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.

For details, please refer to the Integrated Report.

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 Early-Career 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