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.

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 scal 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 ful lment and demonstrate their capabilities. "MOSt" is the abbreviation of "Move On Step," re ecting 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 speci c 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 e ective are adopted at other workplaces as needed, thus helping to improve work environment across the Group.

Initiatives in 2020

In fiscal 2020, we launched our activities under the slogan “Put your findings to motion and innovate workstyle now!” Aiming at achieving both the safety of our employees and business continuity amid the outbreak of COVID-19, we studied measures to maintain and improve productivity while reducing the rate of physical attendance at our offices by effectively introducing working from home, mobile working and staggered commuting.

The specific outcome of these activities includes the broader adoption and implementation of online meetings, digitalizing approval procedures using seals and stamps, measures to make meeting materials paperless, and working from home, mobile working and many other arrangements for the working environment. 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 of information on the activities of each committee and their application to other workplaces, and the MOSt Report (monthly), which is issued to raise awareness among the management and staff.

Poster for raising awareness on the “Group-wide ‘leave work early’ days”
Monthly issue of the MOSt Report

Realization of "two days o 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. Haseko Corporation also started an initiative to close construction sites simultaneously on Saturdays in 2002 and has been promoting the closure of six construction sites every four weeks since fiscal 2018. From fiscal 2020 onward, in order to realize the closure of eight construction sites every four weeks, we are working toward achieving 100% closure by establishing designated closure dates of 104 days per year. We will continue making efforts to resolve the issues in the construction industry.

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, technology and innovation 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." Employees in the FIT Development Dept. in charge of promotion of innovation played a central role in conducting a series of studies and designing 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 o ce: "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 o ce together once a month
Related information

Enabling the ourishing of diverse talent

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.

Going forward, we will announce our systems through such means as company newsletters and the internal portal site to facilitate further understanding and utilization of the systems for the creation of a worker-friendly environment.

Utilization of childcare-related systems

This table can be scrolled

FY2017 FY2018 FY2019 FY2020
Acquisition ratio of childcare leave (%) Male 1.4 0.4 4.5 6.8
Female 100 100 100 100
Ratio of returning to work after maternity and childcare leave 100 100 100 100
Acquisition ratio of Time off for children's events (%) Male - - 26.6 40.6
Female - - 39.2 43.4
Acquisition ratio of spouse maternity leave (%) - - 54.5 42.5

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

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
    Three years from April 1, 2020 to March 31, 2023
  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, 2020
    ・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 implement site visits where women are working.

    [Target 2] Bring the turnover rate of women to 3% or less.
    From April 1, 2020
    ・Implement measures for motivating career-track female employees to keep the job through life events.
    ・Sufficient follow-up through interviews during the period from pre-maternity leave to post-childcare leave.
    ・Ongoing reinforcement of measures for retention of young employees through cooperation of the trinity of HR, senior colleagues, and mid-level employees.

Activities of the Office for Promotion of Active Participation of Women

The Office for Promotion of Active Participation of Women was established to take up the ideas in the recommendations made to management by the “Project for Promotion of Active Participation of Women (for Executives)” comprising female executives, which was convened for the two-year period since 2018. Aiming to realize “Building a company worth working at,” one of the four 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
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.
Related information

Group-wide e orts to promote women’s active participation

Throughout the Haseko Group, female employees, known as “Hasejo,” are playing an active role in all elds of work in the development of condominium life, from business planning to development promotion, designing, construction, sales, interior decorating, and administration. We will make the workplace conditions more conducive to women engineers and technicians, as advocated in the construction industry’s “KENSETSU-KOMACHI” action plan, and continue bringing women’s perspectives and sensibilities into our condominium development and the services to support life in the condominiums.
With the aim of realizing female-friendly construction sites, Haseko Corporation conducts “Female Sta Training Workshops” multiple times a year, combining female sta in eastern and western regions of Japan. By listening to senior female sta 's experiences regarding how to get the job done, new recruits can envision their own future. We take young employees to worksite inspection tours so as to deepen their interest in construction and familiarize them with execution supervision operations. We also strive to share concerns and develop a sense of unity through interaction among female sta , and make improvements by identifying issues and priorities related to the working environment.
At worksites where female sta are playing an active role, consideration is given not only to such matters as installing female-only toilets, rest stations, changerooms and other such facilities, but also regularly monitoring the state of these facilities using check sheets as part of our ongoing e orts towards creating worker-friendly sites.

Active participation of senior personnel

As e orts 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 rst 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 e ective utilization of human resources (as of March 31, 2021, 189 employees 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. 5,800 persons) are playing an active role to support condominium management and condominium residents in their daily lives as "life managers" (administration sta ).

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 ve-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 166 persons with disabilities playing an active role in the Haseko Group (as of June 1, 2021).

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 o ce, where we not only assign employees from Japan to take up a post but also hire local sta .
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