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:
Our “diversity and versatility” is the foundation for DE&I at MC. Establish a company-wide working group directly under MC’s President and promote the development of an environment and organizations where all employees can flourish by fully demonstrating their individual strengths. Proceed to study/implement initiatives that empower employees to succeed by respecting/accepting their individuality and leveraging our versatility.
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.
To help employees smoothly return to work from maternity and paternity leave, MC has set up the Childcare Concierge within its Global Human Resources Department. This service provides employees with information on daycare facilities, babysitters, services for children to continue their studies after regular school hours, etc. It also provides consultations about pediatric health and other concerns that employees may have about raising children.
MC has secured the services of a nearby daycare facility so that employees can smoothly return to work when they wish. In addition, MC has also secured the services of sick-child daycare facilities so that employees always have access to a daycare facility and babysitters who they can rely on confidently when their children are ill. In addition, MC has been providing the MC Gakudo service for employees with children in elementary school. This service provides day camps for children during long vacation periods from school.
MC has established a system for paid school events leave, which allows employees to take time off to attend official school and daycare events, such as entrance and graduation ceremonies. In addition, employees with children can utilize systems such as staggered work hours and flex-time, and MC is further supporting employees balancing work and childcare by implementing a system for telecommuting (working from home).
MC has distributed its Childcare Support Handbook to all MC employees, as part of its efforts to promote understanding and foster a supportive culture internally. The handbook includes not only explanations on all of MC’s childcare systems and policies, but also provides specific advice for mothers, fathers, bosses and colleagues on how to improve office communication. MC also provides regular guidance to staff in management-level positions.
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 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 |
| Work Styles |
|
| 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 |
| Employee benefits | Use of nursing care services (24-hour consultation desk) |
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.
〇 Target 1: Encourage more high-level appointments of female employees and raise the percentage of women in management-level positions above 15%.
By expanding its systems to promote a healthy work-life balance and taking special, career-support measures for its female professionals, MC has managed to boost this percentage in recent years; however, the company now plans to take the following, additional steps to further accelerate its appointment of women to executive positions:
〈Description of initiatives〉
〇 Target 2: Ensure that all eligible male employees take their full paternity leave.
Although in recent years more working fathers at MC have been taking paternity leave and doing so for longer periods, many are still not taking full advantage of the program. MC shall continue working on improvements that will both raise awareness of the program and make it easier for male employees with newborns to use it.
〈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 towards working beyond the age of 60 differ widely from one person to the next, and opinions on the subject are likely to vary even more in the coming years. In addition to introducing its Re-employment Course Syetem for extending the careers of employees aged 60 and over, MC has established a Career Design Center at Human Link Corporation, a wholly owned subsidiary of the Global Human Resources Department, which provides comprehensive support for senior employees.
The Center offers comprehensive services such as individualized career planning consultation based on each employee’s personal situation and values, provision of various information and training programs for employees who wish to continue their careers outside the company, and collection of recruitment and job matching information.
Functions of the Career Design Center
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.
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.
| FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | |
|---|---|---|---|---|---|
| Number of employees who took Paid Spousal Childbirth Leave | 96 | 98 | 88 | 110 | 108 |
| Number of employees who took Maternity/Paternity Leave＊1Number of employees who began taking childcare leave during said fiscal year.＊1 | 58 | 72 | 84 | 116 | 146 |
| Male | 14 | 20 | 36 | 49 | 78 |
| Female | 45 | 52 | 48 | 67 | 68 |
| Number of employees who have children＊2Number of male employees whose spouses gave birth during said fiscal year, number of female employees who gave birth during said fiscal year.＊2 | 233 | 275 | 241 | 259 | 261 |
| Male | 184 | 216 | 190 | 191 | 176 |
| Female | 49 | 59 | 51 | 68 | 85 |
| Ratio of people taking childcare leave（%） | |||||
| Male | 7 | 9 | 18 | 25 | 44 |
| Female | 93 | 96 | 96 | 99 | 80 |
| Number of employees who return to work after childcare leave＊3Number of male employees who began taking childcare leave the previous fiscal year who had returned to their positions at the end of said fiscal year, number of female employees who gave birth during the previous fiscal year who had returned to workcare at the end of said fiscal year.＊3 | |||||
| Male | 14 | 11 | 16 | 32 | 48 |
| Female | 52 | 47 | 57 | 50 | 64 |
| Rate of continued employment after childcare leave（%）＊4Percentage of male employees who began childcare leave the previous fiscal year who had returned to their positions at the end of said fiscal year, percentage of female employees who had given birth during the previous fiscal year who had returned to work at the end of said fiscal year.＊4 | |||||
| Male | 100 | 84.6 | 80.0 | 88.9 | 98.0 |
| Female | 96.3 | 95.9 | 98.3 | 98.0 | 92.8 |
| Number of employees who took Paid Childcare Leave | 251 | 274 | 246 | 209 | 236 |
| Male | 94 | 123 | 82 | 72 | 86 |
| Female | 130 | 151 | 164 | 137 | 150 |
| Number of employees who took Paid School Events Leave | 281 | 299 | 189 | 232 | 244 |
| Male | 138 | 139 | 84 | 107 | 108 |
| Female | 143 | 160 | 105 | 125 | 136 |
| Number of employees who shortened work hours for childcare | 82 | 91 | 67 | 60 | 81 |
| Male | 2 | 1 | 0 | 0 | 1 |
| Female | 80 | 90 | 67 | 60 | 80 |
| Number of employees who obtained staggered work hours or flex-time for childcare reasons | 87 | 92 | 25 | 14 | 11 |
| Male | 18 | 22 | 3 | 2 | 2 |
| Female | 69 | 70 | 23 | 12 | 9 |
| Number of MC Childcare Concierge consultations | 116 | 93 | 45 | 43 | 51 |
| Male | 22 | 13 | 20 | 13 | 21 |
| Female | 94 | 80 | 25 | 30 | 30 |
| Number of participants in MC Gakudo (total) | 94 | 102 | - | - | - |
| Number of participants in work-life balance seminars for employees with children | 19 | 19 | 10 | 23 | 26 |
| Number of employees who took Family Care Leave＊1Number of employees who began taking childcare leave during said fiscal year.＊1 | 4 | 1 | 1 | 0 | 1 |
| Male | 0 | 0 | 1 | 0 | 1 |
| Female | 4 | 1 | 0 | 0 | 0 |
| Number of employees who took Paid Family Care Leave | 247 | 271 | 269 | 189 | 185 |
| Male | 68 | 78 | 75 | 55 | 56 |
| Female | 179 | 193 | 194 | 134 | 129 |
| Number of employees who obtained staggered work hours or flex-time for family care reasons | 8 | 9 | 5 | 4 | 3 |
| Male | 0 | 0 | 0 | 0 | 0 |
| Female | 8 | 9 | 5 | 4 | 3 |
| Number of consultations by the family care consultation desk | 45 | 48 | 25 | 36 | 14 |
| Number of employees who applied for the re-employment system for employees who left to accompany spouses on domestic or international transfers＊5Re-employment system for employees accompanying spouses on domestic or international transfers refers to a system in which re-employment is offered, under certain conditions, to employees who resign from their positions in order to accompany their spouse to the location of a domestic or international transfer.＊5 | 6 | 14 | 10 | 13 | 12 |
| Male | Female | |
|---|---|---|
| Members of the Board | 7 | 2 |
| Outside Directors | 2 | 2 |
| Audit & Supervisory Board Members | 3 | 2 |
| Outside Audit & Supervisory Board Members | 1 | 2 |
| Executive Officers（includes President and executive officer also serving as a director） | 46 | 0 |
| Region | No. of people | City |
|---|---|---|
| North America | 11 | Boston, Calgary, New York, Delphi, Los Angeles, San Diego |
| Latin America & the Caribbean | 4 | Santiago, Escondida, Huaraz, Panama |
| Europe | 5 | London, Rotterdam, Madrid |
| Africa | 1 | Johannesburg |
| Middle East | 1 | Doha |
| Asia & Oceania | 31 | Singapore, Bangkok, Samut Prakan, Jakarta, Kuala Lumpur, Ho Chi Minh, Brisbane, Perth, Brunei |
| East Asia | 6 | Shanghai, Changsha, Ulaanbaatar, Hong Kong, Taipei |
（as of June 1 of each fiscal year）
ESG Data marked with a star (★) 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.
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.
