Top Message / Social Philosophy

Review our current culture and usual ways of doing things to create a style of human capital management unique to Daiwa House

Managing Executive Officer Head of: Human Resources, Human Resources and Interpersonal Relationships Development, Sustainability, and Human Rights Promotion Junko Ishizaki

Commitment from the Executive Officer in Charge
Our Future Landscape—Celebrating the Joys of Life: Realizing Our Hopes for the Future

Last year, Daiwa House Group formulated its Purpose, Our Hopes for the Future, which detail the type of society we want to help create and the role we must play in creating it as advance toward 2055, our centennial year. As we go forward in our work to bring about this society, the most important factor is our people, being aware and taking action grounded in each employee’s personal purpose. If we fail to act based on our purpose, Our Hopes for the Future will be merely a figment of our imagination.

We recognize that people are the essence of the spirit of the founder, Nobuo Ishibashi, given that he made “develop people through business” the first point of our corporate creed. No matter how much science and technology develop or how convenient the world becomes, ultimately it is people who make the decisive difference. People, then, must be a strength of our Group.

In an age of rapid change and many unanticipated developments, we believe that to harness the power of people in generating new value, every employee must be conscious of society; think about what they can do, make decisions, and take action; and communicate and collaborate with others. Further, we believe that these things must be ongoing not only now, but also through 2055 and beyond.

We will bring about even greater change by connecting, collaborating, and engaging with each other in an organic way while also valuing each individual’s abilities and aptitudes. We believe that our future landscape will be even better if we band together, enjoying these changes as we continue to move forward, as if climbing up a spiral staircase.

Building an organization for the future – developing a company of motivated employees who take pride in their work

As noted, our Group values people. Going forward, it will be more important than ever to leverage dialogue in combining the strengths that each individual has developed in terms of their individual abilities, perspectives, and experiences. While this may seem obvious, it will not come about without our making changes.

Under the Seventh Medium-Term Management Plan, which runs from fiscal 2022, we will promote the review and redesign of our existing human resources and other various systems and the working environment. We will solidify the at the end of the day. While some employees perform their duties to the letter, others think about, for example, what they can do to make something cleaner, how they can communicate better with occupants, or how they can remember occupants’ faces and names, and then devise and implement ways to do so. These employees were not trying to do anything complicated or difficult by any means; rather, they were simply thinking about the tenants and customers and how to make their day more pleasant. Tenants’ reactions—words of appreciation and compliments—provide feedback that translates into motivation and pride, and in turn, spurs their inquisitiveness and drive to make things even better. In the organizational context of a company, there are always rules to follow and numerical targets to reach, and achieving them tends to become an objective in itself. I feel that my mission is to make the company one where each individual can work and grow naturally, in their own way, with a clear vision of what the organization is aiming for. foundations of our unique style of human capital management to not only recognize diversity, but also incorporate it into our human capital strategy and use it to drive creation of new value. We will discuss what should stay and what needs to change with the future in mind.

We believe that without individual growth, there can be no organizational growth. People will cease to be inquisitive if they do not derive motivation from their jobs; and if they have no pride in their work, they will stop advancing. I was previously CEO of a company whose principal business was building management of condominiums and other buildings. The majority of building management work consists of routine tasks, such as cleaning according to guidelines, keeping an eye on and maintaining facilities, and responding to tenant inquiries, before going home at the end of the day. While some employees perform their duties to the letter, others think about, for example, what they can do to make something cleaner, how they can communicate better with occupants, or how they can remember occupants’ faces and names, and then devise and implement ways to do so. These employees were not trying to do anything complicated or difficult by any means; rather, they were simply thinking about the tenants and customers and how to make their day more pleasant. Tenants’ reactions—words of appreciation and compliments—provide feedback that translates into motivation and pride, and in turn, spurs their inquisitiveness and drive to make things even better.

In the organizational context of a company, there are always rules to follow and numerical targets to reach, and achieving them tends to become an objective in itself. I feel that my mission is to make the company one where each individual can work and grow naturally, in their own way, with a clear vision of what the organization is aiming for.

Image of individual career plans (under the 7th Medium-Term Management Plan)

Kotokurie—a space for learning and creating together

Last year, we opened the Daiwa House Group MIRAI KACHI KYOSO Center (Kotokurie). The Center serves as a base for people, particularly local children, to learn together, for us to co-create with stakeholders, and for employee education to generate new value for the Daiwa House Group. Kotokurie incorporates SDGs (Sustainable Development Goals) into its concept, and it has been designed and devised to give everyone an equal chance to learn. Kotokurie also serves as a gathering space, where all activities are integrated with employee education, and where we collaborate with the local community to think about and work out ways conducive to everyone being themselves and thriving.

The world in 2055, which we attempt to depict in Our Hopes for the Future, is more than 30 years away. And although many experts have their forecasts for the future, nobody really knows what the world will look like then. What we do know is that no matter what the world looks like, we will have to live in it. By bringing together as possibilities the differences in experiences and sensitivities of many individuals, regardless of cultural background, gender, disability, or other attributes, and discussing these with the future in mind, I believe that we can create a resilient society that will let us overcome any adversity.

Exterior of Kotokurie

Creating Dreams, Building Hearts together with our partners

To make our company into one where employees can be themselves, it is important to build relationships that allow them to feel that they can state and express their thoughts without reservation or fear of consequences, and where they can empathize with each other. It is important that we build good partnerships not only with our employees, but also with our customers, business partners and other stakeholders, so that we can create new value together through dialogue. We will continue to emphasize “Creating Dreams, Building Hearts” and create together with our partners a world in which we can share the joy of living together.


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