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Targets | Target Year | Fiscal 2023 | Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | Boundary | |
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Paid leave utilization | Above 65% | Fiscal 2022 | - | 66.6% | 56.9% | 59.8% | 68.0% | 72.9% | Mitsubishi Estate |
Average number of used paid leave days | 12 or more | Every year | - | 12.6 | 10.8 | 10.8 | 12.4 | 13.6 | Mitsubishi Estate |
Ratio of female new graduate hires | Above 40% | Every year | 33.9% | 35.7% | 38.3% | 37.8% | 37.8% | 31.4% | Mitsubishi Estate |
Ratio of female mid-career hires | Above 40% | Every year | - | 36.5% | 24.4% | 17.1% | 66.7% | 22.2% | Mitsubishi Estate |
Ratio of female managers | ①above 20%、②30%、③40% | ①Fiscal 2030、②Fiscal 2040、③Fiscal 2050 | 7.3% | 7.2% | 6.6% | 5.8% | 5.8% | 5.5% | Mitsubishi Estate*1 |
Rate of male employees taking childcare leave of absence*4 | above 100% | Fiscal 2030 ongoing goal | - | 110.6% | 75.5% | 64.9% | 24.0% | 21.2% | Mitsubishi Estate*2 |
Rate of female employees taking childcare leave of absence | 100% | Fiscal 2030 ongoing goal | - | 100.0% | 98.7% | 100.0% | 98.7% | 100.0% | 5 Group companies*3 |
Rate of reinstatement to work after maternity/childcare leave | 100% | Fiscal 2030 ongoing goal | - | 100.0% | 100.0% | 94.8% | 93.8% | 96.7% | 5 Group companies*3 |
Employment rate of persons with disabilities | 2.30% | Fiscal 2030 ongoing goal | - | 2.20% | 2.30% | 2.20% | 2.23% | 2.22% | 5 Group companies*3 |
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Targets | Target Year | Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | Boundary | |
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Percentage of high-risk group for metabolic syndrome | (1) 4.7% (2) 0% | (1) Fiscal 2025 (2) Fiscal 2030 | 7.5% | 9.4% | 9.4% | - | - | Mitsubishi Estate*1 |
Percentage of healthy group | (1) 29.8% (2) 32.8% | (1) Fiscal 2025 (2) Fiscal 2030 | 23.9% | 21.7% | 26.8% | - | - | Mitsubishi Estate*1 |
Cancer screening rate | 90.00% | Every year from FY2021 – FY2030 | 88.6% | 88.0% | 80.7% | - | - | Mitsubishi Estate*1 |
High stress group | Maintain percentage of 10% or lower (national average: 10%) |
Every year from FY2021 – FY2031 | 5.5% | 4.0% | 4.7% | 5.5% | - | Mitsubishi Estate*2 |
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Targets | Target Year | Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | Boundary | |
---|---|---|---|---|---|---|---|---|
Rate of employees with first aid provider qualification | 100% | Fiscal 2030 ongoing goal | 75.3% | 72.4% | 63.0% | 61.0% | 64.0% | 2 Group companies* |
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Targets | Target Year | Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | Boundary | |
---|---|---|---|---|---|---|---|---|
Employee absentee rate | 0% | Fiscal 2030 ongoing goal | 0.8% | 0.9% | 0.9% | 0.8% | 0.8% | 5 Group companies*1 |
Rate of provision of accessible toilets | 100% | Fiscal 2030 ongoing goal | 100% | 100% | 100% | 100% | 100% | Newly constructed*2, large-scale*3 office buildings and commercial facilities in Japan |
Rate of barrier-free buildings | 100% | Fiscal 2030 ongoing goal | 100% | 100% | 100% | 100% | 100% | Newly constructed*2, large-scale*3 office buildings and commercial facilities in Japan |
Percentage of wood that meets sustainabile sourcing code*4 (certified and domestically produced) used for formwork concrete panels | 100% | 2030 | 80% | - | - | - | - | Mitsubishi Estate, Mitsubishi Estate Residence |
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Fiscal 2023 | Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | ||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Number | Percentage | Number | Percentage | Number | Percentage | Number | Percentage | Number | Percentage | Number | Percentage | ||
Men | 1,454 | 71.8% | 1,401 | 72.9% | 1,369 | 74.0% | 1,333 | 75.4% | 1,233 | 75.7% | 1,249 | 77.1% | |
(Of which, regular employees) | 1,180 | 58.3% | 1,148 | 59.7% | 1,122 | 60.6% | 1,104 | 62.4% | 1,080 | 66.3% | 1,108 | 68.4% | |
- Of which, managers | 659 | 32.6% | 659 | 34.3% | 662 | 35.8% | 682 | 38.6% | 668 | 41.0% | 690 | 42.6% | |
- Of which, non-managerial employees | 521 | 25.7% | 489 | 25.4% | 460 | 24.9% | 422 | 23.9% | 412 | 25.3% | 418 | 25.8% | |
(Of which, short-term contract workers) | 274 | 13.5% | 253 | 13.2% | 247 | 13.3% | 229 | 12.9% | 153 | 9.4% | 141 | 8.7% | |
Women | 570 | 28.2% | 522 | 27.1% | 482 | 26.0% | 436 | 24.6% | 396 | 24.3% | 372 | 22.9% | |
(Of which, regular employees) | 434 | 21.4% | 390 | 20.3% | 352 | 19.0% | 328 | 18.5% | 306 | 18.8% | 283 | 17.5% | |
- Of which, managers | 54 | 2.7% | 51 | 2.7% | 47 | 2.5% | 42 | 2.4% | 39 | 2.4% | 42 | 2.6% | |
- Of which, non-managerial employees | 380 | 18.8% | 339 | 17.6% | 305 | 16.5% | 286 | 16.2% | 267 | 16.4% | 241 | 14.9% | |
(Of which, short-term contract workers) | 136 | 6.7% | 132 | 6.9% | 130 | 7.0% | 108 | 6.1% | 90 | 5.5% | 89 | 5.5% | |
Total | 2,024 | 100.0% | 1,923 | 100.0% | 1,851 | 100.0% | 1,769 | 100.0% | 1,629 | 100.0% | 1,621 | 100.0% | |
(Of which, regular employees) | 1,614 | 79.7% | 1,538 | 80.0% | 1,474 | 79.6% | 1,432 | 80.9% | 1,386 | 85.1% | 1,391 | 85.8% | |
- Of which, managers | 713 | 35.2% | 710 | 36.9% | 709 | 38.3% | 724 | 40.9% | 707 | 43.4% | 732 | 45.2% | |
- Of which, non-managerial employees | 901 | 44.5% | 828 | 43.1% | 765 | 41.3% | 708 | 40.0% | 679 | 41.7% | 659 | 40.7% | |
(Of which, short-term contract workers) | 410 | 20.3% | 385 | 20.0% | 377 | 20.4% | 337 | 19.1% | 243 | 14.9% | 230 | 14.2% |
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Total | 20-29 | 30-39 | 40-49 | 50-59 | 60 and over | |||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|
Number | Percentage | Number | Percentage | Number | Percentage | Number | Percentage | Number | Percentage | Number | Percentage | |
Men | 1,454 | 71.8% | 217 | 60.3% | 398 | 67.3% | 224 | 68.1% | 448 | 81.0% | 167 | 87.4% |
Women | 570 | 28.2% | 143 | 39.7% | 193 | 32.7% | 105 | 31.9% | 105 | 19.0% | 24 | 12.6% |
Total | 2,024 | 100% | 360 | 100% | 591 | 100% | 329 | 100% | 553 | 100% | 191 | 100% |
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Fiscal 2023 | Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | |
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Female employees as percentage of all employees | 28.2% | 27.1% | 26.0% | 24.6% | 24.3% | 22.9% |
Female subsection chiefs as percentage of all subsection chiefs | 27.7% | 23.9% | 21.1% | 20.3% | 16.9% | 15.9% |
Female managers as percentage of all managers | 7.3% | 7.2% | 6.6% | 5.8% | 5.8% | 5.5% |
Female junior managers as percentage of all junior managers | 17.3% | 17.5% | 17.4% | 15.6% | 15.9% | 14.4% |
Female middle managers as percentage of all middle managers | 3.8% | 4.0% | 4.7% | 4.3% | 3.2% | 3.0% |
Female senior managers as percentage of all senior managers | 2.6% | 2.3% | 1.1% | 0.4% | 0.4% | 0.0% |
Female non-back office managers as percentage of all non-back office managers | 6.8% | 7.0% | 6.4% | 5.1% | 5.1% | 6.8% |
Female employees in STEM-related positions as percentage of total STEM positions | 26.4% | 26.5% | 26.4% | 26.4% | - | - |
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Fiscal 2023 | Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | ||
---|---|---|---|---|---|---|---|
Percentage of all full time employees by nationality | |||||||
- Japan | 99.4% | 99.5% | 99.6% | 99.7% | 99.6% | 99.6% | |
- Other | 0.6% | 0.5% | 0.4% | 0.3% | 0.4% | 0.4% | |
Percentage of managers by nationality | |||||||
- Japan | 100% | 100% | 100% | 100.0% | 100% | 100% | |
- Other | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
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Fiscal 2023 | Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | |||
---|---|---|---|---|---|---|---|---|
New employees (new graduate hires and mid-career hires) | - | 94 | 92 | 80 | 58 | 53 | ||
(Breakdown by gender) | ||||||||
- Male percentage | - | 63.8% | 68.5% | 71.3% | 51.7% | 71.7% | ||
- Female percentage | - | 36.2% | 31.5% | 28.8% | 48.3% | 28.3% | ||
(Breakdown by age) | ||||||||
- Percentage of < 30 years old | - | 53.2% | 65.2% | 60.0% | 63.8% | 66.0% | ||
- Percentage of 30-50 years old | - | 46.8% | 34.8% | 38.8% | 36.2% | 34.0% | ||
- Percentage of > 50 years old | - | 0.0% | 0.0% | 1.3% | 0.0% | 0.0% | ||
(Breakdown by nationality) | ||||||||
- Percentage of Japanese nationality | - | 96.8% | 97.8% | 96.3% | 98.3% | 100.0% | ||
- Percentage of other nationalities | - | 3.2% | 2.2% | 3.8% | 1.7% | 0.0% | ||
(Breakdown by positions) | ||||||||
- Percentage of non-managers | - | 100.0% | 100.0% | 100.0% | 100.0% | 100.0% | ||
- Percentage of junior managers | - | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% | ||
- Percentage of middle managers | - | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% | ||
- Percentage of senior managers | - | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% | ||
New graduate hires | 56 | 42 | 47 | 45 | 37 | 35 | ||
- Male percentage | 66.1% | 64.3% | 61.7% | 62.2% | 62.2% | 68.6% | ||
- Female percentage | 33.9% | 35.7% | 38.3% | 37.8% | 37.8% | 31.4% | ||
Mid-career hires | - | 52 | 45 | 35 | 21 | 18 | ||
- Male percentage | - | 63.5% | 75.6% | 82.9% | 33.3% | 77.8% | ||
- Female percentage | - | 36.5% | 24.4% | 17.1% | 66.7% | 22.2% | ||
Number of employees leaving company (including those retiring at mandatory retirement age) |
- | 47 | 47 | 48 | 77 | 49 | ||
(Breakdown by gender) | ||||||||
- Male percentage | - | 83.0% | 89.4% | 83.3% | - | - | ||
- Female percentage | - | 17.0% | 10.6% | 16.7% | - | - | ||
(Breakdown by age) | ||||||||
- Percentage of < 30 years old | - | 2.1% | 4.3% | 2.1% | - | - | ||
- Percentage of 30-50 years old | - | 10.6% | 12.8% | 2.1% | - | - | ||
- Percentage of > 50 years old | - | 87.2% | 83.0% | 97.9% | - | - | ||
(Breakdown by nationality) | ||||||||
- Percentage of Japanese nationality | - | 97.9% | 100% | 100% | - | - | ||
- Percentage of other nationalities | - | 2.1% | 0% | 0% | - | - | ||
(Breakdown by positions) | ||||||||
- Percentage of non-managers | - | 29.8% | 25.5% | 22.9% | - | - | ||
- Percentage of junior managers | - | 17.0% | 19.1% | 12.5% | - | - | ||
- Percentage of middle managers | - | 25.5% | 34.0% | 18.8% | - | - | ||
- Percentage of senior managers | - | 27.7% | 21.3% | 45.8% | - | - | ||
Percentage of employees voluntary turnover rate | - | 0.4% | 0.5% | 0.1% | 1.2% | 1.2% | ||
Total employee turnover rate | - | 2.9% | 3.2% | 3.4% | 5.6% | 1.2% |
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Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | |
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Men | 18.0 | 18.6 | 19.1 | 19.6 | 19.5 |
Women | 13.1 | 13.7 | 14.3 | 15.3 | 16.9 |
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Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | Fiscal 2017 | ||
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Labor union members as percentage of employees* | 63.1% | 70.8% | 74.8% | 70.3% | 70.0% | 71.7% |
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Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | Fiscal 2017 | |
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Number of labor standard infringements or allegations against the company | 0 | 0 | 0 | 0 | 0 | 0 |
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Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | Fiscal 2017 | Boundary | ||
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Total accidents | 2 | 2 | 1 | 2 | 1 | 2 | Mitsubishi Estate | |
- Fatalities | 0 | 0 | 0 | 0 | 0 | 0 | ||
- Lost working time | 0 | 0 | 0 | 0 | 1 | 0 | ||
- Total working days lost | 0 | 0 | 0 | 0 | 71 | 0 | ||
Absentee rate | 0.62% | 0.22% | 0.76% | 0.67% | 0.94% | 0.91% | Mitsubishi Estate | |
Injury rate | 0.0007% | 0.0008% | 0.0005% | 0.001% | 0.0005% | 0.001% | Mitsubishi Estate | |
Lost day incident rate*1 | 0% | 0% | 0% | 0% | 2.316% | 0% | Mitsubishi Estate | |
Lost-time injury frequency rate (LTIFR) | 0.99% | 1.10% | 0.63% | 1.30% | 0.66% | 1.35% | Mitsubishi Estate | |
Medical examination rate | 100% | 100% | 100% | 100% | 97% | - | Mitsubishi Estate | |
Percentage of employees taking health and safety training*3 | 86% | 91% | 100% | 100% | 95.0% | 93.2% | Mitsubishi Estate | |
Number of employees taking health and safety training*3 | 31 | 30 | 25 | 21 | 19 | 41 | Mitsubishi Estate |
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Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | Fiscal 2017 | Boundary | |||
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Employee satisfaction/percentage of high ratings*1 | 84.5% | 88.5% | 86.7% | 84.5% | - | - | Mitsubishi Estate | ||
(Breakdown by age) | |||||||||
- Percentage of < 30 years old | 86.2% | 85.5% | - | - | - | - | |||
- Percentage of 30-50 years old | 87.2% | 88.5% | - | - | - | - | |||
- Percentage of > 50 years old | 89.0% | 91.9% | - | - | - | - | |||
(Breakdown by positions) | |||||||||
- Percentage of non-managers | 86.2% | 87.0% | - | - | - | - | |||
- Percentage of junior managers | 86.4% | 86.4% | - | - | - | - | |||
- Percentage of middle managers | 89.9% | 95.5% | - | - | - | - | |||
- Percentage of senior managers | 87.2% | 94.1% | - | - | - | - | |||
Overall customer satisfaction with sales/percentage of high ratings*2 | 89.9% | 87.3% | 86.7% | 86.4% | 82.6% | - | Mitsubishi Estate Residence |
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Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | Fiscal 2017 | Unit | Boundary | |
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Number of employees taking childcare leave of absence | 230 | 217 | 151 | 116 | 109 | - | people | 5 Group companies*1 |
Number of employees taking nursing care leave of absence | 1 | 3 | 2 | 0 | 0 | - | people | 5 Group companies*1 |
Number of employees working shorter hours for childcare and nursing care | 145 | 143 | 120 | 108 | 126 | - | people | 5 Group companies*1 |
Number of employees using volunteer leave | 15 | 0 | 0 | 10 | 28 | 8 | Total number of people | Mitsubishi Estate |
Number of employees using social learning*2 | 9 | 0 | 0 | 0 | 1 | 7 | Total number of people | Mitsubishi Estate |
Number of employees using volunteer insurance | 103 | 46 | 1 | 12 | 2 | 8 | Total number of people | Mitsubishi Estate Group |
Number of employees using subsidies for volunteering | 70 | 42 | 8 | 17 | 16 | 36 | Total number of people | Mitsubishi Estate Group |
Number of employees using subsidy program for travel expenses to volunteer in disaster-affected areas*2 | 0 | 0 | 0 | 3 | 5 | 10 | Total number of people | Mitsubishi Estate Group |
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Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | Unit | Boundary | |
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Training time per employee per year | 9.2 | 8.1 | 8.2 | 7.6 | 8.7 | hours per year | Mitsubishi Estate |
Training cost per employee per year | 96,467 | 85,668 | 75,648 | 84,482 | 127,989 | yen per year | Mitsubishi Estate |
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Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | Fiscal 2017 | Unit | Boundary | |
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Allegations concerning human rights and harassment | 0 | 0 | 0 | 0 | 0 | 0 | cases | Mitsubishi Estate |
Annual total hours of human rights training at Mitsubishi Estate Group | 33,400 | 142,230 | 110,940 | 169,090 | 204,080 | 185,025 | minutes | Mitsubishi Estate |
Annual total number of companies taking human rights training at Mitsubishi Estate Group | 25 | 59 | 29 | 23 | 22 | 34 | number | Mitsubishi Estate |
Annual total participants of human rights training at Mitsubishi Estate Group | 371 | 1,019 | 1,600 | 1,018 | 1,891 | 544 | people | Mitsubishi Estate |
Annual total hours of human rights training at Mitsubishi Estate | 33,700 | 129,460 | 54,790 | 35,650 | 101 | 105 | minutes | Mitsubishi Estate |
Annual total participants of human rights training at Mitsubishi Estate | 368 | 1,433 | 608 | 308 | 1,116 | 894 | people | Mitsubishi Estate |
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Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | Fiscal 2017 | |
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Percentage of employees taking sexual harassment prevention training | 91.9% | 94.0% | 89.4% | 97.5% | 100% | - |
Newly-appointed Manager Class 1 training | 86.1% | 90.9% | 100% | 100% | 95.0% | 93.2% |
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Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | Boundary | |
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Rate of buildings that are to take in stranded commuters*1 | 100.0% | 100.0% | 92.3% | 92.3% | 92.3% | Newly constructed*2, large-scale*3 office buildings and commercial facilities in Japan |
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Fiscal 2022 | Fiscal 2021 | Fiscal 2020 | Fiscal 2019 | Fiscal 2018 | Fiscal 2017 | |||||||
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Amount (yen) | Number of people | Amount (yen) | Number of people | Amount (yen) | Number of people | Amount (yen) | Number of people | Amount (yen) | Number of people | Amount (yen) | Number of people | |
Average annual salary of employees | 12,463,090 | 1,091 | 12,647,559 | 1,053 | 12,675,663 | 953 | 12,735,234 | 903 | 12,476,724 | 899 | 12,290,437 | 806 |
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Fiscal 2022 | Boundary | |
---|---|---|
Mean gender pay gap of all employees | 52.20% | Mitsubishi Estate |
Mean gender pay gap of full-time employees | 55.80% | Mitsubishi Estate |
Mean gernder pay gap of part-time and non-permanent workers | 44.80% | Mitsubishi Estate |
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FY2022 | Boundary | |
---|---|---|
Construction companies | 100% | Mitsubishi Estate, Mitsubishi Estate Residence |
Cleaning companies | 100% | Mitsubishi Jisho Property Management, Royal Park Hotels & Resorts, Mitsubishi Jisho Commuity |
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FY2022 | Boundary | |||
---|---|---|---|---|
Construction companies | ||||
Mitsubishi Estate (Projects) | 3 | 20 | ||
- Tier 1 suppliers | 3 | |||
- Tier 2 suppliers | 20 | |||
- Tier 3 suppliers | 14 | |||
Mitsubishi Estate Residence (Projects) | 2 | 24 | ||
- Tier 1 suppliers | 2 | |||
- Tier 2 suppliers | 3 | |||
- Tier 3 suppliers | 1 | |||
Cleaning companies | ||||
Mitsubishi Jisho Property Management | ||||
- Tier 1 suppliers | 3 | 19 | ||
- Tier 2 suppliers | 6 | |||
Royal Park Hotel & Resorts | ||||
- Tier 1 suppliers | 1 | 12 | ||
- Tier 2 suppliers | 3 | |||
Mitsubishi Jisho Community | ||||
- Tier 1 suppliers | 1 | 2 | ||
- Tier 2 suppliers | 3 |
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FY2021 | |
---|---|
Construction fees | 14% |
Acquisition of property and equipment | 16% |
Utilities expenses | 4% |
Facilities management expenses | 9% |
Marketing and SG&A expenses | 2% |
Statutory fees and taxes | 19% |
Other | 36% |
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FY2021 | |
---|---|
Japan | 98.5% |
US | 1.3% |
Asia | 0.2% |
Europe | 0.1% |
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