Human Resources Strategy
Principles for personnel affairs
We believe that employees are the most important managerial resources for realizing the corporate ethos of the Mitsubishi Kakoki Group: "to contribute to the development of society by providing high-quality products and equipment based on the reliable technologies based on our experience of manufacturing and thoroughgoing quality control." Accordingly, we defined the following three items as the principles for personnel affairs of our corporate group.
- Develop personnel who possess advanced skills and professionalism and put importance on the harmony with other people and the observance of rules
- Foster a freewheeling work climate with a sense of unity
- Develop a working environment where employees can work safely and healthily with peace of mind
Basic policy for personnel strategies
In accordance with the principles for personnel affairs, we abolished the conventional human resources system based on ability-based evaluation in 2018, and adopted a new human resources system based on the evaluation of the progress toward goals for respective roles (outcomes) and activities (processes) for producing expected results. Each employee is expected to set a high goal and expand his/her role, so that the levels of enterprises, organizations, and employees will improve in response to changes in the business environment, and autonomous personnel who can proactively recognize their own roles and exert their creativity are essential for securing corporate competitiveness.
Considering that our management vision can be realized only after continuous efforts with this system, we implement human resources strategies in parallel with other measures, including the reform of our corporate culture.
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.
Initiatives for securing diversity
Under the VUCA*1 environment, a variety of experiences, knowledge, and abilities are required for conducting activities for realizing our management vision. We strive to grow our corporate group sustainably by accepting diverse personnel and complementing each other.
*1 VUCA = Volatility, Uncertainty, Complexity, and Ambiguity
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.T o 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 make continuous efforts to develop an employment environment.
Recruitment of new graduates
Recently, the number of job vacancies has been larger than the number of job-seeking students, so we exercise our ingenuity in recruitment activities while trying to develop an attractive enterprise. We actively participate in corporate seminars held in colleges, and adopt new media for employment so that students can contact us more easily. We recruit 10 or more new graduates on average every year, but we aim to make our workforce younger by increasing more new graduates and develop a vigorous enterprise.
Recruitment of mid-career workers/non-Japanese employees
We recruit necessary personnel for business operation who can immediately work on actual tasks, 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.
Employment of disabled people
We make group-wide efforts to employ disabled people by engaging in worthwhile tasks by utilizing the qualities of those who have disabilities, in order for our company to fulfill corporate social responsibilities and improve the competitiveness and profit of our corporate group.
Return-to-work system
We established a "return-to-work system" for former employees who resigned for a compelling reason, such as child rearing and nursing care for family members, which are inevitable in life, so that our company can utilize their occupational skills, know ledge, and experience accumulated during and after their employment periods. While fostering a corporate culture of respecting diverse values, we keep focusing on the development of a working environment in which former employees want to work again while paying attention to the work-life balance. To date, three employees have taken advantage of this system.
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
In order to develop independent personnel who can recognize their roles proactively and exert their creativity, we make continuous efforts to offer opportunities to exert abilities through business operations while operating the education/training system shown in the chart.
In addition, we support each section and each employee in honing their capabilities on a daily basis in accordance with the education and training plans, which are formulated for each fiscal year. New employees undergo group training and on-site practice for four months after joining our company, and then they are assigned to appropriate sections while taking into account their wishes. With this system, we avoid the gap among sections, and enhance employees' engagement.
| 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 |
|
An in-house job posting system
In FY 2022, we established an in-house job posting system. In order to realize our management vision, our company and employees need to change ourselves. As a company, it is necessary to establish a new organization beyond the boundaries of organizations, and employees need to develop their own careers proactively to adapt to the changes in our organization. We operate the system while considering the above-mentioned things. We believe that the engagement of employees will improve, if we provide employees with more opportunities to exert their abilities actively and facilitate proactive career development while concentrating resources onto the sections on which we should focus for flexibly responding to changes in the business environment. Five employees got transferred through the in-house job posting system and tried a new job in FY 2022, and four employees did so in FY 2023.
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 ethos and engage in activities for completing the medium-term management plan under the group-wide recognition.
The committee regularly grasps employees' awareness through an awareness survey (engagement survey) targeted at all employees and discusses and implements measures necessary for cultivating a better organizational climate. The measures developed through these activities for climate reform have been incorporated into our current HR system and the accomplishments of the activities have been seen throughout our company.
In FY 2024, in order to re-recognize our organizational climate by creating an opportunity for interaction between employees who know different organizational climates and to contribute to further activities for climate reform, we organized a round-table discussion for mid-career recruits and employees fresh out of college.