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MITSUBISHI ESTATE GROUP 2030 GOALS FOR SDGs

Material Issues of the Mitsubishi Estate Group

The Mitsubishi Estate Group implemented internal working units throughout the Group in fiscal 2018 to promote further Group-wide integration of sustainability and management. In the working units, we newly identified the themes that the Group should focus on in consideration of the SDGs as the seven material issues (key issues in sustainability management) as well as the associated opportunities and risks. Then the Group formulated Mitsubishi Estate Group 2030 Goals for SDGs based on these seven material issues. The Group will work to achieve its key themes derived from this process in its Long-Term Management Plan 2030.

Process for Identifying Material Issues

STEP01

Set out strengths/characteristics of each business unit

  • Review process for each business
  • Clarified strengths/characteristics (source of value creation) of own company

STEP02

Identified 55 changes in business environment related to business activities

  • Identified social issues and trends, such as the SDGs
  • Set out relationships between business processes and social issues and trends, such as the SDGs
  • In addition to relationships with business processes, examined social environment and trends from the perspective of the Medium-Term Management Plan (fiscal 2018-2020) and the perspective of the executive office

STEP03

Identified 24 key social issues and trends we should focus on from the three perspectives of business unit operations, the Medium-Term Management Plan (fiscal 2018-2020), and external evaluations

  • Identified business opportunities and risks for each social issue and trend
  • Grouped material issues based on opportunities and risks
  • Careful review conducted by working group executive office

24 key Social Issues and Trends

  • Worsening of climate change
  • Exhaustion of existing natural resources and resultant changes in energy configuration in society as a whole
  • Increase in frequency of natural disasters (including earthquakes)
  • Further penetration of the Internet of Things (IoT) (including virtualization and acceleration of the proliferation of information)
  • Increase in e-commerce and omni-channel commerce, and diversification of payment methods
  • Economic growth of emerging nations, principally in Asia
  • Rise in interest in physical and mental health, medical care, and wellness
  • Acceleration of the aging population and changing position of the elderly in society in Japan
  • Progress of the social advancement of women and the diversification of society
  • Growth in need for social integration and universal design
  • Increase in prevalence of aging public infrastructure and housing stock (including vacant housing)
  • Changes in lifestyles and work styles
  • Deterioration of the natural environment and depletion of natural resources
  • Increase in social unease due to terrorism and crime (including risks from the outbreak of infectious diseases)
  • Risk of rise in associated costs
  • Improvements in artificial intelligence (AI) (including the spread of automated driving technology)
  • Progress of globalization (including increases in inbound and outbound tourism and rise in immigration)
  • Global population growth and shortage of food supplies
  • Decline in the total population and working-age population of Japan
  • Emergence of risks in the supply chain (including worsening of human rights issues)
  • Increase in number of foreign workers in Japan
  • Restructuring and revitalization of regional communities (including regional depopulation and population increases of major cities)
  • Promotion of private sector vitality, as a result of the privatization of public facilities
  • Diversification of consumption patterns, such as the sharing economy

STEP04

Implemented dialogue with stakeholders in order to share awareness internally and externally

  • Prepared draft of material issues and carried out stakeholder interviews
  • Submitted to management
  • Carried out interviews with three outside experts for third-party opinions on the draft of material issues submitted to management
  • Titles as of December 2018
  • Dr. Mika Takaoka (Ph.D. in Economics)
    Professor, College of Business, Rikkyo University
  • Mari Yoshitaka
    Chief Environmental and Social Strategist, Environmental Strategy Advisory Division, Mitsubishi UFJ Morgan Stanley Securities Co., Ltd.
  • Dr. Norichika Kanie (Ph.D. in Media and Governance)
    Professor, Graduate School of Media and Governance, Keio University

(In no particular order)

Material Issues of the Mitsubishi Estate Group

  • Environment
  • Globality
  • Community
  • Diversity
  • Declining Birthrate
    and Aging
    Population
  • Leveraging Existing
    Properties
  • Digital Innovation

Mitsubishi Estate Group 2030 Goals for SDGs In order to help realize a sustainable world and provide even more profound value to a wider range of stakeholders, the Mitsubishi Estate Group is implementing world-class initiatives on the four key themes of Environment, Diversity & Inclusion, Innovation, and Resilience.