ESG Data

SocialNote: Unless otherwise indicated, the reporting scope is the Group.

Employment Data
Category

ItemUnit

Total
Persons

MaleFemale
Female employee ratio*3％Region
Japan

Persons

Asia (excluding Japan)

Number of employees*1, 2Europe
Permanent employees
Persons

MaleFemale
Permanent employee ratio％

Temporary employees*4
Persons

Male
FemaleTemporary employee ratio％

New graduate employees*1

New graduate career-track
employees

Persons

Male
FemaleFemale new graduate hires ratio*3, 5％

FY2019FY2020

FY2021

FY2022

7,250

7,401

7,692

7,996

5,031

5,043

5,195

5,354

2,219

2,356

2,497

2,642

30.6

31.8

32.5

33.0

7,250

7,401

7,692

7,996

―

―

7,413

7,705

―

―

246

262

―

―

33

29

6,974

7,175

7,423

7,670

―

4,877

5,023

5,139

―

2,298

2,400

2,531

96.2

97.0

96.5

95.9

276

226

269

326

―

168

172

215

―

58

97

111

3.8

3.1

3.5

4.1

306

274

264

292

169

159

159

177

137

115

105

115

44.8

42.0

39.8

39.4

*1 The number of employees is as of the end of March of each fiscal year. The number of new graduate employees is as of April 1 of each fiscal year.
*2 The number of employees includes employees transferred to companies outside the Group but excludes employees transferred to the Group.
*3 Figures include overseas subsidiaries and are as of March 31, 2023 (partial period).
*4 Temporary employees include those rehired after retirement. (Reference: 70 employees in FY2022)*5 Figures indicate the number of employees hired during each fiscal year (employees who have joined the Company by April of the following calendar year).

1Diversity and Inclusion
Category
Empowering diverse humancapital

ItemUnit

Number of foreign national employees*2

Persons

Female manager and junior manager ratio*1％

Rate of employment of persons withdisabilities*3％

Rate of childcare leave takers*4Childcare leave takers*5
Male

Persons

FemaleRate of reinstatement after childcare leave*5％

Rate of reinstatement after childcare
leave (Male)

Nursing care leave takers*5

Percentage of mid-career
employees hired*6

Gender wage gap*5,7

Employee Engagement

10.3
114

Persons

Nomura Real Estate Development%

Nomura Real Estate Solutions%

Nomura Real Estate Partners%

Nomura Real Estate Life & Sports%

All employees％

Full-time employees％

Part-time and fixed-term employees％

Percentage of implementation of one-onone meetings

FY202011.2
140

FY2021

11.7
303

FY2022

13.9
311

2.02

2.05

2.33

2.31

―

―

96.2

64.5

253

289

320

193

243

261

％

Rate of childcare leave takers (Male)

Promoting diverse work styles

FY2019

―

10―

28

15.9

35285

38.6

71

122

92.1

96.2

92.9

98.8

―

100

100

100

7658

60.3

29.3

49.1

60.9

22.7

35.638.1

44.4

39.9
44.1
―

21.1
43.9
―

―

45.7

―

―

―

28.9
37.5

―

61.4

―

89.7

―

―

―

％

27.5

58.5

84

83

*1 M anager and junior manager ratio: Female manager and junior manager ÷ all managers and junior managers*2 Number of foreign employees does not include the number of foreign technical intern trainees employed.
*3 Rates in Group companies subject to the Employment Rate System for Persons with Disabilities as of June 1 of the following fiscal year.
*4 From FY2022, the method for disclosure has been changed to secure conformity with a calculation formula for information disclosure via securities reports, asstipulated under guidelines issued by the Ministry of Health, Labour and Welfare, which has made it mandatory to announce the status of childcare leaves.
*5 A pplicable only to domestic corporations. Figures as of March 31, 2023 (partial period) are shown.
*6 Percentage of full-time mid-career hires among the number of full-time employees, as stipulated under the Act for the Comprehensive Promotion of Labor Policies.
*7 Ratio of women’s wages to men’s wages. The Group applies an equal pay system for both men and women and treats them equally within the same rank. Personnel
evaluations are also based on the same standards for both men and women, and there are no differences between men and women in the personnel system.

Human Rights
Category

Item
New employees

Human rights-related training(Group-wide)

Newly
promoted
managers
Mid-career
hires

Human rights-related training(individual company only:
Nomura Real Estate Life &Sports)*2

Unit

Participation rate％

Number of participants

Persons

Participation rate％

Number of participants

PersonsParticipation rate％

Number of participants

Persons

Participation rate
Number of participants

FY2019100248

100
170

100
79

FY2020―*1―*1FY2021

100280

FY2022100263

100

100

100

100100100

135170

149

195

168

262％

100

98.9

91.4

91.6

Persons

――585

588

*1 Cancelled due to the COVID-19 pandemic.
*2 The participation rate and number of participants are for full-time and part-time employees in fiscal 2019 and 2020 and for full-time employees in fiscal 2021 and2022. Training for part-time employees is ongoing.

2Promotion of Wellness ManagementCategory

Item

Unit

Overwork prevention

Average work time over statutory working
hours (per person)

Promotion of the use of paid
leave

Rate of acquisition of paid leave*1％

Promotion of thorough healthmanagement

Rate of employees who underwent
medical examinations and checkups*1

Prevention of work-related
accidents

Wellness and D&I survey

Hours permonth

61.19

9.99
56.14

FY2022

13.73
62.11

11.03
68.43

（63.80）（75.61）％―（100）

（100）

（100）

Number of work-related injuries resulting
in death of an employee

Incidents

0000

Number of work-related injuries resulting
in death of a contractor

Incidents

020

1

LTIFR*2

―

1.29

3.43

0.56

1.00

LTIR*3

―

0.60

1.34

0.32

1.00

Absentee rate

％

0.29

0.41

0.45

0.40

Points

4.05

3.96

3.97

3.87

％

97.8

97.8

93.0

92.4

―（12.40）

10.42（11.88）

10.87（11.75）―（14.71）

11.53（13.90）

10.56（11.49）―（8.42）7.90（8.56）

8.17（8.35）

8.24（8.43）

5.13

4.78

5.81

5.60

4.69

4.84

6.01

5.42

5.99

4.79

5.63

5.98

4.43

3.88

4.45

4.70

88.5

88.8*888.8*894.5Employee satisfaction level (five-pointscale) *4
Response rate*5MaleYears

Total*6Male％

FemaleVoluntary turnover rate

Stress check tests

13.51

FY2021（60.58）

FemaleTurnover rates

FY2020（62.62）

Total
Average tenure of employees*1

FY2019Stress check response rate*7％

11.71（13.40）12.11（13.81）*1 Figures in parentheses represent percentage of employees of Nomura Real Estate Development (excluding contractors)*2 (Number of occupational accidents resulting in lost days ÷ Total work hours) × 1,000,000*3 (Number of fatalities and lost work days due to injury ÷ Total work hours) × 1,000,000 (excluding contractors)*4 Until fiscal 2021, the figures are for “satisfaction with the workplace” in the satisfaction survey conducted by Nomura Real Estate Development alone. The figure forfiscal 2022 is for “engagement in the workplace” in the awareness survey for the Nomura Real Estate Group as a whole.
*5 Until fiscal 2021, the response rate is for the satisfaction survey conducted by Nomura Real Estate Development alone. From fiscal 2022, the response rate is for theawareness survey for the Nomura Real Estate Group as a whole. (The number of respondents has increased from approximately 2,000 to 7,000.)*6 Turnover rates include the number of employees retired at the mandatory retirement age.
*7 Nomura Real Estate non-consolidated rates*8 Data for previous years has been corrected retrospectively to improve accuracy.

3

Human Resource Management
Category

Item

Unit

FY2020

FY2021

FY2022

24,96920,06323,85530,334

12.65

9.87

4.21

3.79

10,000yen

15,86914,31827,15541,269Training expense per employee

Yen80,39370,46247,936

51,612Return on investment in employees’ skill
development*3％

2.81

1.56

2.14

1.36

Return on investment in human capital*4％

―

10.42

9.17

9.78

Total training hours*2

Hours

Training hours per employee*2

Employee training participation*1FY2019

Total training expense*1 The figures for the years up to fiscal 2020 are for Nomura Real Estate Development and those for fiscal 2021 are for the Nomura Real Estate Group.
*2 Training hours only include time spent for mandatory training and do not include open or selective training or e-learning courses.
*3 Return on investment in employee skill development = Turnover rate ÷ Total training expense (100 million yen).
*4 Return on investment in human capital = (Operating revenue – (Selling Expenses and General and Administrative Expenses – Personnel cost) ÷ Personnel cost.

Category

Item

Subject
New employee introductory
training

Group-wide training

Training programs

Nomura Real Estate
Development’s
training*1 After 13 years of service (generally)*2 After 7 years of service (generally)*3 After 9 years of service (generally)

Number of training
hours (hours)

Number ofimplementing
companies(companies)Number ofparticipants(persons)

38

6263

New employee follow-up
training

76251

Employees in their second year

127240

Employees in their third year

147229

Newly promoted managers*1

237168

Newly promoted senior
managers

28

333

Newly promoted generalmanagers

82

312

Employees in their fourth year

7―49

Employees in their fourth year
(career design)

7―49

Employees in their fourth year
holding section chief positions(career management)

7―

19

Professional level 1 positions*2

12―

60

Professional level 1 positions(women’s career and life)

12―

60

Leaders*3

14―64

Leaders in their second year
(career design)

12―

46

Leaders in their second year
holding section chief positions(career management)

12―

21

INSIDES training

2―

66

Financial training (employees
in their fourth to sixth year)

7―

107

4

Safety Quality from Design to Management
Category
Compliance with internal
design standards andquality manualCompliance with Building
Management Quality
Assessment Guidelines

Various internal surveys*4

ItemUnit

FY2019FY2020

FY2021

FY2022

100

100

100

100

100

100

100100－*37087

67

Livability Satisfaction Survey one year after
residents take up occupancy of PROUD

3.8（36）

3.8（31）

3.8（38）4.0（38）Post-contract survey on housing

4.0（27）4.1（29）4.0（30）4.2（28）Post-delivery survey on housing

3.8（33）3.8（34） 3.8（34）*5

3.9（32）

Residential Development Business Unit*1％

Commercial Real Estate Business Unit*1
Rate of conformance with the Building Management Quality
Assessment Guidelines at properties under management*2％――

3.8（51）

3.8（50）――3.6（44）3.6（41）――

3.5（32）3.5（34）

Questionnaires for residents in leasedcondominiums (PROUD FLAT)

4.2（41）

4.1（58）4.2（39）4.0（37）

Questionnaires for residents in office buildings(PMO)

4.2（46）4.3（28）4.2（5）

4.3（46）

Nikkei Condominium Brand Questionnaires*6

111

1

ORICON Customer Satisfaction Survey on new condominiums
Tokyo metropolitan area after-sales follow-up

111

1

SumaiSurn: Management Company Satisfaction Survey Ranking

111

1

ORICON Customer Satisfaction Survey on real estate brokerage (Sale:detached housing)1122―121066Developments of health promoting senior rental housing forextending healthy lifespans*7Units

125382502647

Number of CASBEE Wellness Office Assessment Certificationsacquired―4336Companies

198

12*812*8159

Periodic after-sales services survey
Interior fair survey

Average score(out of 5points)

Points(%)

Furniture fair survey

External evaluation

Measures toward Good
Design Award
Promoting health support
services
Supplier Council Meetings
on Health & Safety held

Number of Good Design Awards won

Number of companies attending Supplier Council Meetings on
Health & Safety and Supplier Conference on SafetyRankViolations by suppliers

Number of significant incidents of violations of laws andregulations with regard to ensuring supplier safety

―

―

―

00Safety quality violations

Number of violations of relevant safety laws and regulations andserious violations of the company’s standards

―

―

―

00

Initiatives for ethicaladvertising practices

Number of violations that resulted in action orders and dispositions related
to advertising labeling, premiums, and unfair competition prevention*9―

―

―

―

0*1 Specific products include condominiums, detached housing, rental housing, office buildings, retail facilities, logistics facilities, and hotels.
*2 Conformance rate: We extracted several properties and conducted a survey on the number of conforming items in the assessment items listed in the guidelines. In fiscal
2020, we significantly increased the assessment items to improve and maintain the quality of our property management in light of amendments to relevant laws as well asheightened thresholds for conformity.
*3 In fiscal 2019, we did not conduct a survey on the conformance rate due to the COVID-19 pandemic.
*4 Above results are all disclosed based on a five-point scale. Figures in parentheses indicate survey response rates (%).
*5 Data for previous years has been corrected retrospectively to improve accuracy.
*6 Indicates a first-place ranking given for most of the 10 question items in the questionnaire.
*7 Cumulative total based on the opening day*8 In fiscal 2020 and 2021, some conferences were either cancelled or conducted online at a significantly smaller scale due to the COVID-19 pandemic.
*9 Figures represent the number of violations for the condominium business, Nomura Real Estate Development’s business in the Commercial Real Estate Business Unit,
and the Property Brokerage & CRE Business Unit.

5Safety and Security in Disasters
Category

Disaster prevention support atmanaged properties

ItemUnit

Disaster preparedness drill
implementation rates at managed
properties (buildings)

Number of facilities, etc., that can take inpersons who are unable to return homeduring a disaster

FY2019FY2020

FY2021

FY2022％

9394

9799―

810109Care for and Revitalization of Communities
Category

Enhancement of design
development to revitalize
communities

Initiatives in operation andmanagement for supporting
community revitalization

Item

Unit

Newly constructed residential properties
with facilities that contribute to localcommunities

FY2019FY2020

FY2021

FY2022―

6564

Number of community Be ACTO opened(cumulative total)

―

22

2

3

Number of Be ACTO members

―

―

―

―

1,306

Number of elementary school programs
organized―

―

―

―

10―

27

―*1

―*1

11―

27

―*1

―*1

―*1

Number of pre-occupancy housewarming
events held at residential properties(events)
Number of companies that participatedin tenant networking events at mid-sized
office brand PMO*1 No events were held in fiscal 2020,2021 or 2022 to help contain the spread of COVID-19.

Contributions to Local Communities and Society
Category

ItemUnit

Total amountExpenditures for contributions tolocal communities and society

10,000yen

Cash donations*1
Management costs*2

FY2019FY2020

FY2021

FY2022

7,558

3,158

30,78830,395

1,100

1,100

1,100

1,200

6,458

2,058

29,68829,195*1 S upport money paid to the Japanese Para-Sports Association (JPSA). Starting in fiscal 2022, the figures represent the total sponsorship fee for the said association and theamount donated to the Keidanren Biodiversity Fund.
*2 T
 he total amount of expenses for various events that contribute to the local community held at our main Group-owned facilities, and travel expenses and coaching fees
for supporting the management of para-athletes

6