Improvements to human capital
Approach and Policies
The Nomura Real Estate Group is aware that employees are a crucial management resource for corporations and that human development is extremely important for continuous corporate growth.
Based on this understanding, the Group seeks to carry out the "What We Value" Nomura Real Estate Group Action Guideline, and works to improve human capital.
We offer human development programs to enhance the qualifications and capabilities of each Group employee so that every employee can perform his or her work as a professional with a high degree of specialization.
【Nomura Real Estate Development Basic Human Development Policies】
・Proactive mid- to long-term human development that provides a focus for careers
・Human development that responds to change over time, fosters innovation, and supports future management
【The Qualities and Skills Nomura Real Estate Development Looks For】
・High level of specialization and execution
・Diverse viewpoints and values
・Business formation skills
・Organizational management skills
In July 2020, for the purpose of promoting wellness, work style reforms and diversity in an integrated manner, the Group established the Group Wellness Promotion Council, which comprises Nomura Real Estate Holdings and Group company presidents and others and is chaired by the Nomura Real Estate Holdings president.
Each Group company will also establish a similar council. The Group will establish a system under which Nomura Real Estate Holdings and each company will discuss wellness measures and work together so that a unified Group message can be delivered and each company’s efforts can be shared.
As part of such efforts, the Group is also carrying out measures for improvements to human capital.
In addition, the Sustainability Committee, which comprises Nomura Real Estate Holdings and Group company directors and others and is chaired by the Nomura Real Estate Holdings executive vice president and Group COO, deliberates and decides on related policies and action plans and reports to the Board of Directors.
The Group seeks to reinforce human development so that it can further improve human resources.
Group Personnel Division Meetings Held
The Group holds monthly Group Personnel Division Meetings attended by officers responsible for human resources and managers of human resource divisions of Group companies.
Participants exchange information and opinions regarding the personnel system, human development, and each company’s recruitment situation and wellness measures, and share best practices in order to implement group-wide measures for improvements to human capital.
With the aim of developing human resources for sustainable growth, the Group has implemented personnel systems and development programs that promote growth.
For some rank-specific training programs according to qualification grade and stage, training is carried out on a Group-wide basis.
Nomura Real Estate Development has established N-COLLEGE, a self-skills development system for employees, which provides programs to study for real estate-related certifications for professionals, such as real estate notary, real estate appraiser, and first-class architect, and programs covering general business skills, such as programs in finance and language study.
In addition, the Residential Development Division provides specialized training and knowledge sharing opportunities regarding product strategies and quality control for technical employees, including Building Knowledge Courses, Landscape Workshops, and the PROUD Quality Conference so that each employee can perform higher level duties and acquire a broad range of knowledge and experience.
Training Programs for Career-Track Personnel
Training Programs for Specialist Personnel
Training Programs for Career-Track Personnel (Administrative Jobs) and Operations Personnel
Incentive from a Long-Term Perspective
The Nomura Real Estate Group introduced "ESOP Trust for Granting Stock" for employees of Nomura Real Estate Holdings and Group companies from fiscal 2019.
The aim is to foster a sense of belonging to, and involvement in the management of the Group among the Group employees so as to enhance their enthusiasm and morale to improve performance and increase share price in the long-term.
The Group encourages the purchase of treasury stock through this program.
Fiscal 2019 performance against the set targets was as set forth below.
* Unless otherwise indicated, the reporting scope is the Group.
Training Participation Performance*1
|Training hours per employee*2 (hours)||12.65|
|Total training hours*2 (hours)||24,969|
|Training expense per employee (yen)||80,393|
|Total training expense (yen)||158,690,000|
|Return on investment in employees' skill development*3 (%)||2.81|
*1. Performance for Nomura Real Estate Holdings and Nomura Real Estate Development
*2. Covers only mandatory training and does not include open and selective training or e-learning courses.
*3. Calculated using the following formula: Return on investment in employees' skill development = Turnover rates/Total training expense (100 million yen).
Group-wide Training Performance
|Training title||Subject ranks||Number of implementing companies (companies)|
|1||New employee introductory training||Newly-hired employees||8|
|2||New employee follow-up training||New employees||8|
|3||Second-year training||Employees in their second year||7|
|4||Third-year training||Employees in their third year||7|
|5||Problem solving skills training||Managerial employee class||8|
|6||Newly-appointed managerial employees||Managerial employees||8|
|7||Newly-appointed division manager training||Division managers||5|
|8||Newly-appointed manager training||Managers||4|
- Health and Well-being
- Human resources
- Management Structure