MITSUBISHI ESTATE GROUP New Long-Term Vision
New Long-Term Vision : BREAKTHROUGH 2020 (FY2012–FY2021) New Medium-Term Management Plan (FY2012–FY2014) Note: FY2012 indicates the year ending March 31, 2012, ■Table of Contents other fiscal years being treated in a similar manner.
I. Long-Term Vision 1. The Group’s Mission in Urban Development 3 2. Looking Ahead to FY2021 4
II. External Environment
1. The Group’s Business Environment 6 III. Basic Strategies FY2012–FY2021
1. Long-Term Management Strategies and Business Portfolio 8 2. Long-Term Management Strategies 9
3. Vision for Growth toward FY2021 12
IV. Mid-Term Targets FY2012–FY2014
1. Indicators for Growth Potential, Efficiency, Soundness 14 2. Targets by Business Segment (Reference) 15
V. Mid-Term Strategies FY2012–FY2014
1. Basic Strategies 17 2. Business Themes 18
(a) Investment & Development Business 18
(b) Management & Services Business 22
3. Group Themes 24
(a) Groupwide Promotion of Globalization 24
(b) Environmental Initiatives 25
(c) Management Infrastructure Enhancements 27
(d) HR Development and Workplace Invigoration 27
1 I. Long-Term Vision
II. External Environment
III. Basic Strategies FY2012-FY2021
IV. Mid-Term Targets FY2012-FY2014
V. Mid-Term Strategies FY2012-FY2014
I.I. LongLong--TermTerm VisionVision I. Long-Term Vision I. Long-Term Vision II. External Environment III. Basic Strategies FY2012-FY2021 1. The Group’s Mission in Urban Development IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014 “A Love for People, A Love for the City”
In 1894, Mitsubishi Estate built the original Mitsubishi Ichigokan, the first office building in Marunouchi, Tokyo. From that time onward, the Company has promoted urban development in line with the growth of Japan’s society and economy by accurately understanding the needs of changing times. The Marunouchi area, which has long served as the center of the Japanese economy, is today undergoing redevelopment and, consequently, a transition into a district offering ever-diversifying urban functions. “A Love for People, A Love for the City”—adhering to this corporate slogan, Mitsubishi Estate will contribute to Japan’s recovery from the devastation of the Great East Japan Earthquake and subsequent renewed growth through urban development. This is the mission the entire Mitsubishi Estate Group will continue to embrace.
Today and 1894 1923 1960s Tomorrow
Original Mitsubishi Ichigokan Original Marunouchi Building Marunouchi in the high-growth period Marunouchi undergoing redevelopment
3 I. Long-Term Vision I. Long-Term Vision II. External Environment III. Basic Strategies FY2012-FY2021 2. Looking Ahead to FY2021 IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014 The Mitsubishi Estate Group’s Long-Term Vision
MitsubishiMitsubishi Estate Estate Group Group Vision: Vision: BREAKTHROUGH BREAKTHROUGH 2 2002200 OrchestratingOrchestrating Comfortable Comfortable Cities Cities for for the the Future Future --WeWe Create Create Ideal Ideal Urban Urban Environments Environments Worldwide Worldwide
FivFivee “Valu “Valuees”s” FivFivee “A “Actictioonsns””
“Inno“Innovvative”ative” ContinueContinue to to take take on on challenges challenges as as innovati innovativeve urban urban developer developer
“Eco-conscious”“Eco-conscious” AimAim for for sustainable sustainable growth growth through through advanced advanced environmental environmental initiatives initiatives
“Customer-oriented”“Customer-oriented” AlwaysAlways think think about about customer customer valu valuee from from a a customer customer perspective perspective
“Global”“Global” DevelopDevelop HR, HR, structure structure and and busi businnesseessess suitable suitable for for global global operations operations
“As“As One One Team” Team” UniteUnite as as one one team team and and strive strive to to realize realize BREAKTHROUGH BREAKTHROUGH 2020 2020
4 I. Long-Term Vision
II. External Environment
III. Basic Strategies FY2012-FY2021
IV. Mid-Term Targets FY2012-FY2014
V. Mid-Term Strategies FY2012-FY2014
II.II. ExternalExternal EnvironmentEnvironment I. Long-Term Vision II. External Environment II. External Environment III. Basic Strategies FY2012-FY2021 1. The Group’s Business Environment IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014
Business Environment of the Mitsubishi Estate Group
■ Social, economic environments becoming increasingly mature and borderless ■ Competition among international cities intensifying further
Clear and Present Paradigm Shifts
MaturingMaturing Japanese Japanese market market Environmental,Environmental, energy energy issues issues MitsubishiMitsubishi EstateEstate GroupGroup Business globalization Business globalization IntegrationIntegration of of real real estate estate with with finance finance
InternationalInternational Financial Financial Reporting Reporting Standards Standards (IFRS) (IFRS)
6 I. Long-Term Vision
II. External Environment
III. Basic Strategies FY2012-FY2021
IV. Mid-Term Targets FY2012-FY2014
V. Mid-Term Strategies FY2012-FY2014
III.III. BasicBasic StrategiesStrategies FY2012FY2012––FY2021FY2021 I. Long-Term Vision III. Basic Strategies FY2012–FY2021 II. External Environment III. Basic Strategies FY2012-FY2021 1. Long-Term Management Strategies and Business Portfolio IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014 Achieve Groupwide growth by “reinforcing value chains” and “becoming the leader in the investment & development business” Business Portfolio InvestmentInvestment && DevelopmentDevelopment BusinessBusiness FourFour businessbusiness sectorssectors wherewhere wewe investinvest inin developmentdevelopment projects,projects, managemanage balancebalance sheetssheets strategicallystrategically andand estabestablishlish ourour earningsearnings basebase PM Shopping Leasing Centers ManagementManagement && ServicesServices BusinessBusiness OperationsOperations offeringoffering addedadded valuevalue throughthrough Marunouchi Urban professional services Development professional services
Architectural DevelopmentDevelopment Investment Design & Management Engineering Residential International Synergy of Value Chains ＋ Brokerage and Hotels Synergy of Sectors in Other Services Synergies Management & Services Business
8 I. Long-Term Vision III. Basic Strategies FY2012–FY2021 II. External Environment III. Basic Strategies FY2012-FY2021 2. Long-Term Management Strategies IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014
Reinforcing Value Chains Create customer-oriented value through integration of our properties and services Strengthen our servicing capabilities and provide sophisticated services to create ideal urban environments
Management (AM & PM)
Value Creation through Tripolar Leasing Development Operations & Sales
9 I. Long-Term Vision III. Basic Strategies FY2012–FY2021 II. External Environment III. Basic Strategies FY2012-FY2021 2. Long-Term Management Strategies (contd.) IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014 To Become the Leader in the Investment & Development Business Contribute to greater global competitiveness of major cities—Japan’s growth drivers—by developing disaster-resistant, safe urban districts and creating ideal urban environments through properties and services ■ Marunouchi Redevelopment ■ Urban Development ▶ Redevelop Otemachi, Marunouchi, Yurakucho ▶ Lead market expansion through selective investments Development connecting three districts Development connecting three districts Nihombashi River Further Reinforce Value Chains Pedestrian Road JA Bldg. Keidanren Expansion of Marunouchi Naka-Dori Functions Kaikan Otemachi 3rd Stage Development
(executing entity: The Peninsula Otemachi TBD) Tokyo District The Industry Club of Japan Shin- The Otemachi 2nd and Marunouch Marunouchi Park Bldg. Marunouchi Bldg. Marunouchi Mitsubishi Stage Bldg. UFJ Trust and i1-4 Project Yurakucho District Banking Bldg. Yu Otemachi 3rd ra ku Stage (executing ch JP Tower Real Estate o S entity: TBD) tat (tentative name) Marunouchi OAZO ion Tokyo Bldg. Marunouch i Kitaguchi Investment Market
Bldg. Tokyo Station Leasing & PM Asset Management Tokiwabashi Buildings owned by Mitsubishi Estate District (including partial and land ownerships) Buildings owned by other parties Not yet Completed Completed Not started started (over 20 years old)
Expanding Our Leasable Floor Area Progress of Redevelopment in Otemachi, Marunouchi, Promote Projects in Three Major Districts in Japan (based on effective floor area in Yurakucho (based on the area of land held by us) Otemachi, Marunouchi, Yurakucho)
700,000 (tsubo)
500,000 Not yet Completed started Not yet started 300,000 Completed
100,000 Marunouchi Dai-Nagoya Bldg. Grand Front Osaka
10 I. Long-Term Vision III. Basic Strategies FY2012–FY2021 II. External Environment III. Basic Strategies FY2012-FY2021 2. Long-Term Management Strategies (contd.) IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014 To Become the Leader in the Investment & Development Business ■ Residential Business ▶ Establish Japan’s top condominium brand for ▶ Pursue lifelong customer value quality and quantity
Brand underpinned by Condo Management Condo development quality and security Competitiveness Condo Sales Custom-Built Housing backed by three Renovation Capability to sell companies luxury properties Sales/Leasing Brokerage Condo sales in central Tokyo Rental Condos Competitiveness in Customers Condo properties for family development & sales customers Strengthen customer focus, improve brand power, leverage the merits Reinforce structure required to offer lifelong, high added value to of scale, establish profitable business schemes and generate profit customers through sales, resales, leasing, management and renovation
■ International Business Expansion and bolstering of operations/effective utilization of experience and network ▶ Expand operations in Europe, the United States ▶ London Accelerate operations in Asia Tokyo New York Shanghai • Leverage track record, experience and network nurtured through Singapore U.K. and U.S. operations to expand asset portfolio
• Aggressively penetrate growing markets in Asia and develop businesses
11 I. Long-Term Vision III. Basic Strategies FY2012–FY2021 II. External Environment III. Basic Strategies FY2012-FY2021 3. Vision for Growth toward FY2021 IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014 Aim to Double Operating Income by FY2021 To achieve growth, availing ourselves of new ways of business and taking on new challenges in each business sector Investment & Development Business Growth Road Map toward FY2021
Sow seeds Grow Harvest 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Marunouchi Promote 2nd stage redevelopment 2nd stage harvesting Redevelopment Implement cost-cutting measures Increase operational efficiency
Urban Bolster capabilities to Reestablish business models Development develop開発力・運営力の強化 and manage
Residential Leverage consolidation synergy Expand market share Business Improve profitability Enhance market dominance
Expand investment opportunities through Accelerate development projects International Expand portfolio Business collaboration with local partners Promote localization
12 I. Long-Term Vision
II. External Environment
III. Basic Strategies FY2012-FY2021
IV. Mid-Term Targets FY2012-FY2014
V. Mid-Term Strategies FY2012-FY2014
IV.IV. MidMid--TermTerm TargetsTargets FY2012FY2012––FY2014FY2014 I. Long-Term Vision IV. Mid-Term Targets FY2012–FY2014 II. External Environment III. Basic Strategies FY2012-FY2021 1. Indicators for Growth Potential, Efficiency, Soundness IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014 Quantitative Targets
Indicator Target for FY2014* Growth Potential EBITDA ¥265.0 billion Efficiency EBITDA/Total assets 5.3% or more Soundness Net interest-bearing debt/EBITDA 7.5 times max.
* Including special-purpose companies in consolidation
▶ Promote the investment & development business and achieve highest EBITDA Growth ▶ Promote Marunouchi redevelopment and enhance asset values
Potential ▶ Residential: Leverage consolidation synergy and become Japan’s No. 1 for quality and quantity ▶ International: Increase investments in Europe, the United States and Asia
▶ Replace underperforming assets Efficiency ▶ Strengthen asset efficiency management in each business group
▶ Invest in line with operating cash flows and depreciation of each property Soundness ▶ Establish invest-collect cycle in real estate investment and development
* Target figures may change due to the adoption of International Financial Reporting Standards (IFRS).
■ Basic Policy for Profit Distribution ¾ Works to consistently return profits to its shareholders through such means as cash dividends. In doing so, gives due consideration to reserving the funds necessary for future business development, including Marunouchi Redevelopment. ¾ Aims to keep consolidated payout ratio at the 25% to 30% level, taking into account overall performance. 14 I. Long-Term Vision IV. Mid-Term Targets FY2012–FY2014 II. External Environment III. Basic Strategies FY2012-FY2021 2. Targets by Business Segment (Reference) IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014
(¥ billion) ■Revenue from Operations ■Operating Income
FY2014 Target FY2014 Target FY2011 FY2011 Segment * Includes SPCs Change * Includes SPCs in Change Result Result in consolidation consolidation
Building 463.9 510.0 46.1 141.8 148.0 6.2
Residential 369.1 362.0 (7.1) 12.2 26.0 13.8
Commercial Property 47.9 40.0 (7.9) 5.6 5.0 (0.6) Development
International 45.0 60.0 15.0 10.0 15.0 5.0
Investment 5.2 6.0 0.8 2.5 3.0 0.5 Management
Other 77.3 93.0 15.7 1.0 3.0 2.0
Eliminations and (20.2) (17.0) 3.2 (15.1) (15.0) 0.1 Corporate
Total 988.4 1,054.0 65.6 158.2 185.0 26.8
15 I. Long-Term Vision
II. External Environment
III. Basic Strategies FY2012-FY2021
IV. Mid-Term Targets FY2012-FY2014
V. Mid-Term Strategies FY2012-FY2014
V.V. MidMid--TermTerm StrategiesStrategies FY2012FY2012––FY2014FY2014 I. Long-Term Vision V. Mid-Term Strategies FY2012–FY2014 II. External Environment III. Basic Strategies FY2012-FY2021 1. Basic Strategies IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014 Business Themes ▼ Investment & Development Business • Marunouchi Redevelopment Maximize the value of the Marunouchi area • Urban Development Promote projects and lead the market • Residential Business Strengthen operations centered on the condominium sales business • International Business Expand portfolios in Europe and the U.S. and reinforce Asian operations ▼ Management & Services Business • Provide solutions and services based on Groupwide advantages
Group Themes
1. Groupwide promotion of globalization 2. Environmental initiatives 3. Management infrastructure enhancements 4. HR development and workplace invigoration
17 I. Long-Term Vision V. Mid-Term Strategies FY2012–FY2014 II. External Environment III. Basic Strategies FY2012-FY2021 2. Business Themes (a) Investment & Development Business IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014
Marunouchi Redevelopment Office: Vacancy Rates 10% Maximize the Value of the Marunouchi Area 9% Tokyo’s five central wards (Source: Miki Shoji) 8% ▶ Promote world-leading business concentration 7% ▶ Maximize area value by taking advantage of city planning systems and 6% Marunouchi (Mitsubishi Estate) policies 5% 4% ▶ Boost area attraction by introducing various urban functions 3% ▶ Enhance attraction and value through public-private area management 2%
▶ Develop disaster-resistant urban districts 1% (Promotion of joint efforts to prevent and counter disasters) 0% 2007/3 2007/9 2008/3 2008/9 2009/3 2009/9 2010/3 2010/9 2011/3
2nd Stage of Marunouchi Redevelopment for Expanding and Deepening Global Presence (to 2017)
Plus two or three more properties
Resona Maruha Bldg. Asahi Life Insurance Marunouchi 1-4 Project Otemachi 1-chome Staged acquisition in April 2008 and Otemachi Bldg. Scheduled for completion in Second Area December 2009. Later, partially sold to JX Acquired in March 2009 January 2012 Scheduled for completion Holdings. Comprehensive development including peripheral slots under consideration. in FY2013 Incorporating a fund-recovery scheme. 18
I. Long-Term Vision V. Mid-Term Strategies FY2012–FY2014 II. External Environment III. Basic Strategies FY2012-FY2021 2. Business Themes (a) Investment & Development Business (contd.) IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014 Urban Development Shopping Center (SC) Development Promote Projects and Lead the Market ▶ Continue to supply prime properties in the real estate investment market
▶ Accelerate redevelopment and multiple development projects ▶ Reinforce portfolio management
▶ Maximize the value of properties
MM34 Plan (Yokohama, Kanagawa Pref.) Office Development Chelsea Japan Co., Ltd., a consolidated subsidiary of Mitsubishi Estate, is planning to open its ninth CHELSEA PREMIUM OUTLETS shopping center near Narita International Airport.
Distribution Facility Development Shinjuku Eastside Square Kokusai Shin-Akasaka Bldg.
Grand Front Osaka Distribution facilities in Tatsumi 3-chome, Koto Ward, Tokyo
19 I. Long-Term Vision V. Mid-Term Strategies FY2012–FY2014 II. External Environment III. Basic Strategies FY2012-FY2021 2. Business Themes (a) Investment & Development Business (contd.) IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014 Residential Business
Strengthen Operations Centered on Mitsubishi Jisho Residence Co., Ltd. Condominium Sales Business Leverage consolidation synergy to pick up the pace of operations ▶ Strengthen the condominium sales business to ▶ Accelerate operations through integrated development-sales structure establish its leading-brand status in Japan ▶ Focus on property types showing strong demand, which command the ▶ Bolster servicing and other peripheral operations largest composition in the market
▶ Focus on condominium reconstruction projects ▶ Bolster capabilities to gather information on land and property sales by focusing on certain areas ▶ Strategic procurement based on the merits of scale
The Park House Osaki
The Park House Umeda PARK HABIO Shibuya Honmachi Residence The Park House Shinjuku Tower
20 I. Long-Term Vision V. Mid-Term Strategies FY2012–FY2014 II. External Environment III. Basic Strategies FY2012-FY2021 2. Business Themes (a) Investment & Development Business (contd.) IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014 International Business Expand Portfolios in Europe and the U.S. and Reinforce Asian Operations ▶ Promote development projects by leveraging the experience, track record and network in the U.K. and the U.S. ▶ Expand business fields through partnerships with local partners U.S. U.K. Promote development and investment management operations through Promote development projects based on track record and network nurtured over Rockefeller Group, Inc. more than 20 years
Paternoster Square (City of London) Central St. Giles (West End, London) McGraw-Hill Building (New York) 1101 K STREET (Washington D.C.)
Asia Promote development projects jointly with local partners, such as CapitaLand Residential Singapore Co., Ltd.
Hanoi Residential Development Project Ho Chi Minh City Residential Development Project 21 I. Long-Term Vision V. Mid-Term Strategies FY2012–FY2014 II. External Environment III. Basic Strategies FY2012-FY2021 2. Business Themes (b) Management & Services Business IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014 Management & Service Business Provide Solutions and Services Based on Groupwide Advantages ▶ Improve professional capabilities to offer added value to customers in each business field ▶ Strengthen Groupwide collaboration and value chains
BasicBasic Strategies Strategies f ofor rIndividual Individual Fields Fields in in the the Ma Managementnagement & & Ser Servicesvices Business Business Further improve Marunouchi’s competitiveness as an international and prestigious urban district PM & Leasing Establish an efficient servicing structure Increase PM fee levels Develop operations centered on Marunouchi, PREMIUM OUTLETS and regional shopping centers SC Development (RSCs)
Investment Expand portfolio scale (establish funds for properties other than office buildings and foster open-end, non-listed private REITs) Management Attract foreign capital through the utilization of global business platform Architectural Design & Achieve industry-leading recognition and customer satisfaction Engineering Bolster overseas and environmental operations
Make the Royal Park Hotel brand synonymous with the greatest hospitality Hotels Expand the “Royal Park Hotel The [City Name]” brand (Fukuoka and Kyoto in 2011, Nagoya in 2014)
Brokerage and Enhance the status as the leader in corporate real estate (CRE) strategy support field Other Services Strengthen retail brokerage
22 I. Long-Term Vision V. Mid-Term Strategies FY2012–FY2014 II. External Environment III. Basic Strategies FY2012-FY2021 2. Business Themes (b) Management & Services Business (contd.) IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014
Global Platform Target Portfolio Scale: ¥5 Trillion (in FY2021)
Rockefeller Group Europa Capital Group Investment Management
Undertake marketing and research and establish funds worldwide
Provide global opportunities to worldwide investors
Japan Real Estate Asset Management Co., Ltd.
Mitsubishi Jisho Investment Advisors, Inc.
Groupwide Synergy
Mitsubishi Estate Group’s network for investment & development and management & services
23 I. Long-Term Vision V. Mid-Term Strategies FY2012–FY2014 II. External Environment III. Basic Strategies FY2012-FY2021 3. Group Themes (a) Groupwide Promotion of Globalization IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014 Promote Initiatives to RespondRespond to Globalization (“out-in” Approach)
Lead the Promotion of Urban District Globalization and Contribute to Japan’s Additional Growth ▶Stimulate the globalization of urban districts Strengthen urban tourism functions in Marunouchi Promote development to offer globalization-oriented urban functions 9 Establishment of a branch hospital including the Primary Care Clinic for International Patients by Saint Luke’s International Hospital (part of the Otemachi 1-chome Second Area 1st Class Urban Redevelopment Project) ▶ Enhance services for customers, investors, and tenants from overseas 9 Utilization of the Marunouchi India Economic Zone 9 Facilitation of international collaboration through the Entrepreneur Group for Growing Japan (EGG JAPAN) 9 Establishment of an Asia/Oceania satellite office of the IFRS Foundation in Otemachi Accelerate Overseas Expansion (“in-out” Approach)
▶ Promote overseas expansion in each business segment ▶ Establish and strengthen overseas business network ▶ Identify and cooperate with new local partners
24 I. Long-Term Vision V. Mid-Term Strategies FY2012–FY2014 II. External Environment III. Basic Strategies FY2012-FY2021 3. Group Themes (b) Environmental Initiatives IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014 Implement Advanced Initiatives under the Long-Term Environmental Vision District-Wide Initiatives in Marunouchi
▶ Improve environmental performance of existing buildings through renovation or construct new buildings with greater environmental performance
▶ Enhance district-wide energy efficiency by reorganizing high-efficiency district heating and cooling systems
▶ Strengthen cooperation with tenants through the Global Warming Mitigation Measures Committee
▶ Form industry-government-academia partnerships through the “Ecozzeria” Environmental “Ecozzeria” in the Shin-Marunouchi Building Strategy Center and disseminate environmental information
▶ Central high- Promote initiatives aimed at creating a “smart community” in the business district (joint voltage power Solar power activities involving tenants to establish a energy demand-side management system, etc.) transmission generation system Initiatives in the Residential Business system
▶ In three years, develop 100 condominium complexes equipped with the “soleco” system, which combines a solar power generation system and a central high-voltage power transmission system
▶ Accelerate development of condominium complexes equipped with the “soleco jozu” (tentative name) solar-powered hot water supply system “Soleco” system in ▶ Begin the practical use of plug-in electric vehicle (EV) charging outlets for condominium complexes The Park House Komagomesomei ▶ Step up R&D activities to commercialize homes with zero CO2 emissions
25 I. Long-Term Vision V. Mid-Term Strategies FY2012–FY2014 II. External Environment III. Basic Strategies FY2012-FY2021 3. Group Themes (b) Environmental Initiatives (contd.) IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014 Utilization of Renewable Energy Utilization of Renewable Energy Buildings Certified by ▶ Expand the use of green electricity generated using wind power and Tokyo Metropolitan Government ■ AAA-Ranked Buildings other renewable energy sources
▶ Promote “soleco”-based energy generation and maximize the value of such environmental advantages
Promotion of R&D for Eco-Technology
▶ Marunouchi Bldg. Shin-Otemachi Bldg. Hibiya Kokusai Bldg. Undertake tests for latest technologies to be applied in the (completed 2002) (completed 1958) (completed 1981) development of low-carbon, high-productivity office buildings ■ AA-Ranked Buildings (panel air conditioning, intelligent lighting, etc.)
▶ Develop office buildings for testing CO2 reduction ▶ Enhance R&D functions centered on MEC Eco Life Co., Ltd.
Reduction of CO2 Emissions ▶ Promote initiatives aimed at increasing the number of business Tokyo Bldg. Sanno Park Tower offices certified as boasting superior eco-performance under the (completed 2005) (completed 2000) Tokyo Metropolitan Government’s environmental policies ▶ Acquire Leadership in Energy & Environmental Design (LEED) certification through renovation of office buildings held overseas
▶ Reduce CO2 emissions by 300 tons per year through the promotion of “soleco”-equipped condominium complexes (by Shin-Aoyama Bldg. Akasaka Park Bldg.
FY2014) (completed 1978) (completed 1993) 26 I. Long-Term Vision V. Mid-Term Strategies FY2012–FY2014 II. External Environment (c) Management Infrastructure Enhancements III. Basic Strategies FY2012-FY2021 3. Group Themes (d) HR Development and Workplace Invigoration IV. Mid-Term Targets FY2012-FY2014 V. Mid-Term Strategies FY2012-FY2014 (c) Management Infrastructure Enhancements
Group Management Function Risk Management Function Asset Management Function Research & Analysis Function
(d) HR Development and Workplace Invigoration
Strategic employment, training and allocation of personnel to underpin the Mitsubishi Estate Group’s corporate value Promotion of HR globalization
Creation of workplaces and corporate culture characterized by diversity and vitality
27