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Human Resources Development

ESG Data Employees


Human Resources Development

Our approach

Mitsui Kinzoku Group develops human resources based on Human Resources Development Policy who resolve social problems and achieve value creation through our business .

Human Resources Development Policy

[Philosophy]

We recognize that our associates are the most important assets for sustainable growth. We established “Desirable Behaviors” and continuously and systematically develop human resources, bringing out each associate's potential to achieve "strong manufacturing ability" of Mitsui Kinzoku.

[Policies]

  1. We strive to make an engaged workplace and establish a corporate culture that allows our associates to grow together through good communication.
  2. Each associate aims at being “Desirable Behaviors” and actively develop her or his skills.
  3. We implement on-the-job training and job rotation to foster professional skills and provide job opportunities for each associate to exercise individual strengths.
  4. We fairly evaluate each associate’s skills and performance.
  5. We provide appropriate and timely training programs, improving the programs based on regular review of them.

This policies apply to all sites of the Mitsui Kinzoku Group worldwide.

April 1st, 2016

Development and training system

Mitsui Kinzoku places importance on OJT training. We appoint OJT instructors, and give regular trainings to them. Furthermore, we offer off-the-job training programs to supplement the OJT.
The Off-JT training programs include the following: rank-based training in order to acquire the necessary knowledge and skills for each career stage, training to improve the employees’ expertise, and a support system for self-sustaining career development.

Training System

Training System

Management by objectives and Performance review

Management by objectives system aims at clarifying each employee’s roles and expectations. Employees make objectives based on expectations and fulfillment criteria of duties and have an interview with their superiors at the beginning of a fiscal year. It leads to better understanding of organizational goals and increasing awareness for participation.
An interim interview is arranged in October in order to follow the progress. After the end of the fiscal year, a development interview is arranged to receive an evaluation and feedback from the superiors after making a self-assessment of the achievement of the objectives.
Performance review system aims at fairly evaluating employees’ abilities, job behaviors and outcomes, and reflecting the evaluation in the pay raise, promotion and bonus.

Internal public recruitment system and self-statement system

We have the internal recruitment system to promote motivated employees and active organization. Positions for public recruitment are posted on the intranet. Employees with the required skills and experience are able to apply without the approval of their superiors.
Moreover, a development plan along with the ambitions of each employee is prepared with the aim of providing a stage suited to their aptitude, and their skills, desired type of work, intentions regarding transfer and something they wish to tell the company are self-reported. This information is used as the basic information for their career development and the appropriate assignment of human resources.

Diversity

Our approach

Mitsui Kinzoku Group promotes diversity as a source of sustainability. We are creating a positive workplace where diverse employees can demonstrate their abilities regardless of ages, gender identities, academic backgrounds or nationalities. We also work to foster a culture of accepting diversity and enjoying changes through training programs.

Work style reform task force

Mitsui Kinzoku Group set a cross-functional team called “Work style reform task force” in 2019. We strive to realize truly “fair” personnel system based on the abilities exercised through the work and job behavior regardless of ages, gender identities, academic background or nationalities. And we work to improve workplaces through the improvement of workplace environment and the initiatives for health management.

Career development support system

We have set “Career committee” in the work style reform task force in order to support each employee to think about his or her own career and to take action proactively and to build diverse careers.
Regarding career development support for each employee, the committee members discuss the conduct of career training programs and the establishment of long-term development plan, based on the information from various fields and the researches about advanced cases.

Support the balance of child/nursing care and work

Mitsui Kinzoku develops systems to support the balance of child or nursing care and work. 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, the short-time work system and enhanced sick/injured childcare leave and its eased requirements.
Regarding support for the balance of nursing care and work, we introduced paid nursing care leave that can be taken as half or full days.
Mitsui Kinzoku has introduced a telework system at some sites that allows our employees to freely choose a work place,such as their home.The system makes diverse and flexible work style possible. We aim to support employees who cope with nursing care for children and elderly people and medical treatment and to help employees improve the work-life balance.

An action plan corresponding to the Act on Advancement of Measures to Support Raising Next-Generation Children, Law for promoting women's success (Mitsui Kinzoku) [only available in Japanese]

Employment of people with disabilities

Employment  of people with disabilities image

Workplace for people with disabilities: “Laundry Center Raccoon”
at Asamuta Plant in the Miike area in Omuta, Fukuoka

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.

Active participation of experienced retirees

In accordance with the Act on Stabilization of Employment of Elderly Persons, Mitsui Kinzoku re-employs retirees over 60 years old in principle in order to take over their skills and knowledges to young employees. Veteran employees play active roles in giving instructions to young employees by leveraging their experiences.

Diversity training

As one initiative to promote diversity, trainings related to diversity are included in rank-based trainings programs. Furthermore, thematic trainings such as “Diversity and communication training”, “Unconscious bias training”, “International communication training” are provided. “Diversity and communication training” aims at understanding thinking characteristics are different from person to person and improving communication in the workplace. ”Unconscious bias training” shows that everyone’s behavior is influenced by the point of view acquired from experiences. By “Global communication training”, participants understand that communication styles are influenced by cultural backgrounds.

“Diversity communication training”(at Takehara Refinery)image

“Diversity communication training”
(at Takehara Refinery)

“Global communication training”  (at Mitsui Kinzoku Act)image

“Global communication training”
(at Mitsui Kinzoku Act)

“Unconscious bias training”(at head office)image

“Unconscious bias training”
(at Takanawadai Culture Center)

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