Diversity and Inclusion

MGC promotes diversity and inclusion with the aim of creating a work environment where employees with diverse personalities respect one another, where all can play an active role and grow, and where a culture of vitality is established, leading to the generation of new innovations one after another through collaboration among diverse values.

Basic Policy on Promoting D&I

MGC defines D&I (diversity and inclusion) as "all employees fully using their individuality to play varied and active roles and respecting one another."

MGC's basic policy on promoting D&I is stated below. The aim is to create an invigorated corporate culture in which all employees participate actively based on acceptance of each other and being inspired by each other, and which gives rise to a wide variety of ideas and ways of thinking.

Basic Policy

Promoting awareness about respect for diverse values and ways of thinking
We promote the development of employee awareness that ensures everyone accepts and respects the differences in each other's values, in the way they understand things, in the way they feel, and in their ways of thinking.
Creating an environment that ensures diverse work styles
We are committed to promoting the development of a work environment that enables diverse and flexible work styles and to the realization of work-life balance, through "work style reform."
Diversification of human resources and the creation of an organization that optimizes the utilization of each and every human resource
We promote organization development that makes optimal utilization of diversity by recruiting and appointing diverse personnel regardless of gender, age, nationality, disability, or educational background.
Development of human resources who can demonstrate individual strengths
We promote human resource development that makes it possible for each employee to hone and demonstrate their capabilities and their individuality as professionals.
Promoting mental and physical health (promoting health management)
Mental and physical health is more important than anything else. We are committed to promoting our employees' health maintenance and health enhancement.

(Established in January 2020)

D&I Promotion System

We established the Diversity Promotion Office in August 2019 to develop a corporate culture of respect for diversity that values differences and further promote MGC's management concept of creating a place where there is job satisfaction and a dynamic group in which motivations and abilities are respected.

* Reorganized into the Diversity and Inclusion Department in October 2021.

In addition, as part of the Sustainability Promotion Expert Committee, we have organized a company-wide "Diversity and Inclusion Promotion Expert Committee" to promote the planning of measures and activities for improvement for a variety of issues.

Figure: D&I promotion system. The top of the system is CSR council. — D&I Promotion System

D&I Promotion Action Plan

In order to ensure that the PDCA cycle is implemented to promote D&I, we have formulated an annual plan and are developing company-wide initiatives to achieve our goals.

FY 2023 D&I Promotion Action Plan and Initiative Results

Basic Policy	Item Promoted	Challenges and Targets	Results of Key Initiatives in Fiscal 2023
Promoting awareness about respect for diverse values and ways of thinking	Fostering awareness	Improvement of understanding of the promotion of diversity and inclusion (D&I) within the company Improvement of understanding of D&I within the MGC Group	Implemented training on D&I promotion in new employee training, new manager training, etc. Published the in-house magazine "WORK LIFE THINK," held D&I lectures, introduced D&I promotion initiatives in the Group's newsletter, and took other measures Held hands-on blind soccer training sessions, lectures by para-athletes, etc. at each business site
	Raising awareness for human rights	Promotion of human rights awareness　activities Strengthening of measures to prevent　harassment	Implemented human rights training in new employee training, new manager training and Human Rights Week Implemented training on the prevention of harassment, anger management, and other topics at each business site
Creating environment that ensures diverse work styles	Work style reforms	Reduction of total working hours and improvement of productivity Enhancement of systems enabling diverse and flexible work styles Improvement of safety net	Continued efforts to improve operational efficiency (ECRS, automation, etc.) at each business site Promoted flexible work styles, including flextime without core hours and telecommuting Encouraged employees to take annual leave on days such as payroll days and weekdays between holidays, as well as consecutive summer vacation days to refresh themselves physically and mentally and improve productivity
Diversifying human resources and creation of an organization that optimizes utilization of each and every human resource	Women’s empowerment	Promotion of career development support for female employees Promotion of support for balancing work and　home life	Conducted various training programs to support the active participation of female employees Held an exchange meeting for female employees, which included a talk by a female director and group discussions on the theme of "what is necessary to work with vigor and vitality" Informed male employees who have had children about the system, encouraged them to take the leave, and took other measures to encourage male employees to take childcare leave
	Diversification of human resources	Stepping up recruitment of foreign nationals Diversification of hiring formats Promoting more opportunities to people with disabilities	Promoted recruitment of foreign nationals and mid-career recruitment through agent referrals, etc. Started year-round mid-career recruiting and started alumni recruiting efforts Promoted employment of people with disabilities, development of their work environment, and expansion of their job areas at each business site
Developing human resources able to demonstrate individual strengths	Organization development and human resource development^*	Improvement of organizational performance Promotion of development of human resources able to exhibit their individual strengths	Established MGC Commons, a facility for human resource development and innovation creation Expanded training curriculum (newly established training programs aimed at improving evaluation and communication skills of managers)
Promoting mental and physical health (promoting health management)	Promotion of health (improvement of nutrition, exercise and rest)	Improvement of health awareness and knowledge Establishment of exercise habits	Held sports events (physical fitness tests, locomotion tests, yoga classes, exercise classes by professional soccer players, various sports competitions, etc.), participated in walking events, and took other measures at each of its business locations
	Disease prevention	Enhancement of measures to address lifestyle diseases Promotion of measures to address mental health	Introduced an online smoking cessation program in collaboration with a health insurance association Implemented non-smoking promotion activities at each business location, including the consolidation of smoking areas and the establishment of "No Smoking Days" at each business location Implemented mental health training, lifestyle-related disease prevention seminars, health lectures by industrial physicians and public health nurses, etc. at each business site

* Related to the two basic policies of “creating organizations” and “developing human resources”

Support for the Active Participation of Women

In order to create an employment environment in which employees, regardless of gender, can exercise their abilities and work in harmony with their work and family life, and to create an employment environment in which women can play an active role as managers and leaders, we are working to implement measures to support the career development of female employees and enhance support systems for balancing work and family life.

In addition, as a result of our proactive efforts to promote the use of childcare leave by male employees in order to realize gender equality and dispel stereotyped perceptions of gender roles, the rate of taking childcare leave rose significantly from only 3.1% in FY2019 to 73.5% in FY2023, with the average number of days taken being 56 days.

Graph: the bar graphs show the number of female employees and managers by year. — Number of female employees and managers

*Calculated in accordance with the provisions of the Child Care and Family Care Leave Act. Including seconded employees.

Graph: the line graph shows the Percentage of male employees taking childcare leave by year. — Percentage of male employees taking childcare leave

Employment of People with Disabilities

MGC also continues working to create a workplace environment that allows employees with various disabilities to fully demonstrate their capabilities. MGC's rate of employment for people with disabilities in fiscal 2022 was 2.51%, above the legally mandated rate of 2.3% .

Graph: the line graph shows Employment rate for people with disabilities by year. — Employment rate for people with disabilities（As of June 30 each year）

Employment of Foreign Human Resources

We encourage hiring of foreign employees to develop business and acquire new customers at overseas sites, promote improvements in work processes from diverse perspectives, and support R&D.

Graph: the bar graphs show the number of Employees and managers who are foreign nationals by year. — Employees and managers who are foreign nationals (non-consolidated)

* Includes employees on outside assignment