KPI and Achievement KPI and Achievement
As specific initiatives related to the eight identified materiality items, we set evaluation indicators (KPIs), target timing and numerical targets for each fiscal year, and the responsible departments promote these initiatives while the Sustainability Committee, which meets quarterly, monitors their progress.
At the first Sustainability Committee meeting of each fiscal year, we review the results for the previous fiscal year and record the outcome in the evaluation column, and then revise the initiatives for the current fiscal year based on that review. As a result, we have set 21 indicators for FY2025.
(1) Offer rental housing with stable operation
A: Achievement≧95％, B: 75%≦ Achievement <95%, C: Achievement <75%
| Indicator (KPI) | Time of Achievement | Numerical Target | FY2023 | FY2024 | Rating | FY2025 | Rating | Remarks |
|---|---|---|---|---|---|---|---|---|
| Occupancy rate at the end of the fiscal year and average occupancy rate during the fiscal year | Each year | Occupancy rate target: End of FY/Average of FY FY2023: 90.40%/86.56% FY2024: 88.15%/85.64% FY2025: 88.69%/85.82% |
End of FY: 88.03% Average of FY: 85.99% |
End of FY: 87.57% Average of FY: 85.56% |
A | End of FY: 88.78% Average of FY: 85.78% |
A | |
| No. of contracts with foreign national tenants | Each year | No. of individual contracts FY2023: 12,154 FY2024: 12,204 FY2025: 10,914 |
12,204 | 10,914 | B | 13,074 | A | |
| No. of buildings inspected | Each year | FY2025: 34,369 buildings | - | - | - | 34,093 buildings | A | Adopted as a KPI from FY2025 |
(2) Promote real estate tech
A: Achievement≧95％, B: 75%≦ Achievement <95%, C: Achievement <75%
| Indicator (KPI) | Time of Achievement | Numerical Target | FY2023 | FY2024 | Rating | FY2025 | Rating | Remarks |
|---|---|---|---|---|---|---|---|---|
| No. of units with smart locks | Each year | End of March 2024: 240,000 units End of March 2025: 310,000 units End of March 2026: 360,000 units |
Approx. 250,000 units | Approx. 310,000 units | A | Approx. 360,000 units | A |
(3) Work-style reform and HR development
A: Achievement≧95％, B: 75%≦ Achievement <95%, C: Achievement <75%
| Indicator (KPI) | Time of Achievement | Numerical Target | FY2023 | FY2024 | Rating | FY2025 | Rating | Remarks |
|---|---|---|---|---|---|---|---|---|
| Leadership development and succession | Each year | No. of employees who passed promotion qualification exams for managerial positions (non-consolidated) FY2025: 61 |
- | - | - | 65 | A | Adopted as a KPI from FY2025 |
| Strategic acquisition of diverse talent | Each year | New graduate hires joining in 2024: 50 New graduate hires joining in 2025: 100 New graduate hires joining in 2026: 100 |
67 | 138 | A | 111 | A | |
| Mid-career hires in FY2023: 146 Mid-career hires in FY2024: 150 Mid-career hires in FY2025: 200 |
105 | 174 | C | 253 | A | No. of holders of the four major qualifications (non-consolidated) Real Estate Transaction Agents / Rental Housing Managers: 777/ Architects / Construction Management Engineers: 380 |
- | - | - | 572/392 | B | Adopted as a KPI from FY2025 |
| Enhancement of employee engagement | Each year | Employee turnover rate: 5% to 10% | 9.0% | 7.9% | A | 7.1% | A | |
| Career training program participants completing the program: cumulative total of 850 | - | - | - | Cumulative total of 815 | A | Adopted as a KPI from FY2025 | ||
| Engagement score [eNPS]: -53 | - | - | - | -54 | A | Same as above | ||
| Promotion of diversity (D&I) | Each year | Ratio of female managers (non-consolidated): 8.0% | 5.4% | 5.1％ | C | End of FY2025: 5.9％ Beginning of FY2026:7.5% |
B | From FY2025, actual figures are based on values at the beginning of FY2026 |
| Gender pay gap (non-consolidated) Regular employees: 70.0% Non-regular employees: 48.0% Total: 55.0% |
Regular employees: 68.3％ Non-regular employees: 45.0% Total: 50.1% |
Regular employees: 69.0％ Non-regular employees: 47.6％ Total: 50.7% |
B | Regular employees: 69.9％ Non-regular employees: 46.4％ Total: 53.4% |
A | |||
| Promotion of well-being management | Each year | Rate of employees requiring medical institution visits who made such visits: 88% or more | - | - | - | 90.6% | A | Adopted as a KPI from FY2025 |
| Mental health measures Response rate/Alert rate 93%/85% |
- | - | - | 94.4%/86.8% | A | Same as above |
(4) Respect for human rights
A: Achievement≧95％, B: 75%≦ Achievement <95%, C: Achievement <75%
| Indicator (KPI) | Time of Achievement | Numerical Target | FY2023 | FY2024 | Rating | FY2025 | Rating | Remarks |
|---|---|---|---|---|---|---|---|---|
| Training for foreign national caregiving staff (number of sessions conducted) | Each year | FY2023 and FY2024: 12 times FY2025: 45 times |
12 times | 12 times | A | 6 times | C | |
| Employment of persons with disabilities at a special subsidiary | Employment rate: 2.7% | 2.7% | 2.8% | A | 2.5% | B |
(5) Communication with stakeholders
A: Achievement≧95％, B: 75%≦ Achievement <95%, C: Achievement <75%
| Indicator (KPI) | Time of Achievement | Numerical Target | FY2023 | FY2024 | Rating | FY2025 | Rating | Remarks |
|---|---|---|---|---|---|---|---|---|
| Holding owners' briefing sessions | Each year | FY2023: 180 times FY2024: 120 times FY2025: 136 times |
169 times | 141 times | A | 139 times | A | |
| Holding partner contractors' meetings / award ceremonies | Partner contractors' meetings: 15 times Award ceremonies: once |
- | - | - | 10 times/once | C | Adopted as a KPI from FY2025 | |
| Customer satisfaction surveys | Leopalace Leasing: once a year and follow-up on identified issues | Once | Once | A | Once | A | ||
| Plaza Lease Management Guarantee: once a year | Once | - | - | Once | A | No implementation in FY2024 | ||
| Asuka SSI: satisfaction level of 90% or more | 92% | 92% | A | 92% | A | |||
| Dialogue between directors and employees | 20 times | - | - | - | 5 times | C | Adopted as a KPI from FY2025 | |
| Dialogue with institutional investors | FY2023 and FY2024: 100 companies FY2025: 120 companies |
97 companies | 116 companies | A | 138 companies | A |
(6) Ensure the effectiveness of corporate governance
A: Achievement≧95％, B: 75%≦ Achievement <95%, C: Achievement <75%
| Indicator (KPI) | Time of Achievement | Numerical Target | FY2023 | FY2024 | Rating | FY2025 | Rating | Remarks |
|---|---|---|---|---|---|---|---|---|
| Implementation of the Board of Directors' effectiveness evaluation | Each year | Once | - | - | - | Once | A | Adopted as a KPI from FY2025 |
(7) Strengthen compliance
A: Achievement≧95％, B: 75%≦ Achievement <95%, C: Achievement <75%
| Indicator (KPI) | Time of Achievement | Numerical Target | FY2023 | FY2024 | Rating | FY2025 | Rating | Remarks |
|---|---|---|---|---|---|---|---|---|
| Internal reporting | Each year | No. of internal reports received: 85 Awareness of internal reporting: 97% Trust in internal reporting: 75% |
- | - | - | No. received: 67 Awareness: 96% Trust: 77% |
B | Adopted as a KPI from FY2025 |
| Implementation of a compliance awareness survey | Three times | - | - | - | Three times | A | Same as above |
(8) Environmental initiatives
A: Achievement≧95％, B: 75%≦ Achievement <95%, C: Achievement <75%
| Indicator (KPI) | Time of Achievement | Numerical Target | FY2023 | FY2024 | Rating | FY2025 | Rating | Remarks |
|---|---|---|---|---|---|---|---|---|
| Reduction in CO2 emissions (Scope 1 and 2) | FY2030 | Negative 46% against FY2016 Scope 1 and 2 CO2 emissions: 61,854 t-CO2 (FY2016 actual) |
△30.30％ | △13.70％ | - | ＋10.10％ | - | |
| Leopalace Green Energy Project | Each year | Reduction in CO2 emissions FY2023: 40,000 t-CO2 FY2024: No plan FY2025: 110,000 t-CO2 |
3,238 t-CO2 | 54,199 t-CO2 | - | 92,240 t-CO2 | B |
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