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Collaboration Between Diverse Talents

Diversity and Inclusion Initiatives

Basic Policy

We have stipulated our basic policies regarding diversity and inclusion in the Basic Policy on Corporate Governance, Sustainability Policy, and Human Rights Policy. We have also established the Guidelines for Support of Women’s Development and Advancement as our policy on promotion of women's development and advancement.
We have posted these basic policies in the HR section of our internal portal website and continue to inform and cultivate the policies for all employees through activities such as explanations during internal training programs.

◆ Basic Policy on Corporate Governance

Based on the belief that employees are the source of new values and the Group's sustainable growth, we aim to maximize organizational performance by creating workplace environments in which team members with diversity in every respect, including race, religion, gender, sexual orientation and gender identity, age, disability, nationality, national origin, social origin, and professional background, can coexist, mutually recognize one another, and actively demonstrate their individual abilities at their very best. (Article 10)

◆ Sustainability Policy

We embrace diversity and acknowledge its importance in creating new value. We will promote diversity and inclusion as a source of sustainable growth within the Group. (Article 3)

◆ Human Rights Policy

We aim to build workplaces where team members with diverse attributes, values, and experiences can coexist and mutually respect one another, and where individuals can work confidently with a sense of growth and fulfillment as they elevate each other and demonstrate their capabilities to the full. (Article 8)

◆Guidelines for Supporting Women's Development and Advancement 
  1. Actively promoting Diversity and Inclusion to embrace and respect diverse personalities, as well as to create new values, that are the sources of sustainable growth for the Group. Such promotion is one of our management strategies, and active participation of female talents is indispensable.
  2. Aiming to be a place where all female talents with diverse personalities can demonstrate their individual abilities at their very best at all workplaces, occupation fields and positions, while experiencing growth and self-realization.
  3. Fostering culture where every female talent can independently and autonomously build and realize their careers by improving the work environment, expanding the work area and support that respect viewpoints of work.

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Targets to Achieve by the End of Fiscal 2026 and Actual Conditions

As our vision for Company-wide Diversity and Inclusion, we aim to increase the number of female and non-Japanese managers by about 2.5 times and the number of mid-career hire managers by about 1.5 times over that of fiscal 2021 by fiscal 2026.
For female manager, we also aim to increase the percentage of all managers to 5.0% or higher by the end of fiscal 2026.

Targets for the Number of Female, Non-Japanese and Mid-Career Hire Managers

Subject   FY2026 Target
Female managers Number compared to FY2021: Approx. 2.5 times
Non-Japanese managers Approx. 2.5 times
Mid-career hire managers Approx. 1.5 times

Trends and Targets for Percentage of Women in Management Positions

graph

*Results as of the end of March each fiscal year

Graduate Recruitment

Subject Graduate recruitment
University graduates
(including graduate school)
High school graduates
Men 73 58
Women 21 15
Total 94 73

Number and Ratio of Female Directors, Executive officers and Managers

Subject Number Ratio
Female directors
(as of June 28, 2022)
2 (out of 10) 20%
Female executive officers
(as of April 1, 2022)
1 (out of 10) 10%
Female managers
(as of April 1, 2022)
47 (out of 1,699) 2.8%

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Our Initiatives

To achieve our targets by the end of fiscal 2026, we are involved in measures to construct a base and disseminate inclusion, including developing of the environment necessary to promote Diversity and Inclusion, as well as promoting a wide range of measures for women, non-Japanese, and mid-career hires, employees with disabilities and the LGBTQ+ community, and measures to promote childcare leave taken by male employees.

Main Initiatives

Base development and dissemination of inclusion measures
  • Distribution of video content related to Diversity and Inclusion for all employees
  • Implementation of unconscious bias e-learning for managers
  • Conducting seminars for all employees on renewing work styles and encouraging male employees to take childcare leave
  • Conducting nursing care seminars for all employees
  • Implementing programs on Diversity and Inclusion in training at each level
  • Including Diversity and Inclusion elements in behavioral evaluation for managers
  • Discussing Diversity and Inclusion at the Board of Directors (Four times in fiscal 2022)
Career support measures
  • Conducting career interviews
  • Opening the employee hotline
  • Implementing career training
Support of women’s development and advancement
  • Sponsorship Program (support for career acceleration sponsored by executive officers) (for female managers)
  • Career building support (for female career track employees)
  • Implementing action plans at offices and plants
  • Providing external training opportunities
Support for employees with disabilities
  • Implementing action plans at offices and plants
  • Strengthening of connection with external associations for employees with disabilities
  • Employment support for employees with disabilities (trainees from special education schools)
Support for non-Japanese employees
  • Active participation in recruitment events for international students
  • Foreign language support for company entrance exams
  • Language education support both before and after hiring
Support for mid-career hires
  • Enriching information related to mid-career recruitment on our website
  • Support for building an internal network
  • Facilitating connection to share Q&As regarding internal policies
LGBTQ+ support
  • Providing a consultation system
  • Awareness building by in-house training
  • Reviewing the HR policies
Enhancing Measures to Increase the Percentage of Male Employees Taking Childcare Leave

The Company aims to further promote Diversity and Inclusion by enabling employees to better balance work and life events such as childcare to create an environment where diverse talents can continue to perform. From fiscal 2023, we set a goal of having 100% of eligible male employees to take childcare leave and are actively working to achieve this goal through measures such as continuous awareness building in our training, holding seminars that renew work styles and encouraging childcare leave taken by male employees.

Trends in the Numbers, Rates and Days of Childcare Leave Taken by Male Employees

Period Number taking leave Rate taking leave Average days taken
FY2020 4 2.8% 28
FY2021 27 15.6% 41
FY2022 56 36.6% 32
  • A system unique to our company allows a male employee whose spouse gives birth to take 3-day post-natal leave (paid) within two weeks of the date of birth

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Support for Diverse Working Styles

We promote creating working environments that enable our employees to strike a balance between their work and their home life. As well as enabling employees to adapt their working patterns in line with events in their lives, we make every effort to establish and continually improve a range of support schemes so that employees can advance their careers and take on challenging jobs.
In fiscal 2023, we introduced a work-from-home system for the entire company, including plants (For the head office area, the system was introduced in FY2020) to help employees work more flexibly while improving productivity, as well as a remote working system for managers.

Systems Supporting Flexible Workstyles

System Outline
All Work-from-home System A system that allows employees to work from home who are in charge of work that can be handled at home.
Remote Work System A system that allows managers to work without restrictions on location (Japan only)
Half-day paid holidays A system under which paid holidays may be taken in half-day units
By-the-hour paid leave system A system under which paid leave may be taken in hour units
Wellness leave We allow employees to carry over up to 5 days per year of their expiring annual paid holidays, with an upper limit of 60 days. These paid holidays may be used when an employee or their family is receiving in-patient or home treatment for a non-work-related illness or injury, when an employee undergoes a complete medical checkup/gynecological examination or has in- and out-patient fertility treatment, and when an employee takes part in volunteer activities or other activities.
Flextime system A system which permits employees to determine their start and finish times

Childcare support
Maternity nursing leave (for male employees) When the wife of an employee has given birth, the employee is entitled to three days of leave within two weeks of the date of birth.
Support interviews for employees returning to work after childcare leave (leave to raise children), etc. For employees taking prenatal and postnatal maternity leave and childcare leave for a total of three months or longer and who wish to have an interview
Lump sum payment for early return to work after childcare leave (leave to raise children), etc. Paid to employees who return to work early after maternity leave, or after one month or more of childcare leave (during the month following the month when they return to the month when the child becomes one year old).
Shortening of prescribed working hours Employees caring for a child up until the sixth grade of elementary school are eligible. The number of prescribed working hours per day may be shortened to a minimum of six hours.
Childcare time A female employee with a child younger than one year old is entitled to take two 30-minute breaks during shortened prescribed working hours.
Staggered work hours and additional break time Female employees who are pregnant or have given birth to a baby may move up or down their start and finish times by up to 60 minutes under certain conditions. They are also permitted to take two breaks for up to 60 minutes in total per day.
Exemption from out-of-hours work Employees caring for a child up until the sixth grade of elementary school are entitled not to work overtime.
Limitations on out-of-hours work Employees caring for a child up until the sixth grade of elementary school are entitled not to work over 24 hours of overtime a month and over 150 hours of overtime a year.
Limitations on late-night work Employees caring for a child up until the sixth grade of elementary school are entitled not to work from 10:00 pm to 5:00 am.
Child nursing care leave Employees caring for a child up until the sixth grade of elementary school are entitled to take this leave on a daily or hourly basis, in principle, separately from annual paid holidays. (For employees with children up to the age of 3, up to 5 days of paid leave will be granted per year.)
・One child: 10 days / year
・two or more children: 15 days / year
Childcare fee subsidy system Paid to employees with children under the age of 3 who attend preschool or a day care facility

Caregiving support
Extended caregiving leave Employees may take up to a maximum of 36 months' leave per person requiring care.
Caregiving leave Employees with family members requiring care may take leave as follows. The leave may be taken on a daily or hourly basis, in principle, separately from annual paid holidays.
- One family member requiring care: 5 days/year
- Two or more family members requiring care: 10 days/year
Shortening of prescribed working hours/staggered work hours/flextime Employees with family members requiring care may take leave under one of the following schemes specified by the Company.
- Shortening of prescribed working hours
- Staggered work hours
- Flextime
Exemption from out-of-hours work Employees with family members requiring care are entitled not to work overtime.
Limitations on out-of-hours work Employees with family members requiring care are entitled not to work more than 24 hours of overtime a month and more than 150 hours of overtime a year.
Limitations on late-night work Employees with family members requiring care are entitled not to work from 10:00 pm to 5:00 am.

Systems Related to Diverse Careers and Employment Continuation, etc.

System Outline
Internal Job Posting System Implemented as a part of promoting autonomous career building
Area Limited Employment System A system that allows employees with certain circumstances, such as childcare or long-term care, to be exempt from relocation for a certain period of time
Special Temporary Leave-of-absence System A system that allows career track employees who are accompanying a spouse on an overseas assignment or who are studying at their own expense to take leave for a certain period of time
Reemployment System for employees who have once resigned A system that allows employees who have once resigned due to personal family circumstances (marriage, childbirth, long-term care, etc.) to rejoin the Company under certain conditions
Overseas study program A system which provides employees desiring to study overseas who have passed an internal selection with financial support for studying at a graduate school, etc. around the world (including expenses for taking entrance examinations, tuition, and expenses for living abroad)
Position change Employees who have passed the internal examination are allowed to change their positions in specific areas to new positions where they can demonstrate their capabilities from a company-wide perspective.

Status of Utilization of the Systems, etc. (FY2022)

Item Male Female Total
Number of employees taking caregiving leave    3    2     5
Number of employees taking childcare leave   56  20   76
Number of employees taking prenatal and postnatal maternity leave  23   23
Average number of paid holidays taken
(January to December 2021)
16.7 days
Percentage of paid leave taken
(January to December 2021)
81.1%
Average overtime hours 17.1hours
  • Regarding paid leave, we have determined days when employees are strongly recommended to take paid leave and days when employees are encouraged to take paid leave, before or following holidays, etc., and inform employees to that effect, as a measure to increase the percentage of paid leave taken. Thus, we have created an environment which facilitates employees taking paid leave and we proactively recommend they take paid leave.
  • Regarding working hours, we use an attendance management system in which employees, including managers, input their working hours. Their superiors use the system to regularly check the attendance status of team members.

Working Styles for Employees Aged 60 and over

As of April 2021, we have extended the mandatory retirement age from 60 to 65 years old, as a measure to secure stable employment and improve the treatment of senior employees, to enable them to work with peace of mind, and to further increase their motivation. In addition, we are catering to the needs of individual employees by incorporating options such as selective retirement age and re-employment with shorter working hours, taking the state of health and life plans of each employee into account.

MMC