Diversity & Inclusion / Labor Environment

• Diversity & Inclusion
• Basic Approach & Policy
• Initiative Targets
• Initiatives

• Building a Pleasant Working Environment (Labor Environment)
• Basic Approach & Policy
• Initiative Targets
• Initiatives

Diversity & Inclusion: Basic Approach & Policy

We will work to build an environment and structure that allow employees from a diverse range of backgrounds to reach their full potential with a focus we describe as “getting the most out of their qualities.”

• Haseko Group Diversity & Inclusion Promotion Policy

Initiative Targets

• The childcare participation system refers to childcare leave and spousal childbirth leave

For the results, please refer to the ESG data.

• Initiative targets (Social Performance): ESG Data

Initiatives

Active participation of diverse employees

Employees with diverse backgrounds work at the Haseko Group and its cooperating companies. We intend to build environments and systems that will enable this workforce to display their abilities to the fully demonstrate their abilities.

Supporting the active participation of women

The Haseko Group aims to provide fair opportunities for all employees to flourish, regardless of gender.
On the basis of both the Act on Promotion of Women’s Participation and Advancement in the Workplace and the Act on Advancement of Measures to Support Raising Next-Generation Children, Haseko Corporation has formulated and published the General Employer Action Plan set out below. We aim to put in place a working environment that enables women to work to their full potential over the long term, and create a workplace that is pleasant for everyone.

General Employer Action Plan of Haseko Corporation based on the Act on Advancement of Measures to Support Raising Next-Generation Children and the Act on the Promotion of Women's Active Engagement in Professional Life

Haseko Corporation shall formulate the following action plan to develop a working environment in which everyone can fully demonstrate their abilities, through the promotion of women’s active participation and the enhancement of systems to support work-life balance.

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 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.

• Human capital: ESG Data

Networking events for women based on job type

We are implementing training and staff exchange meetings at different companies and divisions in the Haseko Group with the aim of enabling women’s network building and solving workstyle and workplace environment issues to “create a workplace environment where women can enjoy a long career.” These provide opportunities to expand the network of female colleagues and discover a variety of role models, while also offering the chance to consider careers and providing a place to obtain a sense of security in terms of work.

Systems to support work-life balance

Support for balancing work with childcare and nursing care

Aiming for a working environment where employees can actively work in their own way alongside life events such as childbirth, childcare, and nursing care, we make efforts to reinforce a system to support work-life balance 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.
Furthermore, in order to encourage men to participate in raising their children, we are working to achieve a 100% utilization rate of the male employee childcare participation program (childcare leave and spouse maternity leave).
In April 2024, we changed the nursing care system to help employees balance work with nursing care. Employees can now take nursing care leave in installments within a total period of one year, and take 50 days a year of leave for each family member under care. In conjunction, we established a Nursing Care Portal Site for employees and strengthened support systems by centralizing information on nursing care and establishing a consultation service.
Going forward, in addition to disseminating information through our company newsletter and internal portal site, we will promote understanding and utilization of these systems by providing individualized explanations and conducting interviews to understand employees’ intentions to use them, thereby contributing to the creation of a comfortable and supportive working environment.

For the results on usage of each system and other such matters, please refer to the ESG data.

• Human capital: ESG Data

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 (now HASEKO Links) in 1991 as a special subsidiary and obtained certification under the “related companies special system (group application)” in 2009. As of June 1, 2025, our employment rate of persons with disabilities is 2.54%.

Initiatives at HASEKO Links

Established in 1991, HASEKO Links engages in a variety of businesses including office services, storage, digital solutions, rental and leasing, and insurance services under the slogan “Contribute to society while able-bodied people and persons with disabilities work together.”
In 2017, the subsidiary started the rental farms of Kashiwa Farm and Funabashi Farm as a new occupational field for employees with intellectual disabilities. In 2020 onwards, it established satellite offices that take on outsourced back office work in Marunouchi, Mitaka, Kawagoe, and Osaka as a new occupational field for employees with mental disorders.
Going forward, the subsidiary will continue to create more opportunities for persons with disabilities to flourish, aiming to “become an irreplaceable company where persons with and without disabilities demonstrate their individuality and ability, and work together to provide customers with trust, comfort, and security.”

• HASEKO Links (Japanese Only)

Active participation of foreign personnel

Haseko Corporation currently operates overseas businesses in the mainland 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.

• Global Workers Meeting

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 the end of March 2025, 320 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—approximately 6,195 persons as of April 2025—are playing an active role in supporting condominium management and 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.

Employee interview

The Haseko Group respects the diversity of its employees, and strives to build an environment in which each person can leverage their individuality in their work.
Here we speak to our vibrant Group employees who works in the unique Haseko style.
Haseko Corporation currently operates overseas businesses in the mainland United States, Hawaii, and Vietnam.

Initiatives aimed at promoting understanding of D&I and putting it into practice

To promote understanding of D&I and put it into practice, we conduct the following initiatives aimed at creating a better workplace by encouraging all employees to think about “getting the most out of their qualities.”

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 D&I. In addition to messages from the Group’s senior management, it also introduces role models that represent different work 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. Through this website, we are helping to “create a workplace environment where women can enjoy a long career” by primarily employee-led efforts.

• Press Release: Promoting Women's Empowerment Through Enhanced Information Sharing and Revitalized Internal Communication (Japanese Only)

FY2024 initiatives

Implementation of e-learning

We conduct e-learning for all employees, including temporary employees, to deepen their understanding of basic D&I knowledge and unconscious bias, and encourage implementation in daily operations.

D&I training

We conduct training to managers at the general manager level and above on the themes of application of D&I to organizational management and management of diverse human resources, and support leaders in developing awareness and changing behaviors.

Building a Pleasant Working Environment (Labor Environment): Basic Approach & Policy

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.

Initiative Targets

• Targets of the Haseko Corporation

For the results of initiatives, please refer to the ESG data.

• Initiative targets (Social Performance): ESG Data

Initiatives

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

Since FY2005, 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.

Realization of two days off a week at construction sites

Engagement with foreign workers from partner companies
Global Workers Meeting

For details of the initiatives, please see below.

• Global Workers Meeting

MOSt Place, multipurpose space for the employees

MOSt Place, multipurpose spaces for our employees, have been set up in the head office building in Shiba and also in the 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.

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.

• Haseko’s Innovation Activities in Action

Initiatives on labor issues

Support of living wage

The Haseko Group conducts labor management in compliance with labor laws and regulations in each country and region. As for wages, we comply with minimum wage standards stipulated in each country and region, and pay higher wages than the standards as our basic policy.
We apply a uniform compensation system for employees in the same position and job level, regardless of gender, age, or other personal attributes.
The average annual salary of the Corporation was 10.58million yen in FY2024.

Labor-management relationship

The Haseko Group has nurtured labor-management relations built on mutual trust between the Group companies and the Haseko Group labor union, and believes that as a company, it is a fundamental necessity to respect the right of freedom of association, the right to organize, the right to collective bargaining, and the right to collective action, all of which are enshrined in its collective agreement. Aiming to realize a work-life balance for every union member and the development of the Group, the labor union collects voices from union members through questionnaires on their living and working conditions as well as meetings at worksites. Based on these voices, discussions and suggestions are made on equal footing through regular meetings between the employer and employees about developing a reassuring labor environment and measures for improving productivity. Each company takes these matters seriously to consider and implement various measures for the further development of the Group.

Risk assessment concerning labor issues

Each company in the Haseko Group monitors working hours as part of their employee work safety risk assessment, and reports the results to the Management Council on a monthly basis.
Based on the results of the monitoring, we take the following measures to ensure employee health and prevent overwork.

• We have formed MOSt (Move on Step) Committees composed of labor and management personnel at each division of Haseko Corporation and within each Group company, to examine measures to reform operations, enhance productivity, and shorten working hours.
• We have established Group-Wide No-Overtime Day (held twice a year) and Division Early Leave Day (held at least once a month) as common measures across the whole Group.
• We apply overwork interview rules that are stricter than the statutory criteria.

We also monitor the status of employee health and promote initiatives to maintain and improve the health of our personnel through the Haseko Group Health Management Promotion Committee.

In addition, when considering M&A, HASEKO Corporation assesses work safety risks as part of due diligence after confirming the target company's status of accidents and disasters, status of long-term absentees, and status of labor issues as the decision-making factors for such M&A.

Related Information

• Human Capital / Human Resources Development
• Occupational Safety and Health / Health and Productivity Management