Empowering of Diverse Talents

Diversity

Empowering of Diverse Talents

Development and Empowering of Diverse Talents

Activities and future goals

Purpose of activities	Activities during fiscal 2021	Self assessment	Goals/plans for activities from fiscal 2022 onwards
Enhancing talent development	Enhanced and promoted the placement of employees to train next-generation leadership talents candidates Continuously to reviewed activities in line with increasingly diversified needs	B	Drastically reviewing initiatives for the development of next-generation leadership talents as well as a partial review of measures Continuing to review contents of the activities
Promoting the employment of people with disabilities	Percent of employees that are people with disabilities Target: 2.5% → Actual: 2.31% (as of March 31, 2021)	B	Continuing to promote the employment of disabled persons based on the Company and company’s action plans
Promoting work-life balance	Expanded the work-from-home system across the company Set labor productivity goals for plants and discussed related measures	B	Continuing to advance initiatives to expand the work-from-home system throughout the Company Implementing discussed measures and continuing to discuss new measures to increase implementation

Self-assessment grades A: Target achieved B: Target mostly achieved C:Target not achieved

Labor Union and Management Partnership

Under our union shop scheme, we respect collective bargaining rights and freedom of association as the basic rights of workers, thereby striving to maintain a good labor-management relationship. The scheme also enables us to share information and exchange opinions between labor union and management on a regular basis. Our biannual Labor-Management Conference in particular is aimed at strengthening solidarity through active discussion, covering subjects such as recent issues, strategies and policies in each sector, and establishing a shared direction in the interests of the Company’s sustainable growth for the future.
Also, management spend substantial time on careful explanation and consultation with labor upon facing such events as business restructuring. As of the end of March 2021, the number of union members amongst those directly employed by Mitsubishi Materials (including employees on assignment) stood at 4,853. Including group companies, the total number of members was 7,881.

Number of union members

Subject	Number
Mitsubishi Materials	4,853
Overall Group	7,881

Employment Statistics (As of March 31, 2021)

Number of employees (full-time equivalent)

Subject	Employees		Temporary Staff
Non-consolidated	6,153		999
Consolidated	27,162		4,403
	Japan	16,414
	Overseas	10,748

Employee training

Total hours of training (annual)	Average hours per employee (annual)
91,178	14.8

*Subjects of the above data for education and training program hours are regular employees.

Employee numbers according to location (consolidated)

Location	Employees
Japan	16,414
North America	3,784
South America	35
Oceania	11
Europe	1,175
East Asia	771
Southeast Asia	4,972
Total	27,162

Graduate recruitment

Subject	Graduate recruitment
Subject	University graduates (including graduate school)	High school graduates
Men	94	80
Women	32	12
Total	126	92

Breakdown of employees

Subject	Manager	Regular employees	Total	Average service	Average age
Men	1,503	3,929	5,432	18.0	42.1
Women	36	685	721	14.4	39.3
Total	1,539	4,614	6,153	17.6	41.8

Percentage of woman in management positions

Percentage of woman in management positions2.07%

Employee turnover (employees leaving the company in FY2021)

Subject		Aged under 30	Aged 30-49	Aged 50 or over	Total
Number of employees leaving company	Men	42	35	142	219
	Women	10	2	6	18
	Total	52	37	148	237
Turnover	Men	4.0%	1.4%	7.9%	4.1%
	Women	5.1%	0.6%	4.5%	2.6%
	Total	4.2%	1.3%	7.7%	3.9%

“Employees leaving the company” refers to those who leave the company because they have reached the mandatory retirement age, those who leave the company voluntarily or involuntarily, and those who are dismissed.

MMC