Masaya Saito

Joined the Company in 2020. Senior Staff, Information Systems Department. In charge of report output in the Elderly Care Business, development and maintenance of solar energy management systems, etc. Obtained qualifications including asbestos specialist and surveyor while engaged in parting wall support work.

Tae Maruyama

Joined the Company in 2024. Engages in office counter work and telephone service at the Funabashi No. 2 Branch of the Property Management Department. Studied English and cross-cultural communication at university.

Mai Shibata

Joined the Company in 2015. Senior Staff, Web Marketing Section, Property Management Sales Promotion Department. Achievements include renewal of the leasing website, identification and improvement of issues related to risk of opportunity loss in the leasing domain, and proposal of measures to enhance customer satisfaction.

Tomonori Kamochi

Joined the Company in 2009. Assistant Manager, Tokyo Branch, Wealth Management Department. Serves as point of contact for property owners in contract renewal and negotiation. Has achieved the No. 1 sales performance position nationwide.

Changing the Company and ourselves following the discovery of construction defects problem

Shibata
I have the impression of our company as a vibrant one before construction defects problem was discovered in 2018. When the discovery came to light, around a thousand employees chose voluntary retirement. Colleagues I was close to and senior employees I respected all left. A number of ongoing initiatives suddenly evaporated, and planning work also was reduced due to of cost reduction. There was a heavy atmosphere hanging over the Company.
Kamochi
I was in a supporting sales role, involved in progress management for design and construction and rebuilding proposals for apartment building owners. However, trust in the Company dropped following discovery of the construction defects problem. Owners began directing harsh feedback to us, and a number of contracts went canceled. With the subsequent suspension of construction contracting business, employees' motivation declined even more and an atmosphere of distrust of our company spread wider.
Shibata
In my third year after joining Leopalace21, I enjoyed my job and my workplace too. Yet I always felt unease over whether I should continue to trust and work for our company. I was torn between the desire to stay and the thought that I'd be better off making a move.
Saito
I joined Leopalace21 in 2020. After joining the Company, my initial impression was that a lot of employees hung their heads out of poor motivation. Although I of course knew about the construction defects problem, it seemed to cast an even greater shadow within the Company than I'd thought. Having joined in search of a more rewarding information systems job, I felt quite a gap between our company and myself.
Kamochi
I don't think that things were all bad, though. When the construction defects problem came to light, that also generated momentum for reforming existing problems. The Company undertook reforms of its compliance system and enacted anti-harassment measures. It also conducted regular questionnaire surveys to raise awareness among employees, and employees across the Company began tackling work in compliance with laws and regulations. All of which is natural, of course. The atmosphere within the Company seems to have begun gradually changing around that time.
Shibata
To be sure, talk focused on nothing but numbers has faded away. I think that a movement to transform our company's culture came about naturally in response to the problem. I myself started to think about things from a number of angles, including what the work I engage in means to our company, and how cost-effective it is.
Kamochi
The way that every employee tackles work has changed, and awareness of work styles has also heightened. I myself realized that I'd been acting with only improvement of my sales results in mind, rather than improvement of our company, and I felt that I couldn't go on like that.
Maruyama
I joined the Company out of university in 2024, and so don't know what conditions were like at the time the problem was uncovered. However, the way that the management team sincerely explained the construction defects problem in briefings and interviews, without hiding things, made a positive impression on me. That was a major factor behind my decision to join the Company.

The start of "employee-centered" set everyone in a positive direction

Kamochi
Last year, the Company made a shift in focus from "company-centered" to "employee-centered." What sort of impression did that make on you?
Maruyama
I was glad that the president shared those words.
Saito
The Company is making serious efforts to change. That is, it has to change. I could feel that resolution and strong intent. I began to see our company's stance of valuing employees, and I can now feel it all the more.
Kamochi
I , too, felt that the "employee-centered" focus that Mr. Saito spoke of carries a meaning of valuing employees.
Shibata
The Company's HR system and salary structure have undergone changes, and employee benefit programs have been enhanced. In that sense, I feel that our company is working to make changes.
Kamochi
"Employee-centered" delivers a very strong message, doesn't it. Just doing what you're told does not satisfy the conditions of "employee-centered" mindset. It requires employees to think and take action on their own to set the ball rolling. If each of over 3,000 employees share the same mindset, it will surely improve the Company. That's what I thought.
Saito
As a part of the rebranding project to repair relationships with owners, tenants, business partners, shareholders, and other stakeholders who were affected by the construction defects problem and to make changes to the Company, there was a call for members of the project to formulate the Company's new Mission, Vision, Values, and Credo (MVVC).
Kamochi
When I heard about that, I volunteered right away. I was convinced that if I took the lead in participating and communicated the project's activities and ideas to my colleagues, things around me would improve.
Shibata
As a part of the marketing team, the possibility to be involved in rebranding appealed strongly to me. I was busy with regular work, though, so I initially thought it would be hard to join in. But then I imagined the outcome of not doing so. When I later saw MVVC, I would end up treating it like someone else's problem. I wanted to be involved, including in how the new MVVC would be incorporated, so that those who weren't able to participate could understand MVVC and make it a part of their own.
Saito
The Company is trying to cheer up the employees and make their chin up. I volunteered myself as a candidate in the thought that I needed to take the helm myself. Since the call for participants was cross-departmental, I also thought that the opportunity to connect with people I don't have contact with in work would be a big positive point for me. I was busy with work as well, but thought I'd give it a try. I have a strong drive to take on challenges, haha.
Maruyama
I usually deal with customers at the sales office counter and by phone. I wanted to gain a deeper understanding of the Company, not only of my own work, so I offered myself as a project member.
Kamochi
When the project started, I remember a lot of employees reported they were excited about rebuilding the Company by themselves. I joined Leopalace21 because the philosophy that the Company put up made me excited. I was able to remember that feeling I had back then, of being enthusiastic about doing my best to make the Company better.
Shibata
I had that enthusiasm, too. We, too, can finally embark on the next step. I felt a hope for the future.

A path toward changing the awareness of all employees has emerged

Kamochi
Changing the Company requires that people first need to take ownership for the things. As is the case for any job, people have to think on their own about what to do, and move forward from there. "Employee-centered" means that each one of us undertakes responsible action.
Maruyama
My thinking is the same. Having employees in the center of the Company activities doesn't mean that they can do whatever they like. Rather it entails great responsibility. I think employees will have to be ready to take on that responsibility.
Kamochi
It's important that they have an awareness that you are regarded as representing the Company.
Shibata
In my regular work, too, I'm conscious of communicating my opinions without ignoring questions or concerns that I have. If you let things go without comment in the belief that someone will notice what you're thinking, that will just come around to bite you. It may be difficult to speak up when you're not confident in your own opinion, but it's best to consult with supervisors, senior employees, or other people early on. Relying on such people leads to better relationships and a higher level of work. Over time, this builds personal confidence, I believe.
Maruyama
I agree. In any work, connecting with people and actively communicating are vital things. I want to engage in work that gives wholehearted support to employees, but I still have my hands full with my own matters. From here on out, I hope to tackle areas like that.
Shibata
As discussions moved forward in the project, I noticed that my thinking tends to skew toward the Leasing Business in which I work. The ideas of people who frequently interact with property owners reflected perspectives different from my own, which seemed really fresh to me. Taking that realization as my starting point, I think I was able to take part in formulating MVVC from a broader point of view.
Kamochi
Listening to people's thoughts invites a lot of insights, so I think participating in the project was really a good experience.
Shibata
Another good thing is that my involvement increased the number of people I know in the Company. This makes it easier to discuss things with others, and I've also received a lot of requests to talk about things. The project offered a good opportunity to broaden my scope of communication within the Company, I think. From here on out, I'd like to take the project beyond its framework and make it an opportunity for Company-wide communication.
Saito
Right. In order to make this a project that changes people's awareness, we have to expand the circle of communication. Without goals, motivation won't grow and even "employee-centered" can be a difficult thing to envision. With this project, however, a path has been developed. When members then go back to their departments, communicate information about MVVC, and make an effort of getting others involved, people's awareness will change. Also important, I think, is that we continually provide updates in order to share our current status and share where each of us is right now.

Building our own future through discussions without holding back

Kamochi
Every other week, over a dozen members from different departments and positions gathered for discussions on what actions we should take to arrive at the Company's ideal state. Everyone took part while also performing their normal jobs, so managing time was difficult.
Shibata
In addition to three-hour-long meetings every time, there were assignments that required time to consider and organize the thoughts. Every day I worried about the progress of my job and of the project.
Saito
The assignments included difficult matters that required a lot of research. They took a long time to finish.
Maruyama
I also had a lot of things to learn for work, so there were times when I worried over the difficulty of balancing the two. While participating in the project, though, I felt like I was in a different world, which motivated me on the job every day. It provided me an opportunity to appreciate the Company all over again, so I'm glad I volunteered to take part.
Shibata
It was the same with me. In thinking about the Company's future in terms of MVVC, I had feelings of anxiety over whether my opinions would be reflected, as well as a sense of expectation. I think people found a lot of joy in the process of all members giving shape to things little by little.
Saito
Not holding back out of deference to others was the rule in meetings. At times opinions clashed, while at other times things went smoothly. I was able to take in all kinds of opinions that I think I'll be able to put to use in work.
Shibata
Exchanging ideas while respecting each other's opinions boosted camaraderie during the project and made it a valuable forum for discussion, I think. I didn't want to regret a failure to speak up at moments when I should have, so I stated my opinions without holding back.
Kamochi
I think that every member, like Ms. Shibata, undertook the project seriously.
Maruyama
I really appreciated that every opinion, even from employees like me who came to join the Company just recently, were respectfully taken up and considered in the group.
Shibata
All of the members shared the understanding that Leopalace21 is a company that emphasizes the creation of new value and takes on new challenges. In the task of determining MVVC, I could see that everyone was aligned in the same direction.
Saito
I haven't been with our company long, so the opportunity to learn about its strengths was a major gain for me. What I felt great was the way that, even when opinions clashed in the creation of MVVC, in the end we completed something that everyone could agree on.
Kamochi
With our new Mission, Vision, Values, and Credo finally in place, there's a great sense of accomplishment in having completed the task.

Making Leopalace21 a company that employees can proudly call great

Saito
We've set out a path for the newly reborn Leopalace21, but we're only now starting down that path. To instill it throughout the Company, the project members have to first return to their departments and get people there involved. To spread the concepts, the members will themselves create examples of MVVC and get their colleagues including their junior and senior employees to take up the challenge. We should also create opportunities to operate the MVVC cycle among business units and throughout the Company. I think we bear a heavy responsibility.
Maruyama
In my first year after graduating from university, the project offered me a great experience in communicating with people I would not normally be involved with, and in seeing Leopalace21 from a vantage point different from my everyday work. When I learned that there are people who are filled with enthusiasm and who like the Company so much, I knew that I also wanted to do my best work here. I'll be transferred to a new department in April, but I look forward to sincerely addressing owners, tenants, and all stakeholders and to enjoying my work. Senior employees, fellow new hires and fresh graduate hires will be joining, so I intend to value communiction with my colleagues.
Shibata
By taking part in the project and seeing my opinions reflected in the Company's goals, I believe that my awareness and sense of responsibility as a member of our company have grown all the more. I hope to expand such opportunities to colleagues and junior employees who are in a position like mine. I first want to create opportunities to realize the goals of "employee-centered" and "employees will create the new Leopalace21," always striving to serve as a model for others.
Kamochi
Marcus Aurelius Antoninus, the 16th emperor of Rome, said, "For the stone which has been thrown up it is no evil to come down, nor indeed any good to have been carried up." The meaning is that, whether you go up or go down, what is important is facing up to the challenges at hand and taking responsible action. Since the time that I joined the Company, it has repeatedly risen and fallen, and is now rising again. In this rising state, it's vital that people think and act on their own, not merely do their jobs. In particular, if every employee acts with Code of Conduct indicated in our Credo at heart, Leopalace21 should become a great company. Although we're only at the starting point now, the day will surely come when we can all say that Leopalace21 is a great company. Let's first stand at the forefront in taking responsible action.

Employees' departments and positions are
current as of March 31, 2025.

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