Since its founding, the Mitsui Fudosan Group has seen changes of the times as opportunities and has continued to embrace a host of challenges.
During Japan’s period of rapid economic growth, we created land through land reclamation projects, which was then developed into the power plants and steel mills that fueled the country’s industrialization. Starting with Japan’s first skyscraper, the Kasumigaseki Building, we have supported corporate activities by improving the office environment.
In the logistics facilities business, the Group has supported the industry by increasing the efficiency of logistics in tandem with the growth of e-commerce. We have also promoted such businesses as housing, retail facilities, hotels and resorts, and sports and entertainment, including Tokyo Dome, to provide more affluent lifestyles and enhance people’s quality of life.
In order to accelerate value creation in this new era, we need to transform ourselves and evolve. We therefore reexamined our purpose and redefined Our Philosophy in 2024.
Our DNA that has been passed down to us is the meaning of “&” and represents our aspiration “to generate new value through cooperation, coexistence and co-creation, we forge ahead, innovating.”
In line with our Group Mission, we wish to fulfill: “& EARTH, With nature, sharing the future”; “& INNOVATION, With Creativity, sharing the brilliance”; and “& PEOPLE, With people, sharing the inspiration.” It represents our commitment to caring for the future of the earth, to achieving a brilliant society through innovation, and to bringing excitement and happiness to people.
In order to encapsulate Our Philosophy and indicate the direction in which we are moving forward, we have formulated the corporate message, “Transforming the city. Transforming the future.” This message expresses our desire to “change the future” for the better together with various stakeholders, starting from the neighborhoods, even in a highly uncertain and unpredictable society.
Moreover, our “&” mark corporate logo is a symbol that embodies the Group’s DNA. The current “&” mark drawn in one line, reminiscent of an obi (kimono belt), is both an expression of the flexibility and resilience associated with our approach and a link to the Company’s Echigoya clothing emporium roots.
Guided by this MISSION and aspiration, we have set “contribute to industrial competitiveness,” “coexist with the environment,” “health and vitality,” “safety and security,” “diversity and inclusion,” and “compliance and governance” as GROUP MATERIALITY priority issues.
We see ourselves as a producer-like company that, along with constructing physical buildings, provides "places" and "communities" through neighborhood creation. Furthermore, we have lent a helping hand to the people and companies that gather in these neighborhoods in a way that drives innovation and that enhances added-value, thereby growing together with these neighborhood residents through our contributions to society. Which is why I believe that the goal of the Mitsui Fudosan Group is to evolve into a “platformer,” or so-called “industry developer,” that transcends the traditional boundaries of a “real estate developer.”
Established as a membership organization that handles community building in the life science field, Life Science Innovation Network Japan, Inc. (LINK-J), is projected to secure a membership of more than 1,000 in 2025 as it celebrates its 10th year of operation. Each year, LINK-J holds more than 1,000 events. Similarly, in the space business field, the "cross U" membership organization has also grown to include more than 300 members since its founding three years ago.
In July 2025, we also established "RISE-A" as a new platform for revitalizing the semiconductor industry.
The AI and semiconductor fields have attracted attention as the keys to national strategies for supporting a digital society. These fields, however, also face issues with respect to coordination between suppliers and users, as well as labor shortages. By serving as a hub in these fields, we are committed to building a new ecosystem that will support the growth of the industry.
In order to convey to society at large the vision to which the Group aspires, we formulated "& EARTH for Nature" as our declaration of coexistence with the environment as part of neighborhood creation.
Even as real estate development seeks to support the growth of cities and society, it is also an act that significantly impacts the environment and communities. To date, the Group has repeatedly engaged in efforts that consider the environment as part of the neighborhood creation process. The outcomes of these efforts have taken form through various projects.
Under "& EARTH for Nature," we endeavor to expand our network of prosperous environments, not only in Nihonbashi, but also throughout Tokyo and across Japan, in a way that connects to future generations.
We see the environment as a “Holistic Environment,” blending nature, people, and communities into a cohesive whole. Neighborhood creation is the stage upon which the lives of people unfold. This means that the spaces in which people live, work, and rest must coexist with greenery and nature. The people’s proactive involvement is also essential in order to pass on this natural environment to the future.
For example, we are working to create "never-ending forests" through a cycle of planting, cultivating, and using across approximately 5,000 ha (12,355 acres) of Group-owned forests in Hokkaido.
Similarly, as part of TOKYO MIDTOWN, we have established a proven track record of contribution to biodiversity by restoring green spaces in a way that attracts rare bird species. In Tokyo's Nihonbashi district, where the Company was founded, we have placed a premium on coexistence with the community and nature when engaging in redevelopment.
Examples of this stance toward redevelopment include rebuilding the main hall of Fukutoku Shrine, a landmark of the area since the Heian period (794-1185), and developing the more than 1,000 m2 of Fukutoku Garden.
Our approach to neighborhood creation aspires to and practices a form in which people, communities, and nature support each other.
The Group has always endeavored to balance social value with economic value through neighborhood creation. Recognizing nature, people, and communities as a single entity, the very act of neighborhood creation that realizes a prosperous "Holistic Environment" that is then passed on to future generations while considering the environment as it stands today, will help maximize social value. Moreover, we will link this social value to economic value, or put another way, to the creation of capital, and reinvest it into expanding our network of environments. We therefore see it as our responsibility to ensure that this cycle of value creation continues to turn.
On the other hand, one of our most pressing issues is to take action against the increasingly severe challenge of global climate change. In order to achieve a decarbonized society, we are advancing an action plan that seeks to reduce greenhouse gas (GHG) emissions by 40% compared with the FY2019 level by FY2030, and to achieve net zero emissions by FY2050.
In working to accomplish these goals, we have mandated the formulation and submission of GHG emissions reduction plans prepared using our manual for calculating GHG emissions at the time of construction for all new projects since the fall of 2023. Moving forward, we will help reduce GHG emissions across the industry while strengthening cooperation throughout the supply chain.
In the wake of the COVID-19 pandemic, we have witnessed the digitalization of a variety of services. While recognizing the usefulness of digital technologies and the advent of such trends as remote work, I also sense a reaffirmation of the importance of the real world. Here, I believe that a growing number of people will seek out higher added value in emotional experiences and real-world, sense-based experiences that cannot be obtained digitally. Against this backdrop, I suspect that people will not only seek the real value that only sports and entertainment can provide, but will also increasingly demand the value of experiences that meet diversifying needs through a combination of the real and digital.
Likewise, we strengthened the synergistic effects of the sense-based experiences of sports and entertainment by integrating the highly compatible retail facilities and sports and entertainment businesses into a new division in April 2024. Opened in May 2024, LaLa arena TOKYO-BAY serves as home to the CHIBA JETS, a professional basketball team affiliated with the B.LEAGUE first division, and hosts concerts and other events, which enabled it to get off to a strong start with activities held almost every Saturday and Sunday. This together with events related to the neighboring LaLaport TOKYO-BAY being held on the date of live concerts has helped drive mutual customer traffic in the surrounding area, even increasing the number of LaLaport visitors by 30% compared to non-event days in some cases.
Selling goods for artists who have performed live at Tokyo Dome through our "& mall" e-commerce site has, along with realizing the expected growth in sales, helped acquire roughly 10,000 new members in just a few hours. A large proportion of these new members are from Generation Z, a demographic that we previously struggled to reach through our retail facilities business alone. I therefore feel that these efforts have rapidly exhibited synergistic effects as expected, and have hinted at the limitless potential held by retail facilities combined with sports and entertainment.
Regardless of whether someone works, visits, or lives in a particular neighborhood, that neighborhood must be prepared for disasters, and be able to offer an environment that allows everyone who spends time there to do so with peace-of-mind.
In addition to robust building plans and earthquake-resistant facilities designed to withstand large-scale disasters, we are committed to strengthening a host of tangible aspects. This includes installing energy centers that supply emergency power to entire neighborhood districts.
At the same time, we are also focused on intangible efforts as a means of supporting better resilience for entire cities. This includes fostering a regular awareness of disaster prevention, holding disaster prevention drills in cooperation with local residents and office workers, and conducting drills in buildings scheduled for demolition in cooperation with the Tokyo Fire Department on an ongoing basis.
The realization of an environment that enables everyone to exhibit their potential and participate with enthusiasm will lead to prosperity for society as a whole. In a bid to foster a sense of unity among employees while prioritizing a “One Team” culture, we held a total of 84 in-house meetings over the two years since I assumed the position of president, during which I spoke openly and candidly with all our employees.
A distinguishing feature of the Mitsui Fudosan Group is its ability to achieve high-quality results with a smaller number of employees than would be expected given the scale of our business. Quite the contrary, it is in fact this compact organization and structure that nurtures an open and collaborative work environment.
On a personal note, these discussions with our employees also helped me reaffirm the high level of excellence, diversity, and engagement of the Group’s employees. The One-Team organization that supports the participation of diverse human resources and that brings together the strengths of the Group, has also become the driving force for flexibly tackling complex, sophisticated projects like mixed-use development.
Uncompromising compliance and governance are the cornerstones that underpin a company's credibility and sustainable growth. Along with legal compliance, the Group promotes ongoing initiatives that place a priority on ensuring that each employee possesses a strong sense of ethics along with an awareness of acting independently.
We are also focused on enhancing corporate governance in order to improve management soundness, transparency, and efficiency, and have constructed a more robust management framework through ceaseless revisions and improvements. Among a host of improvements pushed forward in FY2024, we increased the number of outside directors by one and set the term of office at one year. In FY2025, we improved the compensation system for directors by linking it with the KPIs set under the Group long-term vision "& INNOVATION 2030," and adjusted the composition of the Board of Directors by nominating a female director from within the Company. This nomination was approved at a meeting of Mitsui Fudosan’s shareholders.
In recent years there has been a noticeable increase in the scope of opinions and interpretations regarding ESG, particularly among Europe and the US, which has driven greater vitality in discussions over sustainability initiatives.
Despite this, we are confident that our sincere commitment to increasing corporate value and creating social value through our business activities will contribute to a sustainable society.
Starting with social issues and through the six Group Materialities that take into account the perspectives of stakeholders, we will work diligently to create both social and economic value.
