Promoting Diversity

Basic Approach to Human Rights

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, not only 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. The Human Rights Policy is intended to ensure that we, as a good corporation, understand that internationally mandated human rights are a bare minimum that we must go beyond, that we reaffirm the importance of supporting, protecting and respecting human rights and that we work to respect the fundamental human rights of every single person involved in the Group's businesses.

Mitsubishi Estate Group Code of Corporate Conduct (excerpt)

4. Respecting Human Rights and Employee Diversity
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.

Mitsubishi Estate Group Human Rights Policy (PDF 202KB)

Human rights and harassment allegations

Allegations concerning human rights and harassment 0 cases

* Allegations: Allegations made to a third party organization, etc.

Ongoing Human Rights Programs

The Mitsubishi Estate Group provides training on human rights as part of its training for new employees on an ongoing Group-wide basis.
In addition to training for management career track positions, Mitsubishi Estate also carries out group training on the prevention of workplace harassment. Human rights lectures are also given every year to executives such as the company's president, directors and department managers, as well as Group company presidents. Fiscal 2017, Professor Hitoshi Okuda of the Kinki University Human Rights Issues Research Center delivered a lecture on the theme, "The challenges and significance of the Law on the Promotion of the Elimination of Discrimination against Buraku." Buraku refers to a group of outcasts that has historically been the victim of severe discrimination and ostracism in Japan. Professor Okuda spoke at length on the background of the law, the state of human rights in Japan and abroad, the current state of discrimination against buraku people and the kinds of initiatives companies are expected to undertake to eliminate buraku discrimination.
Moreover, the Group provided new hire joint training to 333 new hires from 22 Group companies. Mitsubishi Estate and some Group companies also organized training for the managers in charge of the helpline and harassment consultation service as well as lectures for managers and executives on topics such as social integration and regulations on the prevention of sexual harassment. Training was also provided on themes such as buraku issues for Mitsubishi Estate and some Group companies. These training sessions all sought to cultivate a greater sense of human rights by raising participants' awareness of discrimination.

Total hours of annual human rights training at Mitsubishi Estate (fiscal 2017)

Training hours per session 105 minutes (1.75 hours)

Mitsubishi Estate's human rights training (fiscal 2017)


  • Power harassment
  • Sexual harassment (including LGBT issues)
  • Social integration
  • Issues faced by people with disabilities

Total number of participants: 894 people

Mitsubishi Estate Group's human rights training results (fiscal 2017)

544 participants from 34 companies received human rights training for a total of 185,025 minutes (3,083 hours)

(Note) Including external human rights training sessions offered via Mitsubishi Estate liaison to Group company employees

The Human Rights Education & Diversity Promotion Committee Meets

Mitsubishi Estate holds an annual meeting of its Human Rights Education & Diversity Promotion Committee (chaired by the director in charge of human resources) to review the status of its human rights initiatives, exchange views on ways to improve programs, review that fiscal year's activity plan and share knowledge on recent human rights conditions.
The Mitsubishi Estate Group has joined the Tokyo Industrial Federation for Human Rights and the Corporate Federation for Dowa and Human Rights Issues, Osaka. In addition to participating in training on issues facing buraku people and other human rights issues, the Group is committed to addressing human rights issues and participates in activities such as information collection to expand this training to Group companies.

Consulting Service for Employee Inquiries

Mitsubishi Estate has set up an internal consulting service for employee inquiries which deals with consultations about harassment and other issues and endeavors to prevent such issues in the first place.
All reports and consultations are kept strictly confidential and dealt with appropriately after all the facts of a case have been investigated and verified. The service also holds response training for managers in charge of consultation services at Group companies.

Calling for Human Rights Education Slogans

The Mitsubishi Estate Group solicits suggestions for human rights education slogans every year. Fiscal 2017, it received 804 entries from employees and their families. The winning entry will be published in mec's, the Group's communication magazine, providing an opportunity for readers to reflect on human rights.

Image:mec's, the Group's communication magazine

Hiring of Persons with Disabilities

Mitsubishi Estate actively seeks to hire persons with disabilities in response to social demands to provide employment opportunities for persons with disabilities. As of the end of fiscal 2017, Mitsubishi Estate's employment rate of persons with disabilities was 2.22%, higher than the legally recommended rate of 2.0%. Mitsubishi Estate strives to create a workplace in which all employees can demonstrate their unique skills without regard to their disability, while providing the environment they need for success.

Employment rate of persons with disabilities (Mitsubishi Estate Group*)
*Made up of three companies: Mitsubishi Estate, Mitsubishi Jisho Residence and Mitsubishi Jisho Property Management

Average for the three companies: 2.20%
(Sustained target for FY2020: 2.2%)

Establishment of Action Plan to Promote Women's Success

Mitsubishi Estate has established and published an action plan in accordance with Japan's Act on Promotion of Women's Participation and Advancement in the Workplace.
As the number of women hired and their years of continuous employment increase, the number of female candidates for managerial positions has risen and the ratio of female managers has also improved. Mitsubishi Estate believes that creating an environment conducive to the performance of both male and female employees will help raise the ratio of female managers. The company will continue to promote diversity, including the success of women in the workplace.

Overview of Action Plan (Mitsubishi Estate)

Objectives (from April 1, 2016 to March 31, 2021)
1. Raise the percentage of female employees at the level of section head, who are candidates for management, to about 20% by fiscal 2020, with the aim of bringing the percentage of female employees who are managers to more than 10% by 2030.
2. By fiscal 2020 or before,

(1) encourage men to take childcare leave and raise the percentage of men taking childcare leave to 13% or more,

(2) encourage employees to actively take paid leave to raise the rate of those taking leave to 60% or more, and

(3) Although annual overtime hours are on the decline, the company believes that further reductions are essential to promote work-life balance. As such, the company aims for a 5% reduction in the average monthly overtime compared to fiscal 2014.

1. Reinforce mid-career hire of female employees at the section head level who can be candidates for managerial positions

April 2016

- To make the company a more attractive destination for mid-career hires and increase their number, the company provided more information about its work and childcare balance support system and shared information about women performing well at the company.

2. Aim to further augment support for balancing childcare and work

April 2016

- Steps were taken to offer more flexible working style options. These included the introduction of a flex time system for all employees, an expansion of the conditions for qualifying to work shortened hours and the availability of the option to use both shortened work hours and flex time at the same time.

- A portion of childcare leave time now comes with pay.

- Introduced a consulting service for childcare issues.

3. Carry out initiatives to encourage employees to take paid leave

April 2016

- Set targets for granted paid leave and introduced a recommendation system for taking paid leave according to schedule.

- Carried out regular monitoring of paid leave taken and provided internal notices and encouraged efforts in every department.

4. Continue to take measures to cut overtime

April 2016

- Introduced "early return days" that could be set on a small team basis to be used in place of the company-wide No Overtime Day to encourage efficient work styles depending on the amount of work at the time.

- Carried out regular monitoring of the success of "early return days" and the number of overtime hours worked, provided internal notices and encouraged efforts in every department.

Ratio of Female Managers

Ratio of female managers (Mitsubishi Estate Group*)
*Made up of three companies: Mitsubishi Estate, Mitsubishi Jisho Residence and Mitsubishi Jisho Property Management

Average for the three companies: 6.55%
(Sustained target for fiscal 2030 for Mitsubishi Estate alone: over 10%)

Ratio of female managers to all managers at Mitsubishi Estate

April 2014 April 2015 April 2016 April 2017
3.8% 4.2% 4.4% 5.1%

(Note) Until April 2017, this number was only for Mitsubishi Estate.

Voice of a Female Manager

Creating a workplace with a future vision based on diverse role models

Yasuko Kitazawa, Head of the Residence Care Promotion Office, Mitsubishi Jisho Residence Co., Ltd.

In April 2018 I was appointed the head of the newly created Residence Care Promotion Office. I have been working with my team members to tackle our new duties in the months since then. I rose to a management position without experiencing much job rotation earlier in my career, so I was somewhat hesitant to make important decisions at first. However two things helped me determine to take up the challenge. The first was the support and encouragement of those around me. The second was my own sense of responsibility towards young female employees in the company today. I want to become a role model they can look up to as they draw up career plans. Everyone has a different life plan, but I am convinced that the true way to encourage women to succeed is to provide them with role models working hard in a variety of positions so they can imagine their future selves in those roles.
Moreover, women are confronted with several complicated issues that they need to navigate before they can succeed, ranging from the peculiarities of their jobs to their individual lifestyles and family circumstances. In order to realize "female success," I believe it is not enough merely for companies to put systems in place. Society as a whole needs to change. As a prerequisite, there needs to be a thought reform and a shift towards an individually productive work style.
At the same time, now that the world has begun to change into one with a large number of successful women, it is also important for women to remain grateful for the support they receive from their families and colleagues as they work.

Photo:Yasuko Kitazawa, Head of the Residence Care Promotion Office, Mitsubishi Estate