Human Resources Strategy
Human Resources philosophy
We believe that employees are the most important managerial resources for realizing the corporate philosophy of the Mitsubishi Kakoki Group: "to contribute to the ongoing development of society by providing high quality products and facilities based on solid technologies rooted in its manufacturing expertise and strict quality management skills."
As the HR philosophy of our corporate group, we (1) develop personnel who possess advanced skills and professionalism and put importance on the harmony with other people and the observance of rules, (2) foster a freewheeling work climate with a sense of unity, and (3) develop a working environment where employees can work safely and healthily with peace of mind.
Under this philosophy, we implement some HR measures for personnel development, including (1) continuous on-the-job training (OJT) through routine work in each section, (2) off-the-job training, such as education and training for each class and each skill, (3) personal development, and (4) provision of opportunities to exert abilities in work.
Improvement in labor productivity through the reform of workstyles
We formed a project team for reforming workstyles (2019-2021), for the purpose of helping complete the management plan by improving the satisfaction level of employees and productivity.
Based on the collected opinions about the system for reforming workstyles and the laborunion, we have determined and discussed items to be conducted and implemented measures from the viewpoints of productivity improvement and diversity.
In detail, we have established a working environment in which employees at various life stages can work comfortably and efficiently, by adopting new systems and infrastructure, mainly systems for telework, electronic payment, and online meetings.
In addition, we have developed a structure in which related sections can communicate and cooperate in business operations more smoothly, by concentrating and relocating the functions of the headquarters, which have been decentralized to the three bases: Kawasaki Plant and sales office of the headquarters and Kawasaki Front Office, to the two bases: Kawasaki Plant and office of the headquarters. In addition, we are improving the workplace environment and infrastructure so that employees can work more comfortably and try to improve services for customers, by planning and executing the plans to rebuild decrepit buildings and facilities.
Initiatives for securing diversity
Under the VUCA environment, a variety of experiences, knowledge, and abilities are required for conducting activities for realizing the Mitsubishi Kakoki Group's Management Vision for 2050. We strive to grow our corporate group sustainably by accepting diverse personnel, complementing each other, coming up with new ideas, and producing results.
Initiatives for promoting the recruitment of women and improving the ratio of female managers
Since we operate business in the fields of manufacturing and engineering, the ratio of female employees has been low and there have been no female managers. To deal with this problem, we formulated an action plan in accordance with the Act on Promotion of Women's Participation and Advancement in the Workplace, and have made efforts to develop an employment environment.
In detail, we set a goal of increasing the ratio of female full-time employees recruited to 20% or higher, and strove to improve the ratio of female employees. As of March 2023, the ratio of female employees to all employees stood at about 15%.
In addition, we established systems required for various life stages, so the employment period of women became longer. We are also striving to improve the ratio of female managers, and the number of female managers was 3 as of March 2023. In order to first increase the ratio of women at posts one rank below the managerial post (e.g. assistant managers) to 10% or higher, we make efforts to develop personnel with an HR system in which employees set high goals by themselves and expand their roles regardless of gender.
Recruitment of mid-career workers/non-Japanese employees
We recruit necessary personnel for business operation, regardless of nationality, gender, age, etc. Many mid-career workers and non-Japanese employees are working, as we treat them like employees who joined our company as new graduates, with the HR system for roles and grades.
As of March 2023, the ratio of mid-career workers in managerial positions stood at about 48%, and there was a non-Japanese manager. We aim to maintain or improve this composition.
Employment of disabled people
We make group-wide efforts to employe disabled people so that they can engage in worthwhile tasks by utilizing their qualities, in order for our company to fulfill corporate social responsibilities and improve the competitiveness and profit of our corporate group.
The ratio of disabled employees in FY 2022 was 1.91% (special provision for calculation in the corporate group). We are planning more activities.
Development of an environment for promoting employees to take childcare leave
We had better systems than those specified in law, such as a system for allowing employees to take paid special leave when their spouses give birth to a child and paid nursing-care or nursing leave by using untaken annual paid holidays, shortened working hours system for children up to third grade of elementary school, and other childcare and nursing-care systems. In response to the amendment to the law in 2022, we enriched those systems further.
In particular, so that both male and female employees can achieve a good balance between work and child-raising, we are reducing unpaid leave, enriching explanations to subject people, making systems known to all managers, and introducing the experiences of childcare leave in in-company newsletters, to develop a working environment where employees can take childcare leave more easily.
Education and training systems
The HR system of our corporate group is based on roles and grades. "Roles" are composed of duties in posts and jobs and challenges, such as the expansion and reform of business operations, that is, "duties + expected work." Roles are basic important items expected of employees according to their posts, etc.
In order to increase the levels of our enterprises, organizations, and employees in response to changes in the environment, employees are required to set high goals by themselves and expand their roles.
The education/training system for developing independent personnel who can recognize their roles proactively and exert their creativity is as shown in the right chart.
In order to improve labor productivity and contribute to the sustainable growth of our company by training personnel, we support each section and each employee in honing their skills on a dayil basis in accordance with our annual education and training plans.
| Education for each class |
Training of new employees Follow-up training of young employees Follow-up training and step-up training＊ ＊Training according to the roles and grades in the HR system |
|---|---|
|
Education on selected skills (correspondence course) |
Correspondence course according to the roles and grades in the HR system and the following skill category
|
| Education for the entire company or a specific class | Training for skills, knowledge, and mindsets conducted when necessary |
| Education at each workplace |
|
| Self-education |
|
Reform of the organizational climate
We established an organizational climate reform promotion committee in 2014 and continue its activities, to grasp employees' awareness regarding corporate measures, promote corporate measures, and discuss necessary measures for reform, so that all employees share the corporate philosophy and engage in activities for completing the medium-term management plan under the group-wide recognition.
This committee focuses on 17 items, including the diffusion of the medium-term management plan, proactive activities, endeavors, and motivation, regularly checks employees' awareness, and discusses and implements necessary measures for developing a better organizational climate in which employees can work comfortably at each occupational stage, keep working without resigning or becoming mentally ill, and conducting voluntary, independent, and proactive activities.
Scene of a town-hall meeting
In addition, the fiscal year 2022 is the first fiscal year of the first medium-term management plan set after formulating the "Mitsubishi Kakoki Group's Management Vision for 2050." We hold a town-hall meeting, in order to diffuse our management vision and medium-term management plan further and promote group-wide activities. The president himself conducts a dialogue with employees repeatedly, to grasp various opinions, and the opinions of the management are conveyed to employees, so that employees increase a feeling of self-efficiency. Such activities will be continued.