Diversity and Inclusion

• As a corporate organization that links people and communities to the future, our Group aims to accommodate the individual values and lifestyles of a diverse range of people.
• To achieve this, our Group, itself, must first be an inclusive organization that accepts diverse individuals and identities.
• Create value for long-term corporate growth by enabling diverse talent to fully realize their abilities and by delivering products and services that meet the diverse needs of society.

Impact on Business Models and Value Chains

To realize a “society where people support and connect with one another and where no one will be left behind” and an “innovative society where all people with various backgrounds and values can build on their strengths,” which we uphold in our Sustainability Policy, we have chosen diversity and inclusion as a priority issue (materiality) for which we have formulated a promotion policy. This policy emphasizes that we will continue to create new value by working hand in hand with a wide variety of organizations and people to take on new challenges and, going forward, we will, together with a diverse range of stakeholders, create new value within our business model.

• Promotion of wellness so that everyone can work with vigor
• Promotion of group understanding and cooperation - Fostering an environment where people can learn about other business units and departments and consider value which they have not seen before -
• Creation of opportunities for new discoveries and realizations - Improving diversity of knowledge -

Roadmap

Guided by the roadmap for promoting diversity and inclusion, we shall designate raising diversity and inclusion awareness, routinely incorporating diversity and inclusion into business activities, and developing a culture of innovation as important themes for achieving our vision, and we shall promote them with the aim of swiftly accomplishing them through Steps I, II, and III. Particularly with regard to Step I, we will implement concrete measures and designate as key goals the achievement of annual paid leave acquisition targets and the utilization of childcare leave by both men and women at a rate of 100%. We aim to link the achievement of these goals to the efficient development of the workplace environment and a change in awareness at the managerial level.

Results of annual paid leave acquisition

• *1
  Manager and junior manager ratio: Female manager and junior manager ÷ all managers and junior managers.
• *2
  Effective since fiscal year ended March 2023, the disclosure calculation method for securities reports has been revised in accordance with the Ministry of Health, Labour and Welfare guidelines (requiring disclosure of childcare leave acquisition status); thus, this disclosure begins from fiscal year ended March 2023. (Applies to domestic consolidated subsidiaries only.)
• *3
  The results of the questionnaire survey conducted by the Nomura Real Estate Group (domestic only) are posted up through fiscal year ended March 2023, and the results of the awareness survey conducted by the Nomura Real Estate Group (domestic only) are posted for fiscal year ended March 2024.
• *4
  Applies to domestic consolidated subsidiaries only.

Other Results^*1

• *1
  “Female employee ratio” and “Ratio of female new graduates hired” include overseas corporations, while “Gender pay gap,” “Childcare leave takers,” “Rate of reinstatement after childcare leave,” and “Nursing care leave takers” include domestic corporations only. In addition, figures shown are current as of March 31, 2025 (partial period).
• *2
  Figures indicate the number of employees hired during each fiscal year (i.e., employees who have joined the Company by April of the following calendar year).
• *3
  The ratio of women’s wages to those of men. The Group applies an equal pay system for men and women and provides the same treatment within the same rank. In addition, personnel evaluations are conducted based on common standards for both men and women, and there are no differences between men and women in the personnel system.
• *4
  “Number of foreign employees” does not include the number of foreign technical intern trainees employed.
• *5
  Rates in Group companies subject to the Employment Rate System for Persons with Disabilities as of June 1 of the following fiscal year.
• *6
  Effective since fiscal year ended March 2023 , the disclosure calculation method for securities reports has been revised in accordance with the Ministry of Health, Labour and Welfare guidelines (requiring disclosure of childcare leave acquisition status).
• *7
  Applies to domestic consolidated subsidiaries only.
• *8
  Percentage of full-time mid-career hires among the number of full-time employees, as stipulated under the Act for the Comprehensive Promotion of Labor Policies.

Promoting One-on-One Meetings and Creating Psychological Safety

The Group believes that employee growth and wellness depend upon ensuring psychological safety for employees as they go about their daily operations, and it has therefore been holding one-on-one meetings Group-wide since October 2020. We distributed our own handbook to all employees and provided all managers with guidance for conducting effective one-on-one meetings.
In addition, in December 2024, we conducted e-learning for all group employees to review the ground rules, implementation themes, etc., for one-on-one meetings throughout the Group.
Each year, we also conduct a questionnaire on the implementation of the one-on-one meetings throughout the Group to confirm their frequency and progress and other matters.

Implementation of the Nomura Real Estate Group Employee Awareness Survey (Your Voice Creates NEW VALUE, REAL VALUE)

The Nomura Real Estate Group Employee Awareness Survey (Your Voice Creates NEW VALUE, REAL VALUE) was begun in August 2022 to share with management the good points and issues about the Company and workplace that Nomura Real Estate Group employees notice in their daily work, and to make use of this feedback in creating better workplaces. To further stimulate group synergies, including consideration of actions for addressing common issues, we will make visible the indicators for employee satisfaction and willingness to make voluntary contributions across the Group.

Female Manager Ratio and Female Manager and Junior Manager Ratio

The Human Resources, Wellness and D&I Committee, which meets twice a year, monitors the ratio of female managers and junior managers. Our aim is to achieve a 20% ratio of female managers by 2030, and, as of the end of March 2025, the ratio of female managers was 18.9%. To secure a pipeline for the future, we are implementing measures in recruitment, continued employment, and promotion. As an example, since 2023, we have held a “Women's Leaders Meeting” that brings together Group officers and new and current managers with the aim of promoting networking among participants. In order to expand opportunities for women and create an organization that incorporates diverse perspectives, we are working to increase the ratio of female managers and junior managers.

Initiatives to Reduce the Gender Wage Gap

The Company applies the same wage system to both male and female employees and treats them equally in the same grade. In addition, personnel evaluations are based on the same standards for both men and women, and there are no differences between them in the personnel system. On the other hand, the low ratio of female managers is the main reason for the gender pay gap. We will therefore strive to increase the ratio of female managers to narrow the gender pay gap by increasing the ratio of female hires and taking action to ensure the continued employment, promotion, and leadership development of women.

Health Seminar for Female Employees

The Group conducts an annual seminar for newly promoted managerial employees to develop a work environment that takes into consideration health issues specific to women and promotes appropriate management. In 2025/3, the seminar was held with the participation of 207 people. In addition, the Group holds an annual health seminar for female employees to help them gain knowledge about their health so that they can appropriately deal with issues that may arise. The seminar was attended online by 698 people in 2025/3.

In accordance with the Act on Advancement of Measures to Support Raising Next-Generation Children, which is intended to support the sound upbringing of children as the next generation of leaders for society, the Group has established various systems, including childcare leave, to help employees balance work with childbirth, childcare, and nursing care.
Based on the above act, two companies, Nomura Real Estate Solutions and PRIME X, have been certified as childcare support companies and have obtained the Platinum Kurumin Next Generation Certification Mark. In addition, Nomura Real Estate Development, Nomura Real Estate Asset Management, and Nomura Real Estate Life & Sports have also obtained the Kurumin certification. Further, based on the Act on the Promotion of Women's Active Engagement in Professional Life, Nomura Real Estate Life & Sports has been certified as Eruboshi (3 stars), while Nomura Real Estate Development, Nomura Real Estate Asset Management, Nomura Real Estate Solutions and PRIME X have been certified as Eruboshi (2 stars). The Group also provides information on its programs through the intranet and other means in order to establish a workplace environment that encourages the use of these programs. In fiscal year ended March 2025, 256 employees returned to work after childcare leave, and the return-to-work ratio by gender was 100% for men and 96.1% for women.
Nomura Real Estate and other companies have established a dedicated website for employees taking maternity leave, nursing care, or leave of absence and have put into place a system to support their return to work.

News Release (Thirteen Nomura Real Estate Group Companies Become Members of the IKUBOSS Alliance)(Japanese text only)

News Release (100% Paid Childcare Leave after Birth (Postpartum Paternity Leave) at Eight Group Companies)(Japanese text only)

Obtained the Kurumin Certification Mark under the Act on Advancement of Measures to Support Raising Next-Generation Children(Japanese text only)

Main Programs that Support Childcare and Nursing Care

• Underlined text: Programs designed beyond statutory requirements
• *1
  Applicable to Nomura Real Estate Development and some other Group companies

In order to ever more actively recruit people with disabilities, the Group is providing new employment opportunities, including, since 2021/3, at an indoor farm facility opened by Nomura Real Estate Development, and, since 2022/3, at satellite offices of Nomura Real Estate Solutions.

Representative Major Efforts to Secure Global Human Resources

Foreign Technical Intern Acceptance and Communication

Implementation of Unconscious Bias Training in the Group’s Newly Appointed Managerial Employee Training

Every year, we conduct training on unconscious bias as part of the rank-specific training programs for newly appointed managers of the Nomura Real Estate Group.

Inclusive Design Workshops