Personnel development
Personnel Development Policy
In FY2023, we identified seven material issues so that we can adapt to the changes in global trends, live up to the expectations of stakeholders and contribute to the realization of a sustainable society. To do this, we have been focusing on the teamwork-oriented development of real estate professionals.
We are increasing people's opportunities to acquire the capabilities, skills and expertise that a real estate professional needs. We also provide opportunities for people to build careers as real estate professionals over the medium and long term.
Human resource and career development
To facilitate staff members' development of skills, we enrich opportunities for employees to learn in self-directed ways, such as the Sumitomo Corporation Group’s hierarchical training programs, on-the-job training provided by supervisors and colleagues, the sending of employees to the GLOBIS Corporation’s training schools, e-learning programs in a broad range of fields using Udemy and the system that has been established to supporting the acquisition of qualifications.
We also have a career development system with a view toward employees activities within the company over the medium and long term, such as career assessments (annual opportunities to envision what you want to be in the future and who you aspire to be like through dialogue with supervisors, and to think about specific action plans to realize them) and in-house rotational staff training (enabling employees to, based on their career aspirations, be transferred across three business lines and corporations to broaden their experience).
Hierarchical and theme-based training
When they are promoted, employees in our company are sent to the Sumitomo Corporation Group’s hierarchical training program to develop their awareness of their role at their new grade and acquire systematic skills. While our employees come from many different backgrounds, including the financial, real estate and many other industries, the DE&I training program is designed to enable every employee to respect other employees and fully demonstrate the skills they have developed.
Mechanism for supporting the growth of SRM employees
Specialist training
Sending employees to GLOBIS training schools
Upon request, employees may attend GLOBIS Corporation’s training schools which have a great reputation for high quality of lectures and textbooks. Inspired by their interactions with people from other companies, these colleagues acquire practical knowledge and skills useful in presentations and in finance, marketing and other jobs.
Self-development
Providing e-learning programs in a broad range of fields using Udemy
At any time and at their own pace, employees are able to watch and learn from more than 12,000 educational courses that are directly connected to business, such as accounting, tax affairs, legal affairs, risk management, finance, investment, internal control and business English courses.
Qualification acquisition support system
The company shoulders the entire cost of its employees’ taking examinations to receive and update their recommended qualifications as real estate transaction specialists and ARES Certified Masters and the cost of correspondence courses and textbooks. The company also provides subsidies to cover the cost of examinations, correspondence courses and textbooks for the acquisition of major qualifications related to real estate and finance (up to 100,000 yen per year).
Number of qualified employees
| Qualification | Number |
|---|---|
| Real estate transaction specialist(successful examinees) | 50 |
| Real estate transaction specialist(registrants) | 35 |
| ARES (Association for Real Estate Securitization) Certified Master | 31 |
| Real estate appraiser | 3 |
| First-class architect | 1 |
| Certified building administrator | 4 |
| Real estate consulting master | 3 |
| Securities analysts | 2 |
| MBA | 1 |
| Judicial scrivener | 1 |
| AFP/FP Grade 2 | 6 |
*As of April 1, 2025
Career development
Career assessment
By engaging in dialogue with their supervisors, employees are provided with annual opportunities to envision what they want to be and who they aspire to be like and think about specific action plans to realize them.
In-house rotational staff training
The company enables employees to, based on their career aspirations, be transferred across three business lines and corporations to broaden their experience.
Personnel systems
Personnel evaluation system
We believe that our personnel evaluation system provides us with opportunities to ensure that employees’ performance is reflected in their treatment and it motivates employees to grow and do better.
In the beginning of the fiscal year, supervisors and subordinates set goals that are as challenging as possible. To achieve the set goals, the supervisors and subordinates think about the issues and share goals to pursue outstanding results and the growth of employees.
Intermediate follow-up interviews are held in the middle of the fiscal year. Supervisors and subordinates engage in dialogue to examine their progress toward the achievement of goals and motivate employees to achieve the goals.
Year-end review interviews are held at the end of the fiscal year. Supervisors and subordinates review the last year in terms of the degree of achievement of goals. After evaluations are finalized, feedback meetings are held to set subordinates’ goals for the following year and to increase their motivation.
We also provide training to personnel evaluators. This training program focuses on how to set appropriate goals and give feedback to subordinates. The goal of this training program is the standardization of views regarding evaluation and evaluation skills and to increase evaluators' skills regarding their engaging in dialogue with their subordinates.
Personnel evaluation schedule
This table can be scrolled sideways.
| Timing | March to April | October | March-April in the following year | June in the following year |
|---|---|---|---|---|
| Purpose | Interview for goal setting | Intermediate follow-up interview | Year-end review interview | Feedback meeting |
| Details | A supervisor and a subordinate have a meeting to set individual goals in accordance with the expected roles specified by the head of the department. | The supervisor interviews the subordinate to review their progress toward their goals and any changes in the situation, possibly revising the goals if necessary. | The supervisor interviews the subordinate to review the degree of achievement of the goals at the end of the fiscal year. | The head of the department gives the subordinate feedback on the results of the evaluation. |
Mechanism for evaluating personnel
The final evaluation consists of the individual evaluation (of goal achievement and capability to carry out tasks) and the comprehensive evaluation by the company.
This table can be scrolled sideways.
| Evaluation of goal achievement (performance evaluation) | Evaluation of capability to carry out tasks (behavioral evaluation) | |
|---|---|---|
| Subject to evaluation | Full-year goals (four items in principle) | (1) Compliance, (2) emphasis on investors, (3) specialization, (4) teamwork and DE&I, (5) commitment, (6) leadership and (7) accuracy and speed (seven items) |
| Criteria for evaluation | Whether or not the employee has reached the predetermined degree of goal achievement (nine-grade evaluation) | Whether or not the employee carries out their current tasks at the level expected (nine-grade evaluation) |
| Where the results of the evaluation are reflected | Bonus | Pay raise, promotion |