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.

The Seibu Group sets non-financial KPIs for each materiality (important theme).
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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

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

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

To achieve organizational growth (promotion of diversity)

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.

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.

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.

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

• 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.

• 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.

• Implementation of seasonal vaccination to prevent outbreaks of influenza
• Implementation of workplace COVID-19 vaccination for employees, their families, and affiliated company employees.

• 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.

• 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)

• 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

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.

（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.

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