Building a company worth working at
Enabling the flourishing of diverse talent

The Haseko Group is striving to develop an environment in which a diverse range of people can demonstrate their individual characteristics and capabilities and thrive regardless of their race, nationality, gender, sexual orientation, gender identity, age, religion or disabilities.

Promoting Diversity & Inclusion

The Haseko Group has proceeded with the initiatives regarding “flourishing of diverse talent” such as promoting female participation, active participation of senior personnel, employment of persons with disabilities and active appointment of overseas human resources. From April 2023, we have newly established the D&I Promotion Office within the company. As well as further promoting various initiatives to date, we are working to create an environment where many employees feel comfortable and shine, with "getting the most out of their qualities" as a key theme, and promote the Diversity & Inclusion by the entire Group.

Haseko Group Diversity & Inclusion Promotion Policy

Haseko Group Diversity & Inclusion Promotion Policy (Japanese Only)[PDF:107KB]

Supporting the active participation of women

The Haseko Group is seeking to give all of its employees equal opportunities to play an active role regardless of gender. There are, however, not many women working in the construction industry, and the same is true in the Haseko Group. We are studying and implementing various measures to create an environment that allows women to bring out their best over the long term.

General Employer Action Plan under the Act on the Promotion of Female Participation and Career Advancement in the Workplace

Starting in 2014, the Group has been publishing concrete measures to promote the active participation of women in each Group company in the form of the General Employer Action Plan.

General Employer Action Plan of Haseko Corporation
Haseko Corporation shall establish an action plan to promote the active participation of women while securing diverse human resources with an aim to realize the creation of an optimal living environment for cities and people.
  1. Period of the plan
    Two years from April 1, 2023 to March 31, 2025
  2. Target, initiatives, and timing of implementation
    [Target 1] Bring the proportion of women to employees hired to 30% or more. (Continued)
    From April 1, 2023
    ・As before, set a target proportion of women in recruiting new employees, and actively employ women.
    ・Enhance the special website to recruit female students with technical skills, and increase the number of visits to sites where women are working as well as the number of opportunities to interview female employees.

    [Target 2] Bring the turnover rate of women to 3% or less.(Continued)
    From April 1, 2023
    ・Further reinforcement of measures for retention of young employees through cooperation of the trinity of "HR, senior colleagues, and mid-level employees."
    ・Implement measures for motivating career-track female employees to keep the job, such as site-specific gatherings.
    ・Expand career measures for young employees and promote the placement and utilization of employees based on their career inclinations.
    ・Sufficient follow-up through interviews during the period from pre-maternity leave to post-childcare leave.

    [Target 3] Promote the active participation and development of female management candidates.
    From April 1, 2023
    ・Promote the active participation and development of management candidates including developing them as autonomous employees and providing education on a selective basis, with the goal of increasing the current ratio of female management employees.
    ・Continuously promote efforts to connect female colleagues and improve the working environment for female employees to work comfortably.

Group-wide efforts to promote women’s active participation

The Haseko Group has proactively promoted the appointment of female ahead of the industry. Currently, our female employees, known as “Hasejo”, play active roles in all fields of work in condominium life making, ranging from business planning, development promotion, design, construction, sales, and interior decorating to administration.
The Group has implemented a variety of retention measures to raise the percentage of female employees, which include active recruitment of female employees, gathering of female employees, training for female employees, and follow programs for pre- and post-childbirth and childcare leave. Going forward, we will continue focusing on the development of the Company’s core employees and actively promoting the appointment of female toward the target of raising the current percentage of female managers.

Percentage of female employees


FY2018 FY2019 FY2020 FY2021 FY2022
Percentage of female employees (%) 28.0 28.3 29.7 30.7 30.5
Percentage of female managers (%) 8.1 8.4 9.0 9.5 9.8

*Aggregation range : Data for FY2021 and prior refers to all Group companies (excluding overseas companies), while data for FY2022 refers to Haseko Corporation and consolidated subsidiaries.

Activities of the Office for Promotion of Active Participation of Women

Aiming to realize “Building a company worth working at,” one of the CSR initiative themes for the creation of a pleasant workplace for everyone, we are implementing initiatives for women’s network building and solving workstyle and workplace environment issues to “create a workplace environment where women can enjoy a long career.”

Hosting a gathering of female employees
As part of measures for women’s network building, and to identify issues in their workstyles and workplace environments, and eliminate their concerns about balancing work and family and career advancement, we hold a gathering of female employees. As their workstyles and workplaces vary depending on their business units (divisions or companies) in the Haseko Group, the gathering is held at each business unit so that they can communicate with fellow employees and identify individual issues.
Gathering of female employees

Construction group joint female staff exchange meeting held

In 2021, the Haseko Group held a group-wide exchange meeting for female staff working at construction-related companies within the Group.
A total of 41 female staff from Haseko Corporation, Haseko Reform Inc., and Hosoda Corporation participated in the exchange meeting.
We hope that this exchange meeting will allow female construction management staff from different departments to interact with each other, share their concerns and issues, and improve the working environment through awareness. We will continue to promote initiatives to encourage positive thinking in order for female staff to continue working in construction management for a long time.

(Participants’ voice)
‧Through the exchange of opinions and presentations, I was inspired by each other’s stories of hardships and difficulties, and by the working styles of female supervisors working while raising children, so that I was able to increase my motivation to work and have a concrete image of my future activities.
‧It was a good opportunity for me to rethink about my own career development in the future.

Delivering information through an internal portal site “Together, we are building a company worth working at”
The Haseko Group operates an internal portal site, “Together, we’re building a company worth working at,” to deliver more information aimed at promoting the active participation of female staff. The site features role models that represent different working styles, introduces the systems concerning childbirth, parenting, nursing care, etc., and covers various other career support information, while also serving as a forum for sharing opinions. On the site, we also communicate messages from the Group’s senior management.
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Selected as a “Nadeshiko Brand” in fiscal 2022

Haseko Corporation has been selected as one of the “Nadeshiko Brand” for fiscal 2022 by the Ministry of Economy, Trade and Industry in cooperation with the Tokyo Stock Exchange as a listed company that excels in the “promotion of women’s activities.”

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Support for balancing work and child-rearing

Aiming for a working environment where employees can actively work in their own way while giving birth and raising children, we make efforts to reinforce a system to support both their careers and child-rearing, and encourage them to use it.
The framework of childcare leave and shortened work hours is maintained at a higher level than those stipulated in legal standards so that employees can take childcare leave until their children reach three years old, and shortened work hours until their children reach the third grade of elementary school. In addition, we provide opportunities for employees to have interviews with HR staff before, during, and after childcare leave to eliminate their concerns during leave and follow up on their future careers. At the interviews, we explain our systems and procedures related to childcare leave and other internal programs, listen to employees’ vision of their workstyle after returning to work, and maintain an environment for sharing corporate updates during leave.
In April 2019, we reinforced systems for balancing work and family by newly establishing and implementing our own systems: “children leave” which enables employees to take a 10-day paid leave per child (under three years old) for childcare purposes; “spouse maternity leave” which enables male employees to take one-day paid leave to attend delivery by their spouses; and “hourly annual leave” which enables employees to take annual leave on an hourly basis equivalent to up to five days per year.
In particular, we are working to achieve a Group-wide annual target of 20% of male employees taking childcare leave.
In addition to the dissemination of information through company newsletters and internal portal sites, we will facilitate further understanding and utilization of the systems by confirming each employee’s intention and explaining the systems in accordance with the legal revision of the Child Care and Family Care Leave Law in April 2022, thereby creating a worker-friendly environment.

Utilization of childcare-related systems

This table can be scrolled

FY2018 FY2019 FY2020 FY2021 FY2022
Haseko Corporation Haseko Corporation Haseko Group Haseko Corporation Haseko Group Haseko Corporation Haseko Group Haseko Corporation Haseko Group
Acquisition ratio of childcare leave (%) Male 0.4 4.5 2.6 6.8 8.0 20.9 16.7 40.7 39.4
Female 100 100 100 100 92.9 100 100 97.1 100.0
Acquisition ratio of Time off for children's events (%) Male - 26.6 26.0 40.6 38.7 46.8 45.4 45.4 45.0
Female - 39.2 53.5 43.4 48.9 50.0 52.5 87.0 90.1
Acquisition ratio of spouse maternity leave (%) - 54.5 40.6 42.5 40.9 42.2 35.2 44.0 40.0

*The figures are the results of Haseko Corporation on a non-consolidated basis.

Active participation of senior personnel

As efforts to adapt to the era of aging population in Japan, we believe it is important to secure and promptly train new recruits as a going concern and utilize the wealth of experience, skills and know-how of seniors on an ongoing basis to prepare against the aging population and declining birth rate. The Haseko Group has been one of the first organizations to work on the active participation of the elderly, having increased the mandatory retirement age from 60 to 65 in 2005, in view of such factors as developments in the legal system to adapt to the aging society and the effective utilization of human resources as of April 1, 2023, 299 employees are actively working for a certain period of time even after mandatory retirement.
In the condominium management business, many seniors with extensive life experience approx. 5,000 persons are playing an active role to support condominium management and condominium residents in their daily lives as "life managers" (administration staff).
In 2014, we introduced "Training Workshops for 60-year-old Employees," in which we give such employees the opportunity to look back at their corporate lives and think about how they can make the most of their career, what they can pass on to their successors, and what would be helpful in giving guidance to them. We also provide such employees with support in the five-year period until mandatory retirement so that they can engage in their main job and the training of their successors with a high level of motivation.

Promoting employment of persons with disabilities

The Haseko Group is continuously working to encourage the employment of persons with disabilities with the aim of realizing a workplace where persons with or without disabilities work together.
Haseko Corporation established Haseko Systems, Inc. in 1991 as a special subsidiary. We obtained certification under the “special subsidiary system (group application)” in 2009, and have 185 persons with disabilities playing an active role in the Haseko Group (as of June 1, 2023).
We utilize rental farms to operate Kashiwa Farm and Funabashi Farm as occupational fields for employees with intellectual disabilities, and have started using a satellite office service as occupational fields for employees with mental disorders since fiscal 2020 in order for expansion of occupational fields and retention of employees.

At work on Kashiwa Farm
Vegetables harvested in Funabashi Farm

Donation of vegetables produced in Kashiwa Farm and Funabashi Farm to cafeterias for children in need

Haseko Systems conducts donation activities of vegetables produced in Kashiwa Farm and Funabashi Farm for local cafeterias for children in need (kodomo shokudo). Together with vegetables, we enclose a picture book mainly written by workers at Funabashi Farm for children to learn about vegetables and farmers.

Active participation of personnel in overseas representative offices

Haseko Corporation currently runs overseas businesses in the United States (Hawaii) and Vietnam. Upon expanding into these regions, we have established a local representative office, where we not only assign employees from Japan to take up a post but also hire local staff, and will continue to actively employ local staff in the future.
We have led the businesses to success by understanding each other’s way of thinking, culture and how to get the job done, which vary from place to place.

A meeting in Hawaii
An on-site morning meeting in Vietnam

Creating pleasant workplaces

In order for each and every employee to play an active role by fully demonstrating his/her capabilities and skills, it is indispensable not only for employees to make efforts but also for a company to provide support to realize a pleasant workplace and improve productivity.
The Haseko Group has been promoting “MOSt (Move On Step) Activities,” aimed at executing operational reforms, improving productivity, alleviating prolonged work, taking days off from work, etc. In addition, Group companies and divisions are pushing ahead with their own voluntary initiatives to prevent overwork and develop a comfortable work environment.

"MOSt Activities" aimed at improving workplace environment on a Group-wide scale

Since fiscal 2005, the Haseko Group has been engaging in "MOSt Activities" with the objective of creating an operating environment in which employees can seek physical and mental fulfillment and demonstrate their capabilities. "MOSt" is the abbreviation of "Move On Step," reflecting our commitment to "steadily engaging in activities by taking one step at a time."
In concrete terms, the “MOSt activities” are being carried out under the initiative of the committees set up for this purpose in each division of Haseko Corporation and each Group company. Committee members selected from both labor and management set a theme or issue specific to their own workplace, discuss ways to solve them, and put them into practice. Information on these activities is shared among secretariat members of all committees on a regular basis and measures that proved effective are adopted at other workplaces as needed, thus helping to improve work environment across the Group.

Initiatives in 2022

In fiscal 2022, we started our activities under the slogan, “Use it well! Through proper utilization, maximize manpower!” Each committee has worked to improve operational efficiency and productivity by raising proficiency with the various systems and IT tools introduced with MOSt Activities and DX promotion initiatives.
Specific outcomes of various committees’ activities include the implementation of measures targeted at improving the skills of young employees and improving their retention rate, as well as the further promotion of paperless work.
In addition to these committee-led activities, a range of Group-wide initiatives were also carried out, including the twice-yearly “Group-wide ‘leave work early’ days,” the “division-level ‘leave work early’ days,” the sharing and horizontal development of information on the activities of each committee, and the MOSt Report (monthly), which is issued to raise awareness among the management and staff.

Awareness raising poster of the “Group-wide No Overtime Day”
Monthly publication of “MOSt Report”

Realization of "two days off a week" at construction sites

The Japan Federation of Construction Contractors (JFCC) has established the “Headquarters for Promoting Two Days Off per Week” and formulated the “Action Plan to Realize Two Days Off per Week,” targeted at closing eight construction sites every four weeks by the end of fiscal 2021. The policy for activities in and after fiscal 2022 is to realize closing eight construction sites every four weeks by the end of fiscal 2023, with fiscal 2024 as the year for confirming that closing eight construction sites every four weeks is firmly established. Haseko Corporation also started an initiative to close construction sites simultaneously on Saturdays from 2002. And while we have promoted the closure of construction sites for six days every four weeks since fiscal 2018 in accordance with the basic framework of the action plan of JFCC., from fiscal 2020 onward, we have established 104 designated closure days per year to realize the closure of construction sites for eight days every four weeks. In fiscal 2023, we aim to achieve a closure ratio of 100% by setting designated closure dates of 108 days as a target.

Opened “MOSt Place,” multipurpose space for the employees

In 2020, “MOSt Place,” a multipurpose space for our employees was opened in the Head Office building in Shiba and also in Hiranomachi building based on the concept of “improving productivity” and “stimulating communication.” It was designed as a space that sparks new ideas and inspirations, a space in which a variety of employees can mix and mingle, and a space where you can chill out. The space can be utilized flexibly, whether for meetings, working remotely or events in after-hours. We aspire to make it a place where each employee can unleash his/her potential and generate innovation.

Private Lounge is for small groups or to concentrate in solitude.
Browsing Space is for gathering information.
In Flexible Space, table layout can be changed freely.

Creative office in Value Creation Division

In Value Creation Division, which aims to create and verify Haseko Group's future businesses, improve the competitiveness of its products and services, and raise labor productivity, the office space has been designated as a "creative office" as a base to create innovation, the first of its kind in the Haseko Group.
Its concept is “Road Trip/Traveling Office” and it is entirely free address, being designed as an office space aimed at enabling employees to walk around freely in the work area as if they are on a trip, take advantage of the communication that incidentally arises among them and thereby yield steady results.
In addition, we launched a self-managed organization called "Office Design Committee," which is engaged in such initiatives as aesthetic maintenance, promotion of communication, and greater disclosure/transparency of opinions and proposals for improvement of offices in an effort to maintain the creative office.

Café space at the center of the office: "Magnet Point" inducing incidental communication
TED space: "Sketch Point" where employees can immediately sketch their ideas derived from communication
"Clean Day": All employees clean the office together once a month
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