Sustainability Activities (ESG)
Human Capital
Human Capital
Human Capital
Basic Policy and Approach
The Mitsubishi Estate Group believes human resources are an important asset for realizing Long-Term Management Plan 2030 and creating new value for society. In addition, the Group formulates the vision for its human resources and organization based on the distinguishing features of its business model and its future business policies.
Vision for Mitsubishi Estate’s Ideal Human Resources and Organization
In addition to our aspiration to become the world’s leading developer group, we are committed to cultivating human resources who can demonstrate the three competencies of being “Professional,” a “Change Maker,” and working “As One Team.” At the same time, we aim to be a corporate group—as engineers—that creates ecosystems that enable people and organizations from a wide range of backgrounds to build sustainable, mutually supportive relationships across economic, environmental, and social dimensions.
Be the Ecosystem Engineers
The World’s Leading Developer Group
Five Traits
| Traits | Definition | Desired Strengths |
|---|---|---|
| People with Vision | People who can visualize what they want to achieve and have the determination and dynamism to do so | The ability to create and promote their vision with determination and courage |
| People with Frontline Capabilities and the Required Skill Sets for Their Role | People who develop their skills and knowledge as a professional in both their field of specialization and the real estate industry and who have the ability to drive business forward | The ability to make sound judgments, be customer-oriented, and drive business forward while also being productive and possessing risk management skills as well as professional-level skills and knowledge |
| People with Integrity | People with high ethical standards, who act with integrity and fairness, and who build good relationships with those around them | Open-mindedness and high ethical standards |
| People with TeamBuilding Skills | People capable of carrying out human resource development and management in order to increase the competitiveness of the organization | The ability to nurture talent, work as part of a team, and deploy management skills |
| People with a Passion for Taking On Challenges and Innovation | People who are not bound by precedent or convention and who have the spirit to take on challenges and act without fear of failure | Challenge-oriented and innovative |
Professional
Human resources who create new value using their specialist expertise
Each “Professional” is a trusted presence capable of leading partners by demonstrating their expertise and ownership in their field. In addition to recruiting specialists in various fields, the Mitsubishi Estate Group proactively invests in initiatives such as training programs to acquire and deepen essential expertise, a qualification support program, and overseas assignment opportunities.
Developing human resources who create new value using their specialist expertise
To achieve Long-Term Management Plan 2030, Mitsubishi Estate is focusing on three businesses: the domestic asset business, the international asset business, and the non-asset business.
We arrange a variety of human resource development programs to raise our corporate value by ensuring that employees acquire specialist expertise and skills in priority fields.
Diverse Training Programs
In addition to on-the-job training (strengthening efforts to gain greater experience and skills through work), Mitsubishi Estate offers a variety of training programs, including tiered programs tailored to job responsibilities and role-specific programs for managerial positions. We invest ¥96,000 and 10.9 hours annually per employee on training to help them acquire business acumen and management skills.
Qualification Support System
Mitsubishi Estate supports employees in their efforts to acquire real estate-related qualifications, including to become real estate transaction specialists, building administrators, certified facility managers, redevelopment planners, real estate consulting masters, real estate appraisers, and Association for Real Estate Securitization (ARES) Certified Masters to improve their specialist expertise and help them enhance their skills. Mitsubishi Estate also subsidizes the cost of taking TOEIC exams to support English-language learning among employees.
Competency Development Program
Positioning the knowledge, skills, and experience required for each job grade as Compulsory Study Topics, Mitsubishi Estate enrolls all employees in training programs and external courses to facilitate their lifelong learning. The Company has also established a program to provide subsidies of ¥300,000 annually for self-directed learning on 27 themes, including foreign languages, business skills, digital transformation, the SDGs, and liberal arts as Optional Study Topics.
Overseas Assignment System
Mitsubishi Estate dispatches employees under its overseas trainee program to accumulate business experience for up to two years at overseas offices as part of efforts to cultivate global talent capable of driving business globally.
Change Maker
Human resources who augment each other’s strengths through collaboration
The Group’s strengths are its long-term perspective and forward-looking DNA. We strive to deliver training programs that promote business model innovation and foster a corporate culture that encourages taking on challenges. These efforts aim to help employees identify challenges from fresh perspectives and amplify strengths through collaboration while leveraging internal and external networks.
Fostering a Culture of Taking on Challenges and Providing Training to Drive Business Model Innovation
We offer training programs to enhance employee skills for spurring business model innovation, and also offer internal programs that promote the creation of an organization where people are encouraged to take on challenges a key foundation for driving such innovation. These efforts are aimed at reminding employees of the need for business model innovation and at creating an environment where employees can tackle change proactively.
Training to Promote Business Model Innovation Initiatives
Since 2009, we have operated a new business proposal system to develop innovation-minded employees who anticipate changes in society from a long-term perspective. In 2021, we launched the Mitsubishi Estate Group Innovation Challenge (MEIC), which expanded the scope of the new business proposal system to include Group employees. In FY2025, we are providing Business Development Capability Training, where participants can learn business development in order to contribute to the strengthening of established businesses, as well as new businesses.
The 10% Rule System
We have introduced a system that mandates employees to dedicate 10% of their business hours to activities promoting business model innovation or improving operational efficiency and transforming our corporate culture. The content of the activities is included in assessments of employees. As a result of this initiative, 74% of employees are engaged in business model innovation (according to an employee questionnaire).
As One Team
An organization that maximizes value by combining the strengths of each of its employees
In addition to considering diversity in human resources and workstyles and embracing equity, the Group promotes opinion diversity by creating an environment where everyone can express their own values and opinions freely. It also works continuously to ensure diversity in recruitment and to maintain programs and training that help boost employee engagement.
Bolstering Organizational Strengths by Promoting DE&I and Enhancing Employee Engagement
Mitsubishi Estate aims to create vibrant workplaces where individual human rights and diverse ways of thinking are respected to ensure that employees can feel secure and valued in their work. Alongside creating workplaces where employees can work with peace of mind, we also strive to bolster management capabilities and organizational strengths, which are the basis for maximizing earnings power (a core competence).
Conducting Recruitment Activities That Focus on Diversity
We promote recruitment activities that emphasize gender balance in both new graduate and mid-career hiring. To this end, we are implementing a range of measures, including establishing a target to ensure that women make up at least 40% of new recruits every year and adopting a process to recruit non- Japanese candidates within our graduate hiring program.
Expanding the Definition of Spouses to Include Common-Law Marriage and Same-Sex Partners
In April 2024, we revised our work regulations to expand the definition of spouses to include those in common-law and same-sex partnerships. This change enables employees with such partners to take bereavement and marriage leave, receive family allowances, and access internal programs such as childcare and nursing care leave.
On-the-Job Training Instructor Program
We have introduced the On-the-Job Training Instructor Program to ensure the smooth onboarding of all graduate and mid-career recruits and create organizations that enable them to work with peace of mind.
Initiatives to Increase Retention Rate (Personnel Consultation System)
We are implementing an initiative to increase the employee retention rate by conducting personnel consultations for all interested employees to create opportunities for the Human Resources Department to conduct interviews to hear the career development plans of individual employees firsthand.
- Retention rate is calculated as 1 minus the voluntary turnover rate.
Engagement Surveys
We regularly conduct engagement surveys to understand matters ranging from employee attitudes to job satisfaction and the workplace environment. Through initiatives including comparisons with other companies and analyses of differences by department, we will develop measures to further enhance employee engagement.
- Engagement scores are calculated using Wevox, an engagement measurement tool provided by Atrae, Inc. For reference: The average overall score for construction and real estate companies with 1,001 to 5,000 employees is 65.
Childcare Programs
In addition to establishing environments where female employees can continue working, we implement initiatives to increase the childcare leave of absence rate among male employees to develop workplace environments that provide support for the diverse workstyles of employees and make it easier for them to balance childcare and work, regardless of their gender.
Signing the WEPs Statement
In January 2024, Mitsubishi Estate endorsed the Women’s Empowerment Principles (WEPs), becoming the first comprehensive developer to sign a statement committing to act based on these principles. By supporting the seven WEPs, the Company will spread diversity and inclusion internally and externally.
Recognized in the 2025 Outstanding Organizations of KENKO Investment for Health (White 500)
Mitsubishi Estate was recognized in the 2025 Outstanding Organizations of KENKO Investment for Health (White 500) Large Enterprise Category in the Recognition Program for the Outstanding Organizations of KENKO Investment for Health, which is organized by the Ministry of Economy, Trade and Industry and the Nippon Kenko Kaigi. In addition to health management initiatives, including a Groupwide physical improvement competition, we have implemented efforts that go beyond the Group to maintain and improve the health of workers in the Marunouchi area. In particular, our preventive efforts through health consultations and the hosting of health events open to all area workers were highly evaluated. A total of eight Group companies, including Mitsubishi Estate, were recognized in the 2025 Outstanding Organizations of KENKO Investment for Health.
Personnel Evaluation System
Mitsubishi Estate conducts two types of personnel evaluations: MBO (Management By Objectives) and behavioral evaluation.
MBO is conducted once every six months, and targets for each job are set in advance by the employee and the primary evaluator, and the actual degree of achievement is evaluated.
Behavioral evaluations are conducted once a year to assess the degree of fulfillment of the five traits, and elements we seek within each trait defined for each grade ("People with vision," "Professional People," "People with Integrity," "People with Team-Building Skills," and " People with a Passion for Taking On Challenges and Innovation").
MBO and behavioral evaluations are graded by the evaluator, primary evaluator, and secondary evaluators and will be linked to bonus and salary.
The results of the evaluations along with expectations of the employee are communicated by the evaluator during the semi-annual feedback meeting.
Initiatives for Human Resource Development>Human Resource Development Programs
Initiatives for Human Resource Development
Human Resource Development Programs
Mitsubishi Estate implements various human resource development measures to raise the level of corporate value through the acquisition of a high level of expertise and skills by each individual employee. In addition to on-the-job training (OJT), which supports employees as they gain experience and enhance their skills through working, it provides a wide range of training programs.
The programs offered include grade-specific training corresponding to each level of responsibility from new employee to officer, as well as position-specific programs for general managers and unit leaders.
In addition to training, we also provide extensive support to assist each individual’s self-development efforts as part of our skill development programs. We support the acquisition of various qualifications, including real estate related qualifications (e.g. real estate broker, ARES Certified Master, real estate appraiser, redevelopment planner, Certified Building Administrator, and Legal Licensed Condominium Manager) as well as business qualifications such as bookkeeping and financial planning. In this manner, we offer employees with diverse learning and growth opportunities
Offering a Wide Range of HR Development and Training Programs
Offering a Wide Range of HR Development and Training Programs
The Mitsubishi Estate Group carries out a wide range of training programs to develop employees' capabilities and raise their awareness about compliance and human rights.
In addition to basic skill development programs, Mitsubishi Estate has established a range of elective skill development programs that give employees the opportunity to choose at their own initiative.
Consultations for Career Development
Consultations for Career Development
At Mitsubishi Estate, employees set goals for their own work, their contributions to the organization, and their skill development. They then review their achievements every six months via management by objective (MBO) consultations with supervisors. They also confirm the evaluation of their performance in these consultations, and salary changes are decided based on the results of these appraisals. The company also holds human resource consultations with every employee (with the exception of Level 3 management career employees and re-employed contract employees), aiming to solicit their views and requests of the company as well as to promote skill development.
Utilizing Human Resources and Organizational Data and Information
Utilizing Human Resources and Organizational Data and Information in Developing Recruitment Strategies
We analyze the number of applicants for each recruiting channel and the number of pages viewed on our recruiting website, and conduct recruiting activities while exploring more efficient ways to disseminate information to candidates.
We conduct our recruiting activities by considering the channels through which we can approach candidates with the necessary skills and experience.
We analyze the results of aptitude tests taken by candidates at the time of entry into the main selection process, and use the results in our recruitment activities for the following year and beyond.
Conducting Periodic Employee Surveys to Analyze Conditions and Trends of the Company and Each Department
We conduct various employee surveys on engagement, job satisfaction, workplace openness within departments, and the status of operational efficiency.
Based on the survey results, we analyze characteristic trends by department, branch, job category, and grade, and implement initiatives to improve the organizational culture and workplace environment.
Consolidation and Utilization of Information on Human Resource Based on Management Strategies
We formulate personnel allocation plans that considering the number of employees, skills, etc. required, each department's job description, job characteristics, and plans, as well as company-wide management strategies.
In addition, we strive to promote and enhance performance of diverse individual employees by consolidating and utilizing employee information (assignment and job history, experience, career aspirations, etc.) through our personnel system and periodic personnel interviews.
