Social

Together with Employees and Their Families

Diversity, Equity, Inclusion, and Belonging (DEIB)
Occupational Health and Safety / Health and Productivity Management
External Evaluations

Diversity, Equity, Inclusion, and Belonging (DEIB)

Policy for DEIB promotion initiatives

We seek to foster a vibrant corporate culture where each individual, as a member of an organization, creates new value with a sense of purpose, pride, and aspiration, by developing a work environment where diverse talent can leverage one another's strengths to maximize the impact of their individual motivations and abilities.

Management message on DEIB promotion

Mitsubishi HC Capital Group aims to be an organization that flexibly responds to changes in the environment and continues to create new value in order to achieve sustainable growth and enhancement of corporate value. The driving force behind this is the power of the organization created when people with diverse knowledge, experience, and values respect each other’s differences and combine their diverse knowledge. We position DEIB (diversity, equity, inclusion, and belonging) as one of the foundations supporting human capital management. We will continue to provide new value to society by fostering an organizational culture in which diverse talent can demonstrate their individual characteristics and spontaneously take on challenges, regardless of nationality, age, gender, sexual orientation, gender identity, gender expression, race, presence or absence of disability, experience, values, thinking style, etc.

Diversity equity inclusion and belonging — Embracing diversity as a strength so that all may thrive.

Taiju Hisai
Representative Director, President & CEO
Mitsubishi HC Capital

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 receiving Eruboshi two-star certification, we have 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, we have announced a target percentage of 23% or more (non-consolidated basis) women in management positions (positions equivalent to Section Manager and above), and have a policy of proactively implementing initiatives to achieve this target as an important issue in the promotion of DEIB (external evaluation).
In addition to career support measures such as talent development training and a system for career course changes, we are 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, or other reasons.

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 23% or more^* by the end of FY2028.

*Target based on the Act on the Promotion of Women's Active Engagement in Professional Life

Taiju Hisai
Representative Director, President & CEO
Mitsubishi HC Capital

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, 2026 to March 31, 2029.

Our public data based on the Act on the Promotion of Women's Active Engagement in Professional Life is available on the Ministry of Health, Labour and Welfare's website for supporting women's active engagement in professional life and their work-life balance.

Database of Companies Promoting Women's Active Engagement on the ministry’s website for supporting women's active engagement in professional life and their work-life balanceOpen in a new window.

<Initiatives to promote women's active engagement in professional life>

As part of our efforts to create an environment where diverse talent can achieve their full potential and thrive, we promote the advancement of women at every stage of employment, from recruitment to training and promotion.
In our recruitment activities, we actively promote our employee support programs that help balance work and childcare while supporting their career development through our recruitment website, pamphlets and various recruitment events.
Furthermore, we provide job seekers with an opportunity to visualize their future careers and work styles upon joining the company by having current employees who balance work and childcare, as well as those who have built diverse careers share their experiences in the recruitment events.

As part of our efforts to expand the pool of future female management candidates, we provide external training opportunities for female employees to help them acquire management skills and build external networks.
We also offer career development support programs for junior employees and selective development programs for management candidates, both of which are open to male and female. Through these programs, we strive to develop future leaders regardless of gender.
The selective development program helps participants deepen their understanding of their own leadership characteristics while providing opportunities to foster mutual understanding among themselves. Supervisors responsible for developing the candidates also take part in the program to deepen their understanding of how to support candidates’ growth and improve the workplace environment. In this way, we promote organizational development.

Initiatives for mid-career hires

Mitsubishi HC Capital recognizes that differences in background, nationality, age, gender, and sexual orientation are a driving force for creating new value, and actively promotes diversity in recruitment. In FY2025, we welcomed a total of 76 mid-career hires.
We adopt diverse recruitment methods and have established a flexible and sustainable recruitment framework by incorporating various approaches, such as a referral recruitment system based on employee referrals and a “comeback” recruitment system that re-employs former employees who have left Mitsubishi HC Capital.
We provide mid-career hires with a comprehensive training system, including open-application skill development programs, specialized seminars, and support for obtaining professional certifications. In addition, through regular career interviews, we offer opportunities for dialogue with managers and HR representatives, supporting flexible career development that aligns with changes in life stages and individual aspirations.
Going forward, we will further enhance initiatives to promote early inclusion and success, such as providing networking opportunities for mid-career hires and implementing onboarding programs to alleviate concerns before and after joining Mitsubishi HC Capital.

Initiatives for foreign employees

We continue recruitment activities that are not bound by nationality, and in FY2025, there were 27 foreign employees at Mitsubishi HC Capital.In light of the respective management environment, we recruit and hire individuals with the required qualities and capabilities without being bound by nationality. After hiring foreign nationals, we provide 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.
We have been developing an internal environment that 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.
We will continue our 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 tasks of the Human Resources Department and those outsourced by various departments.

*Work at the Human Resources Services Gr. of the Human Resources Department

Diverse members perform outsourced tasks such as sending out documents, registering images, and creating business cards.

Initiatives concerning senior employees

Mitsubishi HC Capital promotes initiatives that allow senior employees to continue to put to use their accumulated and rich experience and abilities. Our 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, we conduct training for employees based on their age in order to promote independent career development 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 introduced systems that allow for flexible work styles, including flexible working hours and work from home.
We have also established systems that enable employees to work in ways that accommodate their individual circumstances. Through such efforts, we will continue to support employees’ work-life balance by creating an environment that allows each employee to work efficiently and fully demonstrate their motivations and abilities.

<Systems to support diverse and flexible work styles>

Flex-time system	"Super-flex" system that permits employees to choose their working start and finish times 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 total of up to five days annually within their regular paid leave allowance
Work from home	System that permits employees to work from their homes for all or part of their work hours

<Initiatives to improve work-life balance>

Disclosure of man-hours worked	We disclose the number of man-hours worked by organization.
"Leave work early" days	We have established one day per week (Wednesday, in principle) whereby we recommend a workday of seven hours and 25 minutes or less with the utilization of the flex-time system.

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, we support our employees' balancing of work and family life.
Mitsubishi HC Capital was awarded a special recognition commonly known as the Platinum Kurumin certification 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). We also support men taking childcare leave, and in FY2025, the rate of childcare leave taken by men was 81.7%.^*
We have 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

Special pre-birth maternity leave	Leave that can be taken from within six months prior to the expected delivery date (a leave scheme unique to Mitsubishi HC Capital)
Maternity leave	Leave that can be taken from six weeks prior to the expected delivery date until eight weeks from the day after 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)
Parental leave	Up to a total of four weeks of leave that can be taken in up to two installments within the first eight weeks after the child's birth (the first five days of leave are paid)
Childbirth 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 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
Leave for sick/injured child care, etc.	Paid leave that can be taken until the child finishes the third grade of elementary school for reasons such as sickness, injury, vaccinations, class closures, and entrance ceremonies. This leave can be taken in half-day and hourly increments (five days a year for one eligible child and 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 per month)
Family care leave	Leave of absence that can be taken 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
Time off for family care	Short-term paid leave that can be taken to engage in caregiving for family members. This leave can be taken in half-day and hourly increments (five days annually for one eligible family member requiring care and 10 days annually for two or more family members requiring 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

Stored leave	System that allows employees to take up to 60 days of carried-over paid leave that has become invalid, in case of personal injury or sickness, family caregiving, maternal health management, childcare, nursing, health promotion, etc.
Health support leave	Up to five days of paid leave that can be taken annually for employees' health issues or medical treatment, or nursing care for family members. This leave can be taken in half-day and hourly increments
Leave for infertility treatment	Unpaid leave of up to a total of one year for infertility treatment
Menstrual leave	Unpaid leave that can be taken by menstruating women whose work is severely compromised, in principle one day per month
Volunteer leave	Up to five days of leave that can be taken annually by employees to participate in volunteer activities that we approve, such as social welfare activities and environmental conservation activities
System for selecting work region	System that allows employees to request changes to or selections for their areas of work based on their spouses' 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 their spouses who have been transferred overseas
System for re-hiring resigned employees	A system that provides re-hiring opportunities on a priority basis to employees who resigned due to unavoidable reasons, such as childcare, nursing, and their spouses' work transfer

Occupational Health and Safety / Health and Productivity Management

Basic views on occupational health and safety

The Mitsubishi HC Capital Group has announced its Occupational Health and Safety Policy and is committed to ensuring the safety of all officers and employees, as well as maintaining and promoting their health.

Occupational Health and Safety Policy

Basic Philosophy

The Mitsubishi HC Capital Group will actively implement ongoing initiatives prioritizing the health and safety of officers and employees to establish a comfortable work environment in which every officer and employee can pursue active roles with peace of mind.

1Scope of application

This policy will apply to all persons engaged in duties at any Mitsubishi HC Capital Group company.
2Legal compliance

We will comply with laws, regulations, and agreements related to occupational health and safety in the countries and regions where we conduct business activities.
3Discussions with and participation of officers and employees

We will provide opportunities for discussions between officers, employees, and the Company, as well as their participation, to ensure health and safety management.
4Support for maintaining and promoting health

We will proactively support officers and employees to maintain and promote their mental and physical health. At the same time, we will identify health issues of officers and employees, set priorities and quantitative goals for addressing the issues, and work for continued improvement of the work environment.
5Educational and awareness-raising activities

We will regularly provide education on health and safety to raise the awareness of officers and employees.
6Information disclosure

We will disclose these efforts on our corporate website and in other media.

Health and safety activity promotion framework

Offices with 50 or more employees appoint representative members to operate a Health Committee. Each month, a health-related theme is set, and occupational physicians provide explanations and answer attendees’ questions. Discussions are held with occupational physicians and public health nurses regarding initiatives for employees who work long hours or are considered high-risk.
We have also appointed Healthcare Managers at each office to improve the level of health and performance in the workplace.

Occupational safety data (non-consolidated)

Item	FY2023	FY2024	FY2025
Number of serious accidents	0	0	0
Number of industrial accidents	4	8	5
Number of fatalities related to industrial accidents	0	0	0
Industrial accident frequency rate	0%	0%	0%
Annual industrial accident rate per 1,000 workers	0%	0%	0%
Number of lost time accidents	0	1	1
Lost time accident severity rate	0%	0%	0%
Cases of telephone health counseling service being used	86	67	40

Health maintenance and promotion initiatives

The Mitsubishi HC Capital Group promotes health and productivity management based on our Occupational Health and Safety Policy.
We believe that human resources are the driving force behind value creation and that maintaining and improving the mental and physical health and vitality of each and every employee is fundamental to our sustainable growth and the creation of social value.
We strive to create a safe and comfortable work environment alongside a culture in which our employees take ownership of their own health by proactively preventing health issues and improving their well-being.
With the goal of becoming an organization in which all employees play active roles and realize their full potential, we will promote health and productivity management that supports the health of our employees and their families.

Health and productivity management framework

We have set a goal of reducing health-related productivity loss.

Health-related final target indicators (outcome, non-consolidated)
Item	Target	Results
Item	Target	FY2023	FY2024	FY2025
Absenteeism¹	1.5 days or less	1.1 days	1.5 days	1.9 days
Presenteeism²	15% or less	17.5%	11.3%	8.8%

*1Average number of days lost due to illness or injury per employee (annual total number of absence and leave days ÷ average annual number of employees) [number of respondents / response rate for FY2025: 3,217 / 100%]
*2Average productivity loss rate due to physical or mental health issues during the previous four weeks, based on the Single-Item Presenteeism Question developed by the University of Tokyo [number of respondents / response rate for FY2025: 3,007 / 93%]

Indicators related to preventing health issues and improving health (output, non-consolidated)
Symbol	Item	Results
Symbol	Item	FY2023	FY2024	FY2025
Ⅰ・Ⅱ	Percentage of employees within a healthy weight range	65.7%	67%	67%
Ⅱ	Percentage of employees who exercise regularly	26.7%	26.2%	27.8%
Ⅱ	Percentage of employees who walk regularly	32.7%	38.9%	41.4%
Ⅲ	Percentage of employees who get sufficient rest through sleep	64%	67.4%	67.1%
Ⅳ	Number of employees on leave of absence due to mental health issues	27	32	43
Ⅳ	Percentage of employees on leave of absence due to mental health issues	0.85%	0.99%	1.35%
Ⅳ	Percentage of highly stressed employees	11.8%	10.8%	11.6%

Indicators related to employees’ awareness of their health condition (input, non-consolidated)
Symbol	Item	Results
Symbol	Item	FY2023	FY2024	FY2025
B	Regular health checkup participation rate	100%	100%	100%
B	Stress check participation rate	92%	88.6%	93%
B	Employee health literacy score³	–	–	19.6
C	Specific health guidance participation rate	24.1%	15.9%	Currently being compiled

*3Scores are assigned based on questionnaire responses on a scale of 5 to 25. A higher total score indicates a higher level of communicative and critical health literacy.

Health and productivity management initiatives

We promote health and productivity management to enhance employees’ performance. To reduce absenteeism and presenteeism, we encourage each employee to accurately understand their own health condition and take proactive steps toward preventing health issues and improving their well-being.
In FY2025, we implemented initiatives focused on three areas: physical health promotion, mental health promotion, and workplace environment enhancement. For physical health promotion, we held three walking events using a mobile app provided by our health insurance association to encourage employees to establish regular exercise habits and granted up to 20,000 reward points to each employee as an incentive. We also offered e-learning programs on sleep and rest, as well as nutrition seminars, to help employees review and improve their lifestyle habits. For mental health promotion and workplace environment enhancement, we designated November as Healthcare Month and worked to enhance understanding of mental health and strengthen management capabilities through e-learning programs focused on resilience and a training program for managers to care for their teams’ mental health.

Participation in initiatives (FY2025, non-consolidated)
Item	Result
Average participation rate in walking events	41.1%
Completion rate of e-learning programs on sleep and rest	87.9%
Completion rate of line care training	89.1%

External Evaluations

Our company’s initiatives to support employees and their families have been recognized by external organizations, and we have received official certifications.
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