Social

Diversity, Equity, Inclusion & Belonging (DEIB)

Basic Views on DEIB Promotion

The Company has established the DEIB Promotion Office with the aim to promote the participation of diverse talent, making use of individual attributes such as nationality, age, and gender and varied values. We are actively developing a workplace environment where each individual can efficiently work with a sense of purpose, pride, and aspiration, and are improving systems to support a good balance between work and family life.

Policy for DEIB Promotion Initiatives

Management Message on DEIB Promotion

Mitsubishi HC Capital positions the promotion of DEIB as an important management strategy for the further expansion of the corporate group's business domain and global operations. We aim to create an environment that brings together talented individuals with a diversity of knowledge, experience, and attributes so they can leverage one another's strengths to maximize the impact of their individual motivations and talents.
To realize a workplace environment where diverse talent can exercise their strengths and get a real sense of their growth as members of an organization, we hire and promote personnel regardless of nationality, age, gender, sexual orientation, gender identity, race, or physical ability. Further, we support the formation of careers tailored to each individual, provide a robust support system to accommodate a variety of work styles, and strive to foster a supportive corporate culture. Through such efforts, we will continue to advance DEIB.

Embracing diversity as a strength so that all may thrive.

Taiju Hisai
Representative Director, President & CEO
Mitsubishi HC Capital Inc.

Diverse Talent

Initiatives to Promote Women's Active Engagement in Professional Life

Mitsubishi HC Capital proactively promotes women's active engagement in professional life. In addition to obtaining the second level of “Eruboshi” certification, the Company has also formulated an action plan based on the Act on the Promotion of Women's Active Engagement in Professional Life enacted on April 1, 2016.
As a numerical target based on this Act, the Company has announced a target ratio of 20% or more (non-consolidated basis) women in management positions (positions equivalent to Section Manager and above), and has a policy of proactively implementing initiatives to achieve this target (external evaluation) as an important issue in the promotion of DEIB.
In addition to career support measures such as talent development training and a system for career course changes, the Company is also implementing various measures to help employees achieve a good balance between work and childcare, including a system to support flexible work styles such as working from home, and a system to provide re-employment opportunities to employees who quit due to childcare, elderly care, etc.

Policy for Initiatives to Promote Women's Active Engagement in Professional Life

Establishment of an Action Plan under the Act on the Promotion of Women's Active Engagement in Professional Life

Based on the Act on the Promotion of Women's Active Engagement in Professional Life, Mitsubishi HC Capital has established a General Employer Action Plan for the five-year period from April 1, 2021 to March 31, 2026.

<Initiatives to Promote Women's Active Engagement in Professional Life>

• Recruitment
  We conduct recruitment seminars for women and publish pamphlets presenting our employee support programs that help them balance work and family life while supporting their career development.
  Furthermore, we invite female employees to participate in recruitment seminars, where they speak about their work styles and explain our support systems for balancing work with family life and for advancing career development.
• Career development and training
  Mitsubishi HC Capital conducts training on diversity for management personnel in order to promote individual awareness across the entire company as well as a variety of training programs for the medium- to long-term, continual advancement of women's careers.
  As a program exclusively for women, the Company also offers external training to female employees in order for them to acquire management skills and build external networks.
  Meanwhile, the Company also conducts programs intended for both male and female employees: a program for presenting role models to junior staff and a development program for selected manager candidates. The latter includes processes for participants to deepen their understanding of each individual's leadership characteristics and recognizing each other's strong points. The program is also attended by supervisors who train female manager candidates participating in the program. Thus, the program is designed to strengthen vertical and horizontal cooperation and to create an environment where women can play an active role.

The Human Resources Department conducts face-to-face interviews with female manager candidates and supervisors who train the candidates in each office. The interviews with candidates are positioned as not only an occasion to exchange views on systems and measures for balancing work and childcare, their career plans, etc., but also an opportunity to establish the right mindset. The interviews with managers are an occasion to exchange views on the candidates' career plans, their customers and work levels, and the status of their work environment.

Initiatives for Mid-career Hires

Mitsubishi HC Capital continually conducts recruitment activities without placing constraints on individuals' professional backgrounds. In fiscal 2024, the number of mid-career hires in management positions was about 27%. The Company recruits and hires individuals with the attributes and capabilities required by the business environment at the time and does not limit its choices based on career histories.
The Company does not set a blank period for mid-career hires, a certain period of time after entering the Company during which they would not be evaluated. Mid-career hires are also subject to performance evaluations from the time of their joining the Company.
After hiring mid-career employees, the Company provides the environment necessary for such employees to demonstrate their abilities, such as opportunities for education (job-level training, training for selected employees, e-learning, etc.) and promotion equivalent to those for new hires.
Regular performance evaluation interviews with managers and HR interviews (one-on-one interviews with the staff of the Human Resources Department concerning a career plan for each employee) are conducted to provide appropriate support by offering an opportunity to share career plans and job-related concerns.
The Company will continue its efforts for maintaining and raising the ratio of managers hired mid-career by actively developing mid-career hires.

Initiatives for Foreign Employees

Mitsubishi HC Capital continually conducts recruitment activities without placing constraints on individuals' nationalities. In fiscal 2024, there were 23 foreign employees at the Company. The Company recruits and hires individuals with the attributes and capabilities required by the business environment at the time and does not limit its choices based on nationality. After hiring foreign nationals, the Company provides the environment necessary for such employees to demonstrate their abilities, such as opportunities for education and promotion (job-level training, training for selected employees, e-learning, etc.) equivalent to those for Japanese employees.
The Company has been developing an internal environment which enables foreign employees to participate smoothly, including from a language perspective, through initiatives such as the dispatch of Japanese employees to overseas group companies, the active implementation of education programs for Japanese employees to develop business-level English proficiency and global mindsets, and the simultaneous dissemination of important internal information in both Japanese and English.
Regular performance evaluation interviews with managers and HR interviews are conducted to provide appropriate support by offering an opportunity to share career plans and job-related concerns.
The Company will continue its efforts for increasing the number of foreign managers by actively hiring and developing foreign nationals.

Initiatives to Promote the Participation of People with Disabilities in the Workplace

As part of its efforts to make the most of diverse human resources, Mitsubishi HC Capital advances initiatives to promote the active participation of people with disabilities in the workplace. We strive to provide a workplace environment where people with disabilities can work with peace of mind and, to that end, have established a group that performs clerical duties outsourced by various departments within the Company.

• Work at the Human Resources Services Group in the Human Resources Department
  Diverse members are entrusted with tasks such as sending out documents, registering images, and creating business cards.

Initiatives Concerning Senior Employees

Mitsubishi HC Capital promotes initiatives which allow senior employees to continue to put to use their accumulated and rich experience and abilities. The Company's HR system adopts a remuneration system that focuses on each employees' job responsibility in order to appropriately compensate employees undertaking jobs with increased responsibility. The same remuneration system is also applied to employees who continue their employment after reaching the retirement age. In addition, the Company conducts training for employees based on their age in order to promote independent career formation and financial planning.

Diverse and Flexible Work Styles

Mitsubishi HC Capital has a number of initiatives to improve work efficiency. In addition to initiatives to curb overall working hours, such as reducing overtime work and encouraging employees to take paid leave, we have systems that allow for flexible work styles including flex-time working hours and work from home.
The Company will continue to support the work-life balance of employees by creating an environment that allows each employee to work efficiently and to fully demonstrate their motivations and abilities.

<Systems to Support Diverse and Flexible Work Styles>

<Initiatives to Improve Work-life Balance>

Support Systems for Balancing Work with Family Life

Mitsubishi HC Capital is proactively engaged with its systems to support the active participation of each of its employees over the long term and the creation of a work environment which enables this. Through these systems, the Company supports its employees' balancing of work and family life.
Mitsubishi HC Capital was awarded a special recognition commonly known as the Platinum "Kurumin" mark by the Minister of Health, Labour and Welfare in recognition of having fulfilled the required standards under the Act on Advancement of Measures to Support Raising Next-Generation Children (external evaluation). The Company also supports men taking childcare leave, and in fiscal 2024, the rate of childcare leave taken by men was 81.7%.*
The Company has also been recognized with the accreditation known as "Tomonin" for its efforts to provide a work environment where both work and family care are possible to preemptively prevent having to leave work for family care (external evaluation).

• Calculated using the formula stipulated by the Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members (including seconded employees)
  The rate of childcare leave taken = Employees who took their first childcare leave in the target year ÷ Employees who had or whose spouses had a child in the target year

<Support System for Balancing Work with Childcare/Family Care>

Comments from an employee who took childcare leave

(A.K., Digitalization Strategy Planning Department)

I took about a month of childcare leave when my first child was born and my wife returned from her family home after spending two months there with our newborn. During my break from work, each day passed by in the blink of an eye as I performed all the housework and gave our child milk and changed its diapers, but because my wife and I were able to watch our child grow together, it was an extremely precious time.
When taking childcare leave, my managers and my colleagues readily encouraged me to forget about work and prioritize my wife and child, and I'm grateful to them for creating an atmosphere that made it easy to take leave. I think, in the future, I'll be in their position more and more, and I'll say the same thing when the time comes.

<Support System for Balancing Work and Life>

Occupational Health and Safety/Health and Productivity Management

Basic Views on Occupational Health and Safety

We have defined the Basic Policy for Health and Safety Management as below.

Based on the unchanging basic principle of ensuring the health and safety of all employees above all else, we will actively implement health and safety initiatives to encourage every employee to always prioritize health and safety, ensure safe activities, and reduce risks proactively. Thus, we will establish a comfortable work environment in which every employee can work in active roles.
Furthermore, we have defined priority items in the Health and Safety Activity Guidelines as below.

1. Sharing of the basic principle and policy for health and safety in each workplace
2. Ensuring legal compliance and basics and ethics
3. Ensuring safety when natural disasters occur
4. Promoting health and productivity management
5. Further improvement of mental healthcare
6. Promoting efforts for eliminating vehicle accidents
7. Improving health and safety standards on a global basis

Health and Safety Activity Promotion Framework

Health Committee members are appointed as representatives of employees and attend monthly Health Committee meetings. The Basic Policy for Occupational Health and Safety Management is instilled in each workplace via the committee members in order to raise awareness of the health and safety of all employees. At Health Committee meetings, agenda items are appropriately set and discussed based on advice and instructions from dedicated public health nurses. In addition, by assigning Healthcare Supervisors to each office, we are aiming to improve the wellness and performance of our workplace.

Health and Safety Activity Promotion Framework

Health Improvement Measures

Our Vision states that we aspire to "Foster 'open, creative and engaging' corporate culture that shapes each and every employee's motivation and pride." Based on this vision, we strive to help employees reduce their risk of illness and maintain and improve their health, which we believe is crucial to ensuring that they can exercise their abilities to the fullest.
We have developed a healthcare system comprising self-care, line care overseen by managers, and care provided by internal healthcare staff (Human Resources Department staff), which incorporates occupational physicians, public health nurses, external counseling services, and other specialized organizations. Through this system, we aim to help all employees maintain and improve their health (external evaluation).

• Regular health checkups(100% of employees underwent checkups in fiscal 2024)
• Stress checks (88.6% of employees underwent stress checks in fiscal 2024)
• Health consultation contacts for speaking with health insurance unions, occupational physicians, and public health nurses
• Establishment of a dedicated 24-hour hotline, an e-mail consultation desk, and permanent free counseling services for health and other concerns, and offering of medical facility referrals through cooperation with external specialists
• Discussions of topics related to health maintenance and improvement and illness prevention at the internal Health Committee and dissemination of information from the lectures given by occupational physicians and public health nurses

Occupational Safety and Health Data

Health Risks

External Evaluations

Platinum "Kurumin" Mark

Mitsubishi HC Capital was awarded the Platinum "Kurumin" mark by the Minister of Health, Labour and Welfare in recognition of having fulfilled the required standards under the Act on Advancement of Measures to Support Raising Next-Generation Children. Going forward, we will enable our employees to choose from diverse work styles according to their individual life stages and environments, such as the need to balance work and child raising. By doing so, we will promote the development of structures and a corporate culture in which they can perform to the best of their abilities and achieve professional success.

"Eruboshi" Mark

Mitsubishi HC Capital was awarded the second-level "Eruboshi" mark from the Minister of Health, Labour and Welfare in recognition of its excellence in the implementation of initiatives to promote women's active participation and advancement in the workplace, which fulfill the certification standards established under the Act on Promotion of Women's Active Engagement in Professional Life.
We will continue working to foster an environment in which our able, ambitious female employees can participate actively and advance over the long term.

"Tomonin" Mark

The Company has been recognized with the accreditation known as "Tomonin" for its efforts to provide a work environment where both work and family care are possible to prevent having to leave work for family care.
We will continue to work to provide a work environment where our employees can work with peace of mind while maintaining a balance between work and family care when those close to them are in times of need.

Certified as a Health & Productivity Management Outstanding Organization (Large Enterprise Category)

The Company was certified as a 2025 Health & Productivity Management Outstanding Organization in the large enterprise category for the seventh year in a row. The Certified Health & Productivity Management Organization Recognition Program recognizes outstanding large enterprises, SMEs, and other organizations engaging in efforts for health and productivity management based on evaluation of enterprises' initiatives for overcoming health-related challenges in communities and for promoting health-conscious activities led by the Nippon Kenko Kaigi.
The Company met the criteria for all evaluation items such as initiatives to realize work styles that enable work-life balance and the involvement of public health nurses and occupational physicians in health maintenance and improvement measures.
The Mitsubishi HC Capital group will continue its efforts to maintain and improve the health of its employees as well as its efforts to create a better workplace in which they can work energetically and perform to the best of their ability. The Company will do this by implementing health and productivity management, aiming to realize Our Vision and one of the materiality key challenges, "Realize healthy lifestyles that promote positive wellbeing."