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.
We have training systems in accordance with their respective purposes, including selective, tiered and optional training. This ensures that we can offer group employees a wide range of educational opportunities. Tiered training for managers reflects the "Leadership Values in Mitsubishi Materials," which we formulated in February 2016.
In order to speedily expand the Mitsubishi Materials Group's overseas operations, we consider it essential to make the best possible use of overseas human resources, including Japanese staff assigned overseas.
With that in mind, in fiscal 2018 we have introduced management training for locally employed managers of our overseas group companies, in line with our "Leadership Values in Mitsubishi Materials." We also provide placements for technical staff from overseas group companies, so that they can gain expertise from Mitsubishi Materials and share what they have learned with their respective overseas workplaces.
We hope to continue making progress on a groupwide scale in the future, in terms of developing and use of National human resources.
One of the groupwide strategies under our Medium-term Management Strategy is to "promote growth and strengthen presence in the global market." With that in mind, we are working to improve our global human resource development activities even further.
In fiscal 2014, we launched a Global Human Resource Development Program, for selected employees who are scheduled to be assigned overseas and young employees who are expected to make a considerable global contribution in the future. Aimed at developing human resources with a global perspective, a total of 234 employees went through this program during the four year period up to fiscal 2017.
|Global Human Resources|
|Expanding global development programs|
|Exploring, devising and implementing development programs for national staff|
|Object||Employees in their 2nd to 8th year with the company||Employees expected to be assigned overseas within two to three years||National 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|
The human resource strategy that underpins our Long-term Management Policy is aimed at developing human resources capable of creating and promoting an organizational culture that combines superior strategic thinking with practical capabilities, in the interests of sustainable growth. As such, we have been working on initiatives to empower female employees since fiscal 2016.
In fiscal 2017, we established the Second-Term Women's Empowerment Committee, as an independent organization working to achieve the priority goals set out in our Basic Principle on Women's Empowerment, formulated in October 2015. Aimed at expanding career options for female employees to play a greater role at manufacturing facilities, and opening up access to a wider range of workplaces, the committee carried out activities for around six months.
Activities included debating the topic of expanding career options for female employees, and visiting workplaces within Mitsubishi Materials as well as those of other companies, to enable the committee to identify issues, with an emphasis on manufacturing workplaces. The committee came to the conclusion that, while there should be no limitations on workplaces in which female employees can play key roles, especially in light of the decline in Japan's working population, the best option would be to expand career options for female employees step by step, starting with workplaces that are comparatively accessible.
In its final report to the management team, the committee set out key themes for initiatives to expand career options (see chart below), based around specific measures that are both tangible (facilities, systems) and intangible (consideration for personal relationships, communication).
Key themes for initiatives to expand career options for female employees
Numerical targets under the Basic Principles on Women's Empowerment (by2020)
Percentage of female employees/
Percentage of women in management positions
As part of our efforts to create a corporate culture geared towards empowering women, we organized diversity training for managers, aimed at all employees at manager level or higher, during the period from January to August 2016.
We arranged 36 lecture and discussion sessions on diversity management at facilities nationwide, attended by a total of 1,096 employees. From September 2016 to March 2017, we organized a series of 13 training sessions for female employees. Aimed at all female employees, these sessions were attended by 465 people.
Training involved compiling a position-specific curriculum, and giving both managerial and supervisor staff a better understanding of career development for the future. Training for support/foreman staff meanwhile underlined the roles that employees are expected to play, both inside and outside the company. All training sessions gave participants an opportunity to get to know one another better, and to establish networking among participants.
"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 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).
At our Human Resources Development Center (Saitama City, Saitama Prefecture), we provide a range of support to promote disabled persons' 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 persons' 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 schools, and volunteering to help out with litter collection activities in the local area.
Disabled Persons' Employment Rate ** Calculation date changed to 4/1 from FY2016
Main jobs undertaken by disabled persons' employees at Mitsubishi Materials
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 74 people were newly rehired as part of this program in 2016.
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.
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.
From 2017, employees are able to take paid leave for nursing children in half-day units, and we have also introduced a support and consultation scheme for employees returning from maternity 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 allow employees to take leave at intervals and allocate accrued leave towards caring for the same family member. In 2017, we increased the maximum length of leave for employees to care for any one family member from 365 days to 36 months, and extended the period of reduced working hours from 365 days to 72 months. We have also made it possible for employees to take family care leave in half-day units.
In addition to all this, we are working to improve care support through measures such as organizing care seminars at our Head Office.
|Percentage of paid holidays taken (Based on calendar year)||-||-||82.4%|
|Number of employees taking maternity leave||-||20||20|
|Number of employees taking childcare leave||5||35||40|
|Number of employees taking family care leave||4||-||4|
|Employees using the childcare subsidy scheme||68||31||99|
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. In fiscal 2017, we introduced a new special leave scheme, revised the leave schemes for employees on maternity or family care, and made various other improvements to schemes to support diverse working patterns.
In an effort to reduce long work hours on a companywide scale, we have established an exploratory committee on reducing working hours, consisting of both labor union and management. We are also working to reduce out-of-hours work and encourage employees to take paid leave, in line with actual operations at each of our facilities.
In 2016, the total number of hours worked across all union employees averaged out at 1,975.7 hours, considerably lower than our target of 2,000 hours.
In January 2017, we change our official work hours from 1,920 hours a year to 1,912, with the aim of further reducing long work hours and improving labor productivity.
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 use wellness leave for reasons relating to their own health, including recuperating from illness and 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.
In addition to these, we have introduced an optional welfare scheme in an effort to cater to our employees' increasingly diverse needs, including travel and life support. A great number of employees as well as their families are using the scheme.
Article 1 of our Code of Conduct relates to human rights, and states that "we will respect human rights of all." This means that we will never discriminate based on race, gender, religion, nationality, or any other factor not related to an individual's abilities or performance. We aim to raise awareness and provide training based on the principle "we will eliminate discrimination and respect the dignity of each individual." We also 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 throughout the company, 3,406 employees underwent a combined total of 3,236 hours of training in fiscal 2017.
Any form of harassment, including sexual harassment, power harassment, or harassment relating to maternity or care leave, 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 have revised our guidelines on preventing sexual harassment and maternity harassment, as well as our guidelines on preventing harassment relating to childcare or family care, to reflect the contents of revisions to the Act on Securing, etc. of Equal Opportunity and Treatment between Men and Women in Employment, and the Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children of Other Family Members, both of which came into effect in January 2017. 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 or maternity harassment, and have established an external consultation service to ensure that all matters are handled appropriately. (Consultation services were contacted with regard to 5 matters during fiscal 2017.)
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 strengthening solidarity through active debate, covering subjects such as recent issues, strategies and policies in each sector, and establishing a shared direction in the interests of sustainable growth for the future. 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 2017, the number of union members amongst those directly employed by Mitsubishi Materials (including employees on assignment) stood at 3,539. Including group companies, the total number of members was 7,060.
|Subject||Manager*||Regular employees||Total||Average service||Average age|
|Men||1,204||2,884||4,088||17.91 years||41.36 years|
|Women||18||474||492||13.87 years||39.19 years|
|Total||1,222||3,358||4,580||17.46 years||41.12 years|
|Total hours of training (annual)||Average hours per employee (annual)|
|84,704 hours||18.3 hours|
|University graduates (including graduate school)||High school graduates|
|Subject||Aged under 30||Aged 30-49||Aged 50 or over||Total|
|Number of employees leaving company||Men||24||20||128||172|