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Development and advancement of diverse human capital

Vision

By enhancing individual skills and creating an organization that provides job satisfaction, we will put a smile on our fellow employees' faces. We will increase the expertise of workers and develop professional human capital.

Non-Financial KPI

The Seibu Group sets non-financial KPIs for each materiality (important theme).
For details, please click here.

Seibu Group Human Capital Strategy

The Seibu Group formulated the “Seibu Group Human Capital Strategy” and set human strategy targets to achieve targets in the “Seibu Group’s Long-term Strategy to 2035” and the “FY2024-FY2026 Seibu Group’s Medium-term Management Plan” based on the long-term strategy.



Strategy Map of the Seibu Group Human Capital Strategy

Under the Seibu Group Human Capital Strategy formulated this time, and based on the following strategy map, the entire Group and each group company will implement initiatives to “secure human capital skills and headcount” with the aim of securing the skills with high strategic priority and the necessary number of employees, while keeping in mind the achievement of management strategy targets, and will also implement initiatives to create “an inspiring place to work” where employees can show their skills to the fullest to promote their individual growth. We will then create “an organization that enables individuals to maximize their performance” to become “a professional organization.”

Strategy map

Strategy map



To secure human capital skills and headcount

Based on the strategy map, we secure “human capital skills and headcount” through graduate recruitment and mid-career hires in addition to supporting the autonomous development of existing employees, based on securing the necessary skills to realize the management strategy. We set skills of particular priority to work on as “enhanced human capital” to achieve our strategic goals. We will secure 300 “DX Leaders” by FY2026 as enhanced human capital common to the Group for further promotion of “Digital Management.” Seibu Holdings works on securing “management planning human capital” to vigorously promote the Group management and ensure the achievement of the Group‘s management strategy goals. Seibu Railway strives to secure “human capital for railroad planning” and “those for revitalization of areas along rail lines” with the aim of realizing “desirable areas to live along rail lines” and “desirable areas to visit along rail lines,” maintaining safe and comfortable transportation, and taking a proactive role in improving the value of areas along rail lines. Seibu Prince Hotels Worldwide endeavors to secure “GM human capital (general manager candidates)” mainly under a management contract to contribute to the realization of a mega tourist destination with a sense of speed, improve hospitality that can compete globally, and provide extraordinary experiences. Seibu Realty Solutions strives to secure “AM (asset manager) human capital” and “development human capital” for the purpose of adding value to real estate from various angles through “urban development” and evolving it into a comprehensive real estate business operator. The Group will also proactively develop the “SEIBU ACADEMY” as a tool to promote individual-oriented and autonomous growth in the development of human resources, including “enhanced human capital.” As the “education and development curriculum” for Group employees, the ACADEMY first provides self-development programs such as public lectures and correspondence courses, as well as online learning services, in-house lecturers, and lectures by management. In addition, as the “promotion of skill acquisition based on the badge system” to motivate employees to acquire skills, we have introduced the “SEIBU Smile Badge” which gives skill certification badges to employees who meet pre-determined requirements. Furthermore, as “career support” for employees, career consultants and other advisors assist them with their career vision and skill acquisition to support their career development. By promoting these initiatives, we work to secure human capital to achieve the following targets.

Target values

Strategy map Items Targets Target values Target Companies Fiscal year to be achieved
To secure human capital
skills and headcount
Human capital for strengthening Seibu Group Leaders of digital transformation 300 Seibu Holdings, head office divisions of major companies FY2026
Human capital for strengthening 4 major companies of Seibu Group Human capital for corporate planning 40 Seibu Holdings FY2033
Human capital for railway operation planning 20 Seibu Railway FY2026
Human capital for revitalization of towns along railway lines 30 Seibu Railway FY2026
Human capital for digital transformation 80 Seibu Railway FY2026
GM (Candidate for General Manager) 100 Seibu Prince Hotels Worldwide FY2035
Human capital for asset management 30 Seibu Realty Solutions FY2026
Human capital for real estate development 70 Seibu Realty Solutions FY2026


To become an inspiring place to work

In parallel with securing employee skills, to create an “inspiring place to work” where employees can show their skills to the fullest, we conduct a survey on job satisfaction (engagement) based on the strategic map and identify issues for improving job satisfaction by referring to the survey results and employee feedback. We then define “engagement priority indicators” and implement action plans based on these indicators. Specifically, we hold roundtable discussions between management and employees, and provide in-house internships and in-house recreational activities from the perspective of “in-house communication.” We also further promote the open job posting system and the internal free agent system, and revamp the evaluation system for rank-and-file employees. In addition, through such initiatives as promoting health management, introducing cafeteria plans, and improving the working environment, we will create an inspiring place to work so as to meet the following targets.

Target values

Strategy map Items Targets Target values Target Companies Fiscal year to be achieved
Improving job satisfaction Job satisfaction (Engagement) Engagement score rating(※) More than A58, year-on-year improvement All domestic companies -
※Score Rating Based on the Results of Engagement Surveys Provided by Link and Motivation, Inc.



To achieve organizational growth (promotion of diversity)

We promote growth and achievement as individuals through securing of skills and an "inspiring place to work” where employees can show their skills to the fullest. On top of that, we promote the creation of "an organization that enables individuals to maximize their performance” to realize maximum growth and results as an organization. While envisioning an organization that can create innovation as its future vision, we strive to create an organization where diversity is perceived as an advantage within the organization. We strengthen continuous communication from management and others, and work toward "organizational growth" through employees’ successful experiences, such as team-building workshops and cross-sectional group projects where diversity can lead to success.

In addition, to create an organization that respects the individuality of each employee and makes the most of their diversity, we strive to secure diverse human resources by creating a safe working environment, recruiting non-Japanese nationals, providing employment opportunities for people with disabilities, and re-employing personnel who have reached retirement age, while also implementing measures focused on the career advancement of female employees.
Click here  to see more information about initiatives related to the promotion of diversity.

With the above as the pillars of our strategy, we work on each measure with a sense of speed to achieve the targets in the “Seibu Group Human Capital Strategy” and to ensure the achievement of the Seibu Group's management strategy targets.

Initiatives implemented by the Group companies

Work style reforms

Revamping personnel systems and improving working environments

Aiming to improve work-life balance and workplace conditions for employees, the Group companies are taking steps to create more comfortable working environments by restricting long working hours and allowing for flex-time work from home.

Specific initiatives
  • Adopted flextime systems to allow employees to choose their working hours, and allowed diverse working conditions by making use of telework and ICT systems to let employees work at home or offsite.
  • Restricting overtime hours and implementing systems to prevent long working hours.
  • Maintenance of employee dormitories for railroad and hotel employees through new construction and reconstruction, etc.
  • Seibu Railway provides cleaning services for employee dormitories.

Initiatives to improve operational efficiency

Seibu Group companies are actively utilizing ICT. In addition to improving operational efficiency and the work environment for employees, they are engaged in such efforts as cooperating in demonstration tests and introducing robots to further increase safety, reliability, and comfort for customers. They are also providing customers with solutions that utilize AI and other technologies.

Specific initiatives
  • Introduction of RPA (robotic process automation) to increase operational efficiency.
  • Group-wide standardization of existing systems and digitization of paper-based work.
  • New autonomous delivery robot "Relay" introduced for the first time in Japan at Shinagawa Prince Hotel N Tower.
  • Demonstration experiment of autonomous driving system by Seibu Bus.
  • Seibu Landscape supports for improving efficiency of green space maintenance with automatic lawnmowers.
  • Seibu Railway has launched a demonstration experiment using a translation-capable transparent display at Seibu Shinjuku Station.

Recruiting a diverse workforce

Seibu Group companies offer workplace tours and internships for high school students, as well as internships for undergraduate and graduate students, to provide opportunities for making career choices.
Please refer to Seibu Group Recruitment Information 
for specific initiatives and recruitment information.

Seibu Group will work together as one to secure human resources, by accerelating diverse work styles such as mid-career hire and sideline jobs, in addition to the conventional regular hire of the new graduates.

Human resource development and human resource management

Human resources education and training programs

With a view to increase productivity and sustainably increase corporate value, the Group offers a comprehensive range of training programs at each level of career advancement and years of service, and provides support for employees who aspire to acquire relevant qualifications.

Specific initiatives
  • Offering training programs to new employees, employees who have worked for a certain numbers of years, and managers.
  • Established the Seibu Academy in fiscal 2018 to provide study and overseas work programs as well as foreign language and correspondence courses.
  • Offering compensation and financial assistance to employees to help them acquire necessary job-related qualifications.
  • Provide training on J-SOX and economic laws and regulations to employees of Group companies, as well as safety education and skills training sessions according to the nature of the business.
  • Provides training opportunities using videos and online.
  • At Prince Hotels Inc. in Hawaii, employees who are engaged in volunteer or community activities as part of “the Prince Make a Difference Program” are granted an extra day of annual paid leave on top of their normal paid leave.

Labor-Management Dialogue

Seibu Railway Co., Ltd. has established a framework for labor-management negotiations through a labor agreement with the union.
By addressing various challenges and aiming to foster the healthy development of the company's business and enhancing employees' working conditions, we are cultivating a positive labor-management relationship.
This environment allows each employee to work with job satisfaction, fostering growth and collaboration for both sides.

Health, Human Rights and Safety involving employees and suppliers

Basic approach

The Seibu Group believes that respecting the human rights of our employees and ensuring their safety and health is the source of sustainable and strong growth for the Group.
As stipulated in the Seibu Group Code of Corporate Ethics, we comply with the relevant laws and regulations of all countries and regions in which we conduct business activities. Furthermore, in accordance with the Seibu Group Human Rights Policy, which stipulates respect for the human rights of not only those working at its own companies but also of everyone involved in its supply chains, Seibu Group has made it clear that it will not discriminate in any way on the basis of race, sex, religion, creed, nationality, ethnicity, age, disability, sexual orientation, gender identity or other sexual minorities, health status, place of origin, occupation, or social status. As a fundamental right in employed labor, our policy is to pay employees more than the minimum wage complying with labor laws and regulations and to ensure the stability of their lives.
In addition, in accordance with the Seibu Group Supplier Guidelines, we also ask the suppliers of each Group company, or our business partners, to take care of their own workplaces, such as ensuring safe and healthy work environments, thereby promoting human rights and ensuring safety and health throughout the supply chain.

About the Promotion Structure

Each Seibu Group company holds monthly meetings of the Safety and Health Committee, which consists of personnel departments, industrial physicians, and health and safety managers, as well as public health nurses and health and safety promoters. We have established a solid framework to enhance safety and health systematically and continuously by formulating annual plans on safety and health, and monitoring employees’ health issues and overtime work.
In addition, the Human Capital Strategy Department serves as the secretariat for the Seibu Group Health Management Promotion Meeting, which is held once a year in principle. Reports and discussions at these meetings are reported to the Seibu Group Sustainability Committee and Seibu Holdings Board of Directors, and are monitored by management.

Seibu Group Health and Productivity  Management Meeting(a meeting held once a year in principle)

Purpose: To establish a system in which management can understand the actual state of health management and promote health management as a group by implementing the PDCA cycle.
Members: General Manager of Human Resources Department of Seibu Holdings and main business companies in Seibu Group, and Executive Director of Seibu Health Insurance Society
Major activities: Setting of priority health themes and quantitative targets for Seibu Group, and reporting on health issues and initiatives of each Seibu Group company

Specific initiatives
Health maintenance promotion measures
  • Health checks
    Nearly 100% of employees took health checkups
  • Specific health advisory services
    Based on the results of specific health checkups, specialist staff (public health nurses, registered dietitian, etc.) give specific health advice to review lifestyle habits to those who have a high risk of lifestyle-related diseases yet can expect preventative effects from lifestyle changes.
  • Measures for mental health care
    We strive to create an atmosphere where employees feel comfortable by analyzing stress checks, reporting them to each workplace and providing care through seminars.
    In addition to follow-up care by our in-house industrial health staff, we have improved the environment by setting up an external consultation desk where our employees have a direct access so that early signs of mental health issues can be prevented.
Health promotion
  • Promotion of smoking cessation
    -Posting posters on smoking cessation
    -Offering employees education at work using DVDs on smoking cessation
    -Providing partial subsidies for smoking cessation
  • Prevention and improvement of metabolic syndrome
    -We implement various health promotion measures, such as hosting events to reconsider eating habits and make exercise a habit.
    -As parts of efforts to offer healthy meals and food environment, Seibu Holdings has received a certificate from the Smart Meal Certification* and the cafeteria at DaiyaGate Ikebukuro, our Tokyo headquarters building, provides balanced meals so called “smart meal.”
    *The certification is managed by the Healthy Food and Food Environment Consortium, which is composed of 13 academic organizations that specialize in health-related issues such as nutrition, high blood pressure, and diabetes.
Infection Prevention Measures
  • Implementation of seasonal vaccination to prevent outbreaks of influenza
  • Implementation of workplace COVID-19 vaccination for employees, their families, and affiliated company employees.
Preventive measures of labor injury
  • Strengthening safety education
  • Implementing safety management programs in each workplace. For example, 5C activities (5S activities in Japanese) in workplaces, with 5Cs composed of Clearing out, Clearing up, Cleaning, Cleanliness and Controlled behavior, regular workplace inspection, safety lectures and training seminars on minor incidents and risk assessments.
  • ※Please refer to Non-Financial Data Book for safety and health data.

Efforts to protect human rights and eradicate harassment
  • Distributing to all employees a compliance manual that includes the Seibu Group Human Rights Policy and specific case studies in line with the Seibu Group Code of Corporate Ethics and the Seibu Group Principles of Conduct, and providing education at each workplace
  • Implementation of e-learning on human rights
  • Training for compliance leaders and promoters in each department to respond to harassment, discrimination, etc.
  • Establishment of hotlines (whistle-blowing system)
Ongoing initiatives to ensure safety
  • Conducting regular safety education and workplace inspection in light of risks at each workplace
  • Monitoring overtime work and encouraging improvement mainly by the Health and Safety Committee
【Addressing Global Health Issues】
■Responding to global health issues

Global health issues such as the three major infectious diseases (HIV, tuberculosis, and malaria) are difficult to deal with due to their transmissibility and the high cost of countermeasures, This is not a problem that can be solved by one country alone; it is a global problem that requires the cooperation of all countries around the world.
The Seibu Group is responding primarily by implementing appropriate infection prevention measures for employees dispatched overseas.

■Seibu Group’s initiatives

(1) Dealing with employees dispatched overseas
Based on the "Seibu Group Health Management Guidelines for Employees Dispatched Overseas," Seibu Group companies provide health checkups before, during and after dispatch, as well as vaccinations recommended for each region by the government, for employees dispatched overseas and their accompanying families, at the company's expense.
We also encourage the use of the Seibu Health Insurance Society's Overseas Medical Expenses System to reduce the burden of medical expenses incurred by employees while dispatched overseas. Additionally, we provide medical insurance (overseas travel insurance) paid for by the company.
Through these efforts, we aim to create an environment where employees can feel at ease and demonstrate their abilities even in unfamiliar environments.
(2)Education for employees
At Seibu Group companies , our industrial health staff regularly provides education on imported infectious diseases, etc., not only for employees dispatched overseas for business purposes, but also for employees who travel overseas for leisure purposes.

External evaluation

Nineteen Seibu Group Companies have been certified as a 2023 Health & Productivity Management Outstanding Organization