance angles

Obtained a prize of encouragement organized by Japan Telework Association

Leopalace21 received the award in January 2018 with its efforts being recognized to promote workers in various conditions to demonstrate their full potentials in the society.

Selected to be one of the 100+ pioneering companies which utilize teleworking

Ministry of Internal Affairs and Communications organized a selection of 100+ pioneering companies in teleworking in the fiscal year 2018 and Leopalace21 was selected as one of such companies which introduced and promoting teleworking. The Ministry has been selecting and publishing telework pioneering companies since the fiscal year 2015 and has made recognition of the companies with proven track records.

Selected to be one of the 100+ pioneering companies which utilize teleworking

Won the Bronze award for Pride indexes 2020

Bronze award was given to Leopalace21 for two years in a row by "work with Pride," a voluntary organization in light of good practices in LGBT against the established indexes. We are working to further enlightening employees for better understanding of LGBT and contribute to the society through preparing the workplace for diverse human resources to fully perform their potentials.

Won the Bronze award for Pride indexes 2020


Employee Composition (non-consolidated)

  FY19/3 FY20/3 FY21/3
Total Male Female Total Male Female Total Male Female
No. of employees 6,331 4,395 1,936 5,814 4,035 1,779 4,169 2,671 1,498
  Regular employees 5,833 4,142 1,691 5,461 3,830 1,631 3,864 2,499 1,365
  Temporary hires 498 253 245 353 205 148 305 172 133
Average age 37y7m 38y7m 35y2m 38y8m 39y3m 36y4m 39y0m 40y0m 37y3m
Average cumulatve years of service 9y7m 10y10m 6y7m 10y6m 11y10m 7y6m 10y6m 12y0m 7y10m

Work-life balance (non-consolidated)

  FY19/3 FY20/3 FY21/3
Total Male Female Total Male Female Total Male Female
Total no. of working hours per month 173 166.3 160.3
Overtime work hours per month 15 13.3 11.4
Percentage of overtime work exceeding 60 hours a month 0.0% 0.0% 0.0%
No. of employees with reduced working hours 199 11 188 277 15 262 216 3 213
No. of employees on childcare leave 238 55 183 268 37 231 246 47 199
Percentage of employees takeing childcare leave 23.7% 97.8% 24.4% 96.5% 39.2% 100%
Average no. of days for childcare leave (days) 18.1 423.6 15 431.3 98.7 439.7
Percentage of using paid leave usage 76.8% 74.4% 82.6% 84.3% 83.1% 87.1% 90.5% 92.4% 86.1%
Average no. of days for paid leave 13.9 13.8 14.2 16 16 15.9 20.0 21.5 16.9
Rate of workforce turnover 8.6% 7.2% 12.0% 12.4% 11.2% 15.1% 31.4% 35.9% 20.8%
Ratio of new graduate hires 19.1% 18.2% 20.3% 22.1% 17.3% 28.3% 16.7% 18.2% 14.3%

Diversity (consolidated excl. Guam Resort, non-consolidated plus Leopalace Smile Co., Ltd. for employment of disabled people)

  FY19/3 FY20/3 FY21/3
Total Male Female Total Male Female Total Male Female
No. of disabled employees(annual average) 161.9 154 107.9
Ratio of disabled employees(annual average rate) 2.23% 2.26% 2.33%
No. of employees re-employed after reaching mandatory retirement age 31 24 7 21 17 4 22 15 7
No. of foreign national staff 351 144 207 366 143 203 218 89 129
No. of foreign national managers 25 20 5 26 20 6 22 16 6
No. of new hires 725 336 389 523 229 294 329 149 180
Male / female ratio of new hires 100% 46.3% 53.7% 100% 44.7% 55.3% 100% 45.3% 54.7%
No. of managers 1,758 1,648 110 1,671 1,549 122 1,061 987 74
Male / female ratio of managers 100% 93.7% 6.3% 100% 92.7% 7.3% 100% 93.0% 7.0%

No. of female leaders by position (non-consolidated)

  FY19/3 FY20/3 FY21/3
Assistant Manager 132 154 164
Manager 100 102 58
Department Manager 2 1 1
Director and Executive Officer 2 2 1

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