Message from the President
I am MOURI Shinji, the President of the Incorporated Administrative Agency Japan Housing Finance Agency (JHF). We would like to express our sincere gratitude for your continued understanding and support of JHF's day-to-day operations.
First and foremost, I would like to extend my heartfelt sympathy to those affected by the 2024 Noto Peninsula Earthquake and the subsequent heavy rain disaster. To the victims of these disasters, we offer our deepest condolences. Immediately after the disaster, JHF, in cooperation with public institutions and other related organizations, worked tirelessly to support those affected. We remain committed to collaborating and continuing our efforts to support housing reconstruction until all disaster-affected individuals regain peaceful lives. We are always open to hearing about your housing needs.
Since JHF’s establishment in April 2007, and with the continued support of various stakeholders, including the general public, JHF has achieved the targets set forth in its Medium-term Target Period. By implementing housing policies, JHF has contributed to improving the quality of living in our country and providing solutions to issues in rural areas. However, as the socio-economic situation fluctuates significantly due to the declining birthrate and aging population, we understand that the role of a public financial institution must also evolve to complement market mechanisms. Therefore, JHF will not only strive to meet the new targets set during the Fifth Medium-term Target Period but will also work to further improve the quality of housing and living for individuals in Japan by accurately responding to the fluctuating socio-economic situation. To achieve this, JHF is determined to leverage the knowledge and experience accumulated over the years, including that of the former Government Housing Loan Corporation (GHLC), and further enhance the various financial support tools developed within the market economy.
In particular, JHF will respond appropriately to the concerns of housing loan borrowers and potential borrowers affected by the current "dual increase in both prices and interest rates”. As a public financial institution, JHF will maintain a fair and objective position, providing information on the risks associated with rising interest rates. At the same time, JHF will do our best and continue to offer long-term, fixed-rate housing loans—known as Flat 35—with the least payment burden possible to enhance affordability, even in a rising interest rate environment. Additionally, JHF will work to reduce the burden of child-rearing, promote the distribution of existing housing, address issues related to abandoned houses, and encourage the construction of environmentally friendly housing by offering affordable interest rate reduction programs and high-quality rental apartment loans.
JHF will also take strict measures to prevent the inappropriate use of JHF housing loans, which became evident during the period of low interest rates. We will work in cooperation with the Mortgage Bankers Association of Japan (MBAJ), which has issued a compliance declaration, to address this issue.
Furthermore, to tackle the worsening "dual aging" problem—referring to the aging of both buildings and residents, particularly in condominiums—JHF will appropriately promote the use of loans for renovating condominium common areas and increase the attractiveness of JHF bonds available to condominium management associations. In addition, JHF will provide financial support for the demolition and/or renovation of entire condominiums in line with the revised condominium-related law once it is enacted.
On the other hand, the number of seniors continuing to bear housing loan payments is not insignificant. To mitigate the external diseconomies associated with abandoned houses and to flexibly adapt to changes in lifestyle, JHF will actively further promote the use of its reverse mortgage program, known as Reverse 60. This program, which now includes a fixed-rate option, can be used for housing renovations and relocations.
In response to the increasing frequency and severity of natural disasters, JHF will actively share its accumulated knowledge and experience with disaster-stricken municipalities and other stakeholders. We aim to support disaster case management by collaborating with Regional Support Centers and other organizations to provide comprehensive support for disaster-affected individuals. JHF will take a leadership role by collaborating with multiple sectors, such as disaster-affected local governments and legal, financial, and construction professionals. By leading on-site one-stop services, we will do our utmost to rebuild housing as quickly as possible for disaster-affected individuals. Regarding disaster prevention, JHF has stopped providing interest rate incentives for housing located in disaster red zones. However, JHF will promote seismic retrofitting of existing houses by utilizing Reverse 60 in conjunction with government and public organization interest rate subsidies.
To ensure the steady implementation of these initiatives, maintaining a stable financial base and developing specialized human resources are essential. In line with JHF’s integrated risk management, JHF has been holding detailed discussions with investors to achieve appropriate funding and investment and will continue to do so. I have always emphasized that empathy JHF’s workers demonstrate toward on-site efforts has been the source of JHF’s strength. I will further enhance our human resource capabilities through appropriate investment and bold improvements in human resource and compensation policies.
In addition, I believe that human resource investment is one important pillar of JHF’s business operations, while the other is our digital transformation strategy. Building on the progress made during the Fourth Medium-term Plan Period, JHF has formulated the "Digital Strategy 2035" to prepare for the future. By securing the necessary human resources and fully implementing our digital transformation, we will further advance this strategy. As part of strategy implementation, we will launch new housing life support services during the Fifth Medium-term Target Period.
Housing remains the foundation of happiness in every era. JHF will continue to be an organization that "creates happiness through housing".We will conduct our business with a mid-to-long-term perspective, in collaboration with our stakeholders, and in alignment with "Japan Housing Finance Agency Vision 2035," which was developed with the engagement of all employees. We will continue to evolve and confront new challenges without hesitation.
I sincerely ask for your continued understanding and support.
First and foremost, I would like to extend my heartfelt sympathy to those affected by the 2024 Noto Peninsula Earthquake and the subsequent heavy rain disaster. To the victims of these disasters, we offer our deepest condolences. Immediately after the disaster, JHF, in cooperation with public institutions and other related organizations, worked tirelessly to support those affected. We remain committed to collaborating and continuing our efforts to support housing reconstruction until all disaster-affected individuals regain peaceful lives. We are always open to hearing about your housing needs.
Since JHF’s establishment in April 2007, and with the continued support of various stakeholders, including the general public, JHF has achieved the targets set forth in its Medium-term Target Period. By implementing housing policies, JHF has contributed to improving the quality of living in our country and providing solutions to issues in rural areas. However, as the socio-economic situation fluctuates significantly due to the declining birthrate and aging population, we understand that the role of a public financial institution must also evolve to complement market mechanisms. Therefore, JHF will not only strive to meet the new targets set during the Fifth Medium-term Target Period but will also work to further improve the quality of housing and living for individuals in Japan by accurately responding to the fluctuating socio-economic situation. To achieve this, JHF is determined to leverage the knowledge and experience accumulated over the years, including that of the former Government Housing Loan Corporation (GHLC), and further enhance the various financial support tools developed within the market economy.
In particular, JHF will respond appropriately to the concerns of housing loan borrowers and potential borrowers affected by the current "dual increase in both prices and interest rates”. As a public financial institution, JHF will maintain a fair and objective position, providing information on the risks associated with rising interest rates. At the same time, JHF will do our best and continue to offer long-term, fixed-rate housing loans—known as Flat 35—with the least payment burden possible to enhance affordability, even in a rising interest rate environment. Additionally, JHF will work to reduce the burden of child-rearing, promote the distribution of existing housing, address issues related to abandoned houses, and encourage the construction of environmentally friendly housing by offering affordable interest rate reduction programs and high-quality rental apartment loans.
JHF will also take strict measures to prevent the inappropriate use of JHF housing loans, which became evident during the period of low interest rates. We will work in cooperation with the Mortgage Bankers Association of Japan (MBAJ), which has issued a compliance declaration, to address this issue.
Furthermore, to tackle the worsening "dual aging" problem—referring to the aging of both buildings and residents, particularly in condominiums—JHF will appropriately promote the use of loans for renovating condominium common areas and increase the attractiveness of JHF bonds available to condominium management associations. In addition, JHF will provide financial support for the demolition and/or renovation of entire condominiums in line with the revised condominium-related law once it is enacted.
On the other hand, the number of seniors continuing to bear housing loan payments is not insignificant. To mitigate the external diseconomies associated with abandoned houses and to flexibly adapt to changes in lifestyle, JHF will actively further promote the use of its reverse mortgage program, known as Reverse 60. This program, which now includes a fixed-rate option, can be used for housing renovations and relocations.
In response to the increasing frequency and severity of natural disasters, JHF will actively share its accumulated knowledge and experience with disaster-stricken municipalities and other stakeholders. We aim to support disaster case management by collaborating with Regional Support Centers and other organizations to provide comprehensive support for disaster-affected individuals. JHF will take a leadership role by collaborating with multiple sectors, such as disaster-affected local governments and legal, financial, and construction professionals. By leading on-site one-stop services, we will do our utmost to rebuild housing as quickly as possible for disaster-affected individuals. Regarding disaster prevention, JHF has stopped providing interest rate incentives for housing located in disaster red zones. However, JHF will promote seismic retrofitting of existing houses by utilizing Reverse 60 in conjunction with government and public organization interest rate subsidies.
To ensure the steady implementation of these initiatives, maintaining a stable financial base and developing specialized human resources are essential. In line with JHF’s integrated risk management, JHF has been holding detailed discussions with investors to achieve appropriate funding and investment and will continue to do so. I have always emphasized that empathy JHF’s workers demonstrate toward on-site efforts has been the source of JHF’s strength. I will further enhance our human resource capabilities through appropriate investment and bold improvements in human resource and compensation policies.
In addition, I believe that human resource investment is one important pillar of JHF’s business operations, while the other is our digital transformation strategy. Building on the progress made during the Fourth Medium-term Plan Period, JHF has formulated the "Digital Strategy 2035" to prepare for the future. By securing the necessary human resources and fully implementing our digital transformation, we will further advance this strategy. As part of strategy implementation, we will launch new housing life support services during the Fifth Medium-term Target Period.
Housing remains the foundation of happiness in every era. JHF will continue to be an organization that "creates happiness through housing".We will conduct our business with a mid-to-long-term perspective, in collaboration with our stakeholders, and in alignment with "Japan Housing Finance Agency Vision 2035," which was developed with the engagement of all employees. We will continue to evolve and confront new challenges without hesitation.
I sincerely ask for your continued understanding and support.
April 2025
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| Sincerely, MOURI Shinji President Japan Housing Finance Agency |
