Diversity & Inclusion

 Mizuho Leasing Group is promoting diversity and inclusion throughout our organization. We believe understanding and accepting diversity and differences of employees’ backgrounds are significant in terms of :  helping each other to bring out their best, fostering solidarity, and thereby promoting their own growth while adapting to changes. By promoting the advancement of women, work-life balance, proactive communication, and flexible working styles, we are working to create a rewarding workplace environment where diverse ways of thinking and values are accepted and respected, and one that brings out the best in each employee's unique talents.

■Promoting Understanding of Diversity

Raising Awareness

 To promote understanding of diversity, we hold various seminars provided by external lecturers.

 In addition, we are working to raise awareness among employees by distributing information through "Diversity Communication" via the in-house intranet to keep employees up to date on diversity-related initiatives, seminar schedules, and so on.

Seminar Title Description
Keynote lecture on diversity for
employees in managerial posts
How to manage in the age of diversity
Seminar on diversity communication
based on differences in the brains
of men and women
How to communicate better based on understanding differences in
the brain of men and women, and learning specific skills to do so
Seminar on dual-income living
(sharing childcare and housework)
How to change our way of thinking on sharing childcare and housework,
and ways for husbands, wives and children to communicate effectively
about this situation
Unconscious bias seminar Raising awareness about unconscious bias and assumptions,
and understanding one's own way of looking at and thinking about things
Time management seminar Time management for higher productivity and more efficient ways of working

■Promoting Advancement of Women

Action Plan based on the “Act on Promotion of Women’s Participation and Career Advancement in the Workplace.”

 We have been developing the following action plan to improve the employment environment so that women can play an active role in the organization.

Systems for Career Conversion

 To create a company culture that provides a rewarding workplace, we have developed a comfortable working environment for employees by establishing systems that enable them to work flexibly according to the life-cycle.

Training to Promote the Advancement of Women

 We are working on promoting the advancement of women by training women for career development, as well as training for men in managerial posts who have female subordinates.

Training Title Description
Training for managing women on
the management track
Managing women on the management track to support their growth,
taking major life events into account
Career design training for women
on the management track
Support for women on the management track to plan their career

■Promotion of Work-Style Reform and Work-Life Balance

 Mizuho Leasing is striving to promote work-style reform and work-life balance through the following initiatives and systems.

Promoting Flexible Working Styles

 In our drive to improve work-life balance and lift work productivity, we are promoting flexible working styles that are unbound by fixed locations or times. We have introduced five flexible staggered commuting patterns and a telework system for all employees. By establishing satellite offices as well as a work-from-home system, we endeavor to enable employees to work in the environment that best suits their individual situation.

 As teleworking has normalized, we are looking for ways to raise work efficiency and stimulate communication. These include asking employees to fill out a questionnaire on telework to grasp the current situation and issues surrounding it, and communicating telework best practices to all employees. The tasks ahead include creating an even more comfortable working environment and promoting more flexible work styles.

Encouraging Male Employees to Take Childcare Leave

 To create a corporate culture where it is easy for male employees to take childcare leave, we are encouraging male employees with a newborn to take childcare leave through activities such as distributing leaflets that give an overview of the work-life balance support system and a summary of how to take leave. In addition, we give male employees who have a new child congratulatory cards personally hand-written by their supervisor and colleagues. These are ways that Mizuho Leasing Group is supporting male employees' participation in childcare.

Training and Round-table Talks for Employees Returning to Work from Childcare Leave

 We offer Childcare Leave Returnee Training for employees who have returned to work after childcare leave. The training aims to help them strengthen awareness of participation while achieving a balance between work and childcare, learn about the approach to work after, and learn about housework and childcare. Meanwhile, in response to the requests for "chances to mingle in small groups" and to "connect with people in the same situation," we also host round-table talks as a venue for working mothers to exchange information. We are also making efforts to ease or relieve anxieties and worries that employees may have by inviting experienced lecturers to both the training and round-table talks, from whom participants can receive advice.

[Round-table Talks in Sep. 2019 for Employees Returning to Work]
[Round-table Talks in Sep. 2019 for Employees Returning to Work]

Nursing Care Seminar

 Work and Nursing Care Balance Support Seminars for Group employees was held with an external lecturer, covering basic knowledge on nursing care and the nursing care insurance system, as well as on how to prepare themselves for nursing care. In addition, individual consultations was held by the lecturer after the seminar. In fiscal 2019, we hosted seminars targeting the managerial staff, in addition to those intended for all employees. The seminars offer managers an opportunity to learn from outside lecturers to deepen their understanding of employees who carry the burden of caregiving, and how to respond when consulted by a staff member about nursing care using case studies, so as to create a workplace culture of mutual support.

[Nursing Care Seminar for Employees in Managerial Posts in Sep. 2020]
[Nursing Care Seminar for Employees in Managerial Posts in Sep. 2020]

Distribution of the Work-Nursing Care Balance Handbook

 We have created a handbook that gives a basic explanation of nursing care, how to balance work and nursing care, and the initial action to take when facing nursing care in a way that is easy to understand, and distributed it to employees.

Outline of the Work-Life Balance Support System

System / Measure Outline
Antenatal leave An employee may take leave of absence from six weeks before the
expected date of birth to the actual date of delivery by applying for it.
Postnatal leave As a rule, an employee is prohibited to work from the day following
the delivery to eight weeks later.
Childcare leave As a rule, an employee may take the leave following the birth
of his/her child until the date when the child turns one year old.
Childcare time As a rule, an employee may secure time for childcare twice per day,
in blocks of 30 minutes each, following the birth of his/her child
until the date when the child turns one year old.
Shorter working
hours for childcare
An employee may reduce the specified work hours to a minimum
of six hours, from the date of birth of his/her child until the child
begins fourth grade at elementary school.
Child nursing
care leave
An employee may take leave of absence from work for up to five days
per year per child, or up to ten days per year if the employee has
two or more children, until the child begins elementary school.
Leave when an
employee's spouse
gives birth
A male employee may take leave of absence from work
(for up to three days) to help his pregnant spouse enter and
leave hospital at the time of childbirth.
Nursing care Nursing care leave As a rule, an employee may take leave of absence from work for
a total of 93 days per his/her family member when providing
care for a family member with a condition that requires nursing care
Shorter working
hours for nursing
As a rule, an employee may reduce the specified work hours
from 9 am to 4 pm for a total of 93 days for each applicable
family member.
Special leave
for nursing care
An employee may take leave of absence from work for the purpose
of nursing care and the like, separately from nursing care leave.
A total of five days per year per family member, or up to ten days
per year if two or more family members require nursing care.

Number of Employees Who Used the Work-Life Balance Support System

FY2016 FY2017 FY2018 FY2019
Childbirth/Childcare (including extension of childcare leave) 13 18 21 21
Child nursing care leave 16 27 32 25
Nursing care leave 0 0 0 0
Special leave for nursing care 3 6 13 12

Receiving the Platinum Kurumin Certification

 Mizuho Leasing is actively working to support the development of children who will bear the next generation, and received the Platinum Kurumin certification from the Minister of Health, Labour and Welfare on December 16, 2020 based on the Act on Advancement of Measures to Support Raising Next-Generation Children as a company that is striving to deliver a higher level of child development support.

 We will continue to proactively support all employees in balancing work and childcare, and in this way strive to create a vibrant company culture where employees feel satisfied with their job.

Together with Our Employees

■Initiatives to Active Internal Communication

Establishment of the in-house educational institution "Torakoya"—to Transfer Knowledge, and Promote Women and Seniors in the Workplace

 Mizuho Leasing Group established Torakoya*, an in-house educational institution, in October 2017 with the purpose of transferring knowledge and know-how accumulated by the Group throughout its history and providing a venue for communication among employees across generations. At Torakoya, instead of classroom lectures, senior employees with a wealth of experience give participatory lectures, thereby stimulating communication across workplaces, careers, and generations.

(* Torakoya was named by blending Toranomon, the location of our head office, and terakoya, a type of private elementary school present during the Edo period, following a vote by employees.)


 We run Torakoya under a variety of themes: in "Value of equipment & property" in fiscal 2019, participants learned from a lecturer with abundant experience in sales and expertise in equipment and commercial distribution; in "Working while caring for a child" in fiscal 2020, three female employees talked about work styles and shared their know-how on balancing work and childcare based on their own experience.

Torakoya in Kansai in Feb. 2020
Torakoya in Kansai in Feb. 2020
Torakoya in Dec. 2020
Torakoya in Dec. 2020

■Health Care for Employees

Basic Approach

 Mizuho Leasing considers developing a workplace environment where employees can work healthily and safely will lead to revitalizing the organization through improved employee vitality and enhanced productivity.

 Under this idea, we hold a Health Committee meeting based on the Industrial Safety and Health Act once a month to maintain and promote the safety and health of employees, while working to improve our workplace environment, maintain and improve employees' health.

Health and Safety of Employees

 We provide an annual medical checkup for all employees. For expatriate employees and their family members living together, we provide the necessary vaccinations for each county they are stationed in as well as a medical check-up once or twice a year in that country or Japan, depending on the sanitary conditions or medical level of the country. In addition, according to the basic policy of promoting mental health—since relaxing, gaining spiritual enrichment and securing a comfortable, safe, and worker-friendly environment is important for employees' mental health—we conduct a stress check once a year.

 Furthermore, in light of the COVID-19 pandemic, we are taking measures to prevent infection among employees and to maintain their health and safety as a top priority. This includes installing acrylic dividers on office desks, allowing only up to five people at a time to ride an elevator, installing face recognition devices with body temperature measuring functionality at the entrance on the first floor of the head office, and thoroughly ensuring that customers are wearing face masks and that their temperatures are measured.

Promoting the Taking of Paid Leave and Reducing Long Work Hours

 To ensure work-life balance and provide employees with enough time for spiritual enrichment, we have been running a campaign to encourage employees to take paid leave, with the aim of achieving the rate of taking paid leave of 70%, the average of all employees since fiscal 2017.  After reaching this target in fiscal 2018, we established an anniversary holiday (special vacation) system in October 2019 by further advancing our endeavors to create time for our employees to pursue their passions.

 Moreover, we have set Wednesdays as "no overtime days," and also assigned two days during summer (one in July and another in August) as no-overtime days for each division and branch, considering workload fluctuations.

Hiring People with Disabilities

 Mizuho Leasing hires people with disabilities, deciding on assignments and responsibilities once they join the company by considering the details of the disability in question and the type of work each applicant would like to do. We will continue to hire people with disabilities in view of the social significance of creating opportunities for them.