The MC Group’s global workforce is made up of a diverse group of employees in terms of lifestyles and values. As the MC Group’s businesses rapidly become more global and diverse, MC recognizes that it will be essential to drive growth while encouraging a diverse range of employees to share common values and engage in healthy competition with one another. Doing so will be vital for achieving sustainable corporate growth. We believe that the significance of diversity management at the MC Group lies in building a strong organization with the flexibility to adapt to changing business environments. In sharing the spirit of its guiding philosophy, the Three Corporate Principles, the MC Group aims to:
|Officer in Charge||Akira Murakoshi (Member of the Board, Executive Vice President, Corporate Functional Officer, CDO, CAO, Corporate Communications, Corporate Sustainability & CSR)|
(A subcommittee under the Executive Committee, a management decisionmaking body)
|Human Resources Development (HRD) Committee
Important matters related to labor practices deliberated by the committees are formally approved by the Executive Committee and put forward or reported to the Board of Directors based on prescribed standards.
|Department in Charge||Global Human Resources Dept.|
In 2007, MC established its first organization specifically dedicated to diversity management in the Global Human Resources Department (originally named the Work Environment Support Office, it was renamed as the Diversity Management Promotion Office the following year). Thereafter, following reorganization, MC established the Diversity Office in October 2014. The Diversity Office strives to enhance and expand support measures for employees balancing work with childcare or family care responsibilities. It also considers measures such as initiatives to create welcoming workplaces for non-Japanese and LGBT employees. MC will continue to undertake initiatives to further improve its work environments in order to ensure that each employee in its diverse workforce is able to keep motivated and achieve his or her own full potential.
MC has been improving its internal systems to enable employees to better balance matters such as childcare and family care with their careers. MC will continue to focus on building a corporate culture that embraces diverse work styles in order to create a comfortable and supportive atmosphere that understands and encourages the active utilization of these systems.
MC seeks to put the support of the entire Company behind employees who are balancing their work with maternity and paternity roles and childcare responsibilities. For this, MC is working to upgrade and expand various systems available for use by both men and women.
Maternity/Paternity and Childcare Systems
In order for employees to continue to demonstrate their abilities while balancing career and family care responsibilities, MC has expanded systems such as family care leave, flex-time, staggered work hours and family care leave. In addition, we provide a variety of support such as holding Work-Care Balance Support Seminars giving employees the opportunity to deepen their understanding regarding family care, as well as establishing a Family Care Consultation Desk, providing a system where employees and their family members can consult regarding their concerns at an early stage.
Family Care Support Systems
|Family members requiring nursing care||Spouses, children, parents, parents of spouses, grandparents, grandchildren, brothers and sisters|
|Paid Family Care Leave||10 days per fiscal year, paid|
|Family Care Leave||1 year on a cumulative basis for each family member requiring family care (365 days including non-business days)
＊ Can be obtained in separate segments for each family member requiring ongoing, constant nursing care
Providing that certain conditions are met, MC will re-employ those who previously left MC due to their spouses’ domestic or international job transfers. This system was introduced to enable these personnel to resume their careers at MC by making the most of their prior experience and skills.
MC considers its workforce to be its greatest asset, and as such, its policy is to support the professional growth and development of each and every employee through flexible, performance-based treatment and compensation. To ensure that the right people are appointed to the right positions, MC focuses on the skills, performance and experience of each candidate, and does not discriminate based on age, gender, nationality or any other factors. To best accommodate the needs of female professionals and help them to excel, MC has established a five-year plan to support its working women. The plan’s targets and initiatives are described below.
〈Description of initiatives〉
〈Description of initiatives〉
Taking into account the major life events of individual employees, MC is focused on systematically providing career development opportunities to the greatest extent possible, including overseas assignments. For employees planning to take maternity/paternity leave or those currently raising children, MC explains the relevant systems and policies, in addition to offering Work-Life Balance Seminars where employees can hear about the experiences of their senior colleagues on topics such as work styles after returning to work from maternity/paternity leave.
In some cases, employees may be assigned overseas and accompanied only by their children of junior high school age or younger, without their spouses. In these cases, MC provides support to ensure a smooth assignment and the necessary arrangements for daily life during the assignment. This includes sending the employee on business trips to the location prior to the assignment, arranging housing in advance, concurrently allowing family members to join the employee, and providing a special subsidy for accompanying family members.
The awareness and attitudes towards working beyond the age of 60 differs widely from one person to the next, and opinions on the subject are likely to vary even more in the coming years. In 2006, besides introducing its Re- Employment Course System for extending the careers of employees aged 60 and over, MC also enhanced the functions of its Career Design Office, which provides comprehensive support for senior employees.
The Career Design Office establishes and manages a human resources (HR) system exclusively for senior employees. Individualized arrangements are made with each employee who wishes to continue working beyond the age of 60 or who would like to consider their future life/career. Comprehensive support is available through the provision of various information and training programs, collection of recruitment information, job matching services, and other means.
Functions of the Career Design Office
As part of its CSR and diversity initiatives, MC has a long and proud history of employing persons with impairments. Together with its special-purpose subsidiary, Mitsubishi Shoji & Sun Co., Ltd., MC will continue its efforts in expanding career opportunities for persons with various impairments, while maintaining the statutory employment rate for these workers.
Mitsubishi Shoji & Sun Co., Ltd. was established in 1983 as an IT company following a joint investment by MC and Social Welfare Organization Japan Sun Industries. It is headquartered in Beppu City, Oita Prefecture, and has offices in Tokyo (Marunouchi). Operating under its corporate philosophies of coexistence between persons with and without impairments, corporate self-reliance, and new corporate value, Mitsubishi Shoji & Sun Co., Ltd. works to increase employment opportunities for various persons with impairments while providing IT services such as system development, data entry, DTP and server operation to numerous business partners including MC and other MC Group companies.
Reference:Mitsubishi Shoji & Sun Co., Ltd. website (Japanese only) https://www.mctaiyo.co.jp/
MC provides support to non-Japanese employees working in Japan by providing information on matters such as application procedures for period of stay extensions, rental housing, pensions and medical information. MC also provides a consultation desk to field any concerns or questions that non-Japanese employees may have about living and working in Japan.
Reference:For details on value sharing and international transfers of employees at overseas offices, please see Human Resource Development.
|Number of employees who took Paid Spousal Childbirth Leave||100||83||96||98||88|
|Number of employees who took Maternity/Paternity Leave＊1||35||66||58||72||84|
|Number of employees who have children＊2||245||275||233||275||241|
|Ratio of people taking childcare leave（%）|
|Number of employees who return to work after childcare leave＊3|
|Rate of continued employment after childcare leave（%）＊4|
|Number of employees who took Paid Childcare Leave||211||224||251||274||246|
|Number of employees who took Paid School Events Leave||252||265||281||299||189|
|Number of employees who shortened work hours for childcare||72||73||82||91||67|
|Number of employees who obtained staggered work hours or flex-time for childcare reasons||37||41||87||92||25|
|Number of MC Childcare Concierge consultations||115||141||116||93||45|
|Number of participants in MC Gakudo (total)||115||131||94||102||-|
|Number of participants in training seminars for employees on childcare leave||20||28||19||19||10|
|Number of employees who took Family Care Leave＊1||4||1||4||1||1|
|Number of employees who took Paid Family Care Leave||196||225||247||271||187|
|Number of employees who obtained staggered work hours or flex-time for family care reasons||5||7||8||9||5|
|Number of consultations by the family care consultation desk||61||45||45||48||25|
|Number of employees who applied for the re-employment system for employees who left to accompany spouses on domestic or international transfers＊5||10||10||6||14||10|
＊ As of April 1 of each calendar year
|Members of the Board||10||1|
|Audit & Supervisory Board Members||3||2|
|External Audit & Supervisory Board Members||1||2|
|Region||No. of people||City|
|North America||10||Boston, Washington D.C., Houston, Los Angeles, Palo Alto, Calgary|
|Latin America & the Caribbean||2||Lima, Santiago|
|Europe||9||London, Liverpool, Rotterdam, Madrid, Salamanca, Moscow|
|Asua ＆ Oceania||32||Singapore, Bangkok, Samut Prakan, Jakarta, Kuala Lumpur, Ho Chi Minh, Brisbane|
|East Asia||6||Beijing, Shanghai, Changsha, Ulaanbaatar|
(As of June 1 of each calendar year)
＊ The statutory employment rate of persons with impairments (private-sector companies) was raised from 2.2% to 2.3% on March 1, 2021.
＊ The total of the non-consolidated company, Mitsubishi Corporation Taiyo, a special subsidiary, and the three companies applicable to the group.
ESG Data marked with a star (⋆) for the year ended March 2022 has received independent practitioner’s assurance from Deloitte Tohmatsu Sustainability Co., Ltd.
In January 2017, MC received the Platinum Kurumin Certification from the Ministry of Health, Labour and Welfare. The Platinum Kurumin Certification is awarded to Kurumin-certified companies that have implemented measures to support employees’ childcare needs at a higher standard. At MC, childcare benefits include both maternal welfare and childcare support. MC has been working to create processes as well as an environment that supports employees with children. Specifically, MC has ensured that its Maternity/Paternity Leave exceeds Japan’s minimum legal requirements, and has introduced other measures to help employees returning from Maternity/Paternity Leave to comfortably balance their parenting and work responsibilities. These include a flex-time system as well as shortened or staggered work hours. MC has also made it easier for male employees to take advantage of these benefits, such as by lifting the restriction that previously did not allow employees’ spouses access to full-time childcare, and also by introducing MC’s Paid Spousal Childbirth Leave. As a result of these and other measures to support work-life balance, MC has received Kurumin certification from the Ministry of Health, Labour and Welfare continuously since 2008, in recognition of the action plan it has formulated and implemented to support employees’ childcare needs.
＊ About the Kurumin certification and Platinum Kurumin certification (Excerpt from the Ministry of Health, Labour and Welfare’s website) Enterprises that have formulated general business operator action plans in accordance with the Act on Advancement of Measures to Support Raising Next-Generation Children and satisfy certain standards may apply to receive certification by the Minister of Health, Labour and Welfare (Kurumin certification) as a company that supports the childcare needs of employees. Moreover, the new Platinum Kurumin certification was instituted on April 1, 2015 to recognize Kurumin-certified enterprises that have made considerable progress in terms of the introduction and use of work-life balance support systems and which have executed measures to a high standard, along with encouraging these enterprises to continuously undertake such measures.
In January 2017, MC received L-boshi (second level) certification from the Ministry of Health, Labour and Welfare as an outstanding enterprise in promoting women’s participation and career advancement.
＊ About the L-boshi certification (Excerpt from the Ministry of Health, Labour and Welfare’s website)
The Act on Promotion of Women’s Participation and Advancement in the Workplace entered into force on April 1, 2016. Under this act, enterprises that have formulated general business operator action plans and have submitted notification to the effect that they have formulated such plans, as well as satisfy certain standards, may obtain certification by the Ministry of Health, Labour and Welfare (L-boshi certification) as an enterprise offering excellent conditions with respect to promoting women’s participation and career advancement.