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 Our Ideal Human Resources and Organization
The Mitsubishi Estate Group promotes a wide range of businesses on a Groupwide basis, including the Commercial Property, Residential, International, and Investment Management businesses. The Group believes it needs human resources who can fulfill the two roles of Change Makers and Professionals while possessing the five traits it requires of them to achieve further business expansion. The Group also adopted the slogan of “as one team” to reflect its vision of the ideal organization, one that harnesses the strengths of each and every employee.
Distinguishing Features of the Group’s Businesses and the Human Resources It Requires
(1) Long-term view of urban development
Implementing urban development under a long-term perspective looking several decades ahead, the Mitsubishi Estate Group has built a long-term business model encompassing everything from land acquisition to development, management, and other activities. A distinguishing feature of the Group’s urban development is that each and every employee cooperates with a diverse array of stakeholders in a broad range of business process areas. For this reason, the Group requires human resources with expertise on its business processes as a whole who are able to manage relationships with stakeholders.
(2) New value creation unbound by existing frameworks
Long-Term Management Plan 2030 calls for the Company to work to create new value by proactively promoting its international asset and non asset businesses as well as its domestic asset business. Achieving this goal requires human resources who can create value in new domains.
Five Traits
The Mitsubishi Estate Group has defined the human resources it requires as people who possess the five traits outlined below.Although our employees fulfill a diverse range of roles according to business conditions and their own career aspirations, possession of the five traits is a requirement for all employees. As a result, we take measures emphasizing these five traits in our recruitment and development of employees.
| Five traits | Definition | Desired strengths | Measures |
|---|---|---|---|
| (1) 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 |
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| (2) 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 professionallevel skills and knowledge |
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| (3) 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 |
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| (4) People with Team-Building 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 |
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| (5) 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 |
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Initiatives Related to People with a Passion for Taking On Challenges and Innovation
Among the five traits, we particularly focus on initiatives related to people with a passion for taking on challenges and innovation.
New Business Proposal System-Mitsubishi Estate Group Innovation Challenge (MEIC)
Through the New Business Proposal System, launched in 2009, we have extensively sought business proposals and ideas from employees. The system has realized new initiatives that have helped diversify the Group’s sources of earnings and strengthen its core business, such as GYMM, a pay-as-you-go gym, and Ecofurni, a business reselling used office furniture. In 2021, in light of a rapidly changing business environment, we expanded the scope of this system to encompass Group companies and launched a new program, the Mitsubishi Estate Group Innovation Challenge (MEIC), in order to further promote this system. We will continue striving to strengthen systems for encouraging employees to take on challenges with the aim of spurring Groupwide innovation.
The 10% Rule System
We have introduced a system that seeks to have employees dedicate 10% of business hours to activities promoting business model innovation, or activities improving operational efficiency and transforming our corporate culture that contribute to such innovation. The content of the activities is included in assessments of human resources. Employees are free to choose how they use their time and are currently working on a wide range of topics, such as developing measures to improve efficiency in their daily work, building networks with external parties, and preparing applications for the New Business Proposal System.An internal survey found almost 70% of employees were engaged in business model innovation through such initiatives. We aim to increase that percentage further.
Change Maker: Human resources who augment each other’s strengths through collaboration by leveraging our long-term perspective and forward-looking DNA
A distinguishing feature of the Mitsubishi Estate Group’s business model is the creation of new value through collaboration with a vast internal and external network in urban development, which is a long-term business activity.The Group requires employees to have the spirit to take on challenges without being bound by precedent, so that they can identify issues from fresh perspectives and augment each other’s strengths through collaboration by using internal and external networks while leveraging the Group’s strengths of a long-term perspective and forward-looking DNA.
Measure 1 : Establishing the Collaborative Creation Sales Department (April 2022)
Please refer to our website for details.
In April 2022, we established the Collaborative Creation Sales Department as an organization to create new value by matching the Mitsubishi Estate Group with competitive content partners who anticipate the needs of the times. The department builds a content-driven database and collects information extensively from Group employees, while also sharing and publicizing information. As a result, the department has steadily established a track record on a variety of topics, including pets, leisure, art, the environment, and industry–academia collaborations.
Measure 2 : Drive Information
PLAZA Event
Mitsubishi Estate has created an information platform that Group companies can also join to accelerate (drive) the promotion of businesses through access to information. Using the platform, employees communicate information internally and externally of their own accord.
Regularly held PLAZA events, to which external guests are invited, contribute to the construction of networks, the development of fresh perspectives, and other innovations.
Professionals: Human resources who create new value using their specialist expertise
In addition to steadily advancing large-scale developments in Japan, Mitsubishi Estate recognizes it must strengthen its International Business, expand its non-asset business, and advance into the services and content domain, while enabling human resources with specialist expertise in various domains to accelerate the development of businesses to create value to achieve Long-Term Management Plan 2030. Based on this view, the Company has improved its recruitment of specialist human resources in various domains and invested proactively in training programs to help all employees acquire and strengthen the expertise they require.
Measures to Develop Change Makers and Professionals / Groupwide Interactions among Human Resources
In the Mitsubishi Estate Group, Group companies with employees who have a strong awareness of their role as Professionals are responsible for various specialist domains, including the Residential Business, businesses for operating and managing buildings, and the design, real estate brokerage, and Investment Management businesses. In addition, the Group implements initiatives to broaden the two roles of Professionals and Change Makers through Groupwide interactions among human resources, such as secondments from Mitsubishi Estate to Group companies to broaden the role of Professionals and secondments from Group companies to Mitsubishi Estate to broaden the role of Change Makers.The Group also encourages communication across organizational lines in various other ways, including through joint training sessions for newly hired employees of the Mitsubishi Estate Group (with the participation of over 20 companies) and through Takanawa House, a Group dormitory for young, unmarried employees who have been with the Group less than three years (used by eight companies).
As One Team: maximizing organizational value by connecting and combining individual strengths
The Mitsubishi Estate Group recognizes that accommodating diverse human resources and workstyles is crucial to managing and operating its businesses. The Group therefore aims to maintain a well-balanced composition of employees in terms of nationality, gender, age, career stage (graduate recruits and mid-career recruits), and other characteristics.
In particular, Mitsubishi Estate focuses on ensuring diversity in its recruitment through a range of initiatives, such as setting a target for female employees to account for more than 40% of its workforce every year, introducing a recruitment process for non-Japanese human resources in its graduate recruitment, and strengthening recruitment of mid-career hires (mid-career hires account for approximately 40% of new recruits in the average year).
We also encourage a diversity of opinions to create an environment where employees can freely express their diverse values and views with peace of mind. In this way, the Group aims to achieve ongoing growth by creating a vibrant workplace.
Diversity of Opinions
The Group’s vision for having diversity of opinions entails creating and maintaining an environment where all employees, regardless of duty, job title, employment status, gender, age, or other attributes, can freely express their views with peace of mind and have them taken into account. In addition to harnessing the strengths of all employees, the Group believes such an environment enables it to make appropriate value judgments as a company, which in turn helps improve corporate value. The Group has also promoted awareness of and created a culture conducive to having a diversity of opinions by distributing more than 300 posters with a QR code that employees can scan to read an outline of the idea behind having diversity of opinions for displaying in various meeting rooms and other locations.
In conjunction with these efforts, we have established a range of programs, such as the flextime program and childcare leave of absence, to comprehensively enhance work and everyday life to a point where they become a single entity (work-life integration), without creating barriers between the two.
Below is a list of Mitsubishi Estate’s various programs, benefits, and initiatives related to the promotion of employees’ health and work-life integration.
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 provides a range of training to recognize positions according to the growth stage and develop the skills of employees. The company supports individual growth through provision of programs such as joint Group training for new hires and newly appointed managers and skill development programs to help individual employees acquire the knowledge and skills they need and to encourage independent and self-directed study.
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.
Internship Program
Internship Program
Mitsubishi Estate runs an internship program to help interns understand the nature of the job and the industry.
Mitsubishi Estate Group-Wide Training
Mitsubishi Estate Group-Wide Training
- New recruit training/New recruit follow-up training/Self-care training
- 2nd Year training/3rd year training
- Joint time management training
- Marketing
- Presentation training
- Logical thinking training
- Practical coaching training
- Business law training
- Financial affairs & Accounting training
- New manager training/New manager follow-up training
Global Human Resource Development Initiatives
Global Human Resource Development Initiatives
As part of the Global Basic Skill Strengthening options to develop human resources capable of thriving on the global stage, Mitsubishi Estate provides programs such as short-term overseas language training and has introduced a system to subsidize second-language studies. Additionally, under the Global Business Skills Strengthening option, employees can take part in a training system where they gain practical experience at Group companies in the U.S., the U.K. and Asia. There are also study-abroad and business school programs available so they can develop the capabilities needed to perform in a global environment.
In addition to medium and long-term dispatch programs, there is also a lineup of short-term programs lasting approximately one month, making it easy for employees who are unable to leave the workplace for long periods of time to participate. Moreover, internal debriefing sessions are held after the training so that results and lessons can be shared widely with other employees, helping everyone see how a global mindset is relevant to their own work.
Mitsubishi Estate will continue to augment its training programs in and outside of Japan to ensure that they are useful to and available to employees in a wide range of positions.
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
Once a year, we conduct a periodic employee survey on job satisfaction, openness of each department, and the status of operational efficiency.
Based on the survey results, we analyze the characteristic trends by department, branch, or position and grade to improve workplace environment and corporate culture.
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.
