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 efforts 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 effort 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.
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 ensuring work/life balance and facilitating lifestyle diversity for our employees, we have introduced a variety of benefits including measures to support housing, defined-contribution pension plans, employee stock-ownership plans, and retirement payouts.
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. Based on the result, we will concentrate on 1) internal sharing of strategies, visions, and goals, 2) reform of work practices, including more flexible delegation of authority, review of rules, and improving work processes and content, and 3) reviewing our HR systems and operation.

  • Data is for MHI on a non-consolidated basis and 27 Group companies in Japan.
  • Returning to work after childcare leave

    2019
    99.4%
  • Remaining in work after childcare leave

    2019
    97.3%

Job-Posting System

Performance Data (FY2019)