- Top page>
- Sustainability : Our Efforts Toward Employees
Create Opportunities for Diverse Human Resources in Our Workforce
Mitsubishi Estate Group believes that human resources are a very important management asset and recognizes that employee growth is essential to the Group's own continued growth. We believe that securing diverse personnel is an essential element in achieving high-level management of real estate funds, and creating new company values, We are recruiting a wide range of talented personnel by employing skills as well as potential. In addition, in order to maximize the capabilities of each employee, we have created opportunities to communicate with each employee regarding job satisfaction and confirm career plans so that employees enable them to thrive.
Appropriate evaluation
MJIA has introduced a ”Management by Objective (MBO)” for all employees in order to encourage individuals skills/career development. At the beginning of the year, employees set a specific goal through interviews with the personnel evaluator. Interviews are then conducted to provide employeesʼ their feedbacks on progress and evaluation during and at the end of the period.
Developing Human Resources
MJIA believes employee development to be essential for sustainable growth of the company. Therefore, we not only hire human resources with a certain level of experience and skills but also actively recruit relatively inexperienced human resources in their 20s to early-30s and provide training to equip them with a wide range of expertise and skills.
■ Examples of training programs
<All employee training program>
・ Internal control system for financial instruments business operator
・ Harassment prevention
・ Insider trading prevention
・ Fraud and misconduct
・ Information security management and Cyber Security
・ Sustainability
・ Diversity and inclusion
・ Internal Audit Training （including Ethical Standards）
<Level-specific Training>
・ New employee training
・ New manager training / Ongoing manager training
・ Generational career design training
・ Market risks (real estate investment and rental market)
<Expertise and Business skills>
・ PC skills
・ Business English
・ Business skills
・ e-leaning（selective Training）
■ Targets
Number of compliance and risk management training sessions: 4 per year Employee attendance at compliance and risk management training: 100%
Click here for details on results.
■ Support career enrichment, qualifications and licenses
In addition to the provision of programs outlined above, we also encourage all employees to boost their professional knowledge and skills via self-help efforts. Based on this policy, we subsidize part of the costs required to obtain and maintain professional qualifications that assist employees in improving their real estate asset management practices. Examples of such qualifications include the Association for Real Estate Securitization (ARES) Certified Master, Certified Building Administrator, Real Estate Transaction Specialist, Certified Real Estate Consultant and Real Estate Appraiser. All permanent employees who wish to obtain a qualification are eligible for a subsidy.
Click here for status on qualifications and licenses.
Acceptance of External Human Resources (Utilizing Specialist Skills)
MJIA accepts outstanding human resources with experience and expertise in real estate investment and real estate management from the Group companies. We also accept attorneys and real estate appraisers with high expertise in various legal systems and real estate valuation. We aim to maximize our operational performance by fully utilizing such external human resources.
Promoting Diversity
The Mitsubishi Estate Group recognizes that respect for human rights and accommodation of diverse human resources and workstyles are crucial to management and business activities. Accordingly, the Mitsubishi Estate Group Guidelines for Conduct include provisions related to respect for human rights and diversity and empowerment of individuals, and the Mitsubishi Estate Group Human Rights Policy has been established to direct steadfast efforts based on these guidelines. We have set the following goals to improve our work environment to accommodate various life stages and to create an employment environment where all employees, can thrive.
Targets;
・Paid leave usage rate for all employees（90% or more）
・Female management ratio (30% or more by FY 2030)
・Childcare leave usage rate (100% by FY 2030)
Click here for our progress in achieving targets.
MJIA has formulated the following action plan with Japan's Act on the Promotion of Female Participation to develop an employment environment that allows all employees to play active roles in their professional lives.
1. Period of the plan
April 1, 2023 – March 31, 2026
2. Background
At MJIA, many of its employees tend to work overtime, making it difficult for them to balance work and family life. This has also raised concerns over employee resignations due to life events such as marriage, childbirth, and childcare. To better help employees continue working without having to resign, MJIA encourages its employees to take paid leave as part of improving work-life balance.
3. Goal
Paid leave usage rate for all employees（90% or more）*
*Applicable to employees as of April 1 each year; rate of paid leave utilized out of total granted in the current year
4. Initiative details
- (1)
- Establishment of sick leave where employees may take time off when they feel unwell
- (2)
- Establishment of benefit programs to reward employees with a high rate of paid leave usage
Initiatives for Diverse Work Styles
We endeavor to provide a comfortable work environment by offering various systems to respond to changes in each employeesʼ lifestyles and life stages and create an employee-friendly environment and maximize their productivity.
■ Flextime working system
MJIA has adopted flexible attendance hours. Employees are allowed to choose the time they start working from 6:00 to 11:00 and end by 15:00 to 20:00 to work according to their convenience. As a general rule, various internal meetings are held at core time from 11:00 to 15:00.
■ Annual paid leave
We grant 10 to 20 days of annual paid leave according to the number of years of service. In addition, we have established a half-day paid holiday system and an hourly paid holiday system to enable employees to take paid holidays as necessary, and we are working to increase the ratio of employees taking these holidays.
■ Granting paid leave
All employees are granted two days of leave per year as time off for leisure.
■ Various leave systems
We have implemented maternity leave(paid), childcare leave and short-time work option, Nursing care leave of absence for children until the third grade in elementary school (paid for preschool children) Caregiver Leave(paid), Spouse's maternity leave (paid)
■ Introduced special incentive leave
We provide long paid leave according to the years of service for opportunity for refreshment and self-development.
■ Benefit programs
MJIA have introduced a cafeteria plan where employees can choose from a variety of benefit programs.
As a member of society, the Mitsubishi Estate Group is keenly aware of the importance of respect for human rights. To fulfill our responsibility to respect the basic human rights of all stakeholders, in addition to those involved in Group businesses, we set up the Mitsubishi Estate Group Human Rights Policy on April 1, 2018. Respect for human rights is part of the Mitsubishi Estate Group Guidelines for Conduct, which all employees are expected to follow on a daily basis. These Guidelines stress the importance of respect for human rights and diversity, which means that employees show concern for human rights and the environment in the course of their business activities.
■ Mitsubishi Estate Group Guidelines for Conduct (excerpt)
We respect human rights and believe that diversity maximizes value.
- 1.
- We respect human rights at all times.
- 2.
- We reject discrimination and harassment in any form.
- 3.
- We strive to establish a creative and competitive organization that safeguards and respects the beliefs of the individual as reflected in the diverse communities in which we work and live.
- 4.
- We foster an open corporate culture in which all employees are encouraged to speak freely.
■ Mitsubishi Estate Group Human Rights Policy (excerpt)
We uphold and respect international standards related to human rights. These include the International Bill of Human Rights, which sets out the fundamental human rights possessed by all the people of the world, and the International Labour Organization's Declaration on Fundamental Principles and Rights at Work, which contains requirements concerning fundamental rights in the workplace.
We help ensure that respect for human rights is actively practiced in all business activities, and that such activities do not infringe on the human rights of other people. If such activities nevertheless result in a violation of the human rights of others, efforts shall be made to minimize the negative impact.
We carry out human rights due diligence in order to minimize any negative impact caused by human rights violations occurring as a result of the Group's business activities. We maintain a framework for human rights due diligence and make improvements to the framework on an ongoing basis or if problems arise in order to improve its efficacy.
Furthermore, in the event that the activities of a business partner or any other individual or organization affiliated with the Mitsubishi Estate Group directly have a negative impact on the human rights of others, even if we were not directly involved in fostering such a negative impact, we shall endeavor to make improvements together with stakeholders to ensure respect for human rights and eliminate all violations..
Based on our human rights policy, MJIA understands and respects human rights that are internationally proclaimed based on our human rights policies as a minimum, and supports and respects their protection, are committed to respecting the human rights of all parties involved, including those derived from our businesses. In order to become aware of discrimination and to foster awareness of human rights, we conduct training on human rights, focusing on the prevention of harassment, which is also a human rights issue in the workplace.
■ Examples of human rights training offered
Internal harassment training program (once a year)
External human rights enlightenment training courses (Tokyo Human Right Awareness Liaison Group)
Employee Hotlines
We have established a consultation desk for legal violations, violations of internal rules, harassment, and other matters that are widely contrary to ethical and social standards, and all persons engaged in our business, including retirees and temporary employees, can report and consult with us. We strictly observe privacy in whistleblowing and consulting, confirm and investigate the facts, and take appropriate action. The Mitsubishi Estate Group Help Line and the Mitsubishi Estate Group Whistleblower System may also be used as necessary.
Improve Work Environment for Productivity
■ Introduction of activity-based working
We have established diverse offices in places where we work, such as group addresses, co- workspaces, centralized booths and high desks. We are working to improve productivity by allowing employees to choose the work environment best-suited for their time-to-time needs.
A comfortable working space thanks to high ceilings and automated light adjustment
Utilization of natural sunlight
High chairs and desks for employeesʼ health-being
Co-workspace
Co-workspace
Separated work areas that help you stay focused
Ensure security with entrance management system
Provide information to employees through electronic bulletin board
■ Utilization of ICT
We are working to make a paperless environment and improve operational efficiency by actively using ICTs, such as mobile PCs, iPhone rentals, and enhancement of WiFi environment.
Initiatives to Promote Internal Communication
■ Improvement of community space in the office
A coffee shop where baristas offer specialized coffee is set up to induce informal communication with other employees in the same office.
■ Hold social gatherings to promote internal exchanges and subsidize costs
We subsidize part of the cost of holding social gatherings and other events at the department level to support the development within the team. In addition, in order to promote inter-departmental exchanges, we are implementing a variety of initiatives, including social gatherings.
Initiatives to Promote Communication between Employee and the Company
With the aim of understanding employeesʼ thoughts on their career plans and their level of satisfaction with the company, MJIA works hard to encourage active communication between employees and their managers or the Personnel Department, through various forms, on both a regular and ad hoc basis.
■ Employee condition pulse survey
Once a month, all employees ascertained of the conditions related to work, human relationships, health and conduct timely interviews and reflect them in personnel measures.
■ Employee satisfaction survey
We regularly conduct a survey for all employees, covering the MJIA's corporate culture, the state of communication, and overall employee satisfaction. The results of the questionnaire are also relayed back to the President for use in improvement activities.
■ Human resources department interviews with employees
Once a year, the Human Resources Department interviews all employees regarding their career plans and motivation towards work. In addition to the goals established through the interviews, also set out is the goal of “creating a vibrant workplace,” which is defined as to “embrace the diverse values of the members around and work to create a vibrant workplace,” and efforts are encouraged and evaluated in the personal appraisal.
Initiatives for Employee Health-being
To enable employees to work in good health physically and mentally, we are taking the following measures, in addition to health examinations and stress checks, based on the idea that by giving consideration to the health of employees, we can expect greater results in management.
■ Annual health checkup
All employees are to receive annual physical health checkup by a doctor paid for by the Company.
■ Conduct stress check
Once a year, we conduct stress checks to encourage awareness of individual stress and prevent the occurrence of mental health issues.
■ Appointment of industrial physicians
MJIA have appointed an industrial physician to receive guidance and advice on employee well- being.
■ Consultation desk
As a necessary measure for mental health, we have set up a desk outside the company, and employees can consult about a wide range of concerns, not limited to business concerns.
■ Installation of massage chairs
We have installed 3 massage chairs in the company and employees can use them for refreshment at any time.
■ Join the Mitsubishi Estate Health Insurance Association
MJIA has joined the Mitsubishi Estate Health Insurance Association which will cover the subsidy for comprehensive medical examination fees and vaccination costs for infectious diseases such as influenza.
Support Employeesʼ Asset Formation
We have introduced the following system to support employeesʼ asset formation and to improve its motivation in the medium-to-long-term.
- ■
- Retirement plan (permanent employees only)
- ■
- Employee stock ownership for Mitsubishi Estate
- ■
- Defined contribution pension
- ■
- Asset formation savings
- ■
- Payroll deduction stock program (Mitsubishi Estate Logistics REIT Investment Corporation)
Mitsubishi Estate Group is aware of harmony with the local community, support for culture and the arts, environmental conservation, and social welfare — is set out in the Group Guidelines and linked to the Group's business strategy.
We will implement initiatives based on these policies and also work to coexist harmoniously with the local communities in the areas surrounding our managed properties.
■ Participation in cleanup activities at office locations
MJIA participates in the "Chiyoda Ward Cleanup Activities" organized by Chiyoda Ward.
■ Programs to Support Employee Volunteer Activities
MJIA is working to create an environment that makes it easy for employees to volunteer activities, such as Volunteer Support Programs available to employees.
| Volunteer leave | MJIA allows their employees to use accumulated leave (special paid leave) when they perform volunteer activities related to disasters to which the Disaster Relief Act applies. |
|---|---|
| Volunteer insurance | MJIA provides insurance that compensates for accidents during volunteering (also for family members) |
| Activity fee subsidy | MJIA partially subsidizes volunteer participation and travel expenses (also for family members) |
| Subsidy program for volunteer's travel expenses to disaster-affected areas | MJIA partially subsidizes travel expenses for volunteering related to disasters covered under the Disaster Relief Act (also for family members) |
■ Relief Supplies to the Developing Countries
As a substitute for notebooks, we donated unused calendars to elementary schools in developing countries through support organizations to support children in the future.
■ KPIs： Targets and Results
| KPIs | 2021 | 2022 | 2023 |
|---|---|---|---|
| Paid leave usage rate for all employees (90% or more) | 67.0% | 73.8% | 88.1% |
| Female management ratio (30% or more by FY 2030) | 12.5% | 16.0% | 14.8% |
| Childcare leave usage rate (100% by FY 2030) | 60.0% | 66.7% | 25.0% |
| Number of compliance and risk management training sessions: 4 per year | 9 | 7 | 8 |
| Employee attendance at compliance and risk management training: 100% | 100% | 100% | 100% |
■ Basic Employee Data (※1)
| 2021 | 2022 | 2023 | ||||||
|---|---|---|---|---|---|---|---|---|
| Number | Rate | Number | Rate | Number | Rate | |||
| Number of employees | Full-time employees | Male | 53 | 65.4% | 59 | 67.8% | 67 | 66.3% |
| Female | 28 | 34.6% | 28 | 32.2% | 34 | 33.7% | ||
| Secondees | Male | 14 | 77.8% | 14 | 82.4% | 17 | 89.5% | |
| Female | 4 | 22.2% | 3 | 17.6% | 2 | 10.5% | ||
| Contract and part-time employees | Male | 1 | 33.3% | 2 | 20.0% | 2 | 11.8% | |
| Female | 2 | 66.7% | 8 | 80.0% | 15 | 88.2% | ||
| Temporary employees | Male | 0 | 0.0% | 0 | 0.0% | 0 | 0.0% | |
| Female | 13 | 100.0% | 10 | 100.0% | 4 | 100.0% | ||
| Total | Male | 68 | 59.1% | 75 | 60.5% | 86 | 61.0% | |
| Female | 47 | 40.9% | 49 | 39.5% | 55 | 39.0% | ||
| All | 115 | 100.0% | 124 | 100.0% | 141 | 100.0% | ||
| Number of managers | Male | 21 | 87.5% | 21 | 84.0% | 23 | 85.2% | |
| Female | 3 | 12.5% | 4 | 16.0% | 4 | 14.8% | ||
| All | 24 | 100.0% | 25 | 100.0% | 27 | 100.0% | ||
| Number of directors（※2） | Male | 6 | 100.0% | 4 | 100.0% | 4 | 100.0% | |
| Female | 0 | 0.0% | 0 | 0.0% | 0 | 0.0% | ||
| All | 6 | 100.0% | 4 | 100.0% | 4 | 100.0% | ||
| Age range of employees | Male | Under 30 years old | 4 | 3.5% | 9 | 7.3% | 12 | 8.5% |
| 30-50 years old | 51 | 44.3% | 52 | 41.9% | 59 | 41.8% | ||
| 50 years old and over | 13 | 11.3% | 14 | 11.3% | 15 | 10.6% | ||
| Female | Under 30 years old | 9 | 7.8% | 10 | 8.1% | 9 | 6.4% | |
| 30-50 years old | 37 | 32.2% | 37 | 29.8% | 43 | 30.5% | ||
| 50 years old and over | 1 | 0.9% | 2 | 1.6% | 3 | 2.1% | ||
| All | Under 30 years old | 13 | 11.3% | 19 | 15.3% | 21 | 14.9% | |
| 30-50 years old | 88 | 76.5% | 89 | 71.8% | 102 | 72.3% | ||
| 50 years old and over | 14 | 12.2% | 16 | 12.9% | 18 | 12.8% | ||
| Average tenure | Male | 6.9 | 6.1 | 5.7 | ||||
| Female | 5.9 | 6.3 | 6.1 | |||||
| All | 6.5 | 6.2 | 5.8 | |||||
| Number of employees leaving the company (Excluding part-time employees) |
Male | 5 | 7 | 3 | ||||
| Female | 1 | 0 | 2 | |||||
| All | 6 | 7 | 5 | |||||
| Employee turnover rate (Excluding part-time employees) |
Male | 9.3% | 11.5% | 4.3% | ||||
| Female | 3.3% | 0.0% | 4.1% | |||||
| All | 7.1% | 7.2% | 4.2% | |||||
| Number of new hires | Male | 10 | 15 | 13 | ||||
| Female | 5 | 15 | 7 | |||||
| All | 15 | 30 | 20 | |||||
| 2021 | 2022 | 2023 | |||
|---|---|---|---|---|---|
| Overall paid leave usage rate | 67.0% | 73.8% | 88.1% | ||
| Number of employees taking childcare leave | Male | 2 | 4 | 0 | |
| Female | 1 | 2 | 1 | ||
| All | 3 | 6 | 1 | ||
| Rate of employees taking childcare leave | Male | 50% | 57.1% | 0% | |
| Female | 100% | 100% | 100% | ||
| All | 60% | 66.7% | 25% | ||
| Return to work rate after childcare leave | 100.0% | 80.0% | 100.0% | ||
| Number and rate of short time employees taking childcare leave | Male | 0 | 0 | 0 | |
| Female | 7 | 8 | 9 | ||
| All | 7 | 8 | 9 | ||
| Number of employees taking family care leave | 0 | 1 | 0 | ||
| Number of employees taking family care leave | 0 | 0 | 0 | ||
| Return to work rate after taking family care leave | 0 | 100.0% | 0 | ||
■ Health & safety Data
| 2021 | 2022 | 2023 | |||
|---|---|---|---|---|---|
| Average statutory overtime work (hours/month) | 9.36hours | 9.51hours | 6.26hours | ||
| Injury rate | 0.98% | 1.48% | 0.00% | ||
| Absentee rate | 0.25% | 0.19% | 0.00% | ||
| Lost days rate | 0.00% | 0.00% | 0.00% | ||
| Health examinations participation rate | 100.0% | 100.0% | 100.0% | ||
| Stress checks participation rate | 94.0% | 91.1% | 97.2% | ||
■ Employee satisfaction (※3)
| 2021 | 2022 | 2023 | |
|---|---|---|---|
| All employee satisfaction level (5-point scale) | - | - | 4.04／5 |
■ Talent Development Data
| 2021 | 2022 | 2023 | |||
|---|---|---|---|---|---|
| Association for Real Estate Securitization (ARES) Certified Master | 34.1 hours | 25.1 hours | 28.1 hours | ||
| Training expenses per employee | - | 21,285 yen | 47,739 yen | ||
| Gender ratio of participated in management training | Male | 100.0% | 66.7% | 81.8% | |
| Female | 0.0% | 33.3% | 18.2% | ||
| Number of compliance and risk management training sessions | 9回 | 7回 | 8回 | ||
| Employee attendance at compliance and risk management training | 100.0% | 100.0% | 100.0% | ||
■ The number of employees with qualifications (※1)
| 2021 | 2022 | 2023 | |
|---|---|---|---|
| Association for Real Estate Securitization (ARES) Certified Master | 63 | 67 | 75 |
| Real Estate Transaction Specialist | 44 | 43 | 52 |
| Real Estate Appraiser | 9 | 9 | 10 |
| First-Class Qualified Architect | 3 | 2 | 2 |
| Securities Analyst | 5 | 5 | 5 |
| Certified Building Administrator | 17 | 13 | 16 |
| MBA | 1 | 1 | 0 |
| Lawyer | 1 | 2 | 2 |
| Licensed Tax Accountant | 2 | 2 | 2 |
| Certified Real Estate Consultant | 3 | 2 | 2 |
（※1）Calculated based on registered employees as of April 1.
（※2）Includes part-time director.
（※3）From FY2023, changed the survey tool.
