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.
• Products that empower a diverse range of human resources to perform to their full ability and which meet the diverse needs of society
• Create services that will generate value for long-term corporate growth

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 -

Diversity and Inclusion Policy

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 formulated the Nomura Real Estate Group Diversity and Inclusion Policy, which outlines our principles in promoting diversity and inclusion.

Diversity and Inclusion Policy

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 2022, 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 2022. (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 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.
• *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, 2023 (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 2022, 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 August 2022 we conducted e-learning sessions on the one-on-one meetings for all Group officers and employees. Compliance training organized by the Group Legal and Compliance Department and aimed at Group officers, general managers, and compliance promoters was carried out in 2022 and 2023 on the theme of psychological safety and the role of leaders.
Each year, we also conduct a questionnaire on the implementation of the one-on-one meetings throughout the Group to confirm progress.

Implementation of the Nomura Real Estate Group Sustainability, Wellness, Diversity and Inclusion Survey (Your Voice Creates NEW VALUE, REAL VALUE)

The purpose of the survey is 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. Until now, the survey has been implemented separately by each Group company, and we have been conducting a common Group-wide survey since August 2022. 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 ratio of female managers, and the ratio of female managers and junior managers, is monitored by the Human Resource, Wellness, D&I Committee, which meets twice a year with the objective of achieving the target of 20% for female management positions by 2030. The rate was 14.7% as of the end of March 2024. In terms of recruitment, we hold events for female students in which female employees of Nomura Real Estate speak on the themes of workstyle and career. We are striving to raise the ratio of female managers and ratio of female managers and junior managers to expand opportunities for women to play more active roles and to create an organization that incorporates diverse perspectives.

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 fiscal 2023, 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 703 people in fiscal 2023.

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 Co., Ltd. and PRIME X Co., Ltd., have been certified as childcare support companies and have obtained the Platinum Kurumin Next Generation Certification Mark. In addition, based on the Act on the Promotion of Women's Active Engagement in Professional Life, Nomura Real Estate Life & Sports Co., Ltd. has been certified as Eruboshi (3 stars), while 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 2023, 216 employees returned to work after childcare leave, and the return-to-work ratio by gender was 100% for men and 96.9% 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)

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

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

The Group has bolstered its efforts to hire people with disabilities by providing opportunities to work at an indoor farm facility. In fiscal 2021, Nomura Real Estate Solutions also started offering new jobs for people with disabilities at its satellite offices.

Representative Major Efforts to Secure Global Human Resources

Human rights

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 Study Sessions and Hands-on Workshops

Our Group defines inclusive design as “a method of creating value as never seen before by gaining new realizations through the participation of people with diverse backgrounds and values in the process of creating products and services.” As part of our efforts to promote inclusive design throughout the company, we hold events, such as inclusive design study sessions and inclusive design hands-on workshops, with the support of external companies.