Sustainability Management

Based on our belief that sound business management which coexists with society and environment will contribute to enhancement of unitholder’s value in the mid-to-long term, JHRA is working on to enhance sustainability based on our recognitions to the risks and opportunities of Environment, Social, and Governance (ESG). In this effort, JHRA and Japan Hotel REIT Investment Corporation (JHR) have jointly formulated "Sustainability Policy" and are promoting ESG initiatives.

Sustainability Policy

  • 1.  Monitoring and improvement of environmental performance in our portfolio
    We promote monitoring environmental performance such as energy consumption, etc. in our portfolio. Also, we share our goals with hotel lessees and operators, and strive to continuously improve environmental performance through optimizing operations and management as well as through facility renovation, etc. Furthermore, we seek assessment from third parties where appropriate.
    We take environmental risks into consideration to make investment decisions and to monitor operations of our portfolio.
  • 2.  Promotion of comfortable, healthy, secure and safe hotels
    We care safety, health and barrier-free access etc. of our hotels and promote initiatives to have stronger resilience against natural disaster, etc.
    We take safety, health and well-being factors into consideration upon making investment decisions and monitoring operations of hotels in our portfolio.
  • 3.  Promotion of ESG in value chains
    We ask our hotels to understand and to cooperate on sustainability initiatives. At the same time, we promote procurement of products and services with environmental and social considerations.
  • 4.  Consideration for and contribution to local communities
    We strive to contribute to the sustainable development of local community through cooperation with hotel lessees and operators as well as communication and collaboration with local residents and local governments in surrounding communities where hotels are located.
  • 5.  Initiatives for our officers and employees
    We establish work environment that allows diverse ways of working with work-life balance into consideration. We also consistently provide opportunities of professional education and training, with the aim to improve abilities and skills of our employees and raise awareness on sustainability.
  • 6.  Compliance as corporate citizens
    We comply with related laws and regulations as well as social norms, etc. and promote ethical and sincere business activities. Additionally, we strive to reduce governance risks through respecting fundamental human rights at our business and through establishing a proper compliance system.
  • 7.  Improvement of transparency and engagement with our stakeholders
    We disclose financial information as well as ESG related information in a timely and appropriate manner. We will sincerely listen to voices and opinions from our stakeholders through interactive communication, and utilize them to improve our initiatives.

Please see the website below for specific sustainability initiatives at JHRA and JHR.

Initiatives for Employees of JHRA

In order to keep advanced expertise and continue to stably manage assets, JHRA needs to be such a company that quality people with high motivation can achieve their performance on a long-term basis.

We provide officers and employees of JHRA with comfortable and attractive working environment and also consistently provide them with opportunities of professional education and training, in order to help our excellent human resources to keep high motivation to enhance their quality and have incentives to work for mid-to-long term.

  • 1.  Creation of comfortable working environment and work life balance
    We believe that human resources are the most important asset of the company. We are aiming to create environment where employees can work comfortably and peacefully. We implement various initiatives from aspect of health and safety including work life balance, health and labor management, etc. and we also implement initiatives for job satisfaction.
    Basic data of employees (as of the end of the each fiscal year) (*1)
    Item 2015 2016 2017
    Number of employees 28 31 35
    Number of male and female (ratio) Male 22 (79%) 24 (77%) 25 (71%)
    Female 6 (21%) 7 (23%) 10 (29%)
    Average length of service 3 years and
    8 months
    4 years and
    1 month
    4 years and
    3 months
    Rate of used portion of paid vacation (*2) 70% 83% 79%
    Number of seconded staff from sponsor 0 0 0
    (*1) Employees include a director who concurrently serves as an employee.
    (*2) Employees who were hired during the fiscal year are not included.
  • 2.  Consideration of human rights, diversity and equal opportunities
    We have stipulated in-corporate codes to prohibit discrimination by race, region, gender, age, origin, nationality and others.
  • 3.  Development of human resources (development of expert abilities)
    In order to develop human resources, in principle, we bear all costs for employees, mainly in Asset Management and Investment division, to acquire certifications related to our business such as "ARES Certificated Master" (educational program that systematically teaches practical expertise and know-how in the fields of real estate and finance) and "Official Real Estate Consulting Master", as well as all cost to participate in training or seminars related to our business.

    Number of officers and employees who hold professional licenses (*1)
    • Real Estate Broker: 17
    • Real Estate Appraiser: 2
    • Class-1 Architect: 2
    • Certificated Building Administrator: 3
    • Real Estate Consulting Master: 4
    • ARES Certified Master: 6
    • United States Certified Public Accountant (USCPA): 2
  • (*1) As of the end of June, 2018
  • 4.  Development of human resources (development of general abilities)
    We support costs for self-development by employees through "Cafeteria Plan" program in order to support their efforts to acquire certificates and to advance their skills, even if such self-developments are not directly related to our business.
  • 5.  Evaluation and feedback
    We have established a system for communication between superiors and subordinates regarding result of evaluation and goal setting within performance evaluation process at end of the fiscal year through conducting interviews for feedback of evaluation and goal setting for next fiscal year.
  • 6.  Employee satisfaction
    We conduct employee satisfaction survey as part of initiatives for establishment of favorable relationship with employees and the company. As well as we carry out improvement measures based on the survey result, we aim to make the company a better place by having more meaningful interactive communication between management members and employees including utilizing improvement ideas from employees' workshop.
  • 7.  Benefits program and employee unit-ownership plan
    In addition to social security benefit, we provide income support for disability as well as support for cost of medical examination, etc. We also provide assist for costs for education program for self-development without condition to acquire certificates.
    In addition to defined benefit pension plan, we introduced defined contribution pension plan (401k) and other measures to support asset buildup in the future and to fulfill livelihood after retirement.
    Furthermore, we allow our employees to own units of JHR, which we entrusted its asset management, and let officers and employees to have their motivation to enhance unitholders' values for mid-to-long term from the same standpoint of unitholders while paying careful attention to insider information. We support the program through Nippon Individual Saving Account program in workplace which JHRA contributes certain incentives in addition to funding by individual employees.

    Other examples of welfare systems
    • Sick leave (separate from paid vacation)
    • Child-care leave
    • Care leave
    • Leave for nursing children
    • Leave for family care
    • Shortened work hours for child-care
    • Award system for long-service
    • Congratulatory or condolence payments system
    • Welfare service

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