Human Resource Management

1. Increased engagement

To enhance employee engagement, it is vital that employees really feel that they are growing and gaining skills, so we are working to improve our training systems and programs to give them more chances to grow.

Strengthening Human Resource Development Programs Improving Management and On-site Skills

We seek to foster an organizational and corporate culture in which all employees can develop their careers autonomously while enjoying a sense of growth. As well as new employee training, we have put in place systems that support training for each level of career progression, training that helps trainees improve the knowledge and skills they need to succeed in their roles, training to develop global human resources, and career development.

We also offer a system that enables employees to take courses at the Mitsubishi Heavy Industries, Ltd. training center.

Supporting Career Development

We introduced the Career Interview System that encourages employees to share their career aspirations with their superiors as they consider their medium-term and long-term growth strategies. In addition, in 2022, we introduced the Career Challenge System to promote autonomous career development and personnel exchanges.

Improving Inner Brand Power

The president has been convening a series of townhall meetings with the aim of eliciting the candid opinions of employees. In fiscal 2022, a total of 15 townhall meetings were held for managers and general employees, with 120 participating.

2. Ensuring diversity

Employing personnel with diverse backgrounds, skills, perspectives, and values within a company is considered a strength that contributes to sustainable growth. In recognition of this perspective, our Group is expanding its efforts to ensure the diversity of our personnel.

We have put in place a wide variety of systems aimed at enabling employees to work flexibly. By allowing employees to select a style of working that suits their own individual lifestyle, we will be able to improve work productivity and employee satisfaction, while also securing diverse human resources.

Supporting women’s participation and advancement in the workplace

We have made female empowerment an important part of our efforts to secure diversity, and as such we have set ourselves specific targets for the proportion of women among new hires and for the proportion of managers who are women. We are now pushing forward with initiatives to achieve these targets.

Under our Action Plan, which is related to Japan’s Act on Promotion of Women’s Participation and Advancement in the Workplace, we have adopted a target of at least 3.4% for female managers and at least 20% for new female hires. We are committed to achieving these targets.

We received the "Eruboshi Certification (two-star)" from the Ministry of Health, Labour and Welfare in August 2024 as a company with excellent commitments to promote women in the workplace.

Maintaining a work environment that makes it easier for employees to balance both work and childcare requirements

Regarding the balance between work obligations and childcare, we are committed to devising a system and work environment that make it easier to take childcare leave and to creating a work culture in which employees, regardless of gender, can continue to work while raising their children.

To enable the adoption of more flexible work styles, we have established systems that support telecommuting, flextime, and hourly paid leave. Our short-time work and leave systems for childcare and nursing care incorporate provisions that exceed those stipulated by law.

In recognition of our efforts in support of childcare, the Japanese Ministry of Health, Labour and Welfare awarded us “Kurumin Mark” certification in July 2023. Going forward, we will continue to sustain a work environment that makes it easier for employees to balance both work and childcare requirements by improving the rate at which men take childcare leave as well as annual paid leave.

3.Creating a comfortable work environment

We have published a Health and Productivity Management Declaration stating that we will implement a health and productivity management initiative that values the physical and mental health of our employees by promoting a sense of job satisfaction as well as physical and mental health. As a result, we have established specific key performance indicators under the ML Health and Productivity Management Plan (Action 5) and through cooperation with our Health Insurance Society, on March 11, 2024 we were selected under the 2024 Certified KENKO Investment for Health Outstanding Organizations Recognition Program, which is run by the Ministry of Economy, Trade and Industry and the Nippon Kenko Kaigi organization, in the large enterprise category.

Health and productivity management

1. (1) Lifestyles (disease prevention and health promotion)
2. (2) Smiles (mental health and motivation)
3. (3) Smoke-free (measures to fight second-hand smoke)
4. (4) Control (stopping condition from worsening)
5. (5) Compliance

Health and Productivity Management Declaration (by Mitsubishi Logisnext’s president)

As the top role in the company’s management, our president was the one to make the Health and Productivity Management Declaration, in which he clearly stated the policies and ideas behind our efforts.

Guidelines for Our Health and Productivity Management Initiatives

As initiatives aimed at cultivating a corporate culture at Mitsubishi Logisnext where employees are not afraid of making mistakes and can take pride in their work, we implement various efforts in the area of health and productivity management and consider improving employee health and dynamism from a management perspective.

Our efforts in this area are tied to management challenges such as enhancing employees’ mental and physical health and improving our organizational dynamism. Other aims include reducing presenteeism and absenteeism, and strengthening employee engagement.

Promotion framework

Industrial health staff from our human resources departments are working throughout our corporate group. They also work alongside health insurance associations and labor unions.

Health and safety

We have formulated a health and safety policy for the entire Mitsubishi Logisnext Group, which states that “safety is the foundation of all that we do,” and determined three main policy points.

In keeping with this philosophy and our policies, we carry out a variety of initiatives with the aim of creating a safe and secure workplace.

In terms of safety, we conduct workplace checks, such as the workplace health and safety patrols we conduct almost every month.

Regarding physical and mental health, we are implementing a health management approach that monitors employee job satisfaction and employees’ physical and mental health from a management perspective.

Initiatives targeting an accident-free workplace

We are actively focused on achieving accident-free workplaces at all our production sites. At the Shiga Plant, our largest factory, we have introduced Logistics Vehicle Support (LVS), a forklift operation management system that provides visualization of the operation status of our forklifts. Moreover, we are taking additional steps to visualize the on-site environment by utilizing the improvement methods of Fleet Management Services (FMS) to streamline operations.

Supporting mental health

The company continues to conduct stress checks on its employees, including those assigned to Group companies outside Japan. The purpose of this program is to monitor the levels of stress that employees are experiencing and to enhance self-care and create a comfortable working environment. We strive to provide appropriate work environments through counseling; workplace care; self-care and self-care training; workplace revitalization interviews and interviews with high-stress employees; and explanations of the results of group analyses of stress checks.

Instituting clean and hygienic workplaces

In addition to establishing rules to facilitate the execution of duties by creating a safe and comfortable work environment, we have also established a management system that establishes various health and safety conferences. Furthermore, each site and workplace has developed individual health and safety plans and is implementing initiatives under this plan.