Talent Attraction and Retention

In order to create an environment that makes it is easy for employees to work and also have a family, MHI is making e¬fforts to expand its various support systems that give consideration to childcare and family care.
In November 2011, MHI established a child-planning leave system, which can be used for undergoing infertility treatment, and introduced hourly paid leave, whereby employees can use their leave in increments of one to two hours according to their circumstances, for purposes such as childcare or family care. We also expanded the periods for family-care leave and for shorter work shifts to accommodate family-care needs: employees can now take up to one year in total of family-care leave and take advantage of shorter work shifts until family care is no longer necessary. In order to provide employees with greater flexibility in workstyles, in April 2016 we introduced a telework system for employees raising children, providing family care, or who are pregnant. In August 2019 the teleworking option was expanded to include all employees. In addition, in a quest to further enhance the Company’s support structure for achieving a good work-life balance, in October 2021 we undertook a review of our Family Support Allowances, unifying our family allowance and various financial support programs, and increasing allowances according to the number of the employee’s dependents. It deserves mention that MHI’s systems for childcare leave, childcare work shifts, family-care leave, and family-care work shifts all now exceed statutory minimums.
Information about the Company’s various systems and procedures regarding childcare and family care are available on our intranet so that employees can access it easily. Our e¬fforts extend beyond the introduction of the new support systems, however. To facilitate a smooth transition back to work, we regularly hold roundtable discussions about the transition from childcare leave back to work, bringing together employees currently on childcare leave and those who have previous experience in this regard. We also hold seminars about family care to prevent employees from giving up their professions. In fiscal 2020, we held these seminars online to allow employees to participate from home in light of the COVID-19 pandemic.
We hold regular committee meetings regarding working hours in order to reduce overwork. We also help employees to improve productivity by promoting efficient workstyles through the introduction of telework, super-flextime systems (flextime without core time), and so on.
In addition to implementing emergency and provisional measures to prevent the spread of COVID-19, we have begun considering new workstyles, with an eye toward the post-COVID-19 age. Looking ahead, we will continue to enhance our systems to ensure that they meet the needs of the times, thus enabling each and every employee to exercise their abilities to the greatest possible extent and work autonomously.
In addition to facilitating lifestyle diversity for our employees, we have introduced a variety of benefits including employee housing, dormitories, and other measures to support housing, defined-contribution pension plans (Note), employee stock-ownership plans, and retirement payouts and internal nursery school. In October 2021, we introduced a rent subsidy system to enable us to provide housing support tailored to the lifestyles of our employees.
For sustainable development and growth of MHI Group, it is crucial that MHI Group has to support and encourage whole member to work actively. To achieve this point, we must promote Group employee engagement and improve organizational strength. Since 2017, we have implemented employee awareness survey to measure engagement of employees every year. In October 2021, in addition to employee awareness surveys, we also introduced pulse surveys at the MHI Group’s businesses around the world, in order to conduct more frequent surveys of simple questions.
In addition, we created a global human resources database and completed the input of human resources data for 139 domestic and overseas companies, mainly consolidated companies, and approximately 80,000 employees. Going forward, we will implement robust data governance when using data, and develop more strategic talent and workforce management.

  • 1Data is for MHI on a non-consolidated basis and 35 Group companies in Japan.
  • Returning to work after childcare leave

    99.8% (Note1)
  • Remaining in work after childcare leave

    97.5% (Note1)
  • 1Data is for MHI on a non-consolidated basis.

Job-Posting System

Performance Data (2020)