Revision of HR System to Support Career Development and Work-Life Balance, Aiming for a 'Company Where Employees Take the Lead'
Leopalace21 revised its HR system on April 1, 2026, to foster an environment where employees can take on challenges. Key changes include a 30,000 yen monthly pay raise for staff taking on delegated management duties and a maximum 3-year term for relocations.
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- 📰 Published: April 9, 2026 at 19:00
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Leopalace21 Corporation (Nakano-ku, Tokyo; President and CEO: Fumiya Miyao, hereinafter "the Company") implemented a revision of its human resources system on April 1, 2026, to create an environment where each employee can positively take on challenges, aiming to be a "company where employees take the lead." In this revision, we have designed a system that clarifies roles and responsibilities, while also reviewing policies to reduce the burden and anxiety associated with corporate transfers.
## Background of the HR System Revision
In recent years, values regarding work styles and careers have diversified, and there is a growing emphasis on individuals choosing their growth and work styles of their own volition. Creating an environment where employees can balance work and life events while growing over the long term has become a critical issue for companies.
Additionally, as changes in the business environment accelerate, organizations require the development of human resources capable of making quick decisions on-site and acting autonomously. Therefore, a mechanism that clarifies roles and responsibilities and properly links performance with evaluation is essential. Based on these social changes, the Company has revised its HR system to one where every employee can take on challenges with peace of mind, and their achievements are reflected in their careers and compensation.
## Key Points of the HR System Revision
■ Review of Role and Grading System
We have redefined the role of managers and delegated some tasks to lower-ranking positions who are candidates for management. Along with the delegation of authority, the salary of these lower-ranking positions has been increased by 30,000 yen per month. This facilitates the sharing of management tasks and creates a structure that makes it easier to challenge the next career step.
■ Introduction of the Base Grade System
We introduced a "Base Grade System" that sets the annual salary of managers according to the scale and business characteristics of the base. By clarifying the weight of the position and designing compensation commensurate with responsibilities and results, we encourage employees to challenge themselves in more responsible positions. With this revision, the upper limit table for managerial compensation has been raised by a maximum of 10%.
■ Review of Systems Related to Work Location and Transfers
We reviewed the work location allowance and transfer allowance for non-managerial staff, increasing the work location allowance by up to 10,000 yen and the transfer allowance by 10,000 yen. At the same time, we introduced a transfer term system that sets a maximum term of three years for transfers requiring relocation. This enables employees to take a more positive view of career development, including work locations and transfers.
## Future Outlook
Our human capital management vision is to become a "company where employees take the lead," enhancing the ease of working and job satisfaction, and allowing employees to create new value. Based on this HR system revision, we will continue to enhance our HR systems while continuously reviewing the nature of roles and compensation.
[Related Press Release]
February 10, 2025: Implementation of HR system revision aiming for a "company where employees take the lead"
https://www.leopalace21.co.jp/news/2025/0210.html
■ Company Information
Leopalace21 Corporation
Established: August 17, 1973
Head Office Address: 164-...
## Background of the HR System Revision
In recent years, values regarding work styles and careers have diversified, and there is a growing emphasis on individuals choosing their growth and work styles of their own volition. Creating an environment where employees can balance work and life events while growing over the long term has become a critical issue for companies.
Additionally, as changes in the business environment accelerate, organizations require the development of human resources capable of making quick decisions on-site and acting autonomously. Therefore, a mechanism that clarifies roles and responsibilities and properly links performance with evaluation is essential. Based on these social changes, the Company has revised its HR system to one where every employee can take on challenges with peace of mind, and their achievements are reflected in their careers and compensation.
## Key Points of the HR System Revision
■ Review of Role and Grading System
We have redefined the role of managers and delegated some tasks to lower-ranking positions who are candidates for management. Along with the delegation of authority, the salary of these lower-ranking positions has been increased by 30,000 yen per month. This facilitates the sharing of management tasks and creates a structure that makes it easier to challenge the next career step.
■ Introduction of the Base Grade System
We introduced a "Base Grade System" that sets the annual salary of managers according to the scale and business characteristics of the base. By clarifying the weight of the position and designing compensation commensurate with responsibilities and results, we encourage employees to challenge themselves in more responsible positions. With this revision, the upper limit table for managerial compensation has been raised by a maximum of 10%.
■ Review of Systems Related to Work Location and Transfers
We reviewed the work location allowance and transfer allowance for non-managerial staff, increasing the work location allowance by up to 10,000 yen and the transfer allowance by 10,000 yen. At the same time, we introduced a transfer term system that sets a maximum term of three years for transfers requiring relocation. This enables employees to take a more positive view of career development, including work locations and transfers.
## Future Outlook
Our human capital management vision is to become a "company where employees take the lead," enhancing the ease of working and job satisfaction, and allowing employees to create new value. Based on this HR system revision, we will continue to enhance our HR systems while continuously reviewing the nature of roles and compensation.
[Related Press Release]
February 10, 2025: Implementation of HR system revision aiming for a "company where employees take the lead"
https://www.leopalace21.co.jp/news/2025/0210.html
■ Company Information
Leopalace21 Corporation
Established: August 17, 1973
Head Office Address: 164-...