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.
Mitsubishi Estate Group’s Vision and Human Resources Development Strategy
In order to become the world’s leading developer group, we have established Long-Term Management Plan 2030 aimed at realizing our aspiration to “Be the Ecosystem Engineers.” This articulates its aims as a corporate group creating ecosystems that enable people and organizations from a wide range of backgrounds to build sustainable, mutually supportive relationships across economic, environmental, and social dimensions.
While cultivating the five universal traits derived from our Corporate Philosophy required for the ideal human resources, Mitsubishi Estate is working to strengthen the competitiveness and efficiency of existing functions set out under Long-Term Management Plan 2030, while also evolving existing business areas and expanding into new areas to achieve further growth. To this end, our human resources development strategy is to cultivate talent capable of fulfilling both the role of creating new value using their expertise and the role of driving innovation by amplifying strengths through collaboration. In doing so, we aim to foster talent that is capable of building an organization by combining the strengths of all of its members and maximizing its value.
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, Mitsubishi Estate proactively invests in initiatives such as training programs to acquire and deepen essential expertise, a qualification support program, and overseas assignment opportunities.
Diverse Training Programs
- Figure calculated by dividing investment in training by number of full-time employees
- Figure calculated by dividing training time by the number of full-time employees
In addition to on-the-job training (strengthening efforts to gain greater experience and skills through work), Mitsubishi Estate offers a variety of training options, including tiered programs tailored to job responsibilities and role-specific programs for managerial positions. We invest ¥151,000 and 11.9 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 certification as real estate transaction specialists, building administrators, certified facility managers, urban renewal planners, real estate consulting masters, real estate appraisers, and Association for Real Estate Securitization (ARES) Certified Masters to improve their expertise and help them enhance their skills. Mitsubishi Estate also subsidizes the cost of taking TOEIC exams to support Englishlanguage 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.
Global Talent Development
- Employees participating in overseas assignments and overseas operations at a department in Japan and overseas assignment program participants in FY2025
Building on a foundation of job rotations in Japan and overseas, we offer our employees opportunities they can apply for internally that include an overseas trainee program, companyfunded study at overseas universities, dispatch to external overseas programs, and shortterm language study abroad as initiatives to develop global human resources.
Graduation ceremony for companyfunded study at an overseas university
Change Maker
Human resources who augment each other’s strengths through collaboration
Mitsubishi Estate’s strengths are its long-term perspective and forward-looking DNA. In order to help employees identify challenges from fresh perspectives and amplify strengths through collaboration while leveraging internal and external networks, we strive to foster a corporate culture that encourages taking on challenges by delivering training and introducing other programs that promote business innovation.
MEIC Intern
Since 1999, 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 FY2026, we are providing the MEIC Intern program through which participants systematically learn methods for idea generation and business hypothesisbuilding, including conducting in-depth interviews with customers to validate hypotheses, and acquire the processes and capabilities necessary for business development. We have elevated this into an initiative that leads not only to the creation of new businesses, but also to the deepening of existing ones.
DX Human Resources Development
Final presentation of DX readiness training program
Starting in FY2026, we began the company-wide development of DX human resources (people skilled in digital transformation). Having broken DX down into “D” (Digital) and “X” (Transformation), we are working to cultivate talent focusing on these capabilities. In terms of the transformation capabilities, we have positioned business design talent as a skillset for all employees to acquire. Business design talent refers to employees who, in addition to having a deep understanding of the real estate business and current operational processes, can discover problems based on data, translate them into actionable issues, and take on the challenge of solving them.
We also aim to increase the proportion of our DX human resources, which means people who possess skills that enable them to collaborate smoothly with digital experts, and we encourage employees to attend training programs and accredited courses to obtain IT Passport and Deep Learning Certificate for GENERAL (the G-Certificate) qualifications.
The 10% Rule System
We have introduced a system that mandates employees to dedicate 10% of their business hours to initiatives that constitute business innovation, which include not only the planning of new businesses and services, but also the evolution and deepening of existing businesses and the improvement of business processes. The content of these activities is included in assessments of employees.
Secondary Job Program
Employee working as a photographer in a secondary job
We have introduced a secondary job program with the aim of increasing business innovation and employee work satisfaction. We expect that the skill development and self-actualization of individual employees due to the range of experience, expertise, and human networks they gain through a secondary job will promote innovation in the core business.
As One Team
An organization that maximizes value by combining the strengths of each of its employees
In addition to embracing diversity in human resources and workstyles, the Company promotes opinion diversity by creating an environment where everyone can express their own values and opinions freely.
It also works continuously to develop management-related training programs in order to ensure diversity in recruitment and create an organization that leverages diverse human resources.
Building a Dynamic Organization
Creating Points of Contact Between Management and Employees
In FY2025, Mitsubishi Estate established new training programs hosted by executives with the objective of creating points of contact between management and employees and developing employees by transferring know-how and human networks. In addition, the President of Mitsubishi Estate gives an address to new employees from across the Group every year as an opportunity to directly communicate the corporate philosophy and DNA of the Mitsubishi Estate Group.
President’s address to new employees from across the Group
Town hall meeting
Strengthening Management Capabilities
Training for department general managers
Aiming to build a strong organization capable of maximizing the potential of all employees, we have newly established training programs on human resources management and advanced management for department general managers. In addition, starting in FY2025, we are running Unit Leader Training aimed at developing more junior employees through feedback and coaching and improving organizational capabilities.
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 promote 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 all industries is 71.
Initiatives to Increase Retention Rate (Personnel Consultation System)
- Retention rate is calculated as 1 minus the voluntary turnover rate.
We are implementing an initiative to increase the employee retention rate and engagement by conducting personnel consultations every fiscal year 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.
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 people to work with peace of mind.
Building an Environment that Supports Diverse Employees and Enables Them to Thrive
We have introduced teleworking and flextime programs in order to increase the flexibility of work locations and hours. We have also established contracted daycare centers, subsidies for the cost of babysitters, and a system of shortened working hours for managers and supervisors, to build an environment in which all employees can reach their full potential.
Recognized in the 2026 Outstanding Organizations of KENKO Investment for Health (White 500)
Mitsubishi Estate was once again recognized in the 2026 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 to help 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 with area workers were highly evaluated. A total of nine Group companies, including Mitsubishi Estate, were recognized in the 2026 Outstanding Organizations of KENKO Investment for Health.
Marunouchi long-distance relay
Marunouchi Radio Calisthenics
Diversity, Equity & Inclusion (DE&I)
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 have established a target to ensure that women make up at least 40% of new recruits every year, and we achieved the target in FY2025 again following the previous year.
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.
- Ratio (b/a) of the number of female or male employees newly taking childcare leave in a given fiscal year (b) to the number of female employees who gave birth or the number of male employees whose spouse gave birth in the same fiscal year (a). Since (b) includes male employees newly taking childcare leave in the given fiscal year even if their spouse gave birth in the previous fiscal year, the percentage may exceed 100%.
DE&I Promotion Activities
We promote a wide range of DE&I activities in order to become a strong and highly flexible organization in the face of social change where all our diverse employees can reach their full potential.
In recognition of these activities, we have received Eruboshi (Two Stars), Kurumin, and PRIDE Index (Silver rating) certifications.
Eruboshi
Kurumin
PRIDE Index (Silver rating)
Signing the WEPs Statement
Company event held in conjunction with International Women’s Day
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 DE&I internally and externally.
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 leaves, receive family allowances, and access internal programs such as childcare and nursing care leave.
Childcare Support Working Group
We have established a working group to establish an environment which makes it easier for employees to raise children. Employees participate regardless of gender, and the group examines and implements measures such as coordinating childcare with business operations, promoting male participation in childrearing, and sharing experiences during childcare leave.
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
Initiatives for Human Resource 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.
