Developing Human Resources and Managing Diversity

We are fully focusing to developing human resources, as the basis of our corporate competitiveness. We provide our employees with opportunities to improve themselves and achieve self-realization, through our wide-ranging business activities and through extensive training programs, and make every effort to create an environment in which employees find their work rewarding.

Basic Approach to Human Resources

We believe that human resources are the cornerstone of corporate growth. That is why our human resource strategy is firmly focused on developing employees' skills and making their work more rewarding. We are aiming to passing on the skills and technologies we have built up over the course of our long history in manufacturing to future generations, and aim to develop human resources who are capable of providing society with new forms of added value.

Reinforcing global human resource development

One of the key companywide strategies under our current medium-term management plan is strengthening global competitiveness. With that in mind, we are working to expand and improve our global human resource development activities even further. We select employees who are due to be assigned overseas and young employees who are expected to make a considerable global contribution in the future, so that we can provide them with the necessary training. A total of 176 employees have attended training over the course of three years up to fiscal 2016 under our Global Human Resource Development Program, which we launched in fiscal 2014.
We are planning to develop around 300 global human resources through this program, over a period of five years starting in fiscal 2017.

Global Human Resources
Expanding global development for young employees
Exploring, devising and implementing development programs for local staff
Object Employees in their 2nd to 8th year with the company Employees expected to be assigned overseas within two to three years Local staff
(locally employed workers at overseas operations)
Program Junior Global Program (JGP) Global Management Program (GMP) Plans to establish development programs in the future based on specific needs, including in-house company and divisional policies for overseas operations, and policies for making the most of national staff
  • Language training
  • Training in awareness, skills and expertise (external instructors)
  • Overseas Training (FY2015 onwards)
  • Language training
  • Training in specialist knowledge (internal instructors)
  • Training in skills and expertise (external instructors)

Target:Approx. 300(Global human resources to be developed over five years from FY2017)

Overseas Human Resource Development

In order to speedily expand the Mitsubishi Materials Group's overseas operations, we consider that it is necessary to use overseas human resources more actively. With that in mind, we are planning to establish development programs for locally employed workers at overseas group companies, based on specific policies of localization and use of overseas human resources.
We are currently accepting managerial staff and technical staff from our overseas operations, in order for them to gain the necessary expertise and know-how at Mitsubishi Materials and to roll them out to the places of origin.
We hope to continue making progress on a groupwide scale in the future, in terms of developing and use of local human resources.

Passing on Skills

Training for Facility Management EngineersTraining for Facility Management Engineers

In addition to our position-based training schemes such as new recruits and mid-level employees, we, as a manufacturing company, also provide training programs in maintenance and engineering skills for plant equipment. We make every effort to maintain and improve production skills, in line with various technologies used on the shop floor as part of our wide-ranging operations. We also organize training for Facility Management Engineers, aimed at younger employees. We have been providing training such as this continually for over 15 years, playing a crucial role in terms of developing human resources and passing on skills to the engineers who underpin our manufacturing operations.

Training to become a Facility Management Engineer

Katsuya IshigeKatsuya Ishige
Engineering Maintenance &
Utility Section,
Naoshima Smelter & Refinery

Training was based on a curriculum that reflected individual skills, and involved education using specialist equipment, designed for passing on skills. My instructor was an experienced production engineer, who provided me with practical education based on actual experience on the manufacturing floor, rather than just theory. I also learnt skills that I wouldn't normally have chance to use during my day-to-day work, and developed a new outlook on manufacturing so that I can apply my skills to any workplace. I intend to make the most of the advice my experienced instructor gave me when I presented my results at the end of my training, to help me to improve the efficiency and quality of my day-to-day work.


Activities for Diversity and Inclusion

Empowerment of women

The goals of our women's empowerment activities are to generate added value from diverse human resources co-working together, and to secure employment of the best possible workforce.
As part of our activities to date, in February 2015 we established the Women's Empowerment Committee, consisting of nine female employees. At the end of August that same year, the committee submitted a recommendation report to the management, identifying issues and outlining a future direction of women's empowerment in Mitsubishi Materials. We then used their recommendations to formulate our Basic Principles on Women's Empowerment in October. Our Principles are aimed at promoting activities to secure and retain female employees, expand career options, and enable women to play a greater role in the company.
We have also submitted our Principles to the Labor Bureau as the company action plan, in accordance with the Act on Promotion of Women's Participation and Advancement in the Workplace. We have set out numerical targets in three areas as part of our Principles, as outlined in the diagram below. Targets relate to the percentage of female graduate recruits, the percentage of female employees voluntary quit the company within five years, and the percentage of women in management positions.
Specific measures include providing training to change the perceptions of all employees at section manager level or higher, starting in January 2016, and training for female employees, which is planned to be held before the end of fiscal 2017. We are also focusing on measures such as providing support and improving various in-house rules to strike a balance between work and home life, in an effort to create a better working environment.

Numerical targets under the Basic Principles on Women's Empowerment (by2020)chart

Promoting activitiesPromoting activities

Promoting Disabled Employment

Employees planting greenery at our Saitama officeEmployees planting greenery at our Saitama office

At our Human Resources Development Center (Saitama Prefecture), we provide a range of support to promote disabled employment within Mitsubishi Materials and at group companies, based on the principles of social responsibility, legal compliance and diversity of human resources. The center offers a "model workplace for disabled employees", aimed at enabling disabled people to learn, grow and contribute to society through their work. In addition to providing jobs such as maintaining greenery on company premises, cleaning the cafeteria and producing business cards, including for group companies, we also engage in social contribution activities such as offering placements for students from local special needs education schools.

Disabled Persons'Employment Rate*Disabled Persons'Employment Rate

* Calculation date changed to 4/1 from FY2016.

Main jobs undertaken by disabled employees at the Mitsubishi Materials Group (based on FY2016 survey) graph

* 66% of group companies (excluding those with 50 employees or less) meet the statutory rate of disabled employment.

"Eruboshi" certification


"Eruboshi" certification can be granted to those companies that have submitted a "General Employer Action Plan Related to Women's Empowerment," in accordance with the Act on Promotion of Women's Participation and Advancement in the Workplace, which was enacted in April 1, 2016, and who have met certain criteria.
We were one of just 46 companies nationwide to have been granted certification as of April 2016. Companies are rated in five categories; (1) recruitment, (2) continued employment, (3) working options (hours, etc.), (4) percentage of women in management positions, and (5) offering a diverse range of career options. Having met criteria in three of these categories - (2), (3) and (5) - we were granted certification as a second-level "Eruboshi" company (out of three levels).

Rehiring of Retire Employees

We rehire retired employees aged 60 and over who wish to work, in order to give them the opportunity to find reemployment at one of our offices or affiliated companies, whilst at the same time enabling us to continue benefiting from the skills and expertise of employees who have reached retirement age. A total of 53 people were newly rehired as part of this program in 2015.
We continue to look into reviewing this program in consultation between labor and management, in light of changing employment conditions for people aged 60 and over.


Respect for Human Rights

Basic Approach

Human rights awareness training (Sanda Plant)Human rights awareness training (Sanda Plant)

One of the articles of our Code of Conduct states that "we will respect human rights of all" As well as ensuring that we respect the dignity of each and every individual, and preventing any infringement on their honor or privacy, this means that we also make sure that we do not discriminate unfairly based on race, gender, religion, nationality, or any other factor not related to the relevant individual's abilities or performance.
To achieve that, we organize human rights awareness training on an ongoing basis in order to encourage individual employees (including short-term, part-time, temporary and contract employees) to take a personal interest in human rights issues, and to ensure that they maintain a deep-rooted awareness of the importance of human rights as part of their day-to-day activities, based on a resolute determination not to engage in, allow or tolerate any form of discrimination. As a result of promoting human rights awareness training on a companywide scale, total of 4,869 employees have attended the training, 3,866 hours in total during fiscal 2016.

Preventing Harassment

Sexual, power-related and other forms of harassment can stifle employees' enthusiasm and erode an otherwise congenial working environment. We believe that stepping up educational and training programs, and implementing a range of preventive and response measures, are both effective ways of combating harassment. We revised our guidelines on preventing sexual harassment to reflect the contents of the revised Ordinance for the Enforcement of the Act on Securing, etc. of Equal Opportunity and Treatment between Men and Women in Employment, which came into effect in July 2014. In addition to an Internal Contact Office, we also appoint in-house supervisors at each of our enterprise place to provide advice on sexual harassment, and have established an external consultation service to ensure that all matters are handled appropriately. (Consultation services were contacted with regard to 12 matters during fiscal 2016.)


Work-Life Balance

We promote creating working environments that enable our employees to strike a balance between their work and their private lives. As well as enabling employees to adapt their working patterns in line with events in their lives, we make every effort to establish and continually improve a range of support schemes so that employees can advance their careers and take on challenging jobs.

Childcare and Family Care Support Systems

We operate a range of childcare and family care support systems that go above and beyond legal requirements. In terms of childcare, we allow employees to work reduced hours until their children reach the third grade in elementary school. In addition to this, in 2014 we began granting partial paid leave for employees nursing children, introduced a childcare subsidy system, and established a new lump sum system to facilitate a quick return to work after taking childcare leave. We continue to improve support schemes such as these so that employees can strike a balance between raising children and doing their jobs.
In terms of family care meanwhile, we provide leave for employees caring for family members, and allow employees to work reduced hours up to 365 days for each family member they are looking after. We also allow employees to divide the leave and allocate accrued leave towards caring for the same family member.

Use of Major Systems (FY2016)
Subject Men Women Total
Percentage of paid holidays taken (Based on calendar year) - - 83.6%
Number of employees taking maternity leave - 18 18
Number of employees taking childcare leave 6 32 38
Number of employees taking leave to care for a family member 4 1 5
Employees using the childcare subsidy system 80 35 115

Activities to Reduce Working Hours

Having established an exploratory committee on reducing working hours, consisting of both labour and management, we are working to reduce out-of-hours work and encourage employees to take paid leave, in line with actual operations at each of our facilities.
As well as stepping up and improving existing activities such as No Overtime Day and Paid Leave Day, in fiscal 2016 we also carried out activities such as offering replacement holidays in return for routine furnace repair work.
In 2015, the total number of hours worked across all union employees averaged out at 2007.7 hours.



Wellness Leave

We allow our employees to carry over up to five days of unused paid leave each year, up to a maximum of 45 days, and then use those days to take "wellness leave." Employees can also use wellness leave for reasons relating to their own health, including recuperating from illness or injury, or attending medical examinations or gynecologist appointments, or for purposes such as caring for family members, taking leave to return home if working away from their families, or taking part in volunteer activities. We are working to extend this system even further, and in fiscal 2015 extended eligibility to in- and out-patient fertility treatment.

Optional Welfare Scheme

We have introduced an optional welfare scheme in an effort to cater to our employees' increasingly diverse needs. Figures show that the number of employees using this scheme under each option, to go traveling or provide support, reached approximately 4,900 in fiscal 2016. Clearly, a great many employees are using the scheme to spend time with their families.

Supporting In-house Regional Events

We promote exchange through sporting activities, both inside and outside the company, and support sporting events organized by employees, by assisting with expenses for instance, in an effort to breathe new life into club activities at our facilities. Futsal (five-a-side soccer) tournaments, regattas, badminton and other such competitions take place every year, with around 500 employees from throughout the company taking part in fiscal 2016.


Labor Union and Management Partnership

Our union shop scheme enables us to share information and exchange opinions between labor and management on a regular basis. Our biannual Labor-Management Conference in particular is aimed at establishing a shared direction in the interests of sustainable growth for the future, through active debate covering subjects such as recent issues, strategies and policies in each sector. We also make sure that there is sufficient time to carefully explain and consult on measures such as business restructuring. As of the end of March 2016, the number of union members amongst those directly employed by Mitsubishi Materials (including employees on assignment) stood at 3,354. Including group companies, the total number of members was 6,823.

Employment Statistics (As of March 31, 2016)

Payroll (full-time equivalent)
Subject Employees Temporary Staff
Non-consolidated 4,525 916
Consolidated 24,636 4,917
Japan 16,294
Overseas 8,342
Employee numbers according to location (consolidated)
Location Employees
Japan 16,294
Asia 4,871
North America 2,810
Latin America 36
Europe 602
Oceania 23
Total 24,636
Breakdown of Employees (full-time equivalent)
Subject Managerial staff* Regular employees Total (Average service) (Average age)
Men 1,182 2,870 4,052 17.84 years 41.50 years
Women 15 458 473 14.71 years 38.99 years
Total 1,197 3,328 4,525 17.54 years 41.22 years
* We ensure fair treatment irrespective of gender, with no difference in benefits or wages between male or female employees.

Percentage of women in management positions*:1.25%

Employee Training
Total hours of training (annual) Average hours per employee (annual)
76,657 hours 17 hours
Graduate Recruitment
Subject Graduate recruitment
University graduates (including graduate school) High school graduates
Men 68 79
Women 14 15
Total 82 94
Employee Turnover (employees leaving the company in FY2016)
Subject Aged under 30 Aged 30-49 Aged 50 or over Total
Number of employees leaving company Men 22 17 99 138
Women 6 4 6 16
Total 28 21 105 154
Turnover Men 2.7% 0.9% 9.7% 3.7%
Women 6.3% 1.5% 12.0% 3.9%
Total 3.1% 1.0% 9.8% 3.7%