Sustainability Activities (ESG)
Promoting Diversity
Goals and Achievement Status
Promoting Diversity
Goals and Achievement Status
See the ESG data page for our progress in achieving diversity-related goals.
Empowerment of Women>Establishment of Action Plan to Promote Women's Success
Empowerment of Women
Establishment of Action Plan to Promote Women's Success
Mitsubishi Estate has established and published an action plan in accordance with Japan's Act on the Promotion of Female Participation and Career Advancement in the Workplace.
The action plan sets out targets and specific initiatives aimed at achieving a positive working environment for women in accordance with the objective of the Act, which is to promote women's participation and advancement.
Overview of Action Plan
Period of the Plan
April 1, 2021 – March 31, 2026
Our Challenges
- 1.Although recruitment of women is on the rise, it is difficult to increase the number of female managers rapidly due to the low levels of recruitment in the past. Therefore, it will be necessary to increase the number of female managers steadily, including the number of female candidates for middle management positions.
- 2.To realize a workplace environment in which it is easy to balance childcare and work, it is also important to raise the percentage of male employees taking childcare leave. However, the target of 100% has not been achieved.
Objectives
- 1.Raise the percentage of female managers to more than 20% by 2030.
- 2.Raise the percentage of eligible men taking childcare leave to more than 75% by fiscal 2025 with an eye on achieving 100% by fiscal 2030.
Initiatives
- 1.Boost recruitment of women in new graduate and mid-career hiring
- Strengthen public relations activities aimed at women with a goal of bringing the percentage of women in new graduate and mid-career hiring to more than 40%.
- 2.Create an environment that makes it easier for women to continue working
- Host forums (roundtable discussions, lectures, etc.) providing information facilitating work-balance with child rearing as well as career development for female employees who are taking childcare leave or who have returned to work for a certain period after returning.
- Provide interviews with human resources divisions/departments on return to work from childcare leave.
- Raise awareness of the reemployment program and leave system in conjunction with the transfer of a spouse.
- 3.Initiatives to raise the percentage of men taking childcare leave
- Monitor the use of childcare leave by male employees whose spouse has given birth and encourage them to take the leave.
- Host roundtable discussions, etc. by male employees who have taken childcare leave to encourage men to take the leave.
The full text of the action plan is available here.
In addition, we have examined our future vision and set targets for the ratio of female managers: 20% by fiscal 2030, 30% by fiscal 2040, and 40% by fiscal 2050. In order to achieve these goals, we will promote gender balanced recruitment activities, introduce a personnel system that allows flexible work arrangements, hold internal roundtable discussions and seminars regarding balancing work and childcare for both men and women.
- Ratio of female managers at Mitsubishi Estate
*those in positions where they manage subordinates, or above, and those who are in equivalent positions even if they do not manage subordinates.
Hiring of Persons with Disabilities
Hiring of Persons with Disabilities
Mitsubishi Estate actively seeks to hire persons with disabilities, in response to social demands to ensure their employment opportunities. The company strives to create a workplace in which all employees can demonstrate their unique skills without regard to their disability and provide the environment they need for success.
Various Programs for Work-Life Integration
Various Programs for Work-Life Integration
At Mitsubishi Estate, we believe in the importance of not creating barriers between work and daily life, but rather, in viewing both as one and achieving comprehensive fulfillment (work-life integration). To achieve this, we have established various systems that allow employees to choose a variety of work styles.
List of work-life balance and employee health promotion programs and welfare initiatives (Mitsubishi Estate)
List of work-life integration and employee health promotion programs and welfare initiatives (Mitsubishi Estate)
| Name of program | Overview of program |
|---|---|
| Flextime program | In principle, eligible employees can on prescribed working days work between 6.00 a.m. and 8.00 p.m. Note: The Company officially abolished core working hours (the period when employees are required to attend work) in April 2023. |
| Childcare leave of absence | Can be used until the end of the fiscal year in which the child turns three years old (14 days of paid leave from the day on which childcare leave starts) * The legally stipulated period in Japan is until the child's first birthday as a general rule (or until the child turns two years old as a maximum in special circumstances). |
| Nursing care leave of absence | Can be used for a maximum of three years (can be divided into shorter durations up to three times) |
| Nursing care leave of absence for children | Can be used until the end of the March after the child enters the third grade in elementary school Can be used as a special paid leave of absence until the child enters elementary school |
| Nursing care leave of absence for family | Can be used as a special paid leave of absence |
| Shortened work hours for childcare | Can be used until the end of the March after the child enters the third grade in elementary school Daily work hours can be shortened by up to 2.5 hours in increments of 15 minutes |
| Shortened work hours for nursing care | Can be used within three years of the start of use for each person in the eligible family Daily work hours can be shortened by up to 2.5 hours in increments of 15 minutes |
| Flextime program for pregnant women, those caring for children and those nursing family members | Can be used during pregnancy Can be used until the end of the March after the child enters the third grade in elementary school Can be used within three years of the start of use for each eligible person in the family (Work hours can be shortened by up to 2.5 hours in increments of 15 minutes) |
| "Refresh" vacations | Special paid vacations are given every five years after five consecutive years of employment Company pays travel costs after 25 or 30 years of consecutive employment (upper limit imposed) |
| Accumulated vacation | Employees can accumulate up to 90 days of paid vacation that was not used. This can be used for the employee's or family member's illness, a spouse's childbirth, to participate in volunteer activities, childcare or nursing care for family members, among others. |
| Retiree Reemployment System | Can be used following the specified interview when an employee resigned due to childcare, nursing care for family members, changing jobs, or starting a business |
| Leave system for the transfer of a spouse | Leave up to three years can be taken to accompany a spouse on a relatively short transfer (overseas traineeship/study of approximately 1-2 years) |
| Transfer request system for spouses relocating to a new location |
An employee in a position that does not normally involve transfers can transfer within the Group when wishing to relocate due to the transfer* of a spouse only when it is organizationally feasible
|
| Hourly paid leave program | Paid leave is available in one-hour units (using eight hours is equivalent to using one day of paid leave) |
| Teleworking program | It is possible to work at a location other than the company, such as a satellite office affiliated with the company or at home |
| Expense subsidy program based on cafeteria plan | The program provides subsidies for expenses on employee health promotion activities (sports activities and checkups not covered by insurance, etc.) |
| Consultations with occupational health physician | An initiative to provide consultations with an occupational health physician for employees, including managers, who have exceeded the 80 hours of statutory monthly overtime work |
| Positive Off Movement | An initiative to set targets for the number of days of paid leave taken and to encourage employees to take paid leave |
Scroll horizontally
Support for Combining Work with Raising Children
Support for Combining Work with Raising Children
Mitsubishi Estate has established a general action plan compliant with the Japanese law called "Act on Advancement of Measures to Support Raising Next-Generation Children," to help its employees balance work and childcare. The company is recognized as a childcare-supportive company by the Ministry of Health, Labour and Welfare and received Kurumin Mark certification in 2017.
As part of its efforts to support childcare, the Mitsubishi Estate Group launched a new business in 2018 to operate its own daycare centers at its properties, in addition to temporary daycare services using contracted daycare centers. It also provides support such as subsidies for the cost of babysitting, as well as opening a center that helps employees find daycare services for their children. Information on programs available for childcare is provided on its intranet site for pregnancy, childbirth, and childcare information.
Support for Combining Work with Nursing Care for Family Members
Support for Combining Work with Nursing Care for Family Members
Mitsubishi Estate also offers a range of programs to support employees who are providing nursing care for their family. Employees can take nursing care leave or work shorter hours while nursing family members. In addition, a nursing guidebook is issued and internal seminars are held to offer information on caring for family members.
Support for Employees' Life Plans
Support for Employees' Life Plans
Mitsubishi Estate has set a retirement age of 60, but has introduced a job matching program to reemploy employees that want to continue working after retirement age.
This program enables employees of retirement age who meet certain standards to continue working, which not only supports employees' life plans, but also enables veteran employees to pass on the skills, expertise and personal connections built up over years of experience, thus helping to maintain service quality. Currently, these veterans are registered as advisors.
At the same time, expectations for this second phase of life are varied, and individuals make diverse choices. For this reason, the company provides life planning seminars, training on planning for life after retirement. In addition, the second life support program has been set up, enabling employees two years away from retirement to embark on a fulfilling "second life" with early retirement.
