Sustainability

Sustainability Policy

Since its founding, the Relo Group has been operating its businesses and expanding its domains under the motto of using its functions to solve problems in society and provide things that would be convenient.

In addition, we have been developing businesses under the partnership management philosophy, in which all employees participate in management as people involved in the business. We have been proactively working to increase employee ownership, including the enhancement of the employee shareholding association, with the goal of the sustainable prosperity of the Group and its employees.

To achieve this, we have continued to provide customers with high-quality services, thereby creating customer satisfaction and impression. This is how we have been striving to achieve prominence and sustainable growth.

We will continue striving to do our very best in every situation and occasion to improve our corporate value. At the same time, we will leverage our functions which will expand as a result of the above efforts to continue operating businesses that are useful to society and people, thus contributing to the establishment of a sustainable society.

<The "3 principles" of the Relo Group>
・With every employee's participation in corporate management, we shall respect each other and together pursue the prosperity of all.
・We shall provide the best possible services to our customers.
・We shall strive to do our very best in every situation and occasion.

At the Relo Group, we started with a mission: Let's solve problems regarding the vacated houses of people who have relocated. We have created business from, and successively solved, the issues faced by the people in charge of personnel and general affairs within companies, people who have relocated, small- and medium-sized enterprises, locally based small- and medium-sized hotels and inns, people who have just relocated overseas and others.

The Story of our Services

As a provider of solutions to the issues faced by society, we will continue to have all our employees work as one to achieve our mission, under the three principles that we have held since our foundation, so that our efforts will lead to the prosperity of all of our stakeholders, including our shareholders, customers, business partners, and employees.

Our Mission and Vision

Solving social issues through the Relo Group's businesses Examples of business activities aimed at resolving social issues 【ESG DATA】
ESG initiatives for the long-term prosperity of the Relo Group
Solving social issues through the Relo Group's businesses

Since our foundation, we at the Relo Group have continued to grow by supporting Japanese companies facing various issues.

Business and Services

The outsourcing service in the fringe benefit field that we provide at the Relo Group helps the employees of companies and their families improve their health, lifestyles, and welfare.
In addition, outsourcing services enable better workstyles by improving business efficiency and contribute to the conservation of energy and the reduction of labor by consolidating operations that exist within the individual companies.

The SDGs that the Relo Group works to help achieve

Of the 17 SDGs, we focus on seven goals that are directly related to the Relo Group's businesses.

Examples of business activities aimed at resolving social issues

The Relo Group has launched a large number of businesses to be a provider of solutions to the problems faced by the general affairs departments of Japanese companies.
Based on our mission, we will continue to provide services which will lead to solutions to the various issues faced by companies.

Our Mission
・In Japan, we act as a solutions provider in the field of corporate fringe benefit, providing client companies with support in their non-core operations.
・We support the global expansion of Japanese companies so that they can perform to their full potential.
・To secure an indispensable presence as Japan approaches a great transformation

Solving social issues through the Relo Group's businesses

CASE 01
Eliminating the gap in fringe benefits between small- and medium-sized enterprises and major companies

<Related SDGs>

●Mid-to-long Term Goals
FY2025/3
Membership: 11 million
We help energize the employees of companies and their families with more than 100,000 options that are diverse, including gourmet restaurants, leisure activities, accommodations, childcare facilities, and relaxation services.

Major companies have benefit programs which enable their employees to use luxury recreation facilities within tourist resorts, sports clubs, and other facilities. However, small- and medium-sized companies (SMEs), which far outnumber the major companies, did not have many benefits enriching the leisure time of their employees and their families. There was a substantial gap between major companies and SMEs.

Can we fill this gap? With this question in mind, we created Japan's first fringe benefit outsourcing service.

At present, we offer more than 100,000 options. They are not limited to common fringe benefits. We also suggest benefit programs needed by society, such as programs that support childcare and nursing care, promote health, or promote mental health care, thus solving fringe benefit issues.

We will continue to expand the fringe benefit programs that are available to the employees of our customer companies and their families that help them balance work and family life, and that support the personal development of employees.

Percentage of SMEs in Japan

Source: Chusho Kigyo Toha? Nippon Kigyo-no 99.7% (What are SMEs? They are 99.7% of Japanese Companies), Nihon Keizai Shimbun, May 20, 2020

CASE 02
Outsourcing leased corporate housing management, which improves productivity

<Related SDGs>

●Mid-to-long Term Goals
FY2025/3
Leased Corporate Housing Management :300,000 units
By fully outsourcing leased corporate housing management operations to us, companies are able to release the people in charge of cumbersome management operations from these duties and improve productivity.

Employee benefits are attracting attention at a time when it is becoming increasingly important for companies to secure human resources amid the ongoing aging of the population.
On the other hand, people in charge of personnel and general affairs within companies are concerned about problems regarding housing-related fringe benefits.
It is of course costly to manage corporate housing. In addition, the workload placed on the people in charge of personnel and general affairs is heavy due to the cumbersome tasks necessary when an employee is transferred or relocates, and this causes serious problems.
In response, we realized a fully outsourced service managing leased corporate housing based on the first subletting scheme in the industry.
On behalf of our corporate customers, we handle matters related to lease contracts with the lessor and attend to employees who reside in the property.
Our support for a company's operations other than its main business enables the people in charge of personnel and general affairs to concentrate on their main businesses, leading to increased productivity.

Estimates and predictions on labor population

Source: Shoshi koureika-de rodoryoku jinko ha 4 wari gen (The Working Population Will Decrease by 40% Due to the Declining Birthrate and the Aging Population), Mizuho Research Institute, May 31, 2017

CASE 03
Facilitating Japanese companies' entry into the global market

<Related SDGs>

●Mid-to-long Term Goals
FY2025/3
Global Relocation Support:10,000 households
We help Japanese companies enter the global market with our outsourcing service that undertakes the procedures necessary for assigning employees overseas.

An increasing number of companies are working to expand their businesses overseas because it is expected that the domestic market will shrink. This trend combined with government moves to support the overseas expansion of Japanese companies through various subsidy programs is accelerating the global expansion of Japanese companies.
However, global expansion involves the relocation of employees outside Japan, which involves more than 100 procedures per employee, including arranging visas, housing and children's schooling in the destination country, and vaccination before traveling to the country.
In more than a few cases, relocation does not go smoothly due to cumbersome procedures or a lack of information about the destination and in many cases employees and their families experience anxiety leaving Japan.
We confronted these issues that have been reported by people in charge of personnel and general affairs within companies. As a result, we created a service that enables the provision of comprehensive support before an employee is relocated, while they are working overseas, and when they are returning to Japan.
Instead of providing support only for relocation procedures, we have established a system that handles personal questions and anxieties, including providing information about the security of the destination country and information about shops which offer Japanese food.
We will continue to support people and companies working in many countries, thus contributing to the global expansion of Japanese companies.

Changes in the number of people living overseas long term

Source: Statistical Survey on Japanese Nationals Overseas, Ministry of Foreign Affairs, October 1, 2019

CASE 04
Regional revitalization through the rehabilitation of hotels and inns

<Related SDGs>

We are addressing the financial difficulties and succession problems faced by small- and medium-sized hotels and inns in rural regions to help revitalize these regions.

These hotels and inns face many different problems, including a shortage of successors, aging facilities, poor readiness for information technologies and difficulties hiring and retaining human resources. They are obviously becoming less competitive due to lower profitability compared to large-scale facilities.The bankruptcy of a small- or medium-sized inn or hotel decreases the number of overnight accommodations and the attractiveness of tourist destinations. In addition, the young workforce seeking jobs will leave their region and move to more urban areas even though they are supposed to play key roles in regional economies. This accelerates the vicious cycle of depopulation.
We pay attention to these issues. Instead of development through new construction, we help facilities with many different problems so that they can achieve profitability and effectively use idle assets in an effort to increase the attractiveness of tourist destinations and prevent the young workforce from leaving. We have been working to resolve these regional issues.
We will continue to support projects rehabilitating resort hotels and inns leveraging our expertise in hotel operations and our Group's strengths.

CASE 05
Solving business succession problems in the rental management business sector

<Related SDGs>

In the rental management business, we proactively engage in mergers and acquisitions to expand the business and help small and medium enterprises address their business succession problems.

Small- and medium-sized businesses play an important role in supporting regional economies and employment. In recent years, some have been forced to close down despite profitability because of a lack of successors.It is estimated that a total of around 6.5 million jobs and approx. 22 trillion yen of GDP may be lost in the period up to 2025 if the current situation is not remedied.* The national government recognizes business succession as a social issue that must be quickly addressed, and is taking actions to address it. For example, the Ministry of Economy, Trade and Industry is actively encouraging mergers and acquisitions.
Since Tohto Co., Ltd. joined our Group as the first company acquired in an M&A deal in 2010, we have defined the rental management business as one of our strategic businesses. We have been expanding its business by continuously acquiring other rental management companies through M&A transactions.
Our basic M&A policy is to ensure that companies we acquire will maintain their names and structures centering on their current employees. We add our expertise and brand power to them to help them improve their service quality and work efficiency.
Our rental management business now operates not only in Tokyo and the surrounding suburban areas but also in Miyagi, Fukuoka, Osaka and other prefectures. More than 60 companies have joined our Group.We will continue to expand our business and help resolve the business succession problems faced by small and medium enterprises.
*The Small and Medium Enterprise Agency: Current State of M&A with Small and Medium Enterprises and Small Business Operators and Problems, November 7, 2019

Ages of managers of small and medium enterprises and small business operators in 2025*

Estimated based on the Ministry of Internal Affairs and Communications' Unincorporated Enterprise Survey FY2016 and Teikoku Databank, Ltd.'s company outline files in FY2016

CASE 06
Support for the development of business personnel in countries shifting to a market economy

<Related SDGs>

We have been helping countries shift to a market economy through the acceleration of economic growth and industrialization and support for innovation for more than a decade.

ReloExcel, Inc., a Relo Group company, is commissioned by the Japan International Cooperation Agency (JICA) to support the introduction and implementation of KEIEIJUKU management training programs for local business managers at Japan Centers* in Vietnam, Laos, Myanmar, Uzbekistan, the Kyrgyz Republic and other countries. Dispatching a large number of Japanese lecturers, we have been engaging in the project developing the people that will play central roles in the industry, include local business managers and executives.
Particularly in Vietnam, the company has been supporting the operations and management of the KEIEIJUKU program for more than a decade, since 2009. It has helped the country shift to a market economy.

This activity was recognized as helping to achieve goal 8 (Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all) and goal 9 (Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation) of the Sustainable Development Goals (SDGs), and ReloExcel, Inc. was certified as a JICA-SDGs partner in December 2021.We will carry out many different initiatives to help achieve the SDGs.

*Japan Centers are planned as bases for the development of business professionals and the creation of interpersonal networks with Japan as a part of JICA's "aid with a face" to countries shifting to a market economy.They have been opened in succession since 2000. There are now ten of these centers in nine countries in East Asia, Central Asia, Southeast Asia and elsewhere. They support the development of business professionals and the construction of networks that include local managers and Japanese companies.

KEIEIJUKU training

*ReloExcel, Inc. is a subsidiary of Relo Group, Inc.

CASE 07
Solving problems with businesses’ health management

<Related SDGs>

We offer solutions that help clear up employees’ health problems facing businesses.

Relo Club, Ltd., a Relo Group company, embarked on Fukuri Kosei Club services in 1993. It has since been supporting the lives of employees with welfare services and helping boost the vitality of these workers and their family members under the motto of offering welfare comparable with that for large companies to small and midsize businesses.

In the course of offering services, it received more and more inquiries from companies working on kenkokeiei® (health management). They sought specific measures for investing in health and, nowadays, solutions to new issues arising from longer working hours at home under the pandemic.

A food product company started tackling kenkokeiei as a new initiative after managing to reduce working hours through workstyle reforms. The initiative is aimed at boosting employees’ productivity and job satisfaction.
After several interviews, Relo Club found that the problem with the company was poor in-house recognition of kenkokeiei and that what was needed was to build up employees’ health literacy.
To address this problem, Relo Club created Relo Health Seminar Videos.
These are a set of videos separately designed for employees and for those in managerial positions. They cover 15 different subjects, such as women’s health issues, responses to older employees and sleep disorders. Using these videos, it is now possible to enhance staff’s understanding about health.
The videos have been well received, for several reasons. For example, they are appropriate to the current situation, where it is difficult to hold group training. They can be viewed by employees at overseas locations. And they deal with subjects that are associated with personal issues.
In addition, Relo Club created solutions for health maintenance and improvement activities, including the Relo Health Support App. It remotely encourages users to improve their health by addressing any lack of physical exercise or dietary issues during teleworking. It thus helps businesses and their employees with health management.

After these services were introduced to Relo Club itself, Relo Club was recognized under the 2022 Certified Health & Productivity Management Organizations Recognition Program in the large enterprise category. Its efforts to solve kenkokeiei problems in the corporate sector have earned high marks.

Relo Club will continue to serve enterprises in society and their employees in health development through various health-related business activities.

*The Japanese term kenkokeiei® (health management) is a registered trademark of Nonprofit Organization Kenkokeiei.

CASE 08
Examples of community initiatives

<Related SDGs>

We contribute to the local communities through disaster support and volunteer efforts.

The Relo Group has offices across Japan and their business is closely tied to the communities in which they are located.
The involvement of each business site and facility with the surrounding area enables them to coexist harmoniously with communities and contribute to their wellbeing.

- Disaster support
As a nationwide Tourism Business operator, RV believes that coexisting harmoniously with the communities in which it operates is essential to the growth of local tourism business.
During the torrential rain that struck western Japan in 2018, Hotel Kamogawaso in the city of Takehara in Hiroshima Prefecture did its utmost to assist by providing rescue workers with lodgings and the surrounding community with free access to its hot spring baths.
Other facilities are also actively engaged in support activities, such as making their facilities available to the general public in the event of a disaster and assisting evacuation centers.

- Participating in community cleanups
The Ekimae Real Estate Group, part of the Relo Group’s leasing management business, has assisted with disaster support efforts and organized volunteer activities. These activities are founded on an awareness of coexisting harmoniously with the community and consideration of the part each individual employee has to play in fostering that awareness.
An example of the Group’s volunteer activities was its participation in the community cleanup, which entailed picking up litter after the summer matsuri festival and fireworks display to make the streets look clean and tidy.
(Reference URL:https://www.ekimae-r-e-holdings.co.jp/csr/volunteer/

When the Atami landslide disaster occurred in 2021, the Group delivered 350 baked goods handmade by pastry chefs from our Tourism Business facilities to people sheltering in evacuation centers.

Employees of the Ekimae Real Estate Group leasing management business cleaning up the neighborhood.

CASE 09
Promoting SDGs in the Tourism Business

<Related SDGs>

Initiatives to Install EV Vehicle Chargers
Installation of EV vehicle chargers at all hotel facilities that have parking lots by 2025 (photo shows chargers installed at Yutorelo Yamaga)
Tourism Business segment initiatives to achieve a sustainable world

Relo Vacations (hereafter “RV”), a Relo Group company, operates the Tourism Business nationwide, including a membership resort business, and resort hotel and inn management revitalization business.
RV has been seeking to make efficient use of resources by renovating and rebranding disused lodging facilities and corporate recreation facilities. However, operating these facilities has brought with it issues such as waste products, food loss, and CO2 emissions.
To tackle these issues, an internal project team has been formed to strengthen SDG initiatives.
Click here to learn more about RV’s initiatives to seriously implement SDGs

Initiatives to eliminate heavy fuel oil use

Our hotel operation business facilities will gradually transition away from heavy fuel oil boilers toward equipment that has a low environmental impact by 2026, cutting CO2 emissions.
The installation of this equipment at Yutorelo Nasushiobara and Beppu Fuga in November 2021 has already resulted in a significant reduction in the ratio of heavy fuel oil consumption.
We plan to install similar equipment at five facilities in 2022: Oku Nikko Hotel Shikisai, Yutorelo Garden Kita-Karuizawa, Yumori Kamaya, Merveille Hakone Gora, and Hotel Kamogawaso.

Yutorelo Nasushiobara Heat Pump Facility

SDGs stand (Amenity Bar) installed at 25 facilities (as of September 20, 2022), mainly Yutorelo brand facilities

Initiatives to eliminate use of plastics

We are working to eliminate our use of plastics, setting a goal of 50% reduction in plastic use by 2025.
In an effort to reduce the amount of waste that contains plastic, we ask that guests bring their own toothbrush, razor, hairbrush, and other personal care items with them. If they forget to bring something, they are asked to use only the supplies they need.

【ESG DATA】 ESG initiatives for the realization of the long-term prosperity of the Relo Group

The prosperity we aim for at the Relo Group is not temporary prosperity. We aim for sustainable prosperity, that is, we are a going concern.
This is because we believe that we cannot continue to provide services to customers without sustainable prosperity.
This is also because the continuity of the company is assumed by all stakeholders, not only our customers but also our investors, business partners, and employees.
At the Relo Group, we aim to prosper sustainably for 100, 200 and even 300 years.

Corporate Governance

Basic policy on corporate governance

The Company strives to continue to increase its corporate value by establishing a fair, highly transparent management system while considering the social nature of companies. This is the Company's basic policy on corporate governance.Under this policy, the Company enhances its management monitoring functions while separating them from its business execution functions. This approach is the foundation of the Company's efforts to establish a governance system.

The Company positions its Board of Directors as the organization that approves the Group's basic policies and monitors its execution of business. The Company strives to ensure prompt decision-making in the execution of business and establish a system that enables the improvement of the effectiveness of audits and the supervision of the decision-making by the Board of Company Auditors.

Corporate Governance Report

Corporate Governance Structure

sustain_1

The Nomination and Compensation Committee

The Company has established the Nomination and Compensation Committee to be a non-statutory advisory body to the Board of Directors, to increase the fairness, transparency, and objectiveness of procedures related to the nomination, remuneration, etc. of Directors and further enhance corporate governance. To advise the Board of Directors, the Nomination and Compensation Committee deliberates on matters related to the nomination, remuneration, etc. of Directors and reports to the Board of Directors. The Nomination and Compensation Committee is composed of at least three members including the President and Representative Director and Independent Outside Directors, with a majority of the members being Independent Outside Directors.

Composition of the Board of Directors

The composition of the Company's Board of Directors is as follows.
The attendance rate of each director is stated in the notice of annual general meeting of shareholders.株主総会招集通知

(As of June 30, 2022)
Number of Directors8
Number of Independent Outside Directors included in the above2

Evaluation of the effectiveness of the Board of Directors

The Company's Board of Directors began to conduct questionnaires of the Directors and Company Auditors in FY2016 to analyze and evaluate the effectiveness of the Board of Directors from the viewpoint of appropriate decision-making regarding the execution of business and the board's supervisory functions.

As a result of the analysis and evaluation for the fiscal year ended March 31, 2022, it was judged that the Board of Directors' composition, the topics it deliberates, and other details are generally appropriate and that the Company's Board of Directors is functioning effectively in light of its roles and duties. However, points needing improvement were identified in the composition of Directors and in other matters. Therefore, the Company will improve these in its efforts to enhance the effectiveness of its Board of Directors.

Status of Compliance Observance

The Company believes that, to ensure compliance with laws and regulations, it is extremely important to take measures to increase recognition among all officers and employees of their responsibilities, to create necessary measures for it, and to create a corporate culture enabling the implementation.

The Company has established rules including the Rules Regarding Administrative Authority and the Rules Regarding the Division of Duties, and thus has built a system enabling all employees, including Directors and other officers, to execute business in compliance with laws, regulations, and rules.Further, the Company has taken measures such as the establishment of a committee supervising the status of compliance and the establishment of guidelines based on the Rules for Compliance Management to enable all employees to ensure compliance as they forge ahead with operations.

Prevention of Transactions with Antisocial Forces

The Company has established its Basic Policy on Antisocial Forces and declared that it will not trade with or establish any relationships with antisocial forces.(Basic Policy on Antisocial Forces

The Company and Group companies in Japan strive to collect information about new business partners before beginning transactions with them to investigate if they are considered antisocial forces.

In addition, the Company has instructed Group companies to include a clause on the elimination of antisocial forces in its contracts, so that they can immediately stop transactions with a business partner when the business partner is found to be an antisocial force after the beginning of transactions with that partner.

The Company has also established a workflow, in which questions arising about transactions are reported to the Legal Compliance Office. The Legal Compliance Office works together with external experts, including former police officers and lawyers, to handle the matters in question. 

Basic Policy for the Prevention of Bribery

The Relo Group has formulated a basic policy to prevent bribery and has declared that it will never engage in any act that is or could be suspected of being bribery.(Basic Policy for the Prevention of Bribery.pdf

To ensure the effective implementation of this basic policy, our Group has established an anti-bribery system which includes the Compliance Committee composed of directors of Relo Group, Inc. and members appointed by the Board of Directors of Relo Group, Inc. We also provide education and training to all of our officers.

We carry out many different actions to prevent bribery. They include periodical monitoring to check that the anti-bribery system functions and to encourage the improvement of operations.(Specific measures for effectively implementing Basic Policy for the Prevention of Bribery.pdf

Training on Compliance

The Company and Group companies in Japan provide all employees with e-learning training programs on compliance. Comprehensive compliance training is provided two times a year and training on the protection of personal information is provided nine times a year.In addition, warnings are published on the internal intranet as appropriate, mainly regarding corporate scandals in the news, so that the same events do not occur within the Relo Group.

n addition to the above, initial compliance training is provided to new employees of the Group, and training on the prevention of insider trading and on practical tasks regarding contracts are provided as appropriate. 

Scope of Application of the Compliance Guidelines

The Company has established Compliance Guidelines, under which it provides not only Group companies in Japan but also overseas subsidiaries with thorough instructions to comply with laws, regulations, internal rules, and other rules in corporate activities and sales activities, through the Legal Compliance Office as the responsible department.

Whistleblowing Desk

The Company has established Compliance Guidelines to accept employees' whistleblowing about internal acts in violation of laws, regulations, and rules.

The Company has established a system, under which officers and employees who have found acts in violation of laws or regulations or any other acts of incompliance report them under the above Guidelines via a special line for the whistleblowing system. Such acts are reported normally to the Legal Compliance Office, and acts of sexual or power harassment are reported to the Human Resource Development Office.

The department which has received a report is supposed to have the problem investigated and discussed by the Hotline System Committee and report the final result to the whistleblower.In addition, people involved in the investigations have a confidentiality obligation, to prevent disadvantages for the whistleblower.

Response to cases of incompliance

The Company strives to ensure compliance with laws and regulations, so that events involving illegal, unjust acts, which should be subject to whistleblowing, will not occur. The Company has established and operates a whistleblowing system just in case such an event occurs.

The department which has received a report is supposed to have the problem investigated and discussed by the Hotline.

The Company has also established system to enable officers or employees who have uncovered an illegal act by another officer or employee to directly contact the Legal Compliance Office to report the act.

As of September 30, 2021, no such events have occurred. If one should occur, the Company will respond following the workflow described above.

Information Security

Information Security Protection Policy

1. Complying with laws and regulations relating to information security
We at the Relo Group are aware of the importance of information security and we will develop and regularly revise our regulations, guidelines and other rules to comply with all laws, regulations and social norms related to our businesses.

2. Building an information security management system
To effectively and reliably implement information security measures in our operations, we will construct an appropriate information security management system and systematically collaborate with outside experts and information security management bodies to maintain and improve information security.

3. Managing information assets
We will properly control the information assets we receive from customers and business partners to ensure their confidentiality, integrity and availability and implement security measures to prevent them from being leaked, lost or damaged.

4. Continuously improving information security measures
We are always aware of society's need for new information security measures that are suited for the changing statutory and regulatory requirements and for external threats such as cyberattacks. We will review different measures on the basis of risk assessments to continuously improve the measures.

5. Information security training
To effectively and appropriately manage information security and implement other measures, we will regularly provide information security education to our officers and employees (including part-time workers, temporary workers and the employees of our business partners; the same applies hereafter) with a constant focus on maintaining and increasing their awareness.

Initiatives for the effective implementation of the Information Security Protection Policy

We understand that a very important obligation that we bear is ensuring that the information we possess, including information from customers, is protected and properly handled.

To comply with all laws, regulations and social norms related to our businesses in accordance with our understanding of this obligation, we have established an information security management system. In this system, the Management Advisory Council of Information Security consisting of officers responsible for departments related to information security, presidents and other personnel from the principal operating companies deliberates issues and the Group systematically collaborates with outside experts and information security management bodies to ensure the confidentiality, integrity and availability of the information we possess.

In addition, we regularly provide information security training to our officers and employees with a constant focus on maintaining and increasing their awareness to advance our information security management.(Specific measures for effectively implementing Information Security Protection Policy.pdf

Rules and practical tasks related to the collection, use, and retention of personal information

(1)Principles regarding the collection of personal information

In the Rules Regarding the Protection of Personal Information, which apply across the Group, the Relo Group has stipulated the principle that the purposes of use shall be clearly shown to the person and their consent shall be obtained before collecting personal information, and it operates under these rules accordingly.

(2)Clarification of the purpose of use

The Relo Group announces the types of personal information that it collects and retains, the purposes of use of this information, and other details in the information about the handling of personal information published on each company's website and in other locations, etc. The Company has also stipulated in its rules that, where personal information is collected individually in writing or by other methods, the purpose of use of the information shall be explained as specifically as possible and the consent of the person whose information is being collected shall be obtained, and it operates under these rules accordingly.

(3)Prohibition of use for other purposes

The use of personal information indicated as above, and acquired for purposes other than those for which consent has been obtained as described is prohibited under the rules and the rules specify penalties for violations.

(4)Management of personal information

The Relo Group has created and manages the Personal Information Asset Management Ledger, in which information including the purposes of use, managers, and methods for the management of the collected personal information is summarized.

(5)Safety management measures for personal information

The Relo Group has established its Rules Regarding the Protection of Personal Information and Information Security Standards, which are common across the Group, and operates its safety management measures in accordance with them.The status of operations is regularly inspected by each company and audited by the Internal Audit Office of Relo Group, Inc. once a year.

Scope of Application of the Basic Personal Information Policy

The Company complies with laws, regulations, government guidelines, and other norms related to handling of personal information, has established common rules and bylaws for the Group companies in Japan based on the requirements of JIS Q 15001 (Personal Information Protection Management System) in its efforts to protect personal information, and strives to protect personal information accordingly.The privacy policy is summarized in the Group companies' Personal Information Protection Policy and Handling of Personal Information in line with the form of the individual Group company's business and published on their websites and in other locations.

The operating companies handling a significant amount of personal information, such as information about the employees of corporate customers and the customer information of member organizations, have obtained the Privacy Mark certification.(As of June 30, 2022, eight companies have obtained the certification.)

Requesting the disclosure, correction, etc. of personal information and specific personal information

The Company and the Relo Group have established Personal Information Consultation Desks within the individual companies, and information on these desks is disclosed on Group company websites and in other locations, etc. The Personal Information Consultation Desks disclose, correct, and delete personal information, stop the use or provision of the information, respond to related complaints and requests for consultation, and strive to resolve matters related to personal information.

Executive Organization in charge of personal information

Corporate Management Office

Training for the protection of personal information

In addition to providing monthly information security training (themed on the rules for business operations and operations security), the Company provides annual PMS training (aimed at the establishment of a management cycle).

Along with its provision of training, the Company takes measures such as recommending that employees take examinations for the grade 1 protection of personal information qualification (Kojin Joho Hogo Jitsumu Kentei), to improve employees' knowledge and skills and increase their awareness of issues related to personal information.

E-Learning programs focused on personal information protection are intended for all of the employees of the Company and the Group (including officers, part-time employees, fixed-term employees, and contract employees). All employees have taken one of the courses, including the paper-based makeup class.

(As of June 30, 2022)
Number of employees who have received the grade 1 protection of personal information qualification (Kojin Joho Hogo Jitsumu Kentei) 636

Status of Employees

Status of Employees

Trend in personnel composition over the past three years
Permanent employees Temporary employees and the like
FY2019 4,280 2,105(32.9%)
FY2020 4,208 2,072(32.9%)
FY2021 4,297 2,(33.2%)

Employment of new graduates

We offer job opportunities to young job seekers every year.

(Hired on April 1, 2022)
Male 66
Female 46

Percentage or employees that were hired mid-career

(Percentage of employees joining the Company from April 1 to March 31 each fiscal year that are employees that were hired mid-career)
Number of employees
(As of March 31, 2022)
FY 2019/3 FY 2020/3 FY 2021/3 FY 2022/3
Relo Partners, Limited 1,540 64% 77% 68% 76%
Relocation Japan, Limited 986 56% 74% 69% 71%
Relo Vacations, Limited 807 50% 53% 35% 60%
Relo Club, Limited 406 77% 75% 61% 68%

Prohibition of discrimination

We have formulated the Compliance Guidelines to push ahead with the creation of workplaces that are free of discrimination based on place of birth, nationality, race, faith, religion, gender, age, disability, academic background or any other reason, where a diverse workforce respects one another as partners and individuals are able to display their potential without stress or constraint.

To prevent harassment and similar behaviors we have established the Anti-Harassment Action Policy as a part of staff rules. Our Work Rules provide for disciplinary actions to be taken when a violation is uncovered.

In addition, we provide regular e-learning training programs focused on the prevention of sexual harassment and other gender discrimination and the prevention of abuse of authority to all personnel to provide fair and energetic workplaces.

Promotion of Diversity

At the Relo Group, two operating companies employ 301 or more people: Relo Club and Relocation Japan. They have developed action plans based on the Act on Promotion of Women's Participation and Advancement in the Workplace. They have taken steps to help working women balance work with their family lives, including revisions of childcare leave programs and programs enabling shorter working hours.

The percentage of women in positions that are at or above the level of department manager or the equivalent are above the national average. (Calculated based on the percentage people in positions at or above the level of section manager or the equivalent that are women, which is 10.7%, from the Basic Survey of Gender Equality in Employment Management for FY2021)

(As of March 31, 2022)
Ratio of male to female managers Male: 79.6%
Female: 20.4%

Initiatives regarding standards related to the Labor Standards Act and other laws and regulations

Preparations for the introduction of initiatives concerning, for example, revisions of laws regarding equal pay for equal work, have been made by holding briefings for all people in positions at the level of department manager or the equivalent within the Group, explaining to them the content of revisions, the Company's policies for responding to revisions, points that must be kept in mind, and other matters.In addition, differences in the content of operations, scope of responsibilities, and treatment of regular employees and non-permanent employees in all departments were identified, and reasons for these differences were analyzed. The results of this investigation enabled the Company to determine that there are presently no unreasonable differences in treatment of its employees. Of course, the treatment of employees will change if necessary in response to future changes in social situations or other changes.

Initiatives supporting childcare and support provided after employees' return to work

When employees working actively leave the Relo Group because of the birth of a child, the Relo Group loses a valuable resource. In addition, society has recognized the recent problem of the declining birthrate, and it is believed that the improvement of the childcare environment available to employees is a duty borne by companies.

The Company has established an environment that facilitates employees' ability to continue working. For example, employees who have fulfilled certain conditions are able to take advantage of programs enabling them to work shorter working hours after returning to work from childcare leave and other adjustments. The period for this has been extended from the period until their child is three years old, which is required by law, to the period until their child starts school.

Also, we have announced the establishment of the consultation desk for childcare leave within the company, and formulated the Anti-Harassment Action Policy to ensure that no staff member is disadvantaged because of a pregnancy, the birth of a child, childcare or nursing care leave or other reasons to establish fair, worker-friendly workplaces.

We take care of our employees and ensure that our employees' work-life balance is considered. For example, people meeting all of the requirements below are entitled to extend the period for shortened working hours for childcare to a maximum of three years from the date when their child starts school.

(1)They have worked for the Company for three or more years

(2)Their immediate manager has approved the extension

(Results for the fiscal year ended March 31, 2022)
Number of employees who took childcare leave 76
Number of employees who used the shortened working hours program 94

Labor Situation

Policy on the improvement of the labor environment

To respond to recent changes in the labor environment surrounding the Company, the Company believes it is necessary to establish a more comfortable work environment for its employees and advance initiatives such as enabling employees to telework and to work staggered working hours.

In addition, the Company has introduced a system enabling employees to take on new challenges and build career paths in new fields through a job posting system, beyond the array of businesses existing within the Relo Group. Thus, the Company has built an environment which enables employees to take on new challenges.

Initiatives for controlling and reducing working hours and improving productivity

In accordance with labor legislation and labor-management agreements, including collective agreements, in different countries, we have established rules regarding working hours, break periods, overtime, days off work, leave and other matters in the Work Rules and the Pay Regulations.

In Japan, we have higher standards than prescribed by law. For instance, we pay premium wages for working hours in excess of 7.75 hours per day, our prescribed working hours.

We check and record the start and end times using time cards and computer use times. We give any employee working long hours access to industrial physicians so they can discuss their issues if any safety considerations are deemed necessary based on our standards. Thus, we are working on the management of employees' physical and mental health.

We are also engaged in many different initiatives aimed at reducing long working hours and enhancing productivity. They include IT investments to increase work efficiency and the introduction of programs enabling people to telework and commute outside of rush hours to prevent COVID-19 infection.

Wage management and pay system

Relo Group, Inc. and the Relo Group have formulated the Pay Regulations to provide for proper wages, commuting and other allowances, bonuses, extraordinary pay and retirement allowances in accordance with the Labor Standards Act. We have also introduced a performance-based pay program to increase our staff's skills and motivation. There does not exist salary disparity between men and women.

The Pay Regulations have provisions regarding minimum wages, statutory insurance benefits, off-hours work and other matters in compliance with all laws and regulations related to wages. We implement them to maintain and improve our staff's standard of living.

Starting salary of employees who were hired by the Relo Group as new graduates (monthly salary of people hired by the Group as a new graduate of a four-year university in April 2022): JPY 201,000 Percent of minimum wage: 122% (calculated based on the FY2021 revision of the Tokyo regional minimum wage of 1,041 yen by the Ministry of Health, Labour and Welfare)

Employee Stock Ownership Plan

Since its foundation, the Relo Group has promoted partnership management, under which all employees participate in management as people involved in the management of the company. It is recommended that employees be employees of their companies and also become involved in the management of the Company as shareholders and managers.

All employees, including contract employees, except employees in their probation period, are able to join the employee shareholding association.

Occupational safety and health

The Company and the Relo Group have discussed matters related to employee health and hygiene in their workplaces and established the Health Management Committee for the maintenance of good health, the prevention of occupational injuries, and other purposes.

The objectives of the Health Management Committee are to create a stress-free workplace environment, ensure that employees are able to maintain and improve their health and prevent diseases and injuries. It holds regular monthly meetings and shares the minutes of meetings with all staff members to disseminate important matters about industrial injuries and their health and hygiene.

We introduced the stress check program in fiscal 2016. Since then, we have been conducting a companywide stress check for the collective analysis of individual organizations within the company and the encouragement of health in the workplace.

The results of stress checks are used to help staff members realize their own stress statuses. They are also shared with the heads of departments and used to enable measures for the prevention of mental disorders.

People with long working hours and people for whom safety considerations are needed according to regular health checkup results are to be interviewed by an industrial physician in accordance with our standards. We then apply appropriate work-related measures and other actions to prevent the impairment of health.

We also have a dedicated helpdesk for employees to prevent and respond to mental and physical stress.

To prepare for a diverse array of emergency situations, we have established an emergency response policy and system and other basic matters in the Risk Management Regulations, the Disaster Control Measures Regulations and other related manuals.

Number of industrial injuries (fatal) in the past three years
Permanent employees Temporary employees and the like Industrial injury rate
FY2019 0 0 0%
FY2020 0 0 0%
FY2021 0 0 0%

*Industrial injury rate = number of lost-time industrial injury victims / total working hours x one million hours
- Subjects: All operating companies based in Japan
- Period: From April 1, 2019 to March 31, 2022

Prevention of and response to harassment

Relo Group, Inc. and the Relo Group have formulated the Anti-Harassment Action Policy to prevent sexual harassment, the abuse of authority and other kinds of harassment related to pregnancy, childbirth, childcare and nursing care leave and other issues. We are ready to respond to any consultation regarding these issues.

When consulted, we are careful about the privacy of the people consulting us and respond carefully while examining their intention. Neither the people consulting us nor those involved in the checking of facts will be treated disadvantageously. If facts indicating harassment are confirmed, the internal Committee on Discipline will take strict disciplinary action.

In addition, to prevent recurrence, an internal notification is published to increase employee awareness, the incident is announced in an internal notice, and instructions regarding preventive measures are given, via the responsible people in the corporate planning office or other departments of subsidiaries.

Several instances of harassment are identified every year, and employees are strictly punished after the facts have been confirmed.

As part of initiatives for the prevention of harassment, the Company provides all employees with information about matters that are prohibited related to harassment, has established a consultation desk, and provides training to managers.

Employee turnover rate

(Fiscal year ended March 31, 2022)
Voluntary retirement rate 13.4%

Calculation method: The number of employees of the Company at the end of the previous fiscal year that retired this fiscal year ÷ employees of the Company at the end of the previous fiscal year x 100

Status of Human Resources Development

Human Resource Development Policy

The Company believes that human resource development is an important task and strives to develop human resources based primarily on the idea of management where employees are given a stage to demonstrate their abilities.

Specifically, the Company will establish more stages, or levels where duties are increased, through the achievement of company's growth, increase the number of stages by avoiding situations where employees hold concurrent positions, and delegate duties, which are one level higher than their current duties, to employees.

Employee growth accelerates as they fulfill their duties, resulting in the development of many managers. This is the focus of the idea.

Human Resource Development

Based on the idea of management where employees are given a stage to demonstrate their abilities, the Company proactively promotes human resources, regardless of gender, promoting employees with high aspirations to managerial positions and positions close to management at an early stage.

(1)Programs supporting personal development
1)Training programs related to career paths
 - Creation of a career vision and interviews with superiors (intended for all employees)
 - Provision of group training for current executives (conducting 360 surveys)
 - Provision of group training, before taking on officer positions, to employees selected as executive candidates

2) Training for the acquisition of operational knowledge and skills
 - Job-class-specific group training
  Training for new graduate employees, first-year training, second-year training, third-year training, new manager training, UM training
 - Theme-specific training
  Skills training on specific themes in specialized fields such as finance, legal affairs, and IT, training to enable understanding of the founding philosophy
 - Training for all employees through e-Learning and other means
  Training to improve the skills of all employees, such as skills regarding information security, compliance and the protection of personal information

3) Sharing the management philosophy with employees who worked and were developed at companies with different corporate cultures
 As a result of mergers and acquisitions, the number of employees worked on personal development at companies with different corporate cultures has been increasing. Partly reflecting this, the Company is more determined than ever to enhance its training programs and measures to ensure that its management philosophy takes root.

4) Programs supporting the development of globally competitive human resources
  Moving toward its Global Start-up Stage, the Company launched several programs in March 2019. The goal of these programs is to encourage employees of the Group companies in Japan to acquire foreign language skills to increase their global competitiveness.

Training provided in fiscal 2021
(1) Total training hours: Approx. 56,155 hours
(2) Training hours per trainee: Approx. 21.1 hours (= Total training hours / number of trainees (2,659 in Japan))
(3) Breakdown by program 
*Number of days and hours per participant

Training program Days Hours Number of participants
Job-class-specific training Training for officers (e-learning) - 5 hours 11
Training for newly appointed managers (e-learning) - 7 hours 70
Training for group managers (using Zoom) 1 day 5 hours 19
Fundamental training Training for third-year employees hired in graduate recruitment - 4 hours 57
Training for second-year employees hired in graduate recruitment - 1 hour and 30 minutes 71
Training for first-year employees hired in graduate recruitment - 1 hour and 30 minutes 70
New employee training 7 days 7 hours and 45 minutes 127
Training for young staff (using Zoom) 1 day 1 hours 17
Philosophy training - 3 hours 564
Compliance training 9 sessions on information security, 1 on compliance, 4 on mental health, 5 on labor risks, 1 on safe driving and 1 on insider trading - 18 hours 2,659
Training for global skills development Language skills training (BBT) - 70 hours 6
Language skills training (e-learning) - 30 hours 4
Seminar for applicants (August 6, 2021) 1 2 hours 12
Seminar for applicants (December 14, 2021) 1 2 hours 10

(2) System supporting employees taking on challenges
The Company believes in the importance of management where employees are given a stage to demonstrate their abilities. A related initiative is the Company's introduction of an intra-Group job posting system providing opportunities for employees who are willing to take on new challenges to leap forward. Support for employees transferring to the Company or Group company is provided to regular employees who at the time of the transfer will have served the Company for two years or longer since their last transfer or since they were hired by the Company.

(Results for the fiscal year ended March 31, 2022)
Number of employees who were transferred through the intra-Group job posting system 10

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