President and Representative Director
We at the Mitsui Kinzoku Group have established our management philosophy as "With creativity and productivity, We, Mitsui Kinzoku Group, will explore products of value to society, and seek an eternal growth of our group" and to achieve this, innovation is indispensable. Diversity and inclusion could be said to be the source of innovation. At the Mitsui Kinzoku Group, they are one important management strategy to achieving our sustainable growth and mid-to-long term corporate value improvement goals. Furthermore, we recognize it as a way of strengthening our resilience toward unexpected circumstances, and with this understanding, are developing advanced approaches to diversity and inclusion.
There are more than 13,000 employees working for the Mitsui Kinzoku group around the world. In this age of volatility, uncertainty, complexity and ambiguity (VUCA), where the environment surrounding us can change drastically, in order to be able to respond flexibly to those changes, personnel with diverse values are needed. The Mitsui Kinzoku Group seeks to embrace diversity of race, nationality, religion, creed, culture, birthplace, disability, gender, sexual orientation, and gender identity. At the same time, we aim to create a workplace where all members of staff respect the diverse values of their colleagues and where they can put their varied opinions and experiences to use. In short, we seek to create a diverse and inclusive workplace.
As I'm sure you're all aware, diversity and inclusion coincide with a fundamental principle of the SDGs: "Leave no one behind." We also recognize that this is a globally shared issue, and at the same time, indispensable for our sustainability. At the core of this recognition, is identifying diversity as one of the initiatives supporting the progress of Mitsui Kinzoku Group's materiality, and we are making efforts to best use the varied skills, attributes and values of the Group's employees. In Japan, the progress of active involvement of female employees is far behind many other countries. As the first step, we seek to address this issue in Japan and, not limiting ourselves to only women, we will take into account the diversification of employee lifestyles moving forward. This includes introducing a robust work-from-home system for those with a limited ability to work, such as due to child rearing, nursing, or medical treatment. Further, we will establish a leave system that can handle temporary leave and support those returning from retirement, to better suit employees' unforeseen life events and give them choice in their way of working.
To enact innovation in this constantly evolving society where globalization has spread, each and every employee must have an understanding of diversity and inclusion, and embrace the values and experience each brings. To realize our goal of becoming a company that embraces diversity such that all employees can energetically engage in their work, we will establish a Diversity ,Equity, and Inclusion Office, and continue to deepen and accelerate our initiatives.
Mitsui Kinzoku has established and announced an action plan based on the Law for Promoting Women's Success and the Act on Advancement of Measures to Support Raising Next-Generation Children. One of the goals of this action plan is to increase the ratio of female hires to 20% or more, and we are taking various measures to achieve this goal, including active participation in recruitment events for women, efforts to equalize the ratio of female hires in each job category, promoting male employees to take childcare leave, and raising awareness of gender equality throughout the company.
Ministry of Health, Labour and Welfare, Companies Promoting Women’s Advancement database
[only available in Japanese]
Extension of Retirement Age
Mitsui Kinzoku raised the mandatory retirement age to 65 in 2021.
Mitsui Kinzoku has rehired employees after the age of 60 in principle in accordance with the Law Concerning Stabilization of Employment of Older Persons in order to pass on skills and knowledge. We will continue to create an environment where veteran employees can make the most of their strengths and prepare for employment after the age of 65 according to trends in laws and regulations.
Training for National Staff
Many of the training programs offered by Mitsui Kinzoku in Japan are open to all Mitsui Kinzoku Group employees, including national staff (employees of overseas affiliates) in each country, regardless of nationality or work location.
Through these training programs, a sense of unity is fostered through the gathering of diverse human resources in the same learning environment, and employees acquire the latest information on Mitsui Kinzoku Group, as well as the specialized knowledge and management skills required for their work. In this way, we are making an effort to improve the knowledge and skill level of all employees in our group. Participants in the training have responded with comments such as, "I was able to understand the diversity of views in other country," " I got inspiration from others," and "I realized diversity. "
Employment of People with Disabilities
Mitsui Kinzoku promotes employing people with disabilities, cooperating with public organizations such as Hello Work (public employment security office) in each region. We strives to expand job fields and improve the workplace environment for people with disabilities.
Workplace for people with disabilities "Laundry Center Raccoon” at Asamuta Plant in the Miike area in Omuta, Fukuoka
Support for each life stage
Support for Balancing Work with Child/Nursing Care
Mitsui Kinzoku is developing various systems to support the balancing of work with child/nursing care.
Regarding support for balancing work and childcare, we have published an action plan corresponding to the Act on Advancement of Measures to Support Raising Next-Generation Children. We provide longer childcare leave than the statutory period and a short-time work system, as well as relaxed or expanded the requirements for childcare leave. In order to support the balance between nursing care and work, we have introduced paid nursing care leave that can be taken for a day, half a day, or by the hour.
In addition, we have introduced a telework system at some offices which allows employees to freely choose a workplace, such as their home. After the COVID-19 outbreak, employees at the Tokyo Head Office and the Osaka Office have started working from home as much as possible. And we will continue to work by teleworking as a general rule after COVID-19 in these two offices. The telework system allows for a variety of flexible work styles, making it easier to balance work with childcare, nursing care, and medical treatment, and is expected to improve the work-life balance.
Leave and return system
Mitsui Kinzoku has introduced a “leave system for spouse's relocation” and a “comeback system” to enable employees to flexibly design their lives according to their life stages and realize their long-term success. The former system allows employees to take a leave of absence for up to three years if they are unable to continue their work due to relocation accompanying their spouse's transfer. The latter is a system in which employees who have resigned after notifying the company of their intention to use this system due to unavoidable circumstances such as nursing care can be hired again as employees within a certain period of time after resignation, after passing interviews and other necessary processes.
Unconscious Bias Training
Mitsui Kinzoku is developing a systematic diversity training program. As part of this program, we have been conducting company-wide Unconscious Bias Training since fiscal 2020. Unconscious bias is a "biased way of thinking" that everyone unconsciously has. Through awareness of this fact, we are fostering a culture of mutual acceptance of different views, which is the foundation for promoting diversity. We are also developing training programs to promote gender equality and the success of national staff.
Unconscious Bias Training at Tokyo Training Center