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 infertility treatment, and 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 and family care. We also expanded the periods for family-care leave and family-care work shifts, so that employees can take up to one year of total family-care leave and take advantage of family-care work shifts for up to when family care will no longer be necessary. In order to provide more flexibility to our employees for their workstyles, we introduced a telework system for employees raising children, providing nursing care, or who are pregnant, in April 2016 and expanded its application to all employees in August 2019.
Furthermore, the periods for family-care leave and family-care work have been expanded; and each can be used for a total of up to one year.
In addition, the systems for childcare leave, childcare work, family-care leave, and family-care work all now exceed statutory minimums.
Information about the systems and procedures regarding childcare and family care are available on our intranet so that employees can access it easily. Our e¬ffort extends beyond the introduction of new support systems. With the goal of facilitating a smooth transition back to work, we also engage in activities such as regularly holding roundtable talks regarding the transition from childcare leave back to work with previously returned individuals to support members of the Group returning to work from childcare leave. We also hold seminars regarding nursing care to prevent employee resignation for elderly care.
In fiscal 2020, we held an online seminar 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)