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The future of the Group depends, first and foremost, on the quality of its work force. We are therefore investing considerable time and energy in reorganizing our personnel system to make it easier for the opinions of staff on the front line to be conveyed to upper management levels, and we are also involved in creating a new style of working environment that gives due consideration to the needs of our female staff, as well as employees with disabilities. Our aim is to design and perfect a system that will make the most of our valuable human resources.
Human resources are the key to growth for the Daiwa House Group and its business operations. Recognizing this, we conducted an attitude survey for all employees in October 2004 and introduced human resources initiatives in fiscal 2005, which would enable general employees to develop their capabilities and talent on their own by selecting career paths and jobs themselves. We will enhance educational programs by introducing measures such as an inter-company voluntary job-change system within the Group, a system to exchange human resources, the training of executive management ranks through a next-generation leadership training program, and an in-house certification scheme.
In recruitment, we are actively hiring new graduates and mid-career workers based on our policy of respecting the dignity and diversity of individuals, irrespective of age and gender. Indeed, Daiwa House Industry has achieved a higher rate of employment of disabled people (1.89%) than both the legal employment rate (1.8%) and the average among private companies (1.48%). We will also encourage the rehiring of retired employees with special skills and expertise within the Group, and employ them to hand down and share their technological expertise and general know-how, to provide better customer service.
