Creating a Vibrant and Pleasant Workplace

Please read HIGHLIGHT 1 for information on the relocation of the company's headquarters.

Mitsubishi Estate Group's Hito-Machi Award

The Group established the Hito-Machi Award (literally, “People and the City Award”) in 2011 to recognize the various efforts by employees at Group companies to enhance the Group's corporate brand. This award is intended to encourage the shared sense throughout the Group that building a strong corporate brand is not a special activity, but rather an integral part of everyone's daily work. In 2016, its sixth year, the award attracted 165 entries from a record-high 28 Group companies. A total of 29 groups of winners were selected for the Sincerity and Trust Award, Customer-Oriented Award, Value Creation Award, and Challenge Award. Moreover, one Grand Prix and four Runner-up laureates were selected by the president. One other group was chosen for the Special Award based on the results of a vote by Group employees.
The Group plans to continue using the Hito-Machi Award to share best practices throughout the Mitsubishi Estate Group and help to improve employee motivation. This will also help to earn more trust from customers and enhance the Group's overall reputation.

Opening a Workplace Childcare Center at the Gotemba Premium Outlet

The Gotemba Premium Outlet has over 200 tenants, each of which has many employees. However there are no childcare facilities nearby because it is located far from an urban area. There was the need to create an environment where parents could work with peace of mind while raising their children.
Tenants complained that a lack of childcare made returning to work after childcare leave difficult. To resolve their concerns, Mitsubishi Estate-Simon, the operating company, opened an internal childcare center in September 2017. Anyone working in the facility can use the center regardless of their form of employment. It is also available to everyone in the community.
Reaction from users was positive, with comments like "I can work harder when my children are close by," and "I chose to work at the Outlet because they had a daycare center." The center both improved the work-life balance of the workers and helped the tenants secure human resources.

New Business Proposal and the Human Resources Recruitment System

Since fiscal 2009, Mitsubishi Estate has been running a New Business Proposal/Human Resources Recruitment System as one of its concrete measures to create a pleasant and vibrant workplace. To date it has received 50 proposals, 10 of which went through a commercialization study phase and cleared the final review stage. The personnel in charge of the new businesses were then selected internally through the Human Resources Recruitment System. Efforts are currently under way to launch the new businesses in earnest. On a related note, the New Business Creation Department was launched in October 2014. From fiscal 2015, it moved beyond starting new businesses and functions and now runs the New Business Proposal and the Human Resources Recruitment System.

An example of a new business created from an employee's proposal

Business Name Details
Buying and reselling existing condominiums (condo renovation business) (proposed in FY2011) In October 2013, Mitsubishi Jisho Residence began buying single and whole blocks of condominiums, owning them for a short time and then renovating them or enhancing their value before reselling them to end users. It set up a Renovations Department in April 2014 to further boost its renovations and condominium businesses.

Establishment of Work Reform Promotion Committee

On April 1, 2017, Mitsubishi Estate upgraded its efforts to reform the corporate culture, streamline work processes from the top down and create new value by increasing productivity by establishing the Work Style Reform Promotion Committee, which is chaired by and reports directly to the president.
This committee is transforming programs and reforming the office environment company-wide and across departments. It also supports voluntary efforts by employees to improve the efficiency of their work.

Programs to Foster Work-Life Balance

Mitsubishi Estate respects its employees' individuality and values, and believes that it is important to ensure a balance between work and home life in order to provide a workplace in which each individual employee can perform to potential. Mitsubishi Estate has established a range of programs for childcare and nursing care, such as leave of absence, shortened work hours, flex-time schedule, and hourly paid vacation programs, so that they can select from diverse work styles. The company began telecommuting trials for all employees in 2017.
Employees can take childcare leave until March 31 after the child turns three, and can work shorter or flexible hours for childcare activities until March 31 of the year the child completes the third grade of elementary school. Mitsubishi Estate also implements other measures to support childcare such as temporary daycare services using contracted daycare centers, and subsidies for the cost of babysitting. The company also opened a center that helps employees find daycare centers for their children. Mitsubishi Estate has established a general action plan compliant with the Japanese law called the “Act on Advancement of Measures to Support Raising Next-Generation Children” so that employees can balance work and childcare. It has also created a pregnancy, childbirth and childcare information site on its intranet to provide information and explain childcare-related programs.
In light of Japan's changing social structure, the company enables employees to take nursing care leave for three years, and they can now work shorter hours while nursing family members. In addition, a nursing guidebook is issued and internal seminars are held to offer information on caring for family members. In January 2013, the company established a new program to enable employees who had to leave the company due to their spouse's work transfer or other reason who meet certain conditions to apply for reemployment.
In fiscal 2017, 100% of employees returned to work after taking childcare leave. The retention rate after the return to work was also 100%.

Number of people taking childcare or nursing care leave of absence and shortened work hours (Mitsubishi Estate Group*)
*Made up of three companies: Mitsubishi Estate, Mitsubishi Jisho Residence and Mitsubishi Jisho Property Management

Total for the three companies:
71/1/82 people a year
Of which Men: 11/1/1
Of which Women: 60/0/81

Number of people taking childcare leave of absence, nursing care leave of absence and shortened work hours for childcare (Mitsubishi Estate)

    Fiscal 2013 Fiscal 2014 Fiscal 2015 Fiscal 2016 Fiscal 2017
Childcare leave Men 0 0 0 7 10
Women 22 23 13 11 20
Total 22 23 13 18 30
Nursing care leave Men 0 0 0 0 0
Women 0 0 0 0 0
Total 0 0 0 0 0
Shortened work hours for childcare Men 1 0 0 0 0
Women 29 32 33 11 7
Total 30 32 33 11 7

List of work-life balance programs and welfare programs (Mitsubishi Estate)

Name of program Overview of program
Childcare leave of absence Can be used until the end of the fiscal year in which the child turns three years old (14 days of paid leave from the day on which childcare leave starts)
Nursing care leave of absence Can be used for a maximum of three years (can be divided into shorter durations up to three times)
Nursing care leave of absence for children Can be used until the end of the March after the child enters the third grade in elementary school
Can be used as a special paid leave of absence until the child enters elementary school
Nursing care leave of absence for family Can be used as a special paid leave of absence
Shortened work hours for childcare Can be used until the end of the March after the child enters the third grade in elementary school
Daily work hours can be shortened by up to 2.5 hours in increments of 15 minutes
Shortened work hours for nursing care Can be used within three years of the start of use for each person in the eligible family
Daily work hours can be shortened by up to 2.5 hours in increments of 15 minutes
Flextime program for pregnant women, those caring for children and those nursing family members Can be used until the end of the March after the child enters the third grade in elementary school
“Refresh” vacations Special paid vacations are given every five years after five consecutive years of employment
Company pays travel costs after 25 years of consecutive employment (upper limit imposed)
Accumulated vacation Employees can accumulate up to 90 days of paid vacation that was not used. This can be used for the employee's or family member's illness, a spouse's childbirth, to participate in volunteer activities, childcare or nursing care for family members, among others.
Reemployment program In the event that an employee retires due to a spouse's transfer, the former employee can be reemployed within five years of retirement.

(Note) Each has conditions attached such as the type of occupation, etc.

Voice of the Manager in Charge of Work-Style Reform

Reforming work styles to achieve zero normal working hours

Hiroyuki Takahashi
Secretary of the Human Resources Planning Department and Work-style Reform Office, Mitsubishi Jisho Property Management Co., Ltd.

Mitsubishi Estate is undergoing work reforms to expand the company and develop employees while reducing overtime with a target value of zero normal overtime hours by fiscal 2022.
Work style reforms do not happen overnight, as since all employees work under different conditions, creating an environment that is ideal for everyone is still a work in progress. However under this initiative, which began in fiscal 2016, certain teams were selected as monitoring units and they began quick-turnaround meetings (“kaeru kaigi”) where individuals reviewed their work for greater efficiency and trials of work optimization policies are carried out. The plan is for effective policies to be spread by deploying them throughout the company. By adopting various methods to change the mindsets of employees such as flex time for the whole company and the work style challenge award system, the whole company gradually became aware of the impulse to transform the working culture. As a result, certain accomplishments were achieved such as the reduction in overtime hours by fiscal 2017 and a greater rate of use of paid vacation time. Although there is a greater social "work style reform" movement under way, Mitsubishi Estate will not be content with temporary measures but will constantly undertake new policies so that employees will work together in full understanding and cultivate stronger teamwork in order to achieve sustainable growth for employees and for the company as a whole.

Photo:Hiroyuki Takahashi, Secretary of the Human Resources Planning Department and Work-style Reform Office, Mitsubishi Jisho Property Management

Rate of return to work after maternity leave/childcare leave
*Made up of three companies: Mitsubishi Estate, Mitsubishi Jisho Residence and Mitsubishi Jisho Property Management

Average for the three companies: 97.7%
(Sustained target for fiscal 2030: 100%)

Kid's Day

Mitsubishi Jisho Property Management organized the 2017 ProMane Kid's Day in July 2017. During this event, the company invites the families of employees to come to the workplace so they can learn the significance of working and experience working and so that parents and children can communicate with each other. The 2017 edition was the 11th in the series and it was marked by office visits, workshops and workplace experiences. A total of 193 persons took part.

Photo:2017 ProMane Kid's Day

2017 ProMane Kid's Day

The Going Beyond Meetings Project

Mitsubishi Jisho Retail Management has begun a “Going Beyond Meetings” Project as a way to create a relaxed and comfortable work environment. The project involves measures to shorten time spent in meetings by drawing up six regulations for meetings and having meeting leaders organize meetings more efficiently by putting more thought into meeting times and paperless options. Measuring the results carefully and rotating meeting leaders should cultivate awareness and ultimately lead to a reduction in overtime. Going forward, the company will continue to work on improving work-life balance while creating a better work environment.

Photo: Six regulations for meetings

Six regulations for meetings

Photo: A meeting in progress

A meeting in progress

Support for Employees' Life Plans

Mitsubishi Estate has set a retirement age of 60, but has introduced a job matching program to reemploy employees that want to continue working after retirement age.
This program enables employees of retirement age who meet certain standards to continue working, which not only supports employees' life plans, but also enables veteran employees to pass on the skills, expertise and personal connections built up over years of experience, thus helping to maintain service quality. Currently, these veterans are registered as advisors.
At the same time, expectations for this second phase of life are varied, and individuals make diverse choices. For this reason, the company provides life planning seminars, training on planning for life after retirement. In addition, the second life support program has been set up, enabling employees two years away from retirement to embark on a fulfilling "second life" with early retirement.

Retirement Allowance Program

The Mitsubishi Estate Group's domestic companies have adopted a defined benefit pension plan, and offer both savings-type and non-savings-type lump sum retirement grants, defined-benefit pension plans and defined-contribution pension plans.
Mitsubishi Estate has established a defined-benefit lump sum retirement grant program and a corporate pension program. As of March 31, 2018, its corporate pension plan had total assets of 42.1 billion yen, while its liability reserve was 46.6 billion yen.

Dialogue with Employees

Mitsubishi Estate supports the right to group negotiation and also emphasizes problem-solving together with labor unions. About 70%, or 615, of the 858 employees, excluding employees in managerial positions, are members of the Mitsubishi Estate Labor Union (as of April 1, 2018). The company forms labor agreements and discusses issues that need to be resolved and the right course of development for the company to take on the basis of trust, in order to build positive relationships.
Under the stipulations of the labor agreement, any changes, such as employee cuts and changes to labor conditions resulting from a contraction and consolidation of the company's business, that would have a major impact on the employee are discussed in advance and that policies and standards are clarified.
Moreover, the company and labor union work together to set internal management standards based on labor-management consultations to avoid excessive working hours for employees.

Number of labor standard infringements or allegations against the company 0 cases

Voice of the Labor Union President

Shunsuke Shimizu, Executive President, Mitsubishi Estate Labor Union

Fiscal 2018 was our first year at the new headquarters, meaning a drastically different working environment mainly from an infrastructure perspective such as the intranet environment. This led to a lot of active communication with the company concerning not only remuneration and welfare but also about the systems and environments that increase employees' awareness and motivation to work hard and encourage them to try new things.
From now on, as the Mitsubishi Estate Group starts new businesses which results in changes in working areas and as it expands into a greater number of cities in Japan and abroad, and also as working styles become more diversified with changes in life stages such as dual income couples, child-rearing and nursing care, I believe it will be important for the employees who engage in the work to feel a sense of satisfaction, fulfillment and pride both personally and professionally.

Image:Shunsuke Shimizu, Executive President, Mitsubishi Estate Labor Union

CORPORATE INFORMATION

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