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.
| Subject | Employees | Temporary Staff | |
|---|---|---|---|
| Non-consolidated | ★5,408 | 622 | |
| Consolidated | ★18,323 | 2,103 | |
| Japan | 11,373 | ||
| Overseas | 6,950 | ||
| 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 |
| 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 |
| 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% | |
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.
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.
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.
| Annual total hours of training (aggregated) |
Average hours per employee (annual) |
|---|---|
| ★106,630 hours | 17.4 hours |
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.