Mitsubishi Materials : ７. Diversity (118-126page) (203KB)

Diversity

Empowering of Diverse Talents

Development and Empowering of Diverse Talents

• Activities and future goals

Purpose of activities	Activities during fscal 2021	Self	Goals/plans for activities from fscal 2022
assessment	onwards
Enhancing talent	Enhanced and promoted the placement of	B	Drastically reviewing initiatives for the
development	employees to train next-generation		development of next-generation leadership
	leadership talents candidates		talents as well as a partial review of measures
	Continuously to reviewed activities in line		Continuing to review contents of the activities
	with increasingly diversifed needs
Promoting the	Percent of employees that are people with	B	Continuing to promote the employment of
employment of	disabilities		disabled persons based on the Company and
people with	Target: 2.5% → Actual: 2.31% (as of March		company's action plans
disabilities	31, 2021)
Promoting work-life	Expanded the work-from-home system	B	Continuing to advance initiatives to expand
balance	across the company		the work-from-home system throughout the
	Set labor productivity goals for plants and		Company
	discussed related measures		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 Staf
Non-consolidated			6,153	999
			27,162	4,403
Consolidated	Japan		16,414
	Overseas		10,748

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■ 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

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

• Breakdown of employees

Subject	Manager	Regular	Total	Average service	Average age
employees
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
• Employee turnover (employees leaving the company in FY2021)

Subject		Aged under 30	Aged 30-49	Aged 50 or over	Total
Number of employees leaving	Men	42	35	142	219
Women	10	2	6	18
company
	Total	52	37	148	237
	Men	4.0%	1.4%	7.9%	4.1%
Turnover	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.

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Diversity

Talent Development

Talent Development

Basic Approach to Talent

The Group views its employees as creators of new values and sources of business competitiveness. We consequently seek to be a company that accepts and respects diversity, where every employee fnds their work meaningful while working together to achieve optimal organizational performance.

Our medium- to long-term talent strategy states "Enhance the management of the Group by securing and fostering adaptive talents and building a healthy organizational culture and promote sustainable growth by implementing measures for improving social values." We consider it essential for corporations to continuously develop leadership talents and diverse talents who excel and keep pace with changes in order to strive competitiveness and sustainable growth.

• Group-widetalent development system

Leadership Values in the Mitsubishi Materials Group

In February 2016, in order to clarify the competencies and skills common to leaders in our Group's various businesses, we drew up "Leadership Values in the Mitsubishi Materials Group" ("Leadership Values" hereinafter), which is to be used as a set of guidelines for our leadership development.

Among the three Leadership Values listed, "Integrity and Spirit of a Leader" has especially deep roots in our tradition of commitment and responsibility for the safety and livelihood of our employees. Our Group traces its roots back to the era of coal and metal mining, where the workplace sometimes put ones' life in danger. This value is therefore universal among requisite leadership qualities that have been passed down unbroken through generations in the Group, and was selected as one of core values through keen discussions among management.

Our Leadership Values are refected in performance assessment of managers in the Company. This is aimed at encouraging higher-ranked employees to lead the awareness reform and embody the Leadership Values. The Company's trainings by job grade have been designed in accordance with our Leadership Values, which aford Group employees opportunities for leadership development appropriate to the various stages of their careers.We have also commenced initiatives at each Group company seeking to achieve further penetration of these values within each company.

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Next-Generation Leadership Talents Development Programs

In fscal 2006, we established "Next-Generation Leadership Talent Development Programs" which seek to develop qualifed candidates for our Group's senior management positions. General managers considered as potential candidates for general manager and operating ofcer of the Company or presidents of major Group companies are identifed as "Superiority Talents", while managers considered as potential candidates for general managers, plant managers or CEO of Group companies are identifed as "Advancing Talents", and selected for further training and development.

At the same time, we are currently engaged in eforts to transform our HR strategies, and are also working to fundamentally advance the programs.

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Diversity

Collaboration Between Diverse Talents

Collaboration Between Diverse Talents

Promoting diversity and inclusion

We are promoting diversity and inclusion with the aim of building workplace environments in which team members with diverse attributes, values and experience can thrive together with mutual respect, and can demonstrate their individual abilities at their very best.

In fscal 2021, we engaged in initiatives for promoting women's development and advancement, and held training sessions for managers with the aim of fostering awareness of diversity. In fscal 2022, we are engaging in further initiatives for promoting these values, such as streaming learning contents with the aim of deepening understanding of diversity and inclusion.

Promotion of women's development and advancement

We implement initiatives based on the Action Plans legally required by the Act on Promotion of Women's development and Advancement in the Workplace.In fscal 2021, we developed a three-year action plans (leading up until fscal 2023) for our plants and selected Group companies, with the aim of expanding the range of positions for women, including the development of better workplace environments, and launched initiatives that considered the characteristics and circumstances of each. We have also formulated general career paths for women in engineering-type roles, for which recruitment numbers are low in comparison with clerical positions, and are making use of these career paths to improve employee retention rates and active participation after joining the company. Going forward, we will continue to enhance our initiatives with a view to achieving the goals raised in our action plan.

Support for Diverse Working Styles

We promote creating working environments that enable our employees to strike a balance between their work and their home life. As well as enabling employees to adapt their working patterns in line with events in their lives, we make every efort to establish and continually improve a range of support schemes so that employees can advance their careers and take on challenging jobs.

We have introduced a system that permits employees who are leaving the Company due to unavoidable family circumstances (marriage, childbirth, childcare, nursing care, or spouse's assignment change associated with relocation) to return to work under specifc conditions (a reemployment system for retired employees who have once resigned), a system that permits employees to take a leave in the event of international relocation with their spouse or to take education at their own expense (special temporary leave-of-absence system), a by-the-hour paid leave system, and a childcare fee subsidy system.

In an efort 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 ofces and plants.

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