Sustainability

In light of risk diversification, as for work locations, we have the Osaka office (in Esaka · Yodoyabashi) and a backup office (in Tokyo) in addition to the Tokyo office (Hamamatsucho). As for system centers, we have the main system centers (in Kanto region) and a back-up system center (Kansai region). These structures enable us to continue business in the event that one base is hit by a disaster as other bases can complement.
In addition, leveraging this infrastructure, we work to maintain and improve the business continuity system by implementing business continuity training against disasters on an ongoing basis.

Back-up structure for offices and personnel

To be prepared for a situation in which the main office becomes unavailable for operation, we set up a back-up office with sufficient facilities in terms of infrastructure, space, and the like.
If the main office (Akasaka) is hit by a disaster, we will immediately move to the backup office and continue business operations.
Note that this system is different from a disaster site that operates only during a disaster. During normal times, we perform the same business operations from both offices in Tokyo and Osaka.

Back-up structure for systems

For systems that manage customer asset data and systems that manage external settlements, the main system center employs the hot standby method of running primary and secondary systems whereby if the primary system fails, operations will switch to the secondary system in standby.
In addition, data is sent on as needed basis to a system set up in the back-up system center and thus we are able to continue to operate business without problems in the event of a disaster at the main system center.

We strive to enhance our human capital by providing employees with opportunities for further growth and challenges.
In particular, these efforts aim to create a virtuous cycle for the accumulation of human capital by fostering employees, regardless of age or gender, who are wholeheartedly committed to personal transformation and evolution. In line with this, we implement a lineup of human resource development programs.

Human capital management outcome indicators

1. Calculation based on the provisions of the Act on Promotion of Female Participation and Career Advancement in the Workplace (Act No. 64 of 2015). Since the disclosure standards, including other items, were revised in FY 2022 (before revision: includes employees from the company on secondment to outside the company, and excludes employees on secondment from other companies to the company. After revision: excludes employees from the company seconded to outside the company, and includes employees from other companies seconded to the company), the figures for FY 2021 and FY 2020 are also presented based on the same standards.
2. The percentage of employees who have taken childcare leave, etc., as defined in Article 71-4 (i) of the Ordinance for Enforcement of the Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members (Ordinance of the Ministry of Labor No. 25 of 1991), in accordance with the provisions of the Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members (Act No. 76 of 1991). The calculation is based on the formula of “Number of employees who took childcare leave ÷ Number of spouses who gave birth during the fiscal year × 100.” Depending on the timing of childbirth by a spouse, the rate of childcare leave taken may exceed 100%.
3. Wages: includes base salary, compensation for overtime, bonuses, etc., but excludes retirement allowance, commuting allowance, etc. Regular employees: excludes those seconded from the company to outside companies, and includes those seconded from other companies to the company. Non-regular employees: there are no female workers in the non-regular employee category, and therefore no figures exist.

Executing asset management operations requires not only a high level of expertise but also the ability to understand and interpret market and customer issues and concerns.
Additionally, there is an urgent need to train project managers with the recent expansion of system investment.
We operate various human resources training programs to expand these human resources.

Nurturing professional human resources

To this end, we operate a training system for professional personnel and managers that combines the three elements of on-the-job training (OJT), various training programs, and the provision of multiple opportunities for specialized operations, and have developed a framework for management to confirm operational status.

Nurturing project personnel

In the 22 years since our founding, we have invested approximately 150 billion yen in systems, and the scale of this investment has increased over the years as capital markets and customer demands have become more sophisticated and diverse.
In addition, customers have recently tended to become more specialized in competitive areas, and there have been a number of cases in which customers have transferred to us operations outside of their competitive areas.
Given this situation, we have an urgent need to train project managers for system development projects and large-scale customer projects, and we are operating a program to foster these human resources, aiming to train 100 such personnel in three years^*2.
*2 FY 2021-2023

In order to encourage the expansion and promote the range of human capital discussed above, and to improve its effectiveness, MTBJ works to maintain and expand the diversity of its people while providing fair opportunities to these diverse individuals.
In particular, since approximately 70% of our employees are women, our efforts to promote women’s activities are critical to supporting the execution of our management strategy.
In this context, we have been promoting the development of systems and management structures that enable female employees to continue their duties over the long-term, without having to halt their employment for reasons such as childbirth or childcare.
We also aim to contribute to the development of social inclusion by providing similar systems for male employees.

"Platinum Eruboshi" Certification and "Platinum Kurumin" Certification

We also aim to contribute to the development of social inclusion by providing similar systems for male employees. At MTBJ, we work to enhance the effectiveness of our promotion of women’s activities by improving workplace environments and training female managers based on our action plan for women to play an active role.
Indeed, in January 2023, the Minister of Health, Labour and Welfare certified MTBJ as a Platinum Eruboshi company in recognition of our outstanding efforts in this area.
Prior to that, in November 2018, we earned Platinum Kurumin certification by the same Minister for being a company that offers exceptional child-rearing support.