In recent years, due to the aging of condominiums, the increasing sophistication of management, and the growing shortage of board members due to the aging of unit owners, the demand for "external management systems," where third parties other than unit owners serve as administrators, has been increasing.

However, this system carries the risk of difficulty in reflecting the will of unit owners, and the "management company management system," in particular, where a management company acts as the administrator, raises concerns about self-contracting and conflicts of interest.

Therefore, the Ministry of Land, Infrastructure, Transport and Tourism is currently revising the "Guidelines on External Management Systems in Condominiums," and is soliciting public comments from March 12th to March 25th. The revised guidelines are scheduled to be published on April 1st, coinciding with the enforcement of the amended laws (amended Condominium Ownership Law and Condominium Management Properization Law).

This document summarizes points to consider regarding systems where external experts or condominium management companies serve as "administrators" of condominium management associations, based on the revised draft of these guidelines.

1. Background and Objectives of the Guideline Revision
Addressing the Shortage of Personnel: With the aging of unit owners and other factors leading to a shortage of people willing to serve as board members, there is a growing need for the "external manager system," where external experts such as condominium management consultants or management companies take the lead in management and operation.
Responding to Legal Amendments: Following the April 1st amendments to the law (amended Condominium Ownership Law and Condominium Management Properization Law), which strengthened the rules for management companies acting as managers, these guidelines have been revised as practical guidance.

2. Measures for Proper Management in the "Management Company Manager System"
This is the highlight of this revision, strengthening measures to prevent the disadvantages (conflicts of interest) that arise when a management company acts as both the "client (manager)" and the "contractor (management company)."
Obligation to Explain Conflicts of Interest Transactions in Advance: When a management company conducts transactions with itself or a group company, it is now legally obligated to explain "important facts" such as the details of the transaction and the reasons for selection to unit owners before a general meeting resolution is passed.

Separation of operational structure: Even within the same company, it is necessary to establish a system where those responsible for "administrative duties (duties as the association representative)" and "management duties (outsourced on-site work)" belong to different departments.

Management of seals and bank accounts: As a general rule, management companies should not hold seals, etc. If they are exceptionally held, strict requirements such as the conclusion of a guarantee agreement and a general meeting resolution must be met.

3. Strengthening of monitoring and supervision system (auditors): Since many systems do not have a board of directors, the role of "auditors" who check the administrator's work is considered extremely important.

Appointment of auditors: To ensure independence, auditors should be appointed at the general meeting, not nominated by the administrator, and it is recommended to appoint at least one external expert (condominium management consultant, etc.) and at least one from among the unit owners.

Powers of auditors: The power to convene an extraordinary general meeting if there is a risk of the administrator committing fraud, and the power to conduct a preliminary investigation of the budget and settlement proposals are clearly stated.

4. Transparency in the Implementation Process
Existing Condominiums: The process involves carefully considering the advantages and disadvantages of implementation, followed by steps such as explanatory meetings and surveys for unit owners, and resolutions promoting and implementing the system at general meetings.
New Condominiums: It is now mandatory to explain whether the management company management system is being implemented during the important matters explanation at the time of sale.

5. Main Changes Seen in the Comparison Table
Clarification of Terminology: Terminology has been refined, such as changing "manager duties" to "manager administration" to align with practical application.
Development of Contract Templates: The revised law now reflects a "Standard Management Administration Outsourcing Contract," and provisions regarding the handover of duties upon manager retirement and the exclusion of anti-social forces have been made more concrete.
Overall, the focus is on how to build monitoring and check-and-check functions to maintain the principle that "unit owners are the primary actors in management," while leveraging the expertise of external managers.

<Link>

Draft Revision of Guidelines Regarding External Management Systems in Condominiums
//public-comment.e-gov.go.jp/pcm/download?seqNo=0000309448
(Reference) Comparison Table of Old and New Guidelines
//public-comment.e-gov.go.jp/pcm/download?seqNo=0000309449

The General Incorporated Association Condominium Management Research Institute (abbreviated as Condominium Research Institute, Director: Hajime Mizushima), which provides support for condominium management association operations using AI and consulting for large-scale repair work and water supply and drainage facility renovation work, is launching its operations.

Condominium Research Institute is an organization certified by the Japan Construction Center and its main business is consulting for condominium management associations.

Regarding the launch of Condominium Research Institute, Director Mizushima said, "We promise to provide maximum support to condominium management associations that are seeking a second opinion, by assembling a selection of top-notch expert members."

On March 16th, the Ministry of Land, Infrastructure, Transport and Tourism announced the application guidelines for the "Condominium Stock Life Extension Model Project," which supports pioneering projects that contribute to the revitalization and life extension of aging condominiums, a number expected to increase sharply in the future.

This project aims to collect best practices and know-how and disseminate them nationwide.

1. Project Model Types
This project has two model types depending on the content of the initiative.

Pioneering Revitalization Model Type: Supports highly pioneering and innovative renovation and rebuilding initiatives aimed at extending the lifespan of condominiums.

Management Improvement Model Type: Supports initiatives in which condominiums with low management standards, such as those without general meetings or appropriate long-term repair plans, cooperate with local governments to improve management.

2. Support Details and Subsidy Rates
The following support is available depending on the stage of the project.

Planning Support (Pre-Project Startup Preparation Stage): Supports costs related to surveys and studies.

Subsidized Businesses: Condominium revitalization consultants, design offices, management companies, etc.
Subsidy Rate: Fixed amount (generally up to 5 million yen/year, maximum 3 years)
Construction Support (Implementation Phase): Support is provided for renovation work that contributes to extending the lifespan of the building and for rebuilding work that meets certain requirements.
Subsidized Businesses: Construction companies, buy-and-resell companies, etc.
Subsidy Rate: 1/3

3. Evaluation Points
From FY2025, a "priority application category" has been added, and the following initiatives will be highly evaluated:
* Consideration of self-initiated rebuilding (rebuilding led by the management association without the participation of developers, etc.)
* Consideration of renovation of water supply and drainage pipes and disaster prevention equipment in high-rise condominiums
* Consideration of site division projects in housing complex-type condominiums
* Improvement of energy-saving performance and disaster prevention measures (flood prevention measures for electrical equipment, etc.)

4. FY2026 Proposal Acceptance Period
Proposals will be accepted in the following three phases.

* 1st Application Period: April 1st (Wed) - April 15th (Wed), 2026
* 2nd Application Period: June 22nd (Mon) - June 26th (Fri), 2026
* 3rd Application Period: September 14th (Mon) - September 18th (Fri), 2026

<Link>

Detailed application guidelines and past successful applications are published on the Ministry of Land, Infrastructure, Transport and Tourism website below.

Application Guidelines

//www.mlit.go.jp/jutakukentiku/house/jutakukentiku_house_fr5_000037.html
(Attached to press release) Model project for extending lifespan, etc.
//www.mlit.go.jp/report/press/content/001987410.pdf
Overview of the Model Project for Extending Lifespan
//www.mlit.go.jp/jutakukentiku/house/content/001912177.pdf

. Baba's term. Could you elaborate on that?

Baba: The idea was that if we could get approval at the general meeting and reach a certain level of approval, it would be impossible to turn back.

To promote the renovation work, we need to coordinate planning and management elements such as bidding methods, price negotiations with applicant companies, alignment of construction specifications, long-term monitoring and confirmation of repair reserve funds, and schedule management, along with technical coordination with experts.

Considering the difficult decisions and the need to prevent management omissions, I thought that a board of directors composed of amateurs would find it difficult to make decisions, and there was a risk of time simply passing by. Therefore, I believed I could accelerate the process by utilizing my experience from my active term.

Instructor Baba

Kimura: You said you would make progress during your term, but what is your background and judgment like?

Baba: During my time in the purchasing department, I had the habit of checking things from various angles and from multiple perspectives in planning and development work. I also have practical experience in developing medium-term plans, contract negotiations, price assessments and negotiations, and supplier evaluations, so I believe I have more experience in promoting and coordinating construction plans than others.

The term "quick decision-making" is often used in a negative sense, but "quick judgment and correct judgment are not contradictory."

I have always tried to "trust but verify" information, checking and organizing it to my own extent, and being able to answer inquiries immediately, so I think I was able to make quick decisions.

Kimura: What were your reasons for judging that you were unable to do it?

Baba: The management association's board of directors is a group of amateurs, and moreover, it is a one-year rotation system, so their knowledge and judgment are limited, and it is clear that they will have difficulty understanding the details of the construction and making mistakes in judgment, which will cause decision-making to take time.

Kimura: The pipe inspection was at the end of September, the inspection report was in November, and the renovation work was completed at the end of December. The period from the basic concept to completion was very short. How was it?
Baba: With this kind of renovation work, the management association wanted to take the lead and proceed in a way that they could be satisfied with.
That was our thinking, so I think we proceeded by aligning our ideas with those of the consulting company.

Kimura: In such a short period, we went to the waterworks bureau together, the city's road bureau, and also held six resident briefing sessions. I imagine we were all quite exhausted.
Baba: I felt that the work couldn't be carried out without the understanding of the association members, so I tried to explain things concretely and deepen their understanding, believing that it was all for the success of the work and a contribution to the residents. I tried to act in that way, but it was exhausting.

Kimura: Even so, the extraordinary general meeting was quite heated, wasn't it?

Baba: If I'm convinced, I can respond to any questions that come my way.
There were some who strongly opposed it, but thanks to that, we were able to inform everyone of the detailed contents of what we were considering at the briefing session, so I think it led to a deeper understanding.
Ultimately, it seems that the necessity of the construction was understood, and the resolution for the renovation work and its budget was passed.

Kimura: So, what was the most important thing you kept in mind when carrying out the renovation work?

Baba: The biggest role of the management association is to create an environment where residents can think, "I'm glad I live here," so the most important thing in this construction was to make sure that the association members could think, "It was worth it."
Also, we tried to make sure that Zenken Center and the construction company could work comfortably and that the renovation work would proceed smoothly.
We didn't ask the construction company to do everything; we made sure that the management association did what it needed to do, and we tried to ensure that the construction company and Zenken Center didn't have any problems and that the work could proceed smoothly.

Kimura: I think that's exactly what happened. In many condominiums, residents are reluctant to give consent for entry into private areas. I think it was incredibly important that the members of the management association went door-to-door, ringing each resident's doorbell and persuading them to submit their consent forms.

Baba: Regarding access to private areas, while the creation, distribution, collection, and follow-up of consent forms are generally handled by the construction company, the management association also participated.

Kimura: The design and cost estimate for this common area construction project was 350 million yen. Seven companies submitted bids, and one withdrew. How did the negotiations with the construction companies and the price negotiations go?

Baba: The estimate from Zenken Center gave us a clear overview of the construction cost, which made it easier to compare the bids from each company. Also, the comparison table for each item made it easier to see what needed to be done to stay within the budget.

In negotiations, instead of asking for a price reduction, we received guidance from Zenken Center on how to evaluate companies, and then narrowed it down to one company with the best potential for negotiation.

I explained the management association's environment and sought their understanding. During direct meetings, I assessed their demeanor to gauge their willingness to cooperate, and I focused on negotiating from various angles to gain their understanding and agreement.

Unreasonable demands inevitably lead to shortcuts and sloppiness. The key is finding a mutually agreeable figure that seems reasonable.

Kimura: Many management associations select around three companies and conduct interviews or negotiations with all three, but this time you narrowed it down to just one company, right?

Baba: If that company couldn't reach an agreement on our demands, we would move on to the next company. That was the implication.

Kimura: How was the residents' cooperation during the renovation work?

Baba: Because we held frequent explanatory meetings and distributed pamphlets, I wasn't too worried about the cooperation of the association members. Therefore, I felt that everyone was cooperative.

Kimura: Finally, do you have any advice for our viewers, or any thoughts on how management associations should be run, from your perspective?

Baba: A management association is not an organization that operates by orders, but by agreement.
Therefore, for condominiums that are over 20 years old, at least half of the board members should be replaced every two years. Ideally, one-third should be replaced every three years.
Similarly, I believe a consultant specializing in repairs is absolutely necessary.
Problems will arise in various parts of the building, so I think it's necessary to listen to the opinions of experts rather than laypeople.
Kimura: What I felt most strongly was Chairman Baba's enthusiasm and his determination to get things done.
Thank you, Mr. Baba, for sharing your valuable experience.

The video of this seminar is available on Vimeo and YouTube at the following URL:
//zenken-center.com/79sm
Further details of this seminar are included in Zenken Bunko No. 60, "The Truth About Condominium Water Supply and Drainage Pipe Renovation: A Path to Success in Water Supply and Drainage Pipe Renovation Work."
The electronic version of Zenken Bunko is available for unlimited reading with Zenken Library (subscription). Please register via the URL below.

//z-book.jp

一

From March 3rd to 6th, the Nikkei Inc. held the "Nikkei Messe Urban Development & Retail Store Development Comprehensive Exhibition" at Tokyo Big Sight. Within the "Architecture & Building Materials Exhibition," a "Condominium Management & Renovation Zone" was set up, where the NPO Japan Housing Management Association (NPO Japan Housing Management Association) offered a free consultation booth on condominium management.

On March 3rd, NPO Japan Housing Management Association Chairman Hideo Kakinuma gave a seminar titled "Aiming to Improve the Residential Value of Condominiums: Vision Formulation and Independent Management."

The seminar explained the importance of "independent management aimed at improving the residential value of condominiums," as advocated by NPO Japan Housing Management Association. It recommended that management associations take the lead in formulating a clear vision and conducting democratic and highly transparent operations, rather than relying too heavily on management companies.

Specific support measures introduced included reviewing long-term repair plans, consulting on large-scale repair work, and workshops to promote consensus building among residents.

The guidelines outline how to pursue a level of livability that exceeds asset value by taking measures from both hardware and software perspectives to address challenges such as aging buildings and the aging of residents. Furthermore, the book includes actual successful case studies of rebuilding projects, offering concrete pathways towards sustainable housing construction.

Scenes from Chairman Kakinuma's speech

NPO Japan Housing Association's Free Consultation Booth

Tokyo District Court, November 27, 2024

[Parties]
Plaintiff: Management Association (Unincorporated Association)
Defendant: Unit Owner (Appointed by Family Court as Administrator of Absentee Property = Attended by Lawyer)

[Ruling]
1. The Defendant shall not refuse the Plaintiff or a contractor designated by the Plaintiff to enter the exclusive-use area and inspect and clean the drainage pipes installed in the kitchen, washroom, bathroom, toilet, and washing machine area.
2. The Defendant shall allow the Plaintiff or a contractor designated by the Plaintiff to perform the work.
3. The Defendant shall not obstruct the inspection and cleaning work of the Plaintiff or a contractor designated by the Plaintiff.
4. The Defendant shall pay the Plaintiff 957,000 yen (including tax) for attorney's fees and late payment penalties.

[Case Summary]
This case concerns a situation where the defendant refused access to their private unit for drainpipe cleaning for over 10 years, resulting in a water leak to the floor below. The plaintiff's management association sued the defendant, based on the management regulations, seeking their acceptance of the drainpipe inspection and cleaning, prohibition of interference, and payment of legal fees incurred in the lawsuit.

[Findings of Fact]
• In October 2013, the Tokyo Family Court, based on a petition from the defendant's relatives, appointed an absentee property management law firm as the administrator of the defendant's absentee property. Subsequently, the assigned lawyer began managing the defendant's property.
• The management company had been unable to contact the defendant for several years and had outstanding management fees. Therefore, the plaintiff obtained a writ of execution and initiated compulsory auction proceedings.
• During the auction proceedings, when the bailiff unlocked the door to the defendant's private unit, a person was found inside.
• This person resisted the bailiff by brandishing a metal rod, preventing the compulsory execution proceedings from continuing.

- The assigned lawyer continued to visit the defendant's unit, but the resident did not respond to the doorbell or calls.

- In May 2022, a water leak occurred from the ceiling of the floor below the defendant's unit. A representative from the management company and the assigned lawyer went to the defendant's unit, but the resident did not open the front door.

- Judging the situation to be an "emergency" due to the actual water leak, the plaintiff forcibly entered the defendant's unit and confirmed that there were traces of water leakage under the sink, and that the bathroom drainpipe was clogged, preventing water from flowing.

- While the above inspection was being conducted, the resident of the defendant's unit repeatedly shouted, "Please leave!"

- In May 2023, the plaintiff resolved at a regular general meeting to file a lawsuit seeking an injunction against interference with fire safety equipment inspections and drainpipe cleaning. The present lawsuit was filed in October of the same year.

[Court's Decision]
- The court fully granted the plaintiff's claims and ordered the defendant to refrain from refusing to inspect and clean the drainpipes, unlocking the front door, and obstructing the work.
- Regarding the adoption of the economic benefit standard, the plaintiff made dispute resolution difficult by refusing a settlement proposal from the defendant that acknowledged the main parts of the claims and by urging the court to conduct a trial investigation.
- Considering these special circumstances, it is appropriate to calculate the economic benefit as half of 8 million yen, or 4 million yen.

[Conclusion]
- In addition to tolerating the inspections, the court ordered the defendant to pay 957,000 yen (including tax) for attorney's fees and late payment penalties.

Based on the revised Condominium Ownership Law that came into effect on April 1, 2026, this practical guide outlines the operation of the "General Meeting," the highest decision-making body of a condominium management association, using flowcharts, sample forms, and anticipated Q&A. It compiles the extensive consultation experience and legal expertise of lawyers at the "Tokyo Bar Association Condominium Management Consultation Service."

General meetings carry the risk of resolutions being invalidated if there are deficiencies in the procedures or agenda items. This book clearly explains how to conduct general meetings appropriately to prevent disputes surrounding them. It can be considered an "essential book for condominium management associations."

"Manual for Operating Condominium General Meetings
- Clarifying the Decision-Making Process of Management Associations -"
Published October 21, 2025
Edited by: Tokyo Bar Association, Lawyers' Practice Reform Committee, Condominium Division
Format: B5 size, 378 pages
Price: ¥4,950 (tax included)
Published by: Shin Nippon Hoki Publishing Co., Ltd.
ISBN 978-4-7882-9607-7

<Link>

//www.sn-hoki.co.jp/shop/item/5100389

Management Fees Rise 7.5%, Repair Reserve Funds Rise 16.5%

According to research by the East Japan Real Estate Distribution Organization, the average monthly management fee for used condominiums sold in the Tokyo metropolitan area in fiscal year 2024 was ¥13,847 (an increase of approximately 7.5% compared to fiscal year 2020), and the average monthly repair reserve fund was ¥13,177 (an increase of approximately 16.5% compared to the same period). Per square meter, this translates to ¥216 for management fees (¥201 in fiscal year 2020) and ¥205 for repair reserve funds (¥176 in the same period).

Once, maintenance costs were thought to be "constant" due to the low growth during what was called the "lost 30 years," but now they are being swallowed up by a clear wave of inflation. This has made the increased burden on household budgets an even more serious issue.

"Labor Shortage" and "Rising Material Costs"

The biggest factor driving up management fees is the soaring labor costs due to labor shortages. The shortage of building managers and cleaning staff is becoming increasingly serious, and coupled with demands for wage increases from subcontractors for equipment inspections and other services, this is directly leading to soaring management fees.

Furthermore, rising electricity costs for common areas and revised fire insurance premiums due to increased disaster risk are also contributing to the increase in management fees.

Meanwhile, repair reserve funds are being directly impacted by the sharp rise in construction costs. Construction costs have been steadily increasing since 2012, with an increase rate exceeding 30% by 2023. Construction materials, in particular, have seen a sharp rise since around 2020.

In addition, many condominiums employ a "gradual increase reserve fund system," where the initial repair reserve fund amount is kept low to facilitate sales at the time of sale, and then gradually increased. Structurally, future price increases are unavoidable.

Overly Conservative Long-Term Repair Plans

What is often overlooked is the "content" of the long-term repair plans created by management companies. Many plans are overly conservative, prioritizing safety above all else.
For example, a plan might involve replacing equipment with a 15-year lifespan after only 12 years.
While this is a safety measure for the management company, it leads to increased costs for the residents' association. Simply scrutinizing whether the work is truly necessary at this time could potentially reduce expenditures by millions or even tens of millions of yen.

Measures to Avoid Being Swept Away by Price Increases
So, what measures are needed to overcome this wave of inflation?

This requires not simply accepting price increases, but rather a fundamental review of expenditures and plans from a "management perspective."
1. Scrutinizing Management Specifications
By reviewing whether inspection and cleaning frequencies are excessive, and whether the working hours of building managers are appropriate, there is room to reduce costs while maintaining service quality.
Furthermore, efforts to "earn" money, such as renting out vacant parking spaces or converting underutilized common facilities into revenue-generating facilities, are also viable options.
2. "Extraordinary" Extension of Repair Cycles

Regarding repair reserve funds, "extending the repair cycle" is key.

By utilizing highly durable materials and extending the interval between major repairs from the conventional 12 years to 15-18 years, the lifetime cost of a condominium can be significantly reduced.

Plans created by management companies are often conservative, and in many cases, they include early replacement of equipment that still has plenty of life left.

3. Utilizing a "Second Opinion" from a Third Party

When scrutinizing "specific cost breakdowns" and "future income and expenditure forecasts," it is a third-party expert who judges their appropriateness.

Utilizing a "second opinion" based on an expert's diagnosis is the quickest way to prevent excessive price increases.

◇ ◇ ◇

Protecting the asset value of a condominium is not the responsibility of the management company or the government, but the "concern" of the residents themselves.

The key to optimizing costs without compromising the quality of condominium management lies in the "concern" of each individual resident. Creating an environment where residents of diverse generations and genders can voice their opinions on management, rather than leaving it entirely to a few board members, will lead to sound operation and the maintenance of property value.
Before giving up and accepting that "price increases are unavoidable," first check the management specifications and long-term repair plan of your condominium, and discuss future income and expenses with the help of experts.

＜全建センター・大規模修繕工事新聞論説委員会2026-4-02＞

Imagine a crab standing motionless by the convenience store checkout counter, clutching a rice ball. A smooth-talking monkey approaches, whispering, "If you eat that now, it's all gone. But if you exchange it for a seed, you'll have a bountiful harvest later." It's a sweet, predictable scenario, like something out of an investment scam, a side-hustle pitch, or a points-based economic system.

The crab reluctantly exchanges the rice ball and cultivates a persimmon tree, only to have it all snatched away by the monkey, the "platform powerhouse," at harvest time. Up to this point, the dynamic of the weaker party bearing the burden and the stronger party reclaiming the fruit is strikingly modern.

The problem lies in the second half. The horror of "The Monkey and the Crab" isn't so much the crab's loss, but the fact that it's subjected to a "test of faith"—the unripe persimmon—and loses its life (or suffers serious injuries). Then the child seeks revenge. Helpers like a chestnut, a bee, a mortar, and cow dung gather, dividing roles and setting traps in the enemy's house. It's satisfying, yet chilling. Because a solidarity for justice can easily turn into a solidarity for vigilante justice.

This is eerily similar to online firestorms on social media. Clips of the victim spread, and quotes and condemnations circulate faster than the report button. The perpetrator is instantly fixed as the "villain in the story," and even innocent people join in. The chorus of justice feels good. But the more heated the fervor, the more "consistency of the narrative" takes precedence over factual verification. The focus shifts from who grew the persimmons to "who should be punished now." That's why this story has been "mellowed out" in recent years.

We don't want to see violence, and we don't want our children to see it. That's understandable. However, simply copying and pasting the "second half of the story" when dealing with real-world troubles usually fails. When retaliation takes precedence, the other party then claims to be the victim, and yet another "solidarity" is born.

Even if you retaliate, the persimmons on the timeline won't become sweet. The only thing that becomes sweet is the taste of anger. Let's consider this from the perspective of a courtroom in a folktale. The monkey confesses, the prosecution demands a harsh punishment, and the defense argues that the monkey should atone for their actions while alive—this scenario clearly separates two desires within us.

One is "settling the score." The other is "preventing recurrence" and "recovery." Both are valid, but if the order is wrong, righteousness becomes a weapon.

If we were to take one modern lesson from this, it would be, "Establish the rules and the exit strategy before handing over the seeds." Exchange (contracts) require accountability, and profit sharing requires transparency.

If there were a third party to turn to in times of trouble (a consultation service, mediation, record-keeping, evidence), chestnuts, bees, and cow dung wouldn't even gather in the first place. Solidarity can be used not only for revenge, but also to reclaim one's life—what we should cultivate under the persimmon tree is not a tale of heroism in defeating the enemy, but a system that ensures "we won't be deceived next time."

(Journalist: Katsuhiko Inoue)

<Interesting Column Provided by> //omosiro-column.com/

The 80th Anniversary Condominium Management Association Online Seminar will be held on Sunday, April 26th.

Thanks to your support, the "Condominium Management Association Seminar" has reached its 80th session. We will continue to plan and conduct timely seminars that are relevant to the times, and we appreciate your continued support.

This seminar will provide details about the newly established "General Incorporated Association Condominium Management Consultant Research Institute (abbreviated as "Condominium Research Institute")," which is expected to be helpful in resolving collusion issues. The seminar will also cover the following topics:

● Dissatisfaction with management companies (cost, slow response, lack of proposals, etc.)
● Risk of sudden contract termination notices
● Difficulty changing management companies due to economic conditions
● Risks of the "Management Company Administrator System"
● The need for new methods of collaboration with management companies
● Exploring the ideal partnership through this seminar

For details and registration for this seminar, please click here (click the banner or URL to open the dedicated website).

//zenken-center.com/80sm/