Creating Work Environments and Systems Where a Diverse Range of Employees Can Work Flexibly(Promoting Diversity)

At Daiwa House Group, we share the dream of our founder to reach 10 trillion yen in sales on our 100th anniversary in 2055. All of our employees continue to work diligently toward this goal on a daily basis, with the most significant management resource needed to reach it being human resources.
To grow into a business group that can contribute on a global scale, we need to flexibly deal with a constantly changing society and recognize a diverse range of values. We also must create new value capable of discovering latent markets. In order to achieve this, we must create an organization that can continuously think outside the box, generating concepts that go beyond conventional thinking and preconceived ideas.
With the aim of injecting diversity into our management decision-making process, we have set a target in our Fifth Medium-Term Management Plan of reaching 200 female managers by fiscal 2020. We are currently actively working to construct and expand a personnel system that facilitates greater effective participation by female staff and senior staff.

Working to utilize diverse human resources

Diverse human resource utilization 2
Seniors, disabled persons, global personnel

Promoting seniors in the workplace, promoting employment of disabled persons, training global personnel

Work-life balance

We help our employees get the best out of their work and life through continuous growth.


Daiwa House wins Nadeshiko Brand and New Selection of 100 Best Companies for Management Diversity awards in same year

In March 2016 Daiwa House Industry became the first enterprise in Japan's housing and construction industries to be included in two selections of listed companies – the Nadeshiko Brand and the New Selection of 100 Best Companies for Management Diversity. The Nadeshiko Award was won for the second time following the first award in 2015. The Company received these two awards in recognition of its efforts to expand the range of occupational categories available to female staff by actively encouraging capable and ambitious employees to apply for jobs outside their present category, as well as its efforts to improve ways of working through such steps as introducing "productivity per hour" as an evaluation criterion for the business performance of individual workplaces.

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