SustainabilityⅡ. Strengthening the foundation for providing valueIncrease human resource and organizational strength
Related SDGs
Themes
- 12.Create value via Groupwide collaboration
- 13.Foster a challenge-seeking corporate culture
- 14.Acquire and cultivate human resources that can ensure high-quality services
- 15.Promote diversity and inclusion
- 16.Pursue employee health and safety and respect human rights
KPIs and Results
*Scroll horizontally to see more.
| KPIs | Target year | Target figures | Fiscal 2022 results | Fiscal 2023 results | ||||
|---|---|---|---|---|---|---|---|---|
| Holding of collaborative meetings across the Group Scope Holding of collaborative meetings across the Group Scope *Scroll horizontally to see more.
|
Every fiscal year | Three or more meetings per fiscal year | Held three meetings Groupwide meeting (September) Management Vision Committee meetings (April and October) | Held three meetings Groupwide meeting (September) Management Vision Committee meetings (April and October) | ||||
| Ratio of women among all employees Scope Ratio of women among all employees Scope *Scroll horizontally to see more.
|
Fiscal 2030 | 40% or higher | 34% | 33% | ||||
| Ratio of women among management Scope Ratio of women among management Scope *Scroll horizontally to see more.
|
Fiscal 2030 | 20% or higher among managers ranked section manager or higher | 8% among managers ranked section manager or higher | 12% among managers ranked section manager or higher | ||||
| Percentage of men who take childcare leave Scope Percentage of men who take childcare leave Scope *Scroll horizontally to see more.
|
Fiscal 2025 | 50% or higher | 0% Revised childcare leave system, established consultation desk |
100% | ||||
| Rate of return to work after childcare leave Scope Rate of return to work after childcare leave Scope *Scroll horizontally to see more.
|
Every fiscal year | Average of 80% or higher for the past five years | 100% | 100% | ||||
| Use of paid leave Scope Use of paid leave Scope *Scroll horizontally to see more.
|
Every fiscal year | 70% | 63% | 69% | ||||
| Turnover rate (due to personal circumstances) Scope Turnover rate (due to personal circumstances) Scope *Scroll horizontally to see more.
|
Every fiscal year | Average of 5% or lower or the past five years | 0% | 1% |
Maximizing the potential of our people
Creating a positive work environment
Promotion of DE&I
As our social environment changes at a dizzying pace, it is essential for Daibiru to embrace a diverse workforce that is inclusive of gender, nationality, age, and disability to continue growing as a company. Through our agricultural employmentsupport services, we are actively employing people with disabilities.
We will continue to create a workplace where every employee can continue to work with a sense of fulfillment.
Increased work engagement (Head office renovation)
Given our small team, our employees are an invaluable and vital resource for our company. We believe that providing a work environment where all employees feel positive and fulfilled is how we maximize our full potential value.
One initiative towards this goal was the renovation of our Osaka head office and Tokyo office in fiscal 2023. The concept behind the head office renovation was "Spiral up! A more appealing office for tomorrow." As an office leasing company,we envisioned this office as a starting point for people, companies, and society to move in a better direction tomorrow and beyond. We pursued this vision for our head office, which functions as both our headquarters and a living office space for employees.
Additionally, to encourage maximum communication and productivity in the workplace, we aimed to create an office that is a natural gathering place for "office-specific" functions otherwise unavailable in satellite locations or remotely. As a result, our head office received the New Office Promotion Award and the Kansai Bureau of Economy, Trade and Industry Director-General's Award at the 37th Nikkei New Office Awards.
Head Office After Renovations
The ideal candidate
Our job is to construct giant, three-dimensional structures called buildings, while keeping in mind the fourth dimension, that is, continuity with the past, present, and future. Daibiru aims to make the most of its long-term relationships with customers, and so it offers a wide range of opportunities to its human resources who are bold enough to bring about change and create. We do this to ensure that we can continue to develop on a permanent basis. From this passion, we have set forth a vision for ideal human resources under the concept of "4 Dimensions Developer: Human resources who can make change from a long-term perspective."
For a company like ours, with a small but highly selective team, we believe that people who can make change from a long-term perspective need to have the following four key elements: "initiative," "insight," "strategic planning," and "execution." Daibiru seeks and nurtures people with the potential to become a "4 Dimensions Developer," valuing diversity such as individual character, gender, age, personality, skills, interests, and specializations.
4 Dimensions Developer–Human resources who can make change from a long-term perspective–
Initiatives to advance our organizational capabilities
Strategy for increasing work engagement
| Revision of the childcare leave system | To realize gender equality in childcare, we have revised our regulations to alleviate concerns about income during childcare leave and to create an environment where employees can focus on childcare with peace of mind. During the first four weeks (28 days) of childcare leave, including leave taken immediately after childbirth, employees will receive paid leave with their full salary maintained. Additionally, this period will now be included in the calculation of bonuses. |
|---|---|
| Student loan payment assistance | Because roughly half of all undergraduate and graduate students have student loans, the burden of paying off these loans has become a serious social issue, with major impacts on their life plans, such as marriage or having children. The program eases the financial burden of these loans by offering payment exemptions during the financially challenging period following new employment and capping the interest on prior loans to the amount of tax on economic benefits. |
| Introducing health support app "CaloMama Plus" and DEI service "Cradle" | To better support employee health management and literacy, we have introduced the AI-powered app CaloMama Plus as a resource for health advice, which we used to organize a company walking event. Furthermore, we have incorporated Cradle as a way to create a more enjoyable workplace. It provides online seminars on DEI, problem-solving videos, and healthcare support. |
| Introducing office casual attire | As a part of our efforts to promote diversity, reform work styles, and create attractive work environment, we have introduced a casual dress code in the office to create a more appealing workplace. By allowing a more relaxed dress code, we aim to promote a more comfortable environment, stimulate employee communication in the workplace, and encourage free and autonomous thinking. |
Employee training and development
| Stratified training | In addition to training new employees, further training is provided at the two-year mark, six-year mark, and first managerial post, as well as for middle-management posts and for executive posts, providing the required skills at each rank. |
|---|---|
| English comprehension program | This program allows employees with a certain Test of English for International Communication (TOEIC) score level or those who require English as part of their work to utilize language schools. They can take individual English conversation lessons or join group sessions involving practice for meetings and presentations. |
| Online courses | Employees can select and take more than 100 online educational courses, including business skills, English, and certifications (real estate transaction agent, bookkeeping, business-related legal affairs, etc.). They can study at their own pace by making use of their spare time to improve their skills. |
| Cafeteria-style elective training | Employees can select and take seminars on the field they want to learn more about, such as business, communication, or management skills. |
| Certified building administrator training course | Employees can take a systematic course covering overall knowledge relating to building management. The aim is to be accredited as a certified building administrator (CBA) through the completion of the course and the certification exam. |
| Certification by the Association for Real Estate | Securitization (ARES) Certified Masters training cours Employees can take a course covering real estate securitization and investing. The aim is to be accredited as an ARES Certified Master through completion of the course and the certification exam. |
