9% Turnover Rate. The Construction Company Where Young Talent Stays Holds Its New Employee Welcome Ceremony
Ainico Group welcomed 17 new graduates in 2026. By utilizing DX and unique cultural practices, the company maintains a low 9% turnover rate in an industry plagued by youth attrition.
📋 Article Processing Timeline
- 📰 Published: April 6, 2026 at 20:00
- 🔍 Collected: April 6, 2026 at 11:30
- 🤖 AI Analyzed: April 21, 2026 at 01:19 (349h 49m after Collected)
Ainico Group Co., Ltd. (Headquarters: Nara City, Nara Prefecture; Representative Director: Tadayoshi Tajiri; hereinafter "the Company"), which operates 11 businesses including custom home builder "Kaede Komuten" and real estate business "Tochinara" mainly in Nara and southern Kyoto, held its fiscal year 2026 (the Company's 20th term) entrance ceremony at the Nara Convention Center on Wednesday, April 1, 2026. This year, 17 new graduate employees took their first steps based on the philosophy of "continuing to create smiles."
An Organization with a 9% Turnover Rate in the Construction Industry, 70% New Graduates, and an Average Age of 29
In the construction industry, the shortage of young workers and early turnover are becoming serious issues, with the average turnover rate within the first three years exceeding 35%. Despite this, our company maintains a 9% rate (*1). Furthermore, our company has continuously hired new graduates every year since 2014, and currently, about 70% of our 149 employees are new graduates, making us a young organization with an average age of 29.
(*1) According to the "Turnover Status of New Graduate Employees (Ministry of Health, Labour and Welfare, October 2025)", the average turnover rate within three years of employment for high school and university graduates who graduated in March 2022 was 35.9%. Overall, 1 in 3 people still leave their jobs within 3 years. The 9% turnover rate within the first 3 years of our new graduates is based on our own research.
Reasons Why Young Employees Stay: Systems and Culture That Foster Autonomy
Supporting the 9% turnover rate is the following corporate culture centered on "systems that foster autonomy."
- Hiring focused on philosophy resonance: Instead of traditional interviews, we verify the degree of sympathy with our corporate philosophy through a four-stage session, thoroughly preventing mismatches after joining.
- "Video Manual (Leaving Footprints)" culture that accumulates and updates learning: Seniors leave their learnings and failures as video manuals, and juniors update them. This creates an environment where new employees grow proactively.
- Management policy centered on a "business to grow people": We prioritize "expanding human potential" over expanding the business, and our management philosophy of devoting all our efforts to hiring and training new graduates permeates the company.
- Operational efficiency through AI/DX and focusing on value-added tasks: On-site staff themselves develop AI tools to automate simple tasks, creating an environment where they can concentrate on creative "work that only humans can do."
First Implementation at Entrance Ceremony: "Switch-On Training" to Remove Mental and Physical Barriers
Our experiential program "Switch-On Training" (provided by Karon Co., Ltd.), which we have implemented every year, was held at the entrance ceremony for the first time this year. This training aims to create the "mind and body state" for taking proactive action through practical exercises using voice and body.
On the day of the event, we first shared the idea that "there is one fact, but infinite interpretations." Through a workshop to understand that how one perceives things affects actions and results, participants experienced the difference between a "silent" greeting and an "energetically voiced" one. By using their voices and making eye contact, they learned that the atmosphere of the space and the distance between each other change.
In addition, they fostered a sense of solidarity by calling out to each other and clapping, instantly making their feelings positive. The nervous new employees gradually softened their expressions and began communicating voluntarily and with smiles.
An Organization with a 9% Turnover Rate in the Construction Industry, 70% New Graduates, and an Average Age of 29
In the construction industry, the shortage of young workers and early turnover are becoming serious issues, with the average turnover rate within the first three years exceeding 35%. Despite this, our company maintains a 9% rate (*1). Furthermore, our company has continuously hired new graduates every year since 2014, and currently, about 70% of our 149 employees are new graduates, making us a young organization with an average age of 29.
(*1) According to the "Turnover Status of New Graduate Employees (Ministry of Health, Labour and Welfare, October 2025)", the average turnover rate within three years of employment for high school and university graduates who graduated in March 2022 was 35.9%. Overall, 1 in 3 people still leave their jobs within 3 years. The 9% turnover rate within the first 3 years of our new graduates is based on our own research.
Reasons Why Young Employees Stay: Systems and Culture That Foster Autonomy
Supporting the 9% turnover rate is the following corporate culture centered on "systems that foster autonomy."
- Hiring focused on philosophy resonance: Instead of traditional interviews, we verify the degree of sympathy with our corporate philosophy through a four-stage session, thoroughly preventing mismatches after joining.
- "Video Manual (Leaving Footprints)" culture that accumulates and updates learning: Seniors leave their learnings and failures as video manuals, and juniors update them. This creates an environment where new employees grow proactively.
- Management policy centered on a "business to grow people": We prioritize "expanding human potential" over expanding the business, and our management philosophy of devoting all our efforts to hiring and training new graduates permeates the company.
- Operational efficiency through AI/DX and focusing on value-added tasks: On-site staff themselves develop AI tools to automate simple tasks, creating an environment where they can concentrate on creative "work that only humans can do."
First Implementation at Entrance Ceremony: "Switch-On Training" to Remove Mental and Physical Barriers
Our experiential program "Switch-On Training" (provided by Karon Co., Ltd.), which we have implemented every year, was held at the entrance ceremony for the first time this year. This training aims to create the "mind and body state" for taking proactive action through practical exercises using voice and body.
On the day of the event, we first shared the idea that "there is one fact, but infinite interpretations." Through a workshop to understand that how one perceives things affects actions and results, participants experienced the difference between a "silent" greeting and an "energetically voiced" one. By using their voices and making eye contact, they learned that the atmosphere of the space and the distance between each other change.
In addition, they fostered a sense of solidarity by calling out to each other and clapping, instantly making their feelings positive. The nervous new employees gradually softened their expressions and began communicating voluntarily and with smiles.