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 (Akasaka). 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

In case our Tokyo office becomes unavailable, we have set up a backup office with sufficient infrastructure, space, and other facilities. In the event of a disaster at the Tokyo office, we will immediately move to the backup office and continue business operations.
Moreover, we have established the Osaka office in preparation for a wide-area disaster in the Tokyo Metropolitan Area. The Osaka office operates on a dual operation system with the Tokyo office, focusing on operations with high priority for business continuity, such as fund settlement and securities settlement.
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). In addition, this calculation includes employees on secondment outside the company, but excludes employees on secondment to the company.
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%. In addition, this calculation includes employees on secondment outside the company, but excludes employees on secondment to the company. Figures for FY2021 and FY2022 are not available because there were no workers whose spouses gave birth.
3. Wages: includes base salary, compensation for overtime, bonuses, etc., but excludes retirement allowance, commuting allowance, etc. In addition, this calculation includes employees on secondment outside the company, but excludes employees on secondment to the company. Figures for FY2021 and FY2022 are not available as there were no female workers in the non-regular employee category.

In order to meet the demands of the capital markets and continue to provide our customers with high-end services, it is essential to develop human resources with high business execution and problem-solving skills.
Moreover, to make a sustainable contribution to society and the capital market, it is also necessary to train managers who can bundle these capabilities and make optimal use of them.
To this end, we operate a training system for professional personnel and managers that combines the three elements of the "OJT/on- the - job training," "various training programs," and "providing multiple specialized and professional opportunities," and we have a system in place where the management checks the conditions of this operation.

Nurturing professional human resources

In the 23 years since our founding, we have invested approximately 160 billion yen in systems. This scope is expanding year after year due to the increasing sophistication and diversification of capital markets and customer demands. In addition, in recent years, there has been an increasing trend among customers to specialize in competitive areas, and we are increasingly seeing cases in which customers transfer work outside of their competitive areas to us.
Given this situation, we have urgent need to train project managers for system development projects and large-scale customer projects, as well as customer service personnel to resolve customers' problems. To this end, we are running a human resource development program aimed at training these personnel, and we aim to train 150 project managers and 90 customer service personnel in the three years from 2024 to 2026.

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 are improving the workplace environments and training for female managers in order to promote women's active participation more effectively. In January 2023, initiatives based on our Action Plan for Promoting Women's Advancement were recognized as particularly outstanding, and the Minister of Health, Labour and Welfare certified MTBJ as a "Platinum Eruboshi" company.
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.