Human Resources Development

ESG Data Employees

Basic Policy

Basic Policy for Human Resource Development

* Basic Policy for Human Resource Development applies to all sites of the Mitsui Kinzoku Group worldwide.

Development and Training System

We provide curriculums and learning environments for autonomous learning to support our employees in improving their skills, demonstrating their strengths, and continuing to build lifelong careers.

We currently use the Mitsui Kinzoku Learning Platform (MLP), a cafeteria-style learning support system, as a DX tool to support the educational system for achieving the career autonomy of each employee.

In addition to elective development programs and mandatory training to develop the skills required at each level, we offer optional training programs with various content that employees can voluntarily take. The training covers, management skills such as leadership, anger management, DX, AI and other technologies, as well as learning about work style reforms such as psychological safety, sustainability, and other subjects to address current social issues.

We also provide Mitsui Kinzoku Total Digital Human Resource Development, an ICT education program to improve all employees' IT literacy. 

Overview of the training programs

Management by Objectives and Personnel Evaluation System

Under the management by objectives system, each employee prepares annual objectives each year, describing their objectives, expected results and process of their execution. At the beginning of each fiscal year, employees communicate with their supervisors to clarify their roles, understand organizational goals, and raise their awareness for participation.

Interim interviews are held every quarter to follow up on the progress of the objectives, and a development interview is held in April after the end of the fiscal year, in which the employees self-evaluate the degree of achievement of the objectives for the year and receives evaluation and feedback from their supervisors.

In the personnel evaluation system, in addition to evaluating the aforementioned objectives, we aim to fairly evaluate the expected roles of employees through their work performance and to reflect the results of the evaluation into raises, promotions and term-end allowances*.That being said, the personnel system policies, including the management by objectives system, the personnel evaluation system, and the salary system, is disclosed on the intranet. Employees are able to view these regulations at any time.

＊At Mitsui Kinzoku and its major domestic affiliates, we have introduced a performance-linked, fiscal year-end allowance system that applies to employees (including non-managerial employees), which reflects corporate and divisional earnings performance. Moreover, under the personnel evaluation system, individual employee performance for each fiscal year is reflected into the term-end allowance.

・The percentage of employees that undergo personnel evaluations (FY2024)　
Mitsui Kinzoku and its major domestic affiliates：100％^＊

＊This excludes employees that are on a leave of absence or for other reasons are not subject to personnel evaluations.

Performance-Based HR System

In FY2022, starting with the introduction of mandatory retirement at age 65, Mitsui Kinzoku dramatically overhauled its HR system for the purpose of making the organization more dynamic and fostering a culture of taking on challenges.

Abolishing the conventional system of assigning work to people, we have introduced a job-type performance-based HR system that specifies the work which is necessary to carry out our business management strategy and then assigns people to perform such work. 

This has made multiple career options possible, including both generalist and specialist career paths. Along with this, we have abolished the system of dividing employees into sougoushoku (career track) and ippanshoku (non-career track), creating a system that provides opportunities for exceptionally talented human resources to play an active role regardless of their age, seniority, and educational background.

We are allocating human resources by considering what kind of people should be assigned where based on various business evaluations (cultivation, expansion, reinforcement/optimization, and transformation), developing human resources for this purpose, and enhancing successor development for management and other key positions.

Career Development Support

Under the performance-based HR system, we empower individuals to understand career autonomy, meaning that workers draw up and pursue their own career plans rather than being handed a career by the company. The company must recognize individuals’ right to choose their career and support the realization of each employee’s career vision by discussing it with them.

Since FY2022, Mitsui Kinzoku has made job descriptions public, including those for management positions, making it easier for people to understand which career path they should pursue.

Career development training

Mitsui Kinzoku conducts career development training in order to support employees in developing their own life-long and self-directed careers. The training programs provide employees with the opportunity to look back on their lives and work, to rethink the careers they have built up, and to develop a career vision for the future.

Self-statement system

With the aim of creating a development plan that meets the wishes of each employee and providing opportunities for them to play an active role that matches their aptitudes, employees are asked to self-report their skills and techniques, their desired future position, their intention to transfer, and what they would like to convey to the company. This information is used as basic data for future career development and appropriate placement of human resources.

Career interview

We conduct career interview to discuss employees' future career visions through dialogue with their supervisors. We consider both employees’ wishes and the company’s expectations.

While reconciling the company's expectations and employees’ career wishes, we aim not only to promote human resource development but also to increase motivation by linking the career vision for each employee with the actions needed to achieve it.

Internal public recruitment system

We have introduced an internal recruitment system in order to promote motivated employees and make vibrant organization. Open positions are posted on the intranet, and employees who meet the requirements for open positions can apply on their own initiative without approval from their supervisors.

・Utilization Result
FY2022: 7 job postings, 10 applicants
FY2023: 7 job postings, 3 applicants
FY2024: 6 job postings, 19 applicants

Employee Incentive Program

Employee stock ownership plan

The Mitsui Kinzoku Employees' Shareholding Association was established in 1990 with the aim of supporting the medium- to long-term asset formation of employees.

Eligible participants include employees (including contract and temporary employees), part-time workers, and temporary staff of our company and its subsidiaries (including indirectly funded subsidiaries). Members join voluntarily and contribute funds based on the number of shares they have previously requested, with the contributions being deducted from their monthly wages and term-end allowance.

The company adds a 10% incentive to these contributions, which is then used to purchase our company's stock. Additionally, dividends are reinvested as funds for members to purchase more shares.

・ Participation rate（as of April 2025）
Mitsui Kinzoku : 48.9%
Entire Group (including eligible subsidiaries): 40.2%

Composition of Shareholders

Integrated Report　Human Capital Management ［PDF:6.0MB］