COMPANY INFORMATION
Human capital strategies
Human Capital Strategy
To achieve GROUP VISION 2030, our vision for what we want the Group to be by the year 2030, we have established a human capital philosophy of aiming for growth and the creation of a sustainable society with every employee having "challenge-oriented DNA" and a "mission to engage in society." Based on this philosophy and our management strategies, we have formulated and are moving forward with three human capital strategies as policies to be implemented—"Develop people who create value," "develop organizations with diversity and a sense of unity," and "enhance motivation to work and foster an employee-friendly work culture."
Develop people who create value
Develop organizations with diversity and a sense of unity
Enhance motivation to work and foster an employee-friendly work culture
Develop people who create value
- Dissemination of Group philosophy
- Development of DX talent
- Human capital development based on environmental management
Developing people who create value is a personnel development approach that incorporates the Group Philosophy and our management strategies. Our long-term vision GROUP VISION 2030 sets forth the advancement of environmental management"and DX as overall Group policies aimed at building a solid and distinctive business portfolio. We will work to develop human resources who are highly-productive and widely contribute to society by pursuing the core measures of disseminating Group philosophy, developing DX talent, and advancing human capital development based on environmental management, with the goal of maximizing the value created by each individual employee.
Dissemination of Group philosophy
"WE ARE GREEN" was established as the Group slogan in GROUP VISION 2030. "WE ARE GREEN"expresses our intention to combine the diverse green capabilities the Group develops and create new value.We are working to deliver a unified message and enhance awareness and permeation through television commercials, e-learning for all our employees, and joint Group training for new hires. Of particular note, during e-learning for the 140 operating officers of the Group's companies, we measured their degree of personal investment, representing the degree to which they personally had implemented Group coordination. Aiming for 90% in 2025, we are striving to increase awareness of Group coordination.
Degree of personal investment in achieving the long-term vision of operating officers at each Group company (extent of Group coordination) 84%
Development of DX talent
We are working to build a foundation of DX talent by implementing intra-Group projects to create DX model cases and by carrying out a mix of practical and theoretical training. In February 2022, we established TFHD digital Inc. Our efforts, including the establishment of organizations and frameworks for promoting DX and specific DX model cases, have received positive recognition and in May 2023, we were selected as a DX Stock 2023 by The Ministry of Economy, Trade and Industry, the Tokyo Stock Exchange, and the Information-technology Promotion Agency, Japan. Our DX efforts are underpinned by initiatives that utilize digital technology, and in fiscal 2022 we implemented 13 of these initiatives, bringing the cumulative total up to 43. By fiscal 2030, we aim to be benefitting from the effects created by over 100 initiatives and Tokyu Land Corporation is targeting an IT Passport acquisition rate of 100%, covering all its employees.
Acquisition of IT passports 71% *Tokyu Land Corporation
Cumulative number of initiatives utilizing digital technology 43
Human capital development based on environmental management
In order to advance human capital development based on environmental management, we are working to raise environmental awareness through e-learning programs and the Sustainable Action Awards. The Sustainable Action Awards is an awards program that commends specific initiatives that solve an environmental or social issue through business activities. It was established in order to encourage the adoption of these actions on a Group-wide basis, eventually leading to earnings contributions. In fiscal 2022, we received 123 entries covering 19 Group companies, and 12 of these were recognized as winning initiatives. We aim to achieve a cumulative total of 300 by fiscal 2025.We aim to be benefitting from the effects created by over 100 efforts by fiscal 2030.
Sustainable Action Awards entries 123
Cumulative environmental efforts through business 36cases
Develop organizations with diversity and a sense of unity
- Empowerment of women
- Empowerment of diverse human capital
- Fostering of an innovative organizational climate
"Developing an organization with diversity and a sense of unity" is an approach to fostering workpace environments that support the Group's value creation. To realize this value creation, we think it will be essential to empower women, empower diverse human capital , and foster an innovative organizational climate by advancing diversity, equity, and inclusion(DE&I) initiatives.We are working toward these goals with a high standards for the Group.
Empowerment of women
We consider the promotion of women's activities to be a particularly important issue, and are working to create an environment in which women can fully develop their individuality and abilities regardless of gender, in accordance with the basic principles of the Law on the Promotion of Women's Activities in the Workplace (Law on the Promotion of Women's Activities). We have set KPIs for "ratio of women among new graduate hires," "ratio of female managers," and "ratio of female candidates for management positions," and the Group is making concerted efforts to achieve these targets.
Specific activities include holding groupwide networking events, career advancement systems for employees who have taken maternity or childcare leave (Tokyu Land Corporation), childcare support and partner systems that reduce the individual burden involved in meeting targets (Tokyu Livable), and educational activities through career planning roundtables and manuals (Tokyu Community), and interviews with female managers (Tokyu Housing Lease). By horizontally applying these systems and innovations throughout the Group, we aim to achieve KPIs for the Group as a whole.
Career planning roundtable and manuals (Tokyu Community)
*Affiliation at the time of interview
Interview with Female Manager (Tokyu Housing Lease)
*Affiliation at the time of interview
Seminar by Keiko Hamada (cross-group event)
| Current status (actual results in FY2022 or as of April 2023) |
Target for FY2030 | |
|---|---|---|
| Ratio of women among new graduate hires | 46% | 50% |
| Ratio of female managers | 8% | At least 20% |
| Ratio of female candidates for management positions | 18% | At least 20% |
Combined total of the five main business companies (Tokyu Land Corporation, Tokyu Community Corp., Tokyu Livable Inc., Tokyu Housing Lease Corporation, and National Students Information Center, Co., Ltd.)
Management positions refer to section managers and above, while management candidates are one level below section managers (equivalent to section chiefs).
Empowerment of diverse human capital
We are promoting diversity, equity, and inclusion (DE&I) in order to foster an organizational climate in which diverse human resources can play an active role. We have formulated the DE&I Vision as an executive-level commitment, under which we provide an e-learning course for employees. We have also set the percentage of employees who take this course as a KPI with the target of achieving 100% by fiscal 2030. Tokyu Livable Staff Corporation is getting recognition for its efforts to empower employees with disabilities, and in February 2022, it received certification under the Monisu Certification System, an initiative by the Ministry of Health, Labor and Welfare to encourage stable employment for people with disabilities.
Deepening understanding of DE&I (percentage of employees who took an e-learning course) 86%
*Combined total of the five main business companies
Fostering of an innovative organizational climate
We established STEP as a Group co-creation-based internal venture scheme that aims to create innovation that transcends barriers between Group companies and pass on the Group's challenge-oriented DNA to new generations. The name STEP was chosen as S represents Start, Sustainable, and Shibuya, and T represents TFHD (Tokyu Fudosan Holdings), with the other letters standing for Entrepreneur Program. The scheme was launched in fiscal 2019 and in fiscal 2021, we established TQConnect Inc., a company developed from an idea submitted in the first round of proposals. We have set the target of commercializing at least one proposal per year up to fiscal 2025 in order to foster an innovative organizational climate throughout the Group.
Cumulative STEP proposals received 253proposals received
Commercialised proposals 3 (As of March 2023)
Enhance motivation to work and foster an employee-friendly work culture
- Promotion of health and productivity management
- Support for diverse work styles
- Improvement of employee engagement
Enhancing motivation to work and fostering an employee-friendly work culture is an approach to building workplace environments that support the efforts of individual employees. We recognize that ensuring the safety and health of employees is an important part of sustainable corporate development so we are working to improve our workplace environments.
Promotion of health and productivity management
We have positioned maintaining and improving the health and happiness of employees as an important management issue, and we are advancing various initiatives that will have a positive effect on physical and mental health. We have set the targets of having 100% of employees undergo physical examinations and stress checks, and 100% of eligible male employees take childcare leave, and to achieve these, we are holding seminars among other awareness raising activities. In fiscal 2021, the ratio of childcare leave taken by male employees at Tokyu Community Corp. was 100%. We are working to encourage leave taking and to foster a culture of mutual support by establishing systems, including making the first five days of childcare leave into paid leave and providing spousal childbirth leave that can be taken in half-day units, and tethrough repeated notification using manuals.
Ratio of childcare leave taken by male employees 65%
*Combined total of the five main business companies
Support for diverse work styles
We are putting a particular focus on support for diverse work styles, and in order to enhance efficiency and productivity and to ensure work life balances can be maintained, the five main business companies (Tokyu Land Corporation,Tokyu Livable, Tokyu Community, Tokyu Housing Lease, and National Students Information Center) have all introduced remote working and flextime systems (or in some cases, staggered working hours). In this way, they are leveraging IT to realize work styles that are not constrained by time and location, Many employees have taken advantages of these systems, which have improved efficiency, productivity and raised employee satisfaction. In addition, we have set a KPI of 100% (for the five main business companies) for the compliance rate of remote working and flextime systems (or in some cases, staggered working hours) arrangements, and we are committed to continuing to update our support for flexible work arrangements.
Improvement of employee engagement
At each Group company, we carry out work engagement surveys alongside stress checks. Furthermore, each Group company also regularly implements its own employee engagement survey. Tokyu Land Corporation conducts a survey twice a year, and the overall results are disclosed both within and outside the company. In fiscal 2022, the company achieved its fiscal 2030 target of an AA rating ahead of schedule and going forward, it will continue working to maintain and improve this score.
Carrying out employee engagement surveys and implementing improvements AA engagement rating
*Tokyu Land Corporation