Human Resource Development

Human Resource Development Programs

  • Mitsubishi Estate believes that human resources are a very important management asset and recognizes that employee growth is essential to the Group's continued growth. Accordingly, it started upgraded human resource development programs in 2017.
  • Mitsubishi Estate has defined the ideal traits it seeks in its human resources: visionary, professional, with integrity, team-building skills, and a passion for challenges and innovation. Mitsubishi Estate develops its employees' skills using multiple approaches, combining training programs with job rotations and coordinated programs at the workplace level.

The Five Traits

Image:The Five Traits

Human resource development chart

The Mitsubishi Estate Group has established a wide range of training programs for employees in order to gain a fuller understanding of their abilities and understand which roles are suitable for them at each stage of development. The Group has started joint Group training for new hires and newly appointed managers and supports the growth of individual employees with skill development programs aimed at instilling them with the necessary skills and knowledge as well as elective self-development support programs that give individual employees the opportunity to choose their own classes.

Image:Human resource development chart

Voice of a Manager

Building a company where individual employees can freely display their talents

Kohei Mukunoki
Human Resource Department
Mitsubishi Estate Co., Lrd.

For Mitsubishi Estate to adapt to the unprecedented speed of social change, survive as a competitive company and continue to grow, each employee needs to embrace challenges with fresh ideas and perspectives, without being limited by conventional ideas and past approaches and successes. The whole organization will need to support them in these efforts.
Our company trains human resources systematically, offering both on-the-job and off-the-job training in various fields to employees in a variety of roles to bring out their individual capabilities.
I believe human beings have incredible potential that they are not even aware of. It would be amazing if we could become a company that empowered each employee to take their vision and passion for innovation and maximize their abilities to the greatest extent possible.

Photo:Kohei Mukunoki, Human Resource Department, Mitsubishi Estate

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 (MOB) 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 development consultations with every employee (with the exception of general managers), aiming to solicit their views and requests of the company as well as to promote skill development.

Equitable salary system (fiscal 2017)

At Mitsubishi Estate, regular wage raises were discontinued in 2000, and a salary increase system based on skill development was adopted. A performance-based bonus system based on MBO and an objective performance evaluation and promotion system have also been adopted to raise employees' motivation to improve their work and skills. There are no salary discrepancies based on gender.

Average annual salary of employees 12,290,437 yen

Initial salaries at Mitsubishi Estate (fiscal 2017)

Initial salary (monthly salary) Comparison to minimum wage*
240,000 yen 164%

* Calculated with reference to the Regional Minimum Wage Revision Conditions data for 2017 (Tokyo metropolitan area) published by the Ministry of Health, Labour and Welfare

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 skill development programs aimed at raising basic skills, Mitsubishi Estate has established elective self-development support programs that give employees the opportunity to choose their own classes.

Mitsubishi Estate's total annual hours of human resource development training (fiscal 2017)

Total training hours per year (Mitsubishi Estate) 18,687 hours

(Note) This does not include the time for overseas dispatch, English language training, correspondence courses, and other self-development programs freely chosen by employees.

Training time/cost per employee (Mitsubishi Estate Group*)
*Made up of three companies: Mitsubishi Estate, Mitsubishi Jisho Residence, Mitsubishi Jisho Property Management

Average for the three companies: 11.92 hours/74,235 yen a year

(Note) Reason for change from previous fiscal year's results (7.4 hours/135,541 yen a year): The expansion of KPI targets from fiscal 2018 onwards and the use of weighted averages.

Internship program

Mitsubishi Estate runs an internship program to help interns understand the nature of the job and the industry. The program accepted 61 interns in fiscal 2017.

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

Number of participating companies: 31
Total number of participants: 982

(Results for fiscal 2017)

Global Human Resource Development Initiatives

To develop human resources capable of thriving on the global stage, Mitsubishi Estate encourages employees to take advantage of Global Basic Skill Strengthening options intended to teach them the skills needed to compete in society and internationally. These include language skill training (including short-term language training) and a variety of other programs. 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. They may also be posted abroad to learn languages or business skills 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.

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