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."

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” is a Group slogan that represents our intent to realize our ideal vision for 2030 through diverse green capabilities. Once a month, we hold regular WE ARE GREEN meetings that bring together the public relations departments of each company with the aim of communicating and spreading our message. We use a Group-wide internal survey to measure the degree of personal investment of operating officers of the Group’s companies, representing the degree to which they personally had implemented Group coordination.
In fiscal year 2025, as in fiscal year 2024, 90% of executive officers (a total of 157 respondents) reported that they were implementing the initiative, thereby achieving the fiscal year 2025 target set for the final year of the previous medium-term management plan.

Development of DX talent

TWe are building a Group-wide DX support framework by recruiting digital specialist personnel, with efforts centered on TFHD digital Inc. We have set the target of developing 6,000 DX promotion personnel by fiscal 2025, and we are working to achieve this by establishing programs for acquiring a wide range of digital skills, as well as measures such as carrying out practical training that involves creating ideas for digital businesses. As a result, the cumulative total of “DX-promoting personnel trained” reached 9,910 as of the end of fiscal year 2025. Tokyu Land Corporation is also encouraging all of its employees to acquire IT passports with the goal of having 100% of employees possessing them by fiscal 2030.

Human capital development based on environmental management

"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 view the promotion of women’s advancement as a key management priority and are driving this initiative by establishing the “proportion of female new graduates hired,” “proportion of women in management positions,” and “proportion of female management candidates” as KPIs. We are actively working to introduce promotion programs tailored to employees taking maternity and parental leave, establish flexible support systems that enable employees to balance life events with their career continuity, and foster an environment conducive to increasing the number of female leaders through group-wide training and cross-company networking. Regarding “WE-Academy” (a training program for developing the next generation of female leaders), we plan to expand its implementation to three Group companies in fiscal year 2024 and five Group companies in fiscal year 2025. We also host events for program graduates where they can learn about the diverse career paths of female managers across the Group. We will support women’s career paths and work styles, promote greater female participation than ever before, and work to address the gender pay gap.

Fiscal Year 2024 results or data as of April 2025 are the combined totals for the five major companies (Tokyu Land Corporation,Tokyu Livable, Tokyu Community, Tokyu Housing Lease, and National Students Information Center).

Fiscal Year 2025 results or data as of April 2026 are the combined totals for the six major companies (Tokyu Land Corporation,Tokyu Livable, Tokyu Community, Tokyu Housing Lease, National Students Information Center, and ReENE ENERGY Corporation ).

“Management positions” refer to positions at the section chief level or higher, while “management candidates” refer to positions directly under the section chief (equivalent to a team leader).

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.

Fostering of an innovative organizational climate

The group co-creation internal venture program “STEP*” has received a cumulative total of 530 applications as of fiscal year 2025, with 5 projects selected for commercialization. In April 2025, we established REINN Inc., the fifth commercialized venture, to launch a new service aiming to redefine Japan's lodging market and effectively utilize underutilized real estate assets. Also, movement has started to change the Group’s approach to human resource initiatives based on a proposal received in fiscal 2021 concerning support for the return to work of people suffering from mental ill health. This shows the STEP scheme is not limited to just starting new companies. We will engage every aspect of the Group, without exception, to foster an innovative organizational culture.

An acronym with S standing for Start, Sustainable, and Shibuya, T standing for TFHD (Tokyu Fudosan Holdings), and the other letters standing for Entrepreneur Program

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

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 six main business companies (Tokyu Land Corporation,Tokyu Livable, Tokyu Community, Tokyu Housing Lease, National Students Information Center, and ReENE ENERGY Corporation) 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 six 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