Social
- *Unless otherwise indicated, the reporting scope is the Group.
Employee Information
| Category | Item | Unit | FY22/3 | FY23/3 | FY24/3 | FY25/3 | |
|---|---|---|---|---|---|---|---|
| Number of employees*1*2 | Total | Persons | 7,692 | 7,996 | 7,963 | 8,771 | |
| Male | 5,195 | 5,354 | 5,298 | 5,454 | |||
| Female | 2,497 | 2,642 | 2,665 | 3,317 | |||
| Female employee ratio*3 | ％ | 32.5 | 33.0 | 33.5 | 37.8 | ||
| Region | Persons | 7,692 | 7,996 | 7,963 | 8,771 | ||
| Japan | 7,413 | 7,705 | 7,829 | 8,640 | |||
| Asia (excluding Japan) | 246 | 262 | 110 | 116 | |||
| Europe | 33 | 29 | 24 | 15 | |||
| Permanent employees | Persons | 7,423 | 7,670 | 7,670 | 8,432 | ||
| Male | 5,023 | 5,139 | 5,101 | 5,245 | |||
| Female | 2,400 | 2,531 | 2,569 | 3,187 | |||
| Permanent employee ratio | ％ | 96.5 | 95.9 | 96.3 | 96.1 | ||
| Temporary employees*4 | Persons | 269 | 326 | 293 | 339 | ||
| Male | 172 | 215 | 197 | 209 | |||
| Female | 97 | 111 | 96 | 130 | |||
| Temporary employee ratio | ％ | 3.5 | 4.1 | 3.7 | 3.9 | ||
| Hiring | New graduate employees*1 | Persons | 264 | 292 | 338 | 388 | |
| Male | 159 | 177 | 181 | 205 | |||
| Female | 105 | 115 | 157 | 183 | |||
| Ratio of new female graduates hired*3*5 | ％ | 39.8 | 39.3 | 46.4 | 47.1 | ||
| Turnover rates | Total*6 | ％ | 5.60 | 5.60 | 4.98 | 5.48 | |
| Male | 5.42 | 5.42 | 4.82 | 5.78 | |||
| Female | 5.98 | 5.98 | 5.30 | 5.00 | |||
| Voluntary turnover rate | 4.70 | 4.70 | 4.33 | 4.69 | |||
- *1he number of employees is as of the end of March of each fiscal year. The number of new graduate employees is as of April 1 of the following fiscal year.
- *2The number of employees includes seconded to companies outside the Group but excludes employees seconded to the Group.
- *3Figures include overseas subsidiaries and are as of March 31, 2025 (partial period). In addition, the calculation method has changed from fiscal year ended March 2024.
- *4Temporary employees include those rehired after retirement. (Reference: 146 employees in fiscal year ended March 2025)
- *5Figures indicate the number of employees hired during each fiscal year (employees who have joined the Company by April of the following fiscal year).
- *6Turnover rates include the number of employees retired at the mandatory retirement age.
| Category | Item | Unit | FY22/3 | FY23/3 | FY24/3 | FY25/3 | |
|---|---|---|---|---|---|---|---|
| Hire and utilize diverse human resources | Female manager and junior manager ratio*1*9 | ％ | 11.0 | 13.9 | 14.7 | 18.9 | |
| Number of foreign national employees*2 | Persons | 151 | 158 | 375 | 193 | ||
| Rate of employment of persons with disabilities*3 | ％ | 2.33 | 2.31 | 2.26 | 2.34 | ||
| Promote diverse work styles | Rate of utilization of childcare leave*4*9 | ％ | ― | 64.5 | 101.2 | 103.1 | |
| Male employee childcare leave utilization ratio*9 | ― | 38.6 | 102.9 | 102.3 | |||
| Childcare leave takers*5*9 | Persons | 320 | 193 | 341 | 364 | ||
| Male | 35 | 71 | 212 | 227 | |||
| Female | 285 | 122 | 129 | 137 | |||
| Rate of utilization of childcare leave*5*9 | ％ | 92.9 | 98.8 | 96.9 | 98.8 | ||
| Male employee rate of reinstatement after childcare leave | 100 | 100 | 100 | 100 | |||
| Family care leave-takers*5*9 | Persons | 5 | 8 | 7 | 10 | ||
| Percentage of mid-career employees hired*6*9 | Nomura Real Estate Development Co., Ltd. | ％ | 49.1 | 60.9 | 45.2 | 46.0 | |
| Nomura Real Estate Solutions Co., Ltd. | ％ | 27.5 | 28.9 | 49.4 | 45.0 | ||
| Nomura Real Estate Partners Co., Ltd. | ％ | 38.1 | 44.4 | 59.3 | 43.2 | ||
| Nomura Real Estate Life & Sports Co., Ltd. | ％ | 45.7 | 37.5 | 50.2 | 51.2 | ||
| Gender pay gap*5*7 | All employees | ％ | ― | 61.4 | 61.6 | 66.1 | |
| Permanent employees | ％ | ― | 58.5 | 58.8 | 60.1 | ||
| Part-time and fixed term employees | ％ | ― | 89.7 | 89.5 | 105.2 | ||
| Employee engagement*8 | Percentage of implementation of one-on-one meetings | ％ | 84 | 83 | 82 | 83 | |
- *1Manager and junior manager ratio: Number of female managers and female manager candidates ÷ Total number of managers and manager candidates.
- *2This number includes employees of local corporations and other entities based overseas but excludes non-Japanese technical interns. Note that this figure covers consolidated subsidiaries, and some calculation methods have been changed.
- *3Rates in Group companies subject to the Employment Rate System for Persons with Disabilities as of June 1 of the following fiscal year.
- *4From the fiscal year ended March 2023, the method for disclosure has been changed to secure conformity with a calculation formula for information disclosure via securities reports, as stipulated under guidelines issued by the Ministry of Health, Labour and Welfare, which has made it mandatory to announce the status of childcare leave utilization. This applies to domestic consolidated subsidiaries only.
- *5Applicable only to domestic corporations.
- *6Percentage of permanent mid-career hires among the number of permanent employees, as stipulated under the Act for the Comprehensive Promotion of Labor Policies.
- *7Ratio of women’s wages to men’s wages. The Group applies an equal pay system for both men and women and treats them equally within the same rank. Personnel evaluations are also based on the same standards for both men and women, and there are no differences between men and women in the personnel system.
- *8The results of the questionnaire survey conducted by the Nomura Real Estate Group (domestic only) are posted up through the fiscal year ended March 2023, and the results of the awareness survey conducted by the Nomura Real Estate Group (domestic only) are posted for the fiscal year ended March 2024.
- *9Applies to domestic consolidated subsidiaries only.
Human Rights
| Category | Item | Unit | FY22/3 | FY23/3 | FY24/3 | FY25/3 | |
|---|---|---|---|---|---|---|---|
| Human rights-related training (Group-wide) | New employees | Participation rate | ％ | 100 | 100 | 100 | 100 |
| Number of participants | Persons | 280 | 263 | 304 | 348 | ||
| Newly promoted managers | Participation rate | ％ | 100 | 100 | 100 | 100 | |
| Number of participants | Persons | 149 | 168 | 217 | 220 | ||
| Mid-career hires | Participation rate | ％ | 100 | 100 | 100 | 100 | |
| Number of participants | Persons | 195 | 262 | 269 | 326 | ||
Promotion of wellness management
| Category | Item | Unit | FY22/3 | FY23/3 | FY24/3 | FY25/3 | |
|---|---|---|---|---|---|---|---|
| Overwork prevention | Average work time over statutory working hours (per person) | Hours per month | 13.81 | 11.03 | 8.67 | 9.87 | |
| Promotion of the use of paid leave | Rate of acquisition of paid leave*1 | ％ | 62.34 （75.61） |
69.36 （75.61） |
69.9 | 75.7 | |
| Further improvement of the medical checkup system | Rate of employees who underwent medical examinations and checkups*1 | ％ | （100） | （100） | （100） | （100） | |
| Prevention of work-related accidents | Number of work-related injuries resulting in death of an employee | Properties | 0 | 0 | 0 | 0 | |
| Number of work-related injuries resulting in death of a contractor | Properties | 0 | 1 | 2 | 1 | ||
| LTIFR*2 | ― | 0.56 | 1.00 | 3.14 | 0.91 | ||
| LTIR*3 | ― | 0.32 | 1.00 | 0.93 | 0.71 | ||
| Absentee rate | ％ | 0.45 | 0.36 | 0.43 | 0.36 | ||
| Wellness and D&I survey | Employee engagement in the workplace (five-point scale)*4 | Points | 3.97 | 3.87 | 3.91 | 3.96 | |
| Response rate (Group)*5 | ％ | 93.0 | 92.4 | 94.4 | 96.8 | ||
| Average years of service*6 | Total | Years | 10.56 | 10.87 | 10.98 | 10.21 | |
| Male | 11.71 | 12.11 | 12.12 | 11.78 | |||
| Female | 8.17 | 8.24 | 8.72 | 7.63 | |||
| Stress check tests | Stress check response rate*7 | ％ | 88.8*8 | 94.5 | 97.1 | 97.1 | |
- *1Figures in parentheses represent percentage of employees of Nomura Real Estate Development (excluding contractors)
- *2(Number of occupational accidents resulting in lost days ÷ Total work hours) × 1,000,000
- *3(Number of fatalities and number of people who lost work days due to injury ÷ Total work hours) × 1,000,000 (excluding contractors)
- *4Until FY2021, the figures are for “satisfaction with the workplace” in the satisfaction survey conducted by Nomura Real Estate Development alone. The figures from fiscal 2022 are for “engagement in the workplace” in the awareness survey for the Nomura Real Estate Group (in Japan) as a whole.
- *5Until fiscal 2021, the response rate is for the satisfaction survey conducted by Nomura Real Estate Development alone. From fiscal 2022, the response rate is for the awareness survey for the Nomura Real Estate Group (in Japan) as a whole. (The number of respondents has increased from approximately 2,000 to 7,000.)
- *6Figures in parentheses are for Nomura Real Estate Development alone. Note, the calculation method has changed from FY2023.
- *7For Nomura Real Estate Development alone
- *8Data for previous years has been corrected retrospectively to improve accuracy.
Human Resource Management
| Category | Item | Unit | FY22/3 | FY23/3 | FY24/3 | FY25/3 |
|---|---|---|---|---|---|---|
| Employee training participation | Total training hours*1 | Hours | 23,855 | 30,334 | 80,260 | 101,627 |
| Training hours per employee*1 | 4.21 | 3.87 | 10.08 | 11.58 | ||
| Total training expense | 10,000 yen | 27,155 | 41,269 | 70,297 | 72,909 | |
| Training expense per employee | Yen | 47,936 | 52,706 | 88,279 | 83,126 |
- *1Training hours only include time spent for mandatory training and do not include open or selective training or e-learning courses. Also, revisions to the method for calculating training hours have been made from the fiscal year ended March 2024. Furthermore, revisions to the method for calculating training hours have been made from the fiscal year ended March 2024.
| Item | Subject | Number of training hours (hours) |
Number of implementing companies (companies) |
Number of participants (persons) |
|---|---|---|---|---|
| Group-wide training | New employee introductory training | 38 | 8 | 348 |
| New employee follow-up training | 7 | 8 | 344 | |
| Employees in their second year | 14 | 8 | 298 | |
| Employees in their third year | 14 | 6 | 227 | |
| Newly promoted managers*1 | 22 | 7 | 220 | |
| Newly promoted senior managers | 28 | 3 | 56 | |
| Newly promoted department manager training | 9 | 4 | 45 | |
| Newly promoted general managers | 20 | 5 | 19 | |
| Training for Nomura Real Estate Development alone | New employee introductory training | 118 | ― | 68 |
| New employee follow-up training | 7 | ― | 68 | |
| Employees in their fourth year | 7 | ― | 57 | |
| Employees in their fourth year (career design) | 7 | ― | 55 | |
| Employees in their fourth year holding section chief positions (career management) |
6 | ― | 54 | |
| Level D3*2 | 11 | ― | 73 | |
| Position V1*3 | 14 | ― | 106 | |
| Position V1 employees in their second year (career design) |
11 | ― | 92 | |
| Position V1 employees in their second year holding section chief positions (career management) |
30 | ― | 53 | |
| Position V2 employees in their second year (Next Generation Leader Development Program) |
30 | ― | 64 | |
| Development training (new section chiefs) | 7 | ― | 43 | |
| Development training (new department managers) | 7 | ― | 18 | |
| Career training (age 40) | 7 | ― | 54 | |
| Career training (age 50) | 7 | ― | 33 | |
| Career training (age 57) | 7 | ― | 54 | |
| INSIDES training | 3 | ― | 47 | |
| Financial training (employees in their fourth to sixth year) |
7 | ― | 298 |
- *1Generally after 13 years of service
- *2Generally after 7 years of service
- *3Generally after 9 years of service
Safety Quality from Design to Management
| Category | Item | Unit | FY22/3 | FY23/3 | FY24/3 | FY25/3 | |
|---|---|---|---|---|---|---|---|
| Compliance with internal design standards and the quality manual | Residential Development Business Unit*1 | ％ | 100 | 100 | 100 | 100 | |
| Commercial Real Estate Business Unit*1 | 100 | 100 | 100 | 100 | |||
| Compliance with the Building Management Quality Assessment Guidelines | Rate of conformance with the Building Management Quality Assessment Guidelines at properties under management*2 | ％ | 87 | 67 | 94 | 88 | |
| arious internal surveys*3 | Livability Satisfaction Survey one year after residents take up occupancy of PROUD | Average score (out of five points) |
Points (%) |
3.8（38） | 4.0（38） | 4.0（35） | 4.0（32） |
| Post-contract survey on housing | 4.0（30） | 4.2（28） | 4.2（29） | 4.2（26） | |||
| Post-delivery survey on housing | 3.8（34）*4 | 3.9（32） | 3.9（30） | 3.9（32） | |||
| Periodic after-sales services survey | 3.8（51） | 3.8（50） | 3.8（50） | 3.8（41） | |||
| Interior fair survey | 3.6（44） | 3.6（41） | 3.8（40） | 3.9（33） | |||
| Furniture fair survey | 3.5（32） | 3.5（34） | 3.5（34） | 3.4（27） | |||
| Questionnaires for residents in office buildings (PMO) | 4.2（5） | 4.3（46） | 4.4（55） | 4.3（10） | |||
| External evaluation | ORICON Customer Satisfaction Survey on new condominiums Tokyo metropolitan area after-sales follow-up |
Rank | 1 | 1 | 1 | 1 | |
| SumaiSurfin Management Company Satisfaction Survey Ranking |
1 | 1 | 2 | 1 | |||
| ORICON Customer Satisfaction Survey on real estate brokerage (sale of detached housing) | 2 | 2 | 3 | 2 | |||
| Efforts toward Good Design Award | Number of Good Design Awards won | Rank | 6 | 6 | 7 | 4 | |
| Health support services promotion | Developments of health-promoting senior rental housing for extending healthy lifespans*5 | Units | 502 | 647 | 833 | 833 | |
| Number of CASBEE Wellness Office Assessment Certifications acquired | Rank | 3 | 6 | 7 | 4 | ||
| Supplier Council Meetings on Health & Safety | Number of companies attending Supplier Council Meetings on Health & Safety and Supplier Conferences on Safety | Companies | 12*6 | 159 | 150 | 142 | |
| Violations by suppliers | Number of significant incidents of violations of laws and regulations with regard to ensuring supplier safety |
Rank | 0 | 0 | 0 | 0 | |
| Safety quality violations | Number of violations of relevant safety laws and regulations and serious violations of the Company’s standards | Rank | 0 | 0 | 0 | 0 | |
| Initiatives for ethical advertising practices | Number of violations that resulted in action orders and dispositions related to advertising labeling, premiums, and unfair competition prevention*7 | Rank | ― | 0 | 0 | 0 | |
- *1Main products include condominiums, detached housing, rental housing, office buildings, retail facilities, logistics facilities, and hotels.
- *2Conformance rate: We selected several properties and conducted a survey on the number of conforming items among the assessment items listed in the guidelines. In fiscal year ended March 2021, we significantly increased the assessment items to maintain and improve the quality of our property management in light of amendments to relevant laws as well as heightened thresholds for conformity.
- *3All survey results are shown using a 5-point scale. Figures in parentheses indicate survey response rates (%).
- *4Data for previous years has been corrected retrospectively to improve accuracy.
- *5Cumulative total based on the opening day.
- *6In fiscal year ended March 2021 and 2022, some conferences were either canceled or conducted online at a significantly smaller scale due to the COVID-19 pandemic.
- *7Figures represent the number of violations for condominium business, Nomura Real Estate Development’s business in the Commercial Real Estate Business Unit, and for the Property Brokerage & CRE Business Unit.
Safety and Security in Disasters
| Category | Item | Unit | FY22/3 | FY23/3 | FY24/3 | FY25/3 |
|---|---|---|---|---|---|---|
| Disaster prevention support at managed properties | Disaster preparedness drill implementation rates at managed properties (buildings) |
％ | 97 | 99 | 99 | 100 |
| Number of facilities and locations that can take in persons who are unable to return home during a disaster | Properties | 10 | 9 | 12 | 15 |
Care for and Revitalization of Communities
| Category | Item | Unit | FY22/3 | FY23/3 | FY24/3 | FY25/3 |
|---|---|---|---|---|---|---|
| Enhancement of design development to revitalize communities | Number of newly constructed residential properties with facilities that contribute to local communities | Properties | 6 | 4 | 3 | 3 |
| Operation- and management-related initiatives for supporting community revitalization | Number of Be ACTO open-type community facilities opened (cumulative total) | ％ | 2 | 3 | 3 | 4 |
| Number of Be ACTO members | Persons | ― | 1,306 | 1,732 | 3,530*2 | |
| Number of elementary school programs organized | ― | ― | 10 | 35 | 69 | |
| Number of pre-occupancy housewarming events held at condominiums | Properties | ―*1 | 11 | 20 | 13 | |
| Number of companies that participated in tenant networking events at mid-sized office brand PMO | ― | ―*1 | ―*1 | 85 | ―*1 |
- *1To help contain the spread of COVID-19, no events were held in fiscal year ended March 2022, 2023. Actual results for H¹O have also been added from the fiscal year ended March 2024.
- *2Regarding number of Be ACTO members, starting with the fiscal year ended March 2025, number of LINE registrants is also counted as part of the membership.
Contributions to Local Communities and Society
| Category | Item | Unit | FY22/3 | FY23/3 | FY24/3 | FY25/3 | |
|---|---|---|---|---|---|---|---|
| Local community- and society-related contribution expenditures | Total amount | 10,000 yen | 30,788 | 30,295 | 31,910 | 42,688 | |
| Cash donations*1*2 | 1,100 | 1,100 | 1,100 | 1,100 | |||
| Management costs*3 | 29,688 | 29,195 | 30,810 | 41,588 | |||
- *1Cash donations show sponsorship fees to the Japanese Para-Sports Association. From the fiscal year ended March 2023, the figure shows the total amount of the sponsorship fee and donations to the Keidanren Biodiversity Fund.
- *2Data for previous years has been corrected retrospectively to improve accuracy.
- *3Management costs show the total amount of expenses for various events that contribute to the local community held at our main Group-owned facilities, as well as travel expenses and coaching fees for supporting the management of para-athletes.