Human Capital / Human Resources Development

Human Capital: Basic Approach & Policy

The collective capabilities of the Haseko Group rest on the employees of the Group and those of partner companies. We deeply consider the expertise and experience of our employees, as well as their ingenuity and vitality in creating new value, as our “human capital.” By creating an environment where all employees can play an active role, we will encourage each and every employee to proactively take on new opportunities for growth and help them to create new value and provide optimal housing and living to cities.

Haseko Group Personnel Plan (April 2025 - March 2031)

The Haseko Group creates personnel plans based on its medium-term business plans, and through the reporting of progress and issues by the officer in charge of HR to the Board of Directors and the holding of discussions, we ensure compatibility with management strategy and HR strategy.
In the HASEKO Evolution Plan medium-term business plan that commenced in FY2025, we overhauled our HR strategy, and are working toward the vision set out below.

Visions

  • Create a profound workforce and organization capable of steadily executing business plans and promoting new businesses and DX.
  • Become a corporate group where the organization and its employees pursue greater productivity and engagement and where a diverse body of employees can actively participate in good health.
  • Stimulate employees’ desire to achieve targets by ensuring that high performance leads to high compensation. Become a corporate group that always displays its maximum ability and grows sustainably in the medium to long term.
  • A state where individual Group employees grow through their careers and respond flexibly to changes while displaying their individual and organizational strengths to the maximum level.
  • A state where individual Group employees grow through their careers and respond flexibly to changes while displaying their individual and organizational strengths to the maximum level.

1. Pursue the Group’s management foundation and a solid personnel and organizational structure

Initiative targets Metrics FY2024 results
  • Further enhancement of our order and construction system toward achieving the goals of the medium-term business plan
  • A bigger specialist workforce through mid-career hiring
  • Provision of diverse education programs for existing staff (DX education, global human resource development, etc.), acquisition and development of human resources to open up new fields of business
  • Achievement rate of new graduate recruitment plan 100%
  • Achievement rate of new graduate recruitment plan 81.5%
  • Turnover rate of full-time employees 5.0%
  • Turnover rate of full-time employees 5.1%
  • 20% ratio of DX promotion personnel (by FY2030)
  • To be published from FY2025 results

Initiatives

By expanding the recruitment of new graduates and mid-career hires and improving the employee turnover rate, we secured a stable order-receiving and production structure, contributing to the fulfillment of business plan targets. However, competition for recruitment of personnel, especially technological personnel, at each Group company is intensifying, so we will introduce alumni and referral recruitment and endeavor to unearth personnel with diverse backgrounds (such as those from other countries, students studying abroad, and graduates of the National Institute of Technology).
Furthermore, to achieve the HASEKO Evolution Plan, we will increase the ranks of specialized personnel through mid-career recruitment, provide a range of educational programs (such as DX training and global human resources training) for existing employees, and continue to secure and train personnel that will pioneer new business areas.

Trends in the number of new graduate and mid-career hires (domestic consolidated companies)
  • The number of mid-career hires for FY2025 is a planned value

2. Building a pleasant working environment where a diverse workforce can work in health and peace of mind

Building a pleasant working environment

Initiative targets Metrics FY2024 results
  • Visualization of working status and condition of each employee and evolution in management of working hours
  • Promotion of workstyles that improve the quantity and quality of output while taking the characteristics of the role and the employee’s circumstances into consideration
  • Company-wide DX promotion, continued workstyle reform through MOSt activities
  • Thorough implementation of initiatives to eliminate construction accidents, further strengthening of safety management and value enhancement activities
  • Implementation rate of operation with 8 days closed every 4 weeks 100% (FY2027)
  • Implementation rate of operation with 8 days closed every 4 weeks 30.4%
  • Implementation rate of operation with 8 days off every 4 weeks (104 days off annually) 100%
  • Implementation rate of operation with 8 days off every 4 weeks (104 days off annually) 83.9%
  • Fatal and serious accidents/disasters None
  • Fatal and serious accidents/disasters 1
  • Frequency rate of occupational accidents 0.60 or less
  • Frequency rate of occupational accidents 0.28
  • Severity rate of occupational accidents 0.01 or less
  • Severity rate of occupational accidents 0.26
  • These metrics are applied to Haseko Corporation
Initiatives

Creating an environment where a diverse body of employees can actively participate

Initiative targets Metrics FY2024 results
  • In order to create a corporate culture that promotes employees “getting the most out of their qualities,” we will implement D&I training for managers and proactively disseminate information through internal portals and other channels
  • Initiative results will be checked using surveys and other such means, and ongoing improvements will be made
  • Percentage of women among new graduates hired 30%
  • Percentage of women among new graduates hired 36.5%
  • Percentage of female employees 30% or more
  • Percentage of female employees 33.3%
  • Percentage of female managers 12% (FY2030)
  • Percentage of female managers 10.6%
  • Percentage of male workers using the childcare participation system 100%
    (Ratio of employees taking childcare leave and spousal childbirth leave)
  • Percentage of male workers using the childcare participation system 81.1%
  • Percentage of childcare leave taken by male workers 50%
  • Percentage of childcare leave taken by male workers 59.4%
  • Percentage of disabled persons employed 2.5%
  • Percentage of disabled persons employed 2.48%
Initiatives

Promoting health management

Initiative targets Metrics FY2024 results
  • Seek and implement health management to contribute to the improvement of employee and organizational work performance (productivity) and engagement
  • Percentage of employees undergoing health checks 100%
  • Percentage of employees undergoing health checks 100%
  • Percentage of employees taking stress checks 100%
  • Percentage of employees taking stress checks 99.3%
  • Percentage of persons eligible for specific health guidance 15% or less
  • Percentage of persons eligible for specific health guidance 16.4%
  • Implementation rate of the specific health guidance 55%
  • Implementation rate of the specific health guidance 55.6%
  • Certification under the Health & Productivity Management Outstanding Organizations Recognition Program: White 500 certification acquired
  • Certification under the Health & Productivity Management Outstanding Organizations Recognition Program: White 500 certification acquired
Initiatives

3．Provide compensation that contributes to performance, results, and medium- to long-term growth

Initiative targets
  • Establishment of attractive pay levels according to the form of business and earning power for each company in the Group as a whole
  • By enhancing our recruiting competitiveness and improving retention, we intend to strengthen our workforce so that we can further expand our business areas and start new businesses

Initiatives

Through evaluations based on the degree of contribution to performance and the level of achievement of individual goals, the Haseko Group has created a mechanism where high evaluations lead to better compensation. Further, in FY2020 we expanded the scope of the share-based remuneration system to all managers to foster awareness in management, encouraging them to contribute proactively to the Company’s growth.
Furthermore, to secure and retain the workforce that will drive our future in the face of intensifying competition to obtain human resources, Haseko Corporation spent four years increasing initial salaries and compensation standards as a whole. By enhancing our recruiting competitiveness and improving retention, we intend to strengthen our workforce so that we can further expand our business areas and start new businesses.

Trends in starting and average annual salaries for university graduates (Haseko Corporation)

(thousand yen)

2022 2023 2024 2025
Starting salary 250 255 300 310
Average annual salary 9,418 9,634 10,578 —

4．Support education and taking on challenges that lead to individual growth

Initiative targets Metrics FY2024 results
  • We will support self-directed skills development aimed at career development to help Group employees grow through their careers
  • While responding flexibly to changes and displaying individual and organizational strengths to the maximum level, we will do our utmost to create new value through a fusion of experience and knowledge
  • Percentage of employees holding key qualifications 100%*
  • Percentage of employees holding key qualifications 82.2%
  • Participation in Haseko Business College courses 30%
  • Participation in Haseko Business College courses 12.4%
  • Key qualifications: Real estate transaction specialist, First-class architect, First-class building construction management engineer, Licensed representative of condominium management companies, Property manager, First-class plumbing construction management engineer, First-class electrical construction management engineer, First-class civil engineering construction management engineer, Interior coordinator, Mansion reform manager

Initiatives

See details of human resources development from the next item onward.

Human Resources Development: Basic Approach & Policy

Simultaneously with the start of the new Medium-Term Business Plan (HASEKO Evolution Plan) in fiscal 2025, we have formulated a new Haseko Group Personnel Plan. Incorporating “human resources that evolve through independent learning to meet society’s and Haseko’s expectations” into our development policy, we will encourage independent growth with a focus on OJT (on-the-job training) while also providing opportunities for Off-JT (off-the-job training) and self-development.

Initiative Targets

◎: KPIs in the HASEKO Evolution Plan medium-term business plan

Metrics Initiative targets
Percentage of employees holding key qualifications* 100%
◎Ratio of DX promotion personnel 20% (FY2030)
  • Key qualifications refers to the following.
    Real estate transaction specialist, First-class architect, First-class building construction management engineer, Licensed representative of condominium management companies, Property manager, First-class plumbing construction management engineer, First-class electrical construction management engineer, First-class civil engineering construction management engineer, Interior coordinator, Mansion reform manager

For results of human resources development, please refer to the ESG data.

Initiatives

Human resource development framework

In addition to fostering autonomous human resources and career development, we will implement various initiatives such as the development of executive leaders, DX human resources, innovative human resources, and global human resources.

OJT

  • Based on our management-by-objectives system, employees identify the actions and challenges required to achieve their goals and grow through taking on those challenges.

Off-JT: Practical Education/Training

  • Each company and division implements its own curriculum to enhance practical knowledge.
  • Generous support is provided not only for improving practical capabilities, but also acquiring qualifications.
Program

As of April 1, 2026

Off-JT: Autonomous human resource education/Executive leader development program/Manager training, etc.

Executive leader development program
  • We select the next generation of executive leaders from companies across the Group as a whole.
  • We deepen understanding of the role and responsibilities of the relevant position, and acquire foundational knowledge for management.
Autonomous human resources development program and career education
  • We encourage each individual employee to engage in career development toward independence.
  • We create connections within the Group that generate synergies through cooperation.
  • We enhance organizational human resource development capacity through manager training.
Education for DX, innovative, and global human resources
  • To advance DX and innovation across the entire Group, we promote bottom-up initiatives throughout the organization, while also developing human resources to promote these efforts.
  • We provide English training to develop robust global human resources, who will be responsible for strengthening our overseas businesses in the future.
Training for all employees
  • To help the Haseko Group achieve sustainable growth, we have established a venue for learning about D&I, risk and compliance, and other core issues.
  • We provide literacy education on DX and generative AI to ensure adaptation to environmental changes and improved competitiveness.
Program

As of April 1, 2026

Self-development

  • We provide a venue for self-learning to all employees at all companies to help them improve their own operational capabilities and acquire knowledge and skills for the future.
  • We aim to foster a culture of independent learning and not being afraid of challenges.
Program

As of April 1, 2026

Investment in education on human resources development (Domestic consolidated companies)

DX Academy: Changing employees’ mindsets to promote DX

We began the DX Academy with the goal of transforming the mindsets of all group employees and improving their understanding of the topic.
In order to realize a future where we can provide rich living and housing through DX, we are focusing on changing mindsets and raising literacy levels for all our employees while also nurturing human resources to drive our DX projects.

DX Academy initiatives

  • FY2021: Implementation of the “DX Mindset Changing Program” for fostering DX mindsets and imparting basic information. The program was administered to all group officers and employees.
  • FY2022: Implementation of the “Innovation Leader Development Program” for developing DX promotion leaders in each of our companies and divisions. The program was administered to selected mid-level and young employees.
  • FY2023: Implementation of the “DX Literacy Course” and “DX Seminar” targeted at management covering methods for evaluating DX ideas and their role in bringing these ideas to fruition. These programs were administered to management-level employees who lead the organization.
  • FY2024: Implementation of “Haseko DX Training” for imparting the fundamentals of DX and the ways of thinking required to make it a reality, raising and updating the overall level of DX literacy of the Group as a whole. The program was administered to all employees and officers.
  • FY2025: “Introduction to DX Literacy: The First Step as a DX Personnel” e-learning course and quantitative evaluations through DX skill assessment for all group employees.

The characteristics of human resources required to manifest DX are divided into three categories. It requires “all employees” to be proactive toward DX, some “highly-skilled personnel” that are knowledgeable, and some “DX promotion personnel” with a drive for transformation. “DX promotion personnel” are individuals who can independently think and act to address challenges faced by their company or the Group by leveraging digital technology.
The new medium-term business plan known as the “HASEKO Evolution Plan” establishes a KPI of developing approximately 20% of all Group employees into “DX promotion personnel” by FY2030.

Related Information