The following is a summary of ESG-related targets and progress.
①-⑩: KPIs for Mitsui Fudosan (unconsolidated)
⑪-⑱: KPIs for the entire Mitsui Fudosan Group
Targets shaded green are those that have been met in FY2022
| Unconsolidated KPIs | Progress | Main results in FY2022 | |||||||
|---|---|---|---|---|---|---|---|---|---|
| Evaluation indicator | Period | Numerical target | FY2020 | FY2021 | FY2022 | Change from FY2021 | |||
| ① | Employee engagement (D&I) *1 | Annual | 80% or more | - | - | 92% | - | Added as a KPI for FY2023 onward |
・Selected for the second year in a row as a Nadeshiko Brand by the Ministry of Economy, Trade and Industry as a company that ably promotes active roles for women
・Selected for inclusion in the MSCI Japan Empowering Women (WIN) Select Index for the sixth consecutive year
|
| ② | Training time per employee (D&I) *2 | Annual | Same level as previous year's results | - | - | 28.2 hours | - | Added as a KPI for FY2023 onward | |
| ③ | Training expenses per employee (D&I) *3 | Annual | Same level as previous year's results | - | - | 131,000 yen | - | Added as a KPI for FY2023 onward | |
| ④ | Women in management positions ratio (D&I) *4 | By 2025 By 2030 |
：10% ：20% |
5.7% | 6.8% | 7.7% | +0.9% | Active recruitment of mid-career personnel and internal promotion to management positions contributed to improvements | |
| ⑤ | Ratio of female hires (D&I) | Annual | 40% | - | 40.5% | 44.1% | +3.6% | Added as a KPI for FY2021 onward | |
| ⑥ | Return rate from childcare leave (D&I) | Annual | 100% | 100% | 100% | 100% | 0.0% | 100% for 23 consecutive years | |
| ⑦ | Percentage of male employees taking childcare leave, etc. (D&I) *5 | Annual | 100% | - | - | 122.9% | - | Added as a KPI for FY2022 onward | |
| ⑧ | Number of paid leave days taken (D&I) | Annual | 14 days annually | 13.8 days | 15.0 days | 16.2 days | +1.2day | Increased due to the setting and publicizing of recommended leave days, and recommendation communication to relevant individuals or their immediate superiors | |
| ⑨ | Employment rate of people with disabilities (legal employment rate *6) (D&I) | Annual | 2.3% or more |
2.07% | 2.14% | 2.52% | +0.38% | Active recruitment of people with disabilities contributed to improvements | |
| ⑩ | Health checkup and screening rate (D&I) | Annual | 100% | 99.5% | 100% | 100% | 0.0% | ||
| Group KPIs | Progress | Main results in FY2022 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Evaluation indicator | Period | Numerical target | FY2019 | FY2020 | FY2021 | FY2022 | Change from FY2021 | |||
| ⑪ | CO2 and other emission reduction rate (1,000 t-CO2) | By FY2030 By FY2050 |
: 40% decrease compared to FY2019 : Virtually zero |
4,383 | 4,690 | 4,199 | 5,503 | +1,304 (+31.1%) | Compared to FY2019: +1,120 (+25.6%) Increased due to an increase in completed/sold properties, etc. |
・Selected for the CDP Climate A List, the highest ranking, for the second year in a row, and as a Supplier Engagement Leader
|
| ⑫ | Energy-derived CO2 emission reduction rate by Tokyo Metropolitan Government's Specified Global Warming Prevention Business Establishments *7 | By FY2024 | Rate exceeding that mandated under the ordinance (Plan 3: 27% reduction) | 28.4% decrease | 38.4% decrease | 37.3% decrease | 35.8% decrease | +1.5% | Achieved | |
| ⑬ | Proportion of electric power used in business activities derived from renewable energy (RE100) | By FY2050 | 100% | 0.1% | 0.1% | 3.0% | 11.3% | +8.3% | Improved through active use of renewable energy | |
| ⑭ | Energy consumption per base unit (kℓ/m2 per year) | Annual | 1% reduction annually | 0.041 | 0.035 | 0.039 | 0.039 | 0.0% | Due to increased activity by people as the effects of the pandemic lessen | |
| ⑮ | Clean/industrial water use per base unit (m3/m2 per year) | Annual | Less than the previous fiscal year | 0.851 | 0.708 | 0.671 | 0.855 | +27.4% | Due to increased activity by people as the effects of the pandemic lessen and the increase in the number of buildings that the indicators cover *For FY2019 and FY2020, which buildings are covered by these indicators is based on the Act on the Rational Use of Energy; for FY2021 onward, the number of buildings covered has increased to include those covered by Science-Based Targets (SBTs) |
|
| ⑯ | General waste emissions per base unit (t/m2 per year) | Annual | 0.0055 | 0.0044 | 0.0055 | 0.0059 | +7.3% | |||
| ⑰ | Industrial waste emissions per base unit (t/m2 per year) | Annual | 0.0016 | 0.0010 | 0.0011 | 0.0016 | +45.5% | |||
| ⑱ | Waste recycling ratio (at Mitsui Fudosan Co., Ltd. headquarters) | By FY2030 | 90% | 80.3% | 75.3% | 72.4% | 69.1% | 3.3% decrease | Paper waste (which can be recycled) is decreasing as we move to paperless operations; the amount of waste that cannot be recycled, meanwhile, has plateaued. Moreover, the total amount of waste is decreasing. | |
*1 The proportion who responded to the statement "I am proud to work for this company" with a 4 or 5 out of a five-point scale of agreement
*2 Calculated by dividing the total number of training hours in FY2022 by the total number of permanent employees
*3 Calculated by dividing the total amount of training expenses in FY2022 by the total number of permanent employees
*4 Figures for each fiscal year are those for the beginning of the fiscal year starting April 1 of the following year
*5 Calculated based on the number of male employees whose partner gave birth in the relevant fiscal year, and the number of male employees who used the leave system to take time off work during that fiscal year at the time of their child's birth, as childcare leave, or other time off for the purpose of spending time with their child. Where there are male employees who take childcare leave, etc. in a different fiscal year from that of their child's birth, this rate may exceed 100%.
*6 The legal employment rate rose from 2.2% to 2.3% in March 2021. Figures for each fiscal year are those for June 1 of the relevant fiscal year
*7 Plan 1 (FY2010-2014): 8% reduction; Plan 2 (FY2015-2019): 17% reduction; Plan 3 (FY2020-2024): 27% reduction. Progress is measured using a five-year average
