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Carrying through the basic principle of “Safety and Health are the First” as we provide a stable supply of globally sought-after “materials.”

President, Mitsubishi Materials Corporation

We are acutely aware of the seriousness of the accident and will make every effort to prevent a recurrence and tighten safety management.

We express our heartfelt regret over the deaths of Mitsubishi Materials employees and workers from a partner company as a result of the explosion that occurred at our Yokkaichi Plant on January 9, 2014, and extend our sincerest condolences and apologies to the bereaved families. We would also like to offer, once again, our sincerest apologies for the anxiety and inconvenience caused to many people, including those injured in this accident and those living in the surrounding area.
 We set up an Accident Investigation Committee, seeking the cooperation of people with relevant knowledge, experience and expertise from outside the company, to determine the cause of the accident and to examine measures to prevent recurrence. The investigation report resulting from the seven meetings of the committee identifies in detail the cause of the accident and makes a wide range of proposals to prevent recurrence. Based on this knowledge and these proposals, we are conducting sweeping reviews not only of the nature of operations at the Yokkaichi Plant but also of the production processes and business processes generally across the entire Mitsubishi Materials Group. At the same time, we are also taking steps to raise the safety awareness of individual employees, which is essential for preventing accidents, and to reconstruct a safety culture to foster and support such safety awareness.
 In addition to these employee-related initiatives that address the “soft” aspects, we have also implemented measures to address the “hard” aspects, including positioning “strengthening the safety management structure” at the top of our corporate strategies and allocating a fixed amount of the capital investment planned from fiscal 2015 to fiscal 2017 to investments that will contribute to “safety” under our new mediumterm management plan announced in May.
 Trust takes a moment to lose but rebuilding it requires strong determination and resolve and the untiring effort on the part of all employees to prevent accidents of this nature and magnitude from occurring again. I used to take pride in the fact that we had repeatedly endeavored to ensure workplace safety as far as possible since the Mitsubishi Materials Group has many manufacturing plants that handle hazardous materials, but this accident has forced me to rethink this understanding. It goes without saying that we will verify and improve each of our shortcomings, but since the recent investigation report also elucidates new information about the substance that caused the accident, we plan to formulate radical recurrence prevent measures.
 As the senior manager of the Mitsubishi Materials Group, I am acutely aware of the seriousness of the damage caused by the accident and intends to make every effort to prevent recurrence and enforce the safety management measures that are fundamental to our business activities.

President, Mitsubishi Materials Corporation

Pursuing new possibilities for contributing to the creation of a recycling-oriented society under our long-term management policy

In corporate management, it is important to have a long view, not just a short- and medium-term focus. The Mitsubishi Materials Group has formulated a new “Long-term Management Policy” to replace the previous “2010 Vision” and to serve as a “compass” for management suited to the times ahead, and our new vision, which lies at the heart of this policy, is outlined below.

New vision
We will become the world’s leading business group committed to supporting recycling-oriented society through materials innovation, with use of our unique and distinctive technologies”.
 A major feature of our business model is that we develop resources, smelt metals, produce cement, metal products, advanced materials and components, and collect end products after they are used and recycle them to produce resources that will create new value. Currently we recycle as many as 27 different elements, and cross-business collaboration such as the Smelting and Cement Recycling System, where copper smelters and cement factories use each other’s waste and byproducts, is further developing this business model.
 Under our new medium-term management plan, which marks the first step towards realization of this vision, “pursuing a recycling-based business model” is a major theme. We will fully utilize synergies between businesses (a Materials Premium) ~ possible precisely because we are an integrated business entity ~ and harness our “unique and distinctive technologies” to further develop the recycling-oriented value chain, opening up completely new possibilities.
 We also plan to supply materials and processed products as “new materials” to key industries such as the social infrastructure, automobile and electronics industries, and to enter into the new businesses of automobile recycling and the rehabilitation of landfill sites.
 The Earth’s natural resources are limited. To leave a share of these finite resources to the next generation, we have to make the transition as quickly as possible from an economy and society of mass consumption and mass disposal to a recycling-oriented society that regenerates and reuses resources. Our recently formulated long-term management policy indicates a general future direction for our group and will, in my view, also lead to the solution of global social issues that have arisen in recent years.

Further accelerating global business expansion, while developing and utilizing diverse human resources.

Another key strategy under our new medium-term management policy is to strengthen our global competitiveness. As concrete measures for achieving this, we plan to expand our production and sales network and develop new customers and markets, but it is the Group’s human resources that will support these initiatives and the hiring and development of human resources is essential in order to powerfully push ahead with global business expansion.
 From the period covered by our previous mediumterm management plan, we have focused on developing human resources who are capable of working in the international arena, and provided a wide range of education and training. To become human resources that can compete in a global market, our employees must not only study languages but also respect the business practices and cultures of different countries and improve their ability to understand and absorb information. At our Human Resources Development Center, we develop and provide programs from this perspective and support each individual employee who transfers overseas.
 In the meantime, we are not bound to the idea of self-sufficiency and also actively recruit and employ local staff overseas and, since we will also need these local staff to take on new responsibilities within the Group, we plan to further strengthen recruitment and development activities in Asia and other parts of the world. I am sure that when human resources with diverse qualities and experiences come together and spur each other on in the workplace, smoother, more flexible business expansion will be possible.

Conducting responsible business activities in regions and communities around the world.

All business activities involve social responsibility. As the Mitsubishi Materials Group grows and develops, the potential positive and negative effects of our activities on our stakeholders are greater, which means that we must always be mindful of the consequences of our actions and behavior. Especially when a company engages in “materials”-related business activities as we do, it is important to understand the effect that resource development upstream in the supply chain has on the right to life of the people living in the region and the natural environment, and to take appropriate actions. We also have to consider the overall impact of our long value chain that stretches beyond upstream resource development to our refining, manufacturing, processing, and collecting and recycling activities, and mitigate the negative impact.
 In the past, we have expended maximum effort to prevent environmental pollution and reduce CO2 emissions, while using resources more efficiently. We believe that the technical expertise we have gained as a result could put to use in various ways around the world in the future. Likewise, in the renewable energy sector where we have been working to develop and use renewable energy resources for many years, we believe that, in addition to our technical expertise, our experience and corporate stance of being constantly mindful of coexistence with local communities will become even more useful in the future.

Fulfilling our mission of providing a stable supply of globally sought-after“materials” at a higher level.

President, Mitsubishi Materials Corporation

As a diversified materials company, the Mitsubishi Materials Group delivers the basic materials and components that underpin the development of society and people’s lives. While remaining constantly proud of this important mission, we intend to continue to promote aspirational initiatives. As a prerequisite to this, we will practice management that puts a premium on the safety of all the people who work for us and inhabit the surrounding areas more thoroughly than ever before.
 We intend to further raise the standard of our corporate activities by listening to the candid opinions of our stakeholders and engaging in dialog. I hope we can continue to rely on your guidance and support in the future.



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