Human Capital / Human Resources Development

• Human Capital
• Basic Approach & Policy
• Haseko Group Personnel Plan

• Human Resources Development
• Basic Approach & Policy
• Initiative Targets
• Initiatives

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.

• Initiative targets (Social Performance): ESG Data

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

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.

• Human capital: ESG Data

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

Building a pleasant working environment

• These metrics are applied to Haseko Corporation

Initiatives

• Building a Pleasant Working Environment
• Occupational Safety and Health
• Activities through partner companies’ organizations

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

Initiatives

• Diversity & Inclusion: Basic Approach & Policy

Promoting health management

Initiatives

• Health and Productivity Management

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

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.

• Initiatives on labor issues

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

• 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. Under the education slogan, “Create an organization of individuals who envision the future and realize change,” we will encourage each one of our employees to envision the future from a broad perspective and transform their behavior so that they can become leaders of change.

Initiative Targets

• 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.

• Initiative targets (Social Performance): ESG Data

Initiatives

Education system

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.

Haseko Corporation's education system

As of April 1, 2025

• Haseko Corporation’s education system for 2025

1. Executive Leader Development Program

• We conduct selective executive leader development programs in order to nurture the next generation of executive leaders as a company targeting sustainable growth. By selecting target candidates earlier in their careers, we aim to foster the mindsets and skills required of executive leaders at an earlier stage.
• When selecting employees, we actively seek out talented female employees from the standpoint of diversity.
  Through exchange programs with other industries, we support new officers’ development of a broad outlook and high-level perspective required of future executive leaders.

2. Manager training

• Managers, who are at the core of organization and human resources development, have an extremely important role to play. By providing regular learning opportunities on management and D&I (Diversity & Inclusion), we support the creation of an environment where diverse human resources can thrive while valuing their individuality.

3. Autonomous human resources development program and career education

• We develop autonomous human resources who “can think and act on their own and create their own future” in the first 10 years after joining the Company.
• We regard retaining young and mid-level employees, who will lead the Haseko Group in the future, as a top priority. To this end, we take a detailed approach in implementing the Be3 system, which provides three-pronged support through BS, NX, and the Personnel Department.
• We put in place a system to help new mid-career employees adapt smoothly to the workplace and promote early retention.

4. 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.

5. Practical education

• We implement the curriculum for enhancing the practical knowledge set by each company and division to enable early development and rapid empowerment for young employees, who are key to achieving our new Medium-Term Business Plan.
• We provide considerable support measures, in addition to communication between supervisors and subordinates, in order for employees to obtain major qualifications as soon as possible.

6. Training for all employees

• We offer the Haseko Business College, a self-learning platform for all employees at all companies to improve their practical skills on their own and to acquire knowledge and skills for the future.

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.

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

• Diversity & Inclusion / Labor Environment
• Occupational Safety and Health / Health and Productivity Management
• Supply Chain Management