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Improvements to Human Capital

Improvements to Human Capital

Approach and Policies

Group Policy (Human Resources)

To promote the Wellness Management set forth in the Group Policy, 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 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
Qualities and Skills Nomura Real Estate Development Looks For
・ High level of specialization and execution ・ Diverse viewpoints and values ・ Broad perspectives ・ Business formation skills ・ Organizational management skills

Management

Management (Human Resources)

Targets and Results

Targets

The Group seeks to reinforce human development so that it can further improve human resources.

Results

Results for Training Participation^*１

Items	FY2020
Training hours per employee^*2 (hours)	9.87
Total training hours^*2 (hours)	20,063
Investment in training per employee (yen)	70,462
Total training expense (thousand yen)	143,180
Return on investment in employee skill development^*3 (%)	1.56
Return on investment of human resources^*4 (100 million yen)	10.42

Performance for Nomura Real Estate Holdings and Nomura Real Estate Development

Covers only mandatory training and does not include open and selective training or e-learning courses.

Calculated using the following formula: Return on investment in employee skill development = Turnover rates/Total training expense (100 million yen).

Return on investment of human resources = (Operating revenue − (Selling and general administrative expenses − Personnel expenses))/Personnel expenses.

Group-wide Training Performance

	Training title	Subject ranks	Number of training hours	Number of implementing companies	Number of participants
1	New employee introductory training	Newly-hired employees	28	8	297
2	New employee follow-up training	New employees	14	8	297
3	Second-year training	Employees in their second year	14	7	234
4	Third-year training	Employees in their third year	14	7	221
5	Training for newly promoted managers	Managers^*	14	8	135
6	Training for newly promoted senior managers	Senior managers	14	8	28
7	Training for newly promoted general managers	General managers	70	5	10

After 13 years of service (generally)

Reference: Performance of Nomura Real Estate Development’s Training Other Than Group-wide Training

	Training title	Subject employees	Number of training hours	Number of participants
（1）	Fourth-year training	Employees in their fourth year	7	55
（2）	Fourth-year career design training	Employees in their fourth year	11	55
（3）	Fourth-year career management training	Employees in their fourth year holding section chief positions	7	55
（4）	Professional level 1 training	Professional level 1 positions^*1	7	48
（5）	Women’s career and life training	Professional level 1 positions	4	15
（6）	Leader training	Leaders^*2	7	47
（7）	Second-year leader career design training	Leaders in their second year	12	53
（8）	Second-year leader career management training	Leaders in their second year holding section chief positions	7	53

After 7 years of service (generally)

After 9 years of service (generally)

For more details, see the ESG data (Society).

Initiatives

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 they share best practices in order to implement Group-wide measures for improvements to human capital.

Training Framework

In terms of human resource development, 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 notaries, real estate appraisers, and first-class architects, and programs covering general business skills such as those related to 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 Employees

■Training Programs (Career-track Personnel in Administrative Jobs)

■Training Programs (Specialist Personnel/Particular Specialist Personnel)

■Training Programs (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 over the long term. The Group encourages the purchase of treasury stock through this program.

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