Under the belief that each and every employee is a precious asset (human resource), the Mizuho Leasing Group is actively promoting diversity and inclusion throughout our organization.
We believe that it is essential to create an organization where employees understand and appreciate one another’s different backgrounds, ways of thinking, and values, fostering mutual respect and solidarity, and enabling the organization to respond flexibly to change.
In addition, we strive to create a rewarding workplace and a vibrant organization where each and every employee can fully demonstrate his/her individuality and abilities, through initiatives aimed at the advancement of women, the improvement of work-life balance, the enhancement of engagement, and the flexible working styles.
To promote understanding of diversity, we actively share information with our employees about diversity-related initiatives and related topics through distributing “Diversity Communication” via the in-house intranet and holding various seminars provided by external lecturers, among other means.
|
- 拡大
- Paralympians' lecture
We have developed and are consistently implementing the following action plan to improve the employment environment so that women can play an active role in the organization.
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.
Our target is to reach 15% for the proportion of women in managerial positions by FY2025, and we reached 13.0% as of the end of March 2025. We provide training for female employees to develop their careers and take measures to promote their active participation and career advancement in the workplace.
|
We met the required standards under the Act on the Promotion of Women's Active Engagement in Professional Life and our proactive initiatives to promote the empowerment of women were highly evaluated. In recognition of these initiatives, we received the Eruboshi Certification (Level 2) in January 2025.
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. By introducing a flexible staggered commuting system and a telework system, as well as establishing satellite offices, we endeavor to enable employees to work in the environment that best suits their individual situation, whether working from home or elsewhere.
In February 2025, we introduced a flextime system, enabling our employees to work more efficiently and maintain a flexible and well-balanced work style.
As teleworking has normalized, we are looking for ways to raise work efficiency and stimulate communication among employees, which tends to be lacking.
To create a corporate culture where it is easy for male employees to take childcare leave, we are encouraging male employees to take childcare leave through activities such as interviewing each male employee with a newborn and distributing leaflets that give an overview of the work-life balance support system and a summary of how to take leave. Based on our internal criteria*, 100% of male employees took childcare leave in FY2024 for the second consecutive year, with some employees taking the leave for three consecutive months. We interview employees who have taken long-term childcare leave and share their stories via the in-house intranet to raise awareness about taking childcare leave among male employees. (*Of the male employees with a child that will turn one year old this year, the percentage of those who began childcare leave between the previous year and the day before their child’s first birthday).
We offer support related to balancing work and childbirth/parenting to employees of both sexes. We hold “Seminar on Balancing Work and Childcare” to help employees learn ways of working and how to balance their work and childcare. We also established a consultation desk that provides advice related to taking childcare leave, share information about childbirth/childcare related programs via the in-house intranet. Moreover, we offer a correspondence course for employees to think about their career after returning to work even during childcare leave. To further assist with concerns related to childcare and returning to work, we also provide employees with access to an AI-powered chatbot for consultations.
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 in December 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.
To continuously leverage the knowledge and insights of our experienced employees, we raised the mandatory retirement age to 65 in FY2019. We hold life design training sessions for senior citizen employees and encourage them to rebuild their careers to enable them to continue working with a high level of motivation, and help them design a comprehensive life plan that envisions the future.
In addition to distributing nursing care handbooks, disseminating information related to nursing care, and offering e-learning programs to deepen understanding of dementia, we hold “Dementia Seminars” by external lecturers with extensive experience as care managers. Moreover, we hold “Nursing Care Round-table Talks” where employees facing nursing care-related issues can connect and share information with one another, and have set up a free consultation desk. Through these initiatives, we strive to create an environment where employees can feel secure in balancing nursing care and work.
We actively recruit people with disabilities to promote their social participation. Members with disabilities have been working not only at the head office but also at the IBUKI Kawaguchi Farm and the IBUKI Ebina Farm since May 2021 and December 2024, respectively. As part of our efforts to achieve a society and workplace where everyone can thrive, every week we distribute vegetables and herb teas from the farm to employees to raise their familiarity with, and awareness about, diversity.
We introduced the Side Job and Dual Employment System in December 2022 for the purpose of promoting diverse working styles, as well as to enable employees to promote innovation and broaden their horizons through acquiring knowledge outside the company.
|
Mizuho Leasing considers developing a workplace environment where employees can work healthily, safely, and with peace of mind will lead to revitalizing the organization through improved employee vitality and enhanced productivity.
We hold a health committee each month in accordance with the Industrial Safety and Health Act to ensure the maintenance and promotion of employee health and safety.
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 country they are stationed in and a medical check-up once or twice a year in that country or Japan, depending on the country's sanitary conditions or medical level.
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 are important for employees' mental health—we conduct a stress check once a year.
To ensure work-life balance and provide employees with enough time for spiritual enrichment, we aim to achieve an average paid leave utilization rate of 80% for all employees by FY2025 (FY2024: 74.6％). We encourage employees to take consecutive paid leave in the summer and update them on the annual paid leave utilization rate every six months.
Moreover, we set Wednesdays as “no overtime days” and assigned two additional no-overtime days each month, July and August, for each division or branch.
Since August 2021, we have conducted engagement surveys every three months to understand the current state of employee job satisfaction and well-being in real time and to create an environment where they can take a more proactive approach to their work. We are implementing various initiatives to enable each employee to gain a deeper understanding of engagement and enhance engagement through their own actions. Since FY2023, we have selected members who proactively promote the engagement enhancement activities at our divisions and branches, and they have been advancing more effective initiatives while exchanging ideas with people both within and outside the company.
