The following is a summary of ESG-related targets and progress.
Targets shaded green are those that have been met in FY2022
| Materiality | KPI | Progress | Main results in FY2022 | ||||||
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| Evaluation indicator | Period | Numerical target | FY2020 | FY2021 | FY2022 | Change from FY2021 | |||
| Contribute to industrial competitiveness |
Strengthening industrial competitiveness 'Initiatives that contribute to the creation of added value for society by supporting people's lifestyles and diverse corporate activities.' |
Annual disclosure of initiatives | - | - | - | - | - |
・Selected for the CDP Climate A List, the highest ranking, for the second year in a row, and as a Supplier Engagement Leader
・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
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Challenging towards expanding new fields 'Initiatives that contribute to the creation of new industries by enhancing the industrial creation platform.' |
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| Coexist with the environment *1 | Progress of the Group Action Plan to realize a Decarbonized Society | Annual disclosure of initiatives | - | - | - | - | - | ||
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Increase in green space, forest utilization 'Initiatives to increace urban greenery through development and to regenerate Japan's forests.' |
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| CO2 and other emission reduction rate (1,000 t-CO2) | By FY2030 By FY2050 |
: 40% decrease compared to FY2019 : Virtually zero |
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. |
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| Proportion of electric power used in business activities derived from renewable energy (RE100) | By FY2050 | 100% | 0.1% | 3.0% | 11.3% | +8.3% | Improved through active use of renewable energy | ||
| New building external environment certification acquisition rate*3 | Annual | 100% | - | - | - | - | |||
| Energy consumption per base unit (kℓ/m2 per year) | Annual | 1% reduction annually | 0.035 | 0.039 | 0.039 | 0.0% | Due to increased activity by people as the effects of the pandemic lessen | ||
| Clean/industrial water use per base unit (m3/m2 per year) | Annual | Less than the previous fiscal year | 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) |
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| General waste emissions per base unit (t/m2 per year) | Annual | 0.0044 | 0.0055 | 0.0059 | +7.3% | ||||
| Industrial waste emissions per base unit (t/m2 per year) | Annual | 0.0010 | 0.0011 | 0.0016 | +45.5% | ||||
| Waste recycling ratio (at Mitsui Fudosan Co., Ltd. headquarters) | By FY2030 | 90% | 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. | ||
| Health and vitality *2 |
Improving experiential value 'Initiatives towards creating neighborhood that people are inspired to visit by delivering an emotional experience.' |
Annual disclosure of initiatives | - | - | - | - | - | ||
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Realizing a Well-Being Society 'Initiatives to realize a healthy and vibrant society for workers and visitors.' |
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| Number of paid leave days taken | Annual | 14 days annually | 13.8 days | 15.0 days | 16.2 days | +1.2 day | Increased due to the setting and publicizing of recommended leave days, and recommendation communication to relevant individuals or their immediate superiors | ||
| Health checkup and screening rate | Annual | 100% | 99.5% | 100% | 100% | 0.0% | |||
| Safety and security |
Safety and security 'Initiatives to realize a safe and secure society from both tangible and intangible perspectives.' |
Annual disclosure of initiatives | - | - | - | - | - | ||
| Implementation of disaster preparedness training, including tenant companies | Biannual implementation | ||||||||
| Diversity and inclusion *2 |
Realizing an inclusive society 'Initiatives to realize a society in which all people can maximize their abilities and play an active role.' |
Annual disclosure of initiatives | - | - | - | - | - | ||
| Employee engagement *4 | Annual | 80% or more | - | - | 92% | - | Added as a KPI for FY2023 onward | ||
| Training time per employee *5 | Annual | Same level as previous year's results | - | - | 28.2 hours | - | Added as a KPI for FY2023 onward | ||
| Training expenses per employee *6 | Annual | Same level as previous year's results | - | - | 131,000 yen | - | Added as a KPI for FY2023 onward | ||
| Women in management positions ratio *7 | 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 | ||
| Ratio of female hires | Annual | 40% | - | 40.5% | 44.1% | +3.6% | Added as a KPI for FY2021 onward | ||
| Employment rate of people with disabilities (legal employment rate) *8 | Annual | 2.5% or more |
2.07% | 2.14% | 2.52% | +0.38% | Active recruitment of people with disabilities contributed to improvements | ||
| Percentage of male employees taking childcare leave, etc *9 | Annual | 100% | - | - | 122.9% | - | Added as a KPI for FY2022 onward | ||
| Return rate from childcare leave | Annual | 100% | 100% | 100% | 100% | 0.0% | 100% for 23 consecutive years | ||
| Compliance and governance *2 | Compliance training attendance ratio | Annual | 100% | - | - | - | - | ||
| Implementation and enhancement of Human Rights Due Diligence | Annual | ||||||||
