Wellness Management
Governance
Risk management
Policy on Wellness Management
In addition to the Group Policy, the Nomura Real Estate Group’s Action Guidelines statement of “What We Value” includes realizing its goal of working with vigor and achieving wellness. We promote Wellness Management so that our employees are healthy both physically and mentally and can work with energy. In addition, we pursue fair employee evaluations, remuneration including a guarantee of living wages and equitable social benefits, and respect for fundamental rights such as freedom of association and the right to collective bargaining. The Nomura Real Estate Group Code of Action provides that the Group will strive to establish maintain sound, comfortable workplace environments. Accordingly, we implement comprehensive health and safety management and take measures to prevent excessive workloads, long working hours, and occupational accidents so that every employee can feel safe while working in good mental and physical health.
Furthermore, we signed the United Nations Global Compact in May 2019 and will comply with the four labor principles of this initiative while taking additional actions.
Key wellness themes
- Grow into a corporate group that contributes to growth and is rewarding for employees
- Cultivate management personnel and leadership personnel that draw out the diverse capabilities of each employee
- Introduce re-skilling, in which each employee voluntarily develops his or her own potential
Work-related risk management and legal compliance
The Group complies with work-related laws and regulations in each country and is establishing a system for managing and improving situations. In particular, with regard to working hours, the Group strives to reduce overtime work. Each month, the Nomura Real Estate Holdings Board of Directors receives reports on and confirms the actual situation of overtime and status of compliance with the Article 36 agreement (an agreement made pursuant to Article 36 of the Labor Standards Act regarding overtime work and work on rest days) of each Group company. Regarding companies and cases with pending issues related to compliance with the Article 36 agreement, we consider responses and take improvement measures. In addition, the Nomura Real Estate Development Board of Directors receives reports each month on working hours and the status of employees taking leave in each division and shares information on related issues while also taking improvement measures.
No Group office has obtained the ISO 45001 certificate, which is a standard for occupational health and safety systems.
Nomura Real Estate Group’s Wellness Management Initiatives
The Nomura Real Estate Group values the physical and mental health of its employees above all else and conducts wellness management in which all officers and employees are healthy both mentally and physically and can work with energy, which leads to the sustainable growth of the Group. The Nomura Real Estate Group conducts questionnaire surveys at 15 domestic Group companies to investigate employee performance status (absenteeism, presenteeism, work engagement), health literacy, and lifestyle risks.
The survey was conducted twice in fiscal 2021 and has been conducted annually since fiscal 2022. By reviewing numerical results at the Human Resource, Wellness, D&I Committee and linking them to the Group’s wellness management measures, we are promoting wellness management to realize a level of wellness that enables employees to work with vitality.
Nomura Real Estate Development
Nomura Real Estate Life & Sports
Indicators and Goals
Performance data
| Item | Unit | FY2020 | FY2021 | FY2022 | FY2023 | |
|---|---|---|---|---|---|---|
| Statutory overwork per employee | Hours per month | 9.99 | 13.81 | 11.03 | 8.67 | |
| Paid leave acquisition rate | ％ | 56.13 | 62.34 | 69.36 | 69.86 | |
| Rate of employees who underwent medical examinations and checkups*1 | ％ | 100 | 100 | 100 | 100 | |
| Absentee rate | ％ | 0.41 | 0.45 | 0.36 | 0.43 | |
| Engagement in the workplace (out of 5 points)*2 | Points | 3.96 | 3.97 | 3.87 | 3.91 | |
| (Group) Awareness survey response rate*3 | ％ | 97.8 | 93.0 | 92.4 | 94.4 | |
| Number of work-related accidents resulting in death of an employee | Number | 0 | 0 | 0 | 0 | |
| Number of work-related accidents resulting in death of a contractor | Number | 2 | 0 | 1 | 2 | |
| LTIFR*4 | ー | 3.43 | 0.56 | 1.00 | 3.14 | |
| LTIR*5 | ー | 1.34 | 0.32 | 1.00 | 0.93 | |
| Average tenure of employees*6 | Male | Years | 11.53 (13.90) |
11.71 (13.40) |
12.11 (13.81) |
12.12 (13.04) |
| Female | Years | 7.90 (8.56) |
8.17 (8.35) |
8.24 (8.43) |
8.72 (9.43) |
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| Total | Years | 10.42 (11.88) |
10.56 (11.49) |
10.87 (11.75) |
10.98 (11.68) |
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| Turnover rate*7 | Male | ％ | 4.84 | 6.01 | 5.42 | 4.82 |
| Female | ％ | 4.79 | 5.63 | 5.98 | 5.3 | |
| Total | ％ | 4.78 | 5.81 | 5.60 | 4.98 | |
| Turnover rates for personal reasons | ％ | 3.88 | 4.45 | 4.70 | 4.33 | |
| Stress check response rate*8 | ％ | 88.8*9 | 88.8*9 | 94.5 | 97.1 | |
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*1Non-consolidated results at Nomura Real Estate Development (excluding contractors)
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*2Until FY2021, the numbers for “Workplace Satisfaction” in the satisfaction survey conducted by Nomura Real Estate Development alone are listed, and in FY2022, the numbers for “Workplace Engagement” in the awareness survey of the Nomura Real Estate Group are listed as numerical values.
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*3Until FY2021, the response rate was based on the satisfaction survey for Nomura Real Estate Development alone, and from FY2022, it will be the response rate for the awareness survey for the Nomura Real Estate Group as a whole. (Target expanded from approximately 2,000 to approximately 7,000 people.)
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*4(Number of occupational accidents resulting in lost days/Total work time) × 1,000,000
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*5(Number of fatalities and lost-days injured persons/Total work time) × 1,000,000 (excluding contractors)
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*6Figures in parentheses indicate non-consolidated performance of Nomura Real Estate Development. Note that the calculation method was changed in fiscal 2023.
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*7Turnover rates include the number of employees retired at the mandatory retirement age.
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*8Non-consolidated results at Nomura Real Estate Development
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*9Data for previous years has been corrected retrospectively to improve accuracy.
Initiatives
Measures for health and safety improvements by management
Towards improving workplace environments, the Group holds periodic gatherings that provide an opportunity for the Nomura Real Estate Holdings president and executive vice president to meet directly with employees, who share workplace issues regarding the work climate and employment. In fiscal 2022, 20 meetings were held to discuss reducing working hours, raising productivity, and helping employees to achieve a good work-life balance. We examined proposals and opinions expressed at these meetings and improved the personnel system. In this manner, these meetings are promoted as measures to ensure the health and safety of employees.
Prevent overwork
The Group is implementing a variety of programs intended to prevent overwork by employees.
【Main measures】
- Reduce work and implement outsourcing based on operational reviews
- Make use of AI and RPA
- Promote the introduction of mobile PCs
- Promote teleworking programs, staggered work shifts, and flextime programs
- Promote the use of satellite offices
- Set time limits on computer use
- Send overtime alerts
- Currently conducting a trial of a new workstyle following the relocation of the Group headquarters
- Formulate a workstyle guidebook
- Use satellite offices (H¹T)
These measures are important for preventing overwork. In addition, employees who work more than a certain number of hours in a single month are required to check their physical condition using a Cumulative Fatigue Self-Diagnosis Checklist and provide feedback to a supervisor. Other measures are also taken to ensure good health, such as consultations with an industrial physician.
Addressing occupational safety risks
In the condominium business, the Group is mainly implementing initiatives to ensure safety at construction sites toward achieving zero occupational accidents. We confirm the construction company’s safety plan when construction begins, and during construction, staff in charge visit the site at least once a month to confirm the construction company is properly implementing accident prevention measures as planned. In the event a problem is found, we demand that the construction site make improvements and also alert other sites under construction. Accident prevention measures and precautions are compiled in the Guidelines on Construction Safety and Crime Prevention Measures and distributed to construction companies so they can incorporate them into their safety plans for proceeding with construction projects. As for occupational accidents, there were two fatal accidents for contractors.
Enhancement of health management
The Group has adopted several initiatives for detecting employee health risks at an early stage and helping them maintain their health and safely perform their duties.
Further improvement of the medical checkup system
The Group requires that all employees undergo complete physical examinations and medical checkups. We encourage those who may need a second checkup to arrange for one and follow up on the status of their checkup. In fiscal 2022, the rate of physical examinations and medical checkups of Nomura Real Estate Development was 100%. In the coming fiscal years, we will continue striving to achieve a 100% physical examination and medical checkup rate across the Group to safeguard the health of our employees.
Implementation of stress check tests
The Group regularly monitors the mental health status of its employees through stress check tests and provides mental health training to help reduce stress levels.
| Item | FY2020 | FY2021 | FY2022 | FY2023 |
|---|---|---|---|---|
| Stress check response rate (%)* | 88.7 | 87.5 | 94.5 | 97.1 |
| Main training programs (including e-learning) |
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*Non-consolidated results at Nomura Real Estate Development
Strengthening the harassment and health consultation system
The Group established a physical and mental health consultation hotline and a human rights and harassment hotline. These provide employees access to outside specialists for consultations, in addition to the health consultation office within the Group, which is staffed by full-time physicians and nurses. The consultation service is available to employees and their family members.
Physical and mental health consultation hotline
Consultations on issues related to the workplace, family, women’s health, and LGBT issues can be arranged with external counselors by phone or email.
Human rights and harassment hotline
Consultations on harassment within the Company can be arranged with outside counselors by phone. Consultations can also be made anonymously.
Provision of social benefits
The Nomura Real Estate Group has declared in its Nomura Real Estate Group Diversity and Inclusion Promotion Policy that it will realize substantive equal opportunity by focusing on the differences of each and every employee. The Group has established and is working to enhance employee social benefit programs to establish a work environment in which diverse employees can balance work and life, including childcare and nursing care.
Main social benefits provided by Nomura Real Estate Development
| Social benefits | Overview |
|---|---|
| Accumulated paid leave | This system allows employees to accumulate up to 90 days of annual paid leave that will expire two years after being granted. Employees can use accumulated leave for things like medical treatment, nursing care, childcare, and social contribution activities, and can systematically take leave in combination with annual paid leave. |
| F Leave | Special leave that can be taken once a month for women’s specific physical ailments. The reasons for taking leave are not limited to menstrual periods but have been expanded to include infertility treatment and menopausal health problems. Expanding the number of permissible reasons has made it easier for female employees to take leave. The name of the leave has been changed to “F leave” (“F” stands for “female”). |
| Birth leave | Five days of special leave that can be taken during the period immediately before and after the birth of a child (granted separately from annual paid leave) |
| Maternity leave | Six weeks prior to childbirth (14 weeks in the case of a multiple pregnancy) and eight weeks after childbirth (with pay) |
| Childcare leave at birth | Up to 28 days of paid childcare leave during the four weeks within the eight weeks after the birth of the child, which is made possible by the childcare leave for birth (post-birth father childcare leave) (100% of the take-home pay before the leave is guaranteed, with payment documented as regular wages, alleviating the financial concerns caused by taking childcare leave). |
| Childcare leave | Until the child reaches the age of three years |
| Family care leave to care for children | Preschool children: five days/year for one child and ten days/year for two or more children |
| Family care leave | Up to one year in total |
| Volunteer leave | Five days for volunteer activities related to a severe natural disaster |
| Mental health support | Health consultation office, Physical and mental health consultation office, appointment of an industrial physician of psychosomatic medicine |
| Measures to ensure good health | Appointment of nurses and industrial physicians, implementation of personnel interviews and medical examinations |
| Rehiring elderly workers | Rehiring elderly workers |
| Retirement benefit program | There are two types of retirement benefit plans to which the company contributes or pays contributions: a lump-sum retirement payment/defined benefit corporate pension plan and a corporate defined contribution pension plan (employees can add to their contributions). (The applicable system differs by job classification.) |
| Health insurance | High medical expenses, lump-sum childbirth benefit, injury and disease benefit, comprehensive medical examinations, and similar expenses |
| Allowances | Family allowance, reassignment allowance, reassignment without family allowance, housing subsidies, and similar expenses |
Information sharing and training on health and safety
The Group holds monthly group personnel division meetings attended by persons in charge of human resources at Group companies. At the meetings, participants share information on relevant laws and regulations including the Labor Standards Act, working conditions of each Group company, and the importance of labor management and safety and health. In addition, we provide safety and health training, such as explanations on the Labor Standards Act and other relevant laws and regulations and methods of labor management, on many occasions including during the training of newly promoted managerial employees.
External recognitions of health management
Health & Productivity Management Award (Large Enterprise Category)
Nomura Real Estate Holdings has been selected for the first time under the Certified Health & Productivity Management Outstanding Organizations Recognition Program, co-organized by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange. The program recognizes listed companies that consider employees’ health and productivity management from a business management perspective.
Nine Group companies (Nomura Real Estate Holdings, Nomura Real Estate Development, Nomura Real Estate Asset Management, Nomura Real Estate Solutions, Nomura Real Estate Life & Sports, Nomura Real Estate Partners, PRIME X, Nomura Real Estate Retail Properties, and Nomura Real Estate Hotels) were recognized as 2024 Certified Health & Productivity Management Outstanding Organizations (large enterprise category), which are jointly selected by the Ministry of Economy, Trade and Industry of Japan and Nippon Kenko Kaigi. This program recognizes enterprises that have implemented outstanding initiatives to promote health and productivity management based on efforts to address local health issues and improvement initiatives promoted by Nippon Kenko Kaigi.
In addition, Nomura Real Estate Solutions was also recognized as a White 500 enterprise (large enterprise category) in the Certified Health & Productivity Management Outstanding Organization Recognition Program.
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. Since August 2022, we have been conducting a common Group-wide wellness and D&I Awareness Survey (Your Voice Creates New Value, Real Value.). In order to further stimulate Group synergies through measures such as addressing common concerns, we will visualize indicators for employee satisfaction and willingness to make voluntary contributions across the Group. Through this survey, we have been holding wellness promotion meetings as opportunities for employees and managers to directly interact.
Creating fair work environments
Labor-management dialogues
The Group respects employees’ freedom of association and the right to collective bargaining, and even at Group companies that do not have labor unions, labor representatives and officers responsible for human resource divisions hold periodic meetings and work to improve the workplace environment. As of April 1, 2024, Nomura Real Estate Development, Nomura Real Estate Partners, and some overseas subsidiaries have labor unions, and the labor union membership rate among Group employees is 28.71%.
Fair wages
As for wages, the Group complies with laws and regulations that set minimum wages in each country and pays reasonable salaries that allow employees to maintain a certain standard of living in accordance with the consumer price index of their country or region. In fiscal 2023, the average annual salary of Nomura Real Estate Holdings was 10.91 million yen.
Understanding and disseminating policies on labor standards
To ensure that all employees can gain an accurate understanding of company policies regarding labor standards, the Group provides documents or explanations regarding employment rules, personnel evaluation systems, and social benefits in Japanese, or in English if necessary, to employees, including those of overseas Group companies, during their initial training.
Hiring more local human resources and ensuring they actively contribute
The Group considers local business characteristics and places emphasis on connections with communities across the country in carrying out recruitment activities in different regions. Some Group companies have also established programs where employees can work in their home region or choose from a number of regions across the country. This allows them to choose diverse work styles based on their work-life balance. In other measures, Nomura Real Estate Development has a re-entry system for those who have left the Company due to unavoidable circumstances such as marriage, childbirth, childcare, nursing care, and transfer of a spouse.
Responses to Incidents
In 2017, the Nomura Real Estate Development head office and four regional offices (Kansai, Nagoya, Sendai, and Fukuoka branches) received a recommendation for corrective action and guidance from the Labor Standards Inspection Offices with jurisdiction regarding the discretionary work system for planning work that applied to some employees. We take this matter extremely seriously and are conducting comprehensive labor management while taking measures to improve workplace environments so that this type of incident does not occur again. Nomura Real Estate Development is implementing the following measures to appropriately manage labor and improve workplace environments.
- Comply thoroughly with laws and regulations
- Top management and directors share issues with employees and strive to establish relationships of trust and improve workplace environments
- Implement the following measures to ensure health:
(1) Raise awareness of health issues of officers and employees
(2) Officers and supervisors thoroughly monitor the health condition of employees
(3) Make further improvements to systems for health consultation and medical checkups
Each Group company confirms their status and will continue to take measures toward improvements into the future.
For further details, refer to the following.
Our actions regarding appropriate employment management and improvement of working environment