Daiwa House Group

Daiwa House Group

Together with Our Employees

DE&I (Diversity, Equity and Inclusion)

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Participation of diverse human resources 1 (Women)

Initiatives by job type and grade

In 2007, we established a dedicated organization within the Human Resources Department.
In addition to Company-wide education and specialized training according to occupation, we aim to create a workplace environment that nurtures female employees and the continued development of their abilities. As part of our active empowerment of female employees, we are implementing initiatives for female employees and their supervisors according to the issues relevant to each occupation and job grade.

Training and strengthening of managers

To diversify decision-making in management, we have set a numerical target for female managers at each Group companies, and are working to train and strengthen female managers.

DE&I by numbers (Social data “Human resources base”)

Manager training

Since fiscal 2010 we have carried out training in awareness, assessment and related matters for female managers, including having such managers attend lectures and study groups at outside the company. These initiatives are aimed at nurturing them to become members of upper management, with the goal of greatly increasing their number among the management class as a whole.

Development training for management candidates

We have been implementing training for female candidates for management roles since fiscal 2011. The training covers areas including the mindset and the expanded range of duties needed for management, and the assignment of such roles. It is carried out together with supervisors, on the job, over six months to nurture through practical experience the professional development needed for management.

Training tailored for female managers

Departmental initiatives to expand work areas

To respond to diverse market needs and secure sufficient human resources against the backdrop of a low birthrate and aging population, we have been actively assigning female staff to job roles that they have traditionally rarely held in the construction industry, and have been supporting and training them to stay in those roles and improve their skills.
Due to these initiatives, female employees’ awareness of managerial positions and roles has been increasing.

Female sales staff support program

In sales, we have introduced the female sales staff support program as we strive to create a work environment that nurtures female sales staff and their supervisors.

Creating a secure work environment for off-site employees

To prevent sexual harassment from outside the company, such as from customers and business partners, etc., and to create a secure workplace for our company’s off-site workers (salespeople, construction staff , etc.), in August 2020, we published the Sexual Harassment Self-defense Guidebook, which sets out guidelines and rules for sales visits and participation in meetings. We have also distributed alarm buzzers to all female sales staff for self-protection in case they meet a dangerous situation during their sales activities.

Retention and training of female staff in the Technology Division

To help retain and train female employees in the Technology Division, since 2007 we have been holding an information exchange seminar in our Home Construction Division, and since 2013, an exchange of ideas meeting in our Home Design Division. In these and other ways, we have been helping female technical staff establish networks and discover role models of work-life balance.
As a result, their work areas have expanded to include not just design, but also construction and structural design, facilities, etc. In particular, the retention of women in construction jobs involving on-site management has progressed and the number of women rearing children while working in site supervision is also increasing.

A Daiwa House construction site

Also, to improve the work environment for female engineers and technicians working on construction sites, we developed protective equipment such as a helmet for women and a safety belt. We are also introducing portable toilets for women to create a safer and more comfortable environment.
Furthermore, many of our female construction staff participate in the National Low-rise Housing Work Safety Council’s “Jutaku Komachi” program, in which they aim for promoting resolution of issues women face when actively working in construction management in a field that traditionally employed mostly men. To this end, the low-rise housing industry as a whole is working to create an environment that is easy for women to work by making proposals to government and industry, etc., on the three themes of 1. Improving female engineers’ skills, 2. Improving their working environment (portable toilets, safety equipment, work hours) 3. Achieving balance between home and worksite.

A female Daiwa House construction supervisor wearing a harness-type safety belt

Strategic personnel changes for clerical staff

To give female employees who joined the company in narrowly defined clerical positions a chance to develop their careers as regular positions, we are advertising positions internally and using the FA system to strategically expand their areas of work to include the customer counseling center, and other departments that have traditionally hired men, as well as new businesses.
This is not only expanding the employees’ career paths, but being able to experience customer satisfaction is also increasing their motivation.

An employee who changed to a post-inspection job performing an inspection

Initiatives for professional development

Increasing specialization

We are working to eliminate the conventional thinking regarding gender-specific roles in clerical work, and train professional human resources regardless of gender. To achieve this goal, we are holding training for Management Department (General Affairs and Accounting) representatives at our branch offices.

Promoting operational improvements

Awareness training

An operational improvement project of a model house built with the sharing of household chores as its theme

An operational improvement project meeting

Fostering corporate culture

Daiwa House’s initiatives

  • Sharing examples and disseminating information
    So that all employees understand the importance of promoting diversity and the participation of women, and to create a workplace culture in which diverse human resources can thrive, the department dedicated to promoting women’s participation and other diversity sends a Diversity Report out via the Group's intranet. The report details the stories of male and female employees who are utilizing the work-life balance support system, female employees active in various fields and occupations, and initiatives and data related to the company’s efforts for diversity. In July 2016, we released the Supplementary Diversity Report, which introduced various positive examples of women active in the workplace, of male supervisors training female employees, of men taking childcare leave, as well as our programs for the support of work-life balance and career building. It was distributed to all employees.
  • Adjusting evaluation categories
    In order to accelerate the creation of a corporate culture in which a diverse range of human resources can thrive, categories such as "active support for female subordinates" and "giving subordinates roles and opportunities for growth" were included in manager evaluation content, with support for women’s career advancement defined as an important element of management.

Supplementary Diversity Report

Daiwa House Group initiatives

In order to further accelerate the creation of a corporate culture that promotes diversity, from 2014 the Daiwa House Group has been holding a group-wide forum to promote female participation in the workplace called "D's Women's Forum." In 2017, the title was changed to “D's Diversity Forum.” In addition to speeches and discussion about the connection between diversity management as a management strategy and workstyle reforms, and interaction across the group, the forum is also helping female employees to view matters from a management perspective.
By carrying out information exchange opportunities and study groups among diversity promotion officers from our group companies, and by sharing examples of initiatives to promote women’s participation within the group, initiatives at each group company are also progressing.

The 7th D’s Diversity Forum

The 4th D’s Women’s Forum

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