Logo header1


Empowering of Diverse Talents

Empowering of Diverse Talents

Development and Empowering of Diverse Talents

Activities and future goals

Purpose of activities Activities during fiscal 2021 Self
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
  • 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)
  • 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
  • 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
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.