Social
Together with Employees and Their Families
- Diversity, Equity & Inclusion (DEI)
- Occupational Health and Safety/Health and Productivity Management
- External Evaluations
Diversity, Equity & Inclusion (DEI)
Basic views on diversity, equity & inclusion promotion
The Company has established the Diversity Promotion Office aiming to promote the participation of diverse talent, making use of individual attributes such as nationality, age, and gender, and is active in developing a work environment where every employee can efficiently work with motivation and vigor as well as establishing systems to support a good balance between work and family.
Policy for diversity, equity & inclusion promotion initiatives
We seek to foster a corporate culture with the vitality to create new value by bringing together diverse talent who can leverage one another's strengths to maximize the impact of their individual motivations and talents.
Management message on diversity, equity & inclusion promotion
Mitsubishi HC Capital positions the promotion of DEI as an important management strategy for the further expansion of the Group's business domain and global development. 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, we hire and promote personnel regardless of nationality, age, gender, sexual orientation, gender identity, race, or disability. Further, we support the formation of careers tailored to each individual and 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 diversity, equity, and inclusion.
*
*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 is proactively engaged in promoting 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 base) women in management positions (positions equivalent to Section Manager and above), and has a policy of proactively implementing initiatives to achieve this target (External Evaluations) as an important issue in the promotion of diversity, equity & inclusion.
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
Mitsubishi HC Capital believes that promoting the active participation of diverse human resources and leveraging their diverse values and personal attributes, such as nationality, age, and gender, is an important management strategy consideration that will enhance corporate competitiveness.
As such, in the area of promoting women's professional participation and advancement, we have implemented a range of measures based on enhancing support systems that enable work-life balance and creating a workplace environment in which each individual can fully exercise their talents and excel.
Going forward, by continuing these measures while systematically nurturing and promoting well-qualified women, we aim to increase the percentage of women in management positions to 20% or more* by the end of fiscal 2025.
Taiju Hisai
Representative Director, President & CEO
Mitsubishi HC Capital Inc.
* Target based on the Act on the Promotion of Women's Active Engagement in Professional Life
Establishment of 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. In addition, the Company also conducts a variety of training programs for the mid- to long-term, continual advancement of women's careers.
In order for them to acquire management skills and build external networks, the Company also offers dispatching to external training as a program that is only available to women.
Meanwhile, the Company also conducts programs for presenting role models to younger employees and development programs for selected management candidates for both male and female employees. The latter of these programs are designed to not only include processes for deepening understanding of each individual's leadership characteristics and recognizing each other's strong points, but also to involve supervisors who train female management candidates participating in the programs, with the aim of enhancing vertical and horizontal cooperation and creating an environment in which women can play an active role.
| Targets | Contents |
|---|---|
| Management-level employees | Learn the key points of diversity management to maximize team outcomes while leveraging the abilities and individual traits of diverse personnel |
| Manager candidates | Dispel concerns about medium to long-term career and leadership prospects and foster management awareness(partially offered to both men and women) |
| Junior staff | Learn about the Company's schemes for supporting employees balancing work with raising children and hear from more senior employees about their careers to better envision medium to long-term career prospects(offered to both men and women) |
The Human Resources Management Department conducts face-to-face interviews with female management candidates and supervisors who train the candidates in each office. The interviews with candidates are positioned as not only a place to exchange views on systems and measures for balancing work and childcare, and their career plan, etc., but also an opportunity to establish the right mindset. The interviews with managers are a place to exchange views on the candidate's career plan, their customers and work level, and the status of their work environment.
Initiatives for mid-career hires
Mitsubishi HC Capital continually conducts recruitment activities that are not constrained by individuals' professional backgrounds. In fiscal 2023, the number of mid-career hires in management positions was about 25%. 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 during which mid-career hires are not evaluated for a certain period of time after entering the Company. Mid-career hires are also subject to performance evaluations from the time of joining the Company.
After hiring mid-career employees, the Company provides an 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 Management Department to build a career plan for each employee) are conducted to provide appropriate support by offering an opportunity to share career plans and job-related worries.
The Company will continue efforts for maintaining and raising the ratio of mid-career managers by actively developing mid-career hires.
Initiatives for foreign employees
Mitsubishi HC Capital continually conducts recruitment activities that are not constrained by individuals' nationalities. In fiscal 2023, there were 20 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 an 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 developed 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 to develop business-level English proficiency and global mindsets, and the simultaneous dispatch 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 worries.
The Company will continue 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 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 other departments within the company.
- Work at the Business Support Group in the Human Resources Department
Diverse members are entrusted with tasks such as sending out documents and recording images, and the creation of business cards.
Initiatives Involving 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 the consideration of financial planning.
Diverse and flexible workstyles
Mitsubishi HC Capital has multiple initiatives to improve work efficiency. In addition to initiatives to curb overall working hours, such as reducing overtime work and encouraging employees to take their paid leave, we have systems that allow for flexible working styles including flex-time working hours and remote working.
Mitsubishi HC Capital will continue to support the work-life balance of employees through creating an environment that allows each employee to work efficiently with systems that support employees in both their personal and professional lives.
<Systems to support diverse and flexible workstyles>
| Flex-time | "Super-flex" system that permits employees to choose their working start and finish time without any core hours requirement, provided the standard monthly prescribed hours are fulfilled |
|---|---|
| Hourly leave system | System that permits employees to take leave in increments of one hour for a period of up to five days annually within their regular paid leave allowance. |
| Telecommuting | System that permits employees to work from their own home for all or part of their work hours |
<Initiatives to support diverse and flexible workstyles>
| Disclosure of man hours worked | The Company discloses the number of man hours worked by organization. |
|---|---|
| Early finish day | The Company has established one day per week (Wednesday, in principle) whereby it recommends employees finish work by 5:10 p.m. or a workday of seven hours and 25 minutes or less with the utilization of the flex-time system. |
Supporting System for Balancing Work with Family Life
Mitsubishi HC Capital is proactively engaged with its system to support the active participation of each of its employees over the long term and the creation of a working environment which enables this. Through its system in support of both work and family life, the Company supports the work-life balance of its employees.
Mitsubishi HC Capital was awarded 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 evaluations). The Company also promotes men taking childcare leave, and in fiscal 2023 the amount of childcare leave taken by men was 113%.
<Supporting system for balancing work with childcare/family care>
| Special pre-birth leave | Leave that can be taken from within six months prior to the expected delivery date (a leave scheme created by the Company) |
|---|---|
| Pre- and post-birth leave | Leave that can be taken from six weeks prior to the expected delivery date until eight weeks from the day after the birth |
| Childcare leave | Up to a total of three years of leave that can be taken in up to two installments until the child finishes the first grade of elementary school (the first 10 days of leave are paid) |
| Childcare leave at birth | Up to a total of four weeks of leave that can be taken in up to two installments within the first eight weeks of the child's birth (the first five days of leave are paid) |
| Spousal birth leave | Up to five days of paid leave that can be taken when the employee's spouse is giving birth (from six weeks prior to the expected delivery date until eight weeks after the birth) |
| Shortened working hours | System that allows employees to reduce their daily working hours by up to two hours (in 30-minute increments) during pregnancy and until the child finishes elementary school |
| Sick child leave | Leave that can be taken to care for sick or injured children of pre-school age or for such children to receive vaccinations, etc. (5 days a year for one eligible child, 10 days a year for two or more eligible children) |
| Subsidies for child-raising/daycare fees | System that provides half of employees' monthly daycare fees (up to 30,000 yen per month) |
| Family care leave | System that allows employees to take leaves of absence up to three times for a total of one year in principle for each case requiring caregiving per family member for whom caregiving is necessary |
| Short-term caregiving leave | System that allows employees to take short-term leave (paid) to engage in caregiving for family members. This leave can be taken in half-day and hourly increments (five days annually for one applicable family member requiring care, ten days annually for two or more family members requiring care) |
<Support system for balancing work and life>
| Stored leave | System that allows employees to take carried-over leave that has become invalid in case of personal injury, family caregiving, maternal health management, childcare, nursing, health promotion, etc. (paid, maximum 60 days) |
|---|---|
| Family nursing leave | Up to five days of paid leave to provide nursing care for a spouse, child, grandparent, or other family member |
| Leave for infertility treatment | Leave of up to a total of one year for infertility treatment |
| Menstrual leave | System that allows menstruating women whose work is severely compromised to take leave, in principle one day per month (unpaid) |
| Volunteer leave | System that allows employees to take leave in order to participate in volunteer activities which are approved by the Company, such as social welfare activities and environmental conservation activities (paid, up to five days per year) |
| System for selecting work region | System that allows employees to request changes to or selections for their area of work based on their spouse's job transfer, childcare, caregiving, etc. |
| Leave to accompany spouse on transfer overseas | System that allows employees to take leave from six months to three years to accompany a spouse who has been transferred overseas |
| Resigned employee re-hiring | A system that provides re-hiring opportunities on a priority basis to employees who resigned due such unavoidable reasons as childcare or nursing obligations, or to accompany a spouse on a work transfer |
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 autonomously. 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.
- Sharing of the basic principle and policy for health and safety in each workplace
- Ensuring legal compliance and Basics and Ethics
- Ensuring safety when natural disasters occur
- Promoting health and productivity management
- Further improvement of mental healthcare
- Promoting efforts for eliminating vehicle accidents
- 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 the of health and safety of all employees. In Health Committee meetings, agenda items are appropriately set and discussed, based on advice and instructions from exclusive public health nurses. In addition, by assigning Healthcare Supervisors to each office, we are aiming to adequately manage stress and maintain the physical and mental health of each employee, and 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 supervisors, and care provided by internal healthcare staff (human resource representatives) that incorporates industrial physicians, public health nurses, outside counseling services, and other specialized organizations. Through this system, we aim to help all employees maintain and improve their health (External Evaluations).
- Regular health examinations (100% of employees underwent examinations in fiscal 2023)
- Stress checks (approximately92% of employees underwent stress checks in fiscal 2023)
- Health consultation venues for speaking with health insurance unions, industrial physicians, and public health nurses
- Establishment of dedicated 24-hour hotline for phone and e-mail consultation on health and other concerns, free counseling services, and medical facility referrals offered through cooperation with external specialists
- Discussions of topics related to health maintenance and improvement and illness prevention at meetings of the internal Health Committee and dissemination of information based on these discussions and on lectures by industrial physicians and public health nurses
Occupational safety and health data
| Item | FY2023 | |
|---|---|---|
| Rate of Getting Regular Checkups | Total | 100% |
| Number of Serious Accidents | Total | 0 |
| Number of Industrial Accidents | Total | 4 |
| Number of Fatalities Related to Industrial Accidents | Total | 0 |
| Industrial Accident Frequency Rate | Total | 0% |
| Annual Industrial Accidents Rate per 1,000 Workers | Total | 0% |
| Rate of Lost Time Accidents | Total | 0% |
| Lost Time Accident Severity Rate | Total | 0% |
| Cases of Telephone Health Counseling Service Being Used | Total | 86 |
Health risks
| Item | FY2023 | |
|---|---|---|
| Mental Health Issues (Number) | Total | 27 |
| Mental Health Issues (Rate) | Total | 0.85% |
| Rate of Workers Feeling Stressed | Total | 11.80% |
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 working styles according to their individual life stage and environment, 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.
Certified as a Health & Productivity Management Outstanding Organization (Large Enterprise Category)
The Company was certified as the 2024 Health & Productivity Management Outstanding Organization under the large enterprise category for five years in row. The Certified Health & Productivity Management Organization Recognition Program recognizes outstanding large enterprises, SMEs and other organizations engaging in efforts for the health and productivity management, based on the 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 all criteria such as initiatives to realize work-life balance and the involvement of public health nurses with health maintenance and improvement measures.
Mitsubishi HC Capital group will continue making efforts to maintain and improve the health of employees as well as efforts to make a better workplace in which they can work energetically and perform to the best of their ability through health and productivity management to realize Our Vision and one of the materiality key challenges, "Realize healthy lifestyles that promote positive wellbeing."
