Mitsubishi Materials Corporation

Enhancement of Human Capital

Enhancing Talent Retention and Development

Talent Retention

Basic Approach to Human Capital

The Group has established Our Commitment: “For people, society and the earth, circulating resources for a sustainable future.” It is employees who fulfill this commitment through our business activities, and so we believe that employees are the source of new value creation and the Group’s sustainable growth. We have formulated human resources strategies in the FY2031 Strategy to serve as the foundation for this and are investing in various measures. We will continue to view our employees as human capital and maximize their value to facilitate the growth of both individuals and the Company.

Status of Employment at the Mitsubishi Materials Group (As of March 31, 2024)

Number of Employees (full-time equivalent)

Subject Employees Temporary Staff
Non-consolidated 5,408 622
Consolidated 18,323 2,103
Japan 11,373
Overseas 6,950

Employee Numbers According to Location (consolidated, full-time equivalent)

Location Employees
Japan 11,373
North America 760
South America 60
Oceania 12
Europe 1,227
East Asia 687
Southeast Asia 4,204
Total 18,323

Recruitment (Recruits for FYE March 2024) (Non-consolidated)

Subject Graduate Recruitment Experienced Recruitment
University graduates (including graduate school)*1 High school graduates*2
Men 67 58 99
Women 26 20 18
Total 93 78 117
  • *1 Bachelor's degree or above.
  • *2 This includes high school graduates, technical college graduates, vocational college graduates, and junior college graduates.

Employees Who Left the Company for Their Own Reasons (employees who left the company in FYE March 2024) (Non-consolidated)

Subject Age under 30 Age 30-49 Age 50 or over Total
Number of employees who left the company for their own reasons Men 47 60 23 130
Women 15 11 4 30
Total 62 71 27 160
Percentage of employees who left the company for their own reasons Men 5.3% 2.9% 1.4% 2.8%
Women 6.8% 3.4% 2.2% 4.1%
Total 5.6% 2.9% 1.4% 3.0%

PAGE TOP

MMC

Development of Talents

Next-Generation Leadership Talent Development Program

We established the training system: “Next-Generation Leadership Talent Development Program” in the fiscal year ended March 2006, and have developed future leaders with the aim of training qualified candidates for Executive Officer positions. Against the backdrop of promoting a complete in-house company system and human resource reforms, we revised the program in the fiscal year ended March 2023. Under the new program, we will select high-potential talent from younger generations, and shifting from the previous training-centered approach, formulate development plans that emphasizes work experience. With this as a basis, we are developing future leadership talents with cross-divisional and Group-wide perspectives.

Ratio of candidates on the Next-Generation Leadership Talent Development Program to successors of Executive Officers

figure

Support for Autonomous Career Development

To enhance retention and development of human resources who can support our businesses growth, we are working to assist in career development by providing employees with opportunities for self-growth.

  • More active utilization of the Internal Job Posting System (relaxing criteria for eligibility and expansion of internal communication)
  • Holding a career event so that people can learn about jobs at MMC, get to know employees and develop a vision for their career
    (lectures by experts, round-table talk by employees with experience of Internal Job Posting, overseas postings, side jobs/side businesses and childcare leave, etc.) (from the fiscal year ended March 2024)
  • Providing opportunities to consult outside career counselors (for managers) (from the fiscal year ended March 2024)
  • On-demand online learning courses to provide support for re-skilling

Talent Development System

In the fiscal year ending March 2025 we redesigned our training system for non-union members. Based on the recognition that improving management skills is essential for achieving the FY2031 Strategy, the new training system will shift to a curriculum more focused on management issues. We will work to enhance employees’ management skills by combining theme-specific training such as “transformational skills” and “the ability to cultivate self-directed talent” with complementary skills-based training including thinking and interpersonal skills.
We also view it as important for employees to develop their careers in a self-directed manner and develop their abilities proactively. To reflect this, we offer “Career Design Training” for employees across various age groups and provide career development support through interviews with career advisors.
At the same time we are improving support for self-development based on the provision of an online learning video service.

These training measures and the growth employees achieve through experiences in their day-to-day work are closely connected, and we make every effort to cultivate talent and foster an organizational culture of adapting flexibly and promptly to changes in society and the business environment while taking on challenges.

Talent Development System (non-consolidated)

Talent Development System (non-consolidated)

Employee Training (non-consolidated)

Annual total hours of training

Annual total hours of training
(aggregated)
Average hours per employee
(annual)
106,630 hours 17.4 hours
  • Subjects of the above data for education and training program hours include non-regular employees as well as regular employees.

Leadership Values in the Mitsubishi Materials Group

In February 2016, the Group clarified the competencies and skills it was looking for as a guideline for the development of leaders in the form of the Leadership Values in the Mitsubishi Materials Group (Leadership Values).
An important element in the Leadership Values is “Integrity and Spirit of a Leader.” The Group has operating roots in coal mining and the mining industry, and we place importance on the strong sense of mission and responsibility that leaders must have to be entrusted with the lives and safety of employees, even at worksites that can be life-threatening. The Leadership Values represent universal values handed down throughout the Group and were formulated after careful discussion by top management. The Leadership Values have been adopted as an evaluation indicator in the evaluation system for management-level employees, and encourage upper management to promote awareness reform and embody them within the Group.

MMC

PAGE TOP