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  • *
    Unless otherwise indicated, the reporting scope is the Group.
Environment Social Governance

Employee Information

Category Item Unit FY2020 FY2021 FY2022 FY2023
Number of employees*1,2 Total Persons 7,401 7,692 7,996 7,963
Male 5,043 5,195 5,354 5,298
Female 2,356 2,497 2,642 2,665
Female employee ratio*3 ％ 31.8 32.5 33.0 33.5
Region Persons 7,401 7,692 7,996 8,114
Japan ― 7,413 7,705 7,829
Asia (excluding Japan) ― 246 262 110
Europe ― 33 29 24
Permanent employees Persons 7,175 7,423 7,670 7,670
Male 4,877 5,023 5,139 5,101
Female 2,298 2,400 2,531 2,569
Permanent employee ratio ％ 97.0 96.5 95.9 96.3
Temporary employees*4 Persons 226 269 326 293
Male 168 172 215 197
Female 58 97 111 96
Temporary employee ratio ％ 3.1 3.5 4.1 3.7
Hiring New graduate employees*1 Persons 274 264 292 338
Male 159 159 177 181
Female 115 105 115 157
Ratio of new female graduates hired*3,*5 ％ 42.0 39.8 39.3 46.4
Turnover rates Total*6 ％ 5.81 5.60 5.60 4.98
Male 6.01 5.42 5.42 4.82
Female 5.63 5.98 5.98 5.30
Voluntary turnover rate 4.45 4.70 4.70 4.33
  • *1
    The 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.
  • *2
    The number of employees includes seconded to companies outside the Group but excludes employees seconded to the Group.
  • *3
    Figures include overseas subsidiaries and are as of March 31, 2024 (partial period). In addition, the calculation method has changed from FY2023.
  • *4
    Temporary employees include those rehired after retirement. (Reference: 1,146 employees in FY2023)
  • *5
    Figures indicate the number of employees hired during each fiscal year (employees who have joined the Company by April of the following fiscal year).
  • *6
    Turnover rates include the number of employees retired at the mandatory retirement age.
Category Item Unit FY2020 FY2021 FY2022 FY2023
Hire and utilize diverse human resources Female manager and junior manager ratio*1・9 ％ 10.9 11.0 13.9 14.7
Number of foreign national employees*2 Persons 140 151 158 230
Rate of employment of persons with disabilities*3 ％ 2.05 2.33 2.31 2.26
Promote diverse work styles Rate of utilization of childcare leave*4・9 ％ ― ― 64.5 101.2
Male employee childcare leave utilization ratio*9 ― ― 38.6 102.9
Childcare leave takers*5・9 Persons 289 320 193 341
Male 28 35 71 212
Female 261 285 122 129
Rate of reinstatement after childcare leave*5・9 ％ 96.2 92.9 98.8 96.9
Male employee rate of reinstatement after childcare leave 100 100 100 100
Family care leave-takers*5・9 Persons 6 5 8 7
Percentage of mid-career employees hired*6・9 Nomura Real Estate Development Co., Ltd. ％ 29.3 49.1 60.9 45.2
Nomura Real Estate Solutions Co., Ltd. ％ 21.1 27.5 28.9 49.4
Nomura Real Estate Partners Co., Ltd. ％ 35.6 38.1 44.4 59.3
Nomura Real Estate Life & Sports Co., Ltd. ％ 43.9 45.7 37.5 50.2
Gender pay gap*5,*7 All employees ％ ― ― 61.4 61.6
Permanent employees ％ ― ― 58.5 58.8
Part-time and fixed term employees ％ ― ― 89.7 89.5
Employee engagement*8 Percentage of implementation of one-on-one meetings ％ ― 84 83 82
  • *1
    Manager and junior manager ratio: Number of female managers and female manager candidates ÷ Total number of managers and manager candidates
  • *2
    This 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.
  • *3
    Rates in Group companies subject to the Employment Rate System for Persons with Disabilities as of June 1 of the following fiscal year.
  • *4
    From FY2022, 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.
  • *5
    Applicable only to domestic corporations.
  • *6
    Percentage of permanent mid-career hires among the number of permanent employees, as stipulated under the Act for the Comprehensive Promotion of Labor Policies.
  • *7
    Ratio 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.
  • *8
    The 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.
  • *9
    Applies to domestic consolidated subsidiaries only.

Human Rights

Category Item Unit FY2020 FY2021 FY2022 FY2023
Human rights-related training (Group-wide) New employees Participation rate ％ ―*1 100 100 100
Number of participants Persons ―*1 280 263 304
Newly promoted managers Participation rate ％ 100 100 100 100
Number of participants Persons 135 149 168 217
Mid-career hires Participation rate ％ 100 100 100 100
Number of participants Persons 170 195 262 269
  • *1
    Canceled due to the COVID-19 pandemic.

Wellness Management

Category Item Unit FY2020 FY2021 FY2022 FY2023
Overwork prevention Average work time over statutory working hours (per person) Hours per month 9.99 13.81 11.03 8.67
Promotion of the use of paid leave Rate of acquisition of paid leave*1 ％ 56.13
（63.80）		 62.34
（75.61）		 69.36
（75.61）		 69.86
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 ― 0 0 0 0
Number of work-related injuries resulting in death of a contractor ― 2 0 1 2
LTIFR*2 ― 3.43 0.56 1.00 3.14
LTIR*3 ― 1.34 0.32 1.00 0.93
Absentee rate ％ 0.41 0.45 0.36 0.43
Wellness and D&I survey Employee engagement in the workplace (five-point scale)*4 Points 3.96 3.97 3.87 3.91
Response rate (Group)*5 ％ 97.8 93.0 92.4 94.4
Average years of service*6 Total Years 10.42（11.88） 10.56（11.49） 10.87（11.75） 10.98（11.68）
Male 11.53（13.90） 11.71（13.40） 12.11（13.81） 12.12（13.04）
Female 7.90（8.56） 8.17（8.35） 8.24（8.43） 8.72（9.43）
Stress check tests Stress check response rate*7 ％ 88.8*8 88.8*8 94.5 97.1
  • *1
    Figures 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)
  • *4
    Until fiscal 2021, 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.
  • *5
    Until 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.)
  • *6
    Figures in parentheses are for Nomura Real Estate Development alone. Note, the calculation method has changed from FY2023.
  • *7
    For Nomura Real Estate Development alone
  • *8
    Data for previous years has been corrected retrospectively to improve accuracy.

Human Resource Management

Category Item Unit FY2020 FY2021 FY2022 FY2023
Employee training participation*1 Total training hours*2 Hours 20,063 23,855 30,334 80,260
Training hours per employee*2 9.87 4.21 3.87 10.08
Total training expense 10,000 yen 14,318 27,155 41,269 70,297
Training expense per employee Yen 70,462 47,936 52,706 88,279
Return on investment in human capital*3 ％ 10.42 9.17 9.78 14.52
  • *1
    The figures for the years up to fiscal 2020 are for Nomura Real Estate Development alone and those from fiscal 2021 are for the Nomura Real Estate Group.
  • *2
    Training 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.
  • *3
    Return on investment in human resources = (Sales (- Selling, general and administrative expenses - Personnel costs)) ÷ Personnel costs
Item Subject Number of training hours
(hours)		 Number of implementing companies
(companies)		 Number of participants
(persons)
Group-wide training New employee introductory training 38 7 304
New employee follow-up training 7 7 304
Employees in their second year 14 6 230
Employees in their third year 14 6 205
Newly promoted managers*1 22 8 206
Newly promoted senior managers 29 3 51
Newly promoted department manager training 9 4 25
Newly promoted general managers 37 4 17
Training for Nomura Real Estate Development alone New employee introductory training 96 ― 69
New employee follow-up training 7 ― 69
Employees in their fourth year 7 ― 70
Employees in their fourth year
(career design)		 7 ― 63
Employees in their fourth year holding section chief positions
(career management)		 6 ― 18
Level D3*2 11 ― 44
Position V1*3 14 ― 85
Position V1 employees in their second year
(career design)		 11 ― 59
Position V1 employees in their second year holding section chief positions
(career management)		 6 ― 20
Position V1 employees in their third year
(Next Generation Leader Development Program)		 31 ― 33
Position V2 employees in their second year
(Next Generation Leader Development Program)		 31 ― 45
Development training (new section chiefs) 7 ― 39
Development training (new department managers) 7 ― 14
Career training (age 40) 7 ― 54
Career training (age 50) 7 ― 18
Career training (age 57) 7 ― 54
INSIDES training 1 ― 79
Financial training
(employees in their fourth to sixth year)		 7 ― 151
  • *1
    Generally after 13 years of service
  • *2
    Generally after 7 years of service
  • *3
    Generally after 9 years of service

Safety Quality from Design to Management

Category Item Unit FY2020 FY2021 FY2022 FY2023
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 ％ 70 87 67 94
Various internal surveys*4 Livability Satisfaction Survey one year after residents take up occupancy of PROUD Average score (out of five points) Points (%) 3.8（31） 3.8（38） 4.0（38） 4.0（35）
Post-contract survey on housing 4.1（29） 4.0（30） 4.2（28） 4.2（29）
Post-delivery survey on housing 3.8（34） 3.8（34）*5 3.9（32） 3.9（30）
Periodic after-sales services survey ― 3.8（51） 3.8（50） 3.8（50）
Interior fair survey ― 3.6（44） 3.6（41） 3.8（40）
Furniture fair survey ― 3.5（32） 3.5（34） 3.5（34）
Questionnaires for residents in leased condominiums (PROUD FLAT) 4.1（58） 4.2（39） 4.0（37） 4.1（30）
Questionnaires for residents in office buildings (PMO) 4.3（28） 4.2（5） 4.3（46） 4.4（55）
External evaluation Nikkei Condominium Brand Questionnaires*6 Rank 1 1 1 1
ORICON Customer Satisfaction Survey on new condominiums
Tokyo metropolitan area after-sales follow-up		 1 1 1 1
SumaiSurfin
Management Company Satisfaction Survey Ranking		 1 1 1 2
ORICON Customer Satisfaction Survey on real estate brokerage (sale of detached housing) 1 2 2 3
Efforts toward Good Design Award Number of Good Design Awards won ― 10 6 6 7
Health support services promotion Developments of health-promoting senior rental housing for extending healthy lifespans*7 Units 382 502 647 833
Number of CASBEE Wellness Office Assessment Certifications acquired ― 3 3 6 7
Supplier Council Meetings on Health & Safety Number of companies attending Supplier Council Meetings on Health & Safety and Supplier Conferences on Safety Companies 12*8 12*8 159 150
Violations by suppliers Number of significant incidents of violations of laws and regulations with regard to ensuring supplier safety ― ― 0 0 0
Safety quality violations Number of violations of relevant safety laws and regulations and serious violations of the Company’s standards ― ― 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*9 ― ― ― 0 0
  • *1
    Main products include condominiums, detached housing, rental housing, office buildings, retail facilities, logistics facilities, and hotels.
  • *2
    Conformance 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 2020, 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.
  • *3
    In fiscal 2019, we did not conduct a survey on the conformance rate due to the COVID-19 pandemic.
  • *4
    All survey results are shown using a 5-point scale. Figures in parentheses indicate survey response rates (%).
  • *8
    Data for previous years has been corrected retrospectively to improve accuracy.
  • *6
    Indicates a first-place ranking given for most of the 10-question items in the questionnaire.
  • *7
    Cumulative total based on the opening day
  • *8
    In fiscal 2020 and 2021, some conferences were either canceled or conducted online at a significantly smaller scale due to the COVID-19 pandemic.
  • *9
    Figures 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 FY2020 FY2021 FY2022 FY2023
Disaster prevention support at managed properties Disaster preparedness drill implementation rates at managed properties (buildings) ％ 94 97 99 99
Number of facilities and locations that can take in persons who are unable to return home during a disaster ― 10 10 9 12

Care for and Revitalization of Communities

Category Item Unit FY2020 FY2021 FY2022 FY2023
Enhancement of design development to revitalize communities Number of newly constructed residential properties with facilities that contribute to local communities Properties 5 6 4 3
Operation- and management-related initiatives for supporting community revitalization Number of Be ACTO open-type community facilities opened (cumulative total) ％ 2 2 3 3
Number of Be ACTO members Persons ― ― 1,306 1,732
Number of elementary school programs organized ― ― ― 10 35
Number of pre-occupancy housewarming events held at condominiums ― ―*1 ―*1 11 20
Number of companies that participated in tenant networking events at mid-sized office brand PMO ― ―*1 ―*1 ―*1 85
  • *1
    To help contain the spread of COVID-19, no events were held in fiscal 2020, 2021 or 2022.

Contributions to Local Communities and Society

Category Item Unit FY2020 FY2021 FY2022 FY2023
Local community- and society-related contribution expenditures Total amount 10,000 yen 3,158 30,788 30,395 1,200
Cash donations*1 1,100 1,100 1,200 30,810
Management costs*2 2,058 29,688 29,195 32,010
  • *1
    Cash donations show sponsorship fees to the Japanese Para-Sports Association. From fiscal 2022, the figure shows the total amount of the sponsorship fee and donations to the Keidanren Biodiversity Fund.
  • *2
    Management 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.