Social
Human Resources Strategy
Basic concept
Mitsuboshi Belting Group recognizes that “human resources” are the most important source of growth for our company to achieve sustainable growth as well as to enhance social value in the future and has set forth the following “human resources strategy” in its FY2030 “Target Position.”
We hope to create a major impetus for improving profitability by combining the abilities of a diverse group of people, including not only Group employees but also external personnel.
Cultivate human resources to promote transformation
- Enhance the personnel affairs system, education system, and workplace environment so as to enable maximization of “individual” capabilities
- Foster a “corporate culture” that respects diversity and values new ideas and a challenging spirit that is not afraid of change
To be a company that makes employees’ hearts “beat” with excitement and their tomorrows “bloom”
In order for companies to achieve sustainable growth in Japan, where the working population is declining, it is essential to be a company that is “chosen by human resources.” In order to be a company of choice, we define the factor for maximizing the individual strengths of each and every employee of our group as “making employees’ hearts beat with excitement and their tomorrows bloom,” and we are working on a variety of initiatives to achieve this.
“Hearts beat with excitement”
We define “hearts beat with excitement” as a positive attitude toward challenges, with employees having a strong sense of motivation and accomplishment in their work.
“Tomorrows bloom”
We define “tomorrows bloom” as a state in which employees have high expectations for their own careers and future and work while feeling a sense of personal growth every day.
Promotion of DE&I
Our corporate philosophy of “To give attentive consideration to both humanity and nature,” expresses our desire to be an organization that respects the human rights, personality, and individuality of each and every employee and that fully demonstrates these qualities. We aim to be a company where the abilities and diverse personalities of each and every employee with different roots and backgrounds in terms of age, nationality, and gender are fully realized.
Human resources management Development and reskilling
To support sustainable corporate growth, it is essential to build a human resource portfolio in which diverse personalities can thrive, and we are working to rebuild our talent management system to realize our “Target Position.” We also focus on expanding education, training, and reskilling to improve the skills and career development of each employee.
Reforming the corporate culture to embrace challenges
In the current business environment, where the future is highly uncertain and the outlook is difficult to predict, we must be willing to explore new approaches, rather than sticking to conventional methods. We are working to foster a new corporate culture that is not afraid of change by introducing a system that supports and praises the “challenges” of all employees.
Creation of a rewarding workplace
To encourage each employee to maximize his or her “individual” potential, we strive to create a rewarding workplace from two perspectives: “ease of work” and “provision of opportunities for self-realization and growth.” We are also actively working to expand various systems to achieve a better work-life balance for each of our employees.
Reforming the corporate culture to embrace challenges
Restructuring of the personnel system
We regard “fostering a ‘corporate culture’ that values new ideas that respect diversity and a spirit of challenge without fear of change” as a top priority management issue and are working on various measures to realize our “Target Position.”
As a measure to foster a “corporate culture that values the spirit of challenge” as mentioned above, we have been working to revise our personnel system since FY2022. The new personnel system incorporates competency assessment to encourage employees to take on challenges more proactively and to appropriately evaluate not only results but also their attitude and processes. We have also revised the framework for human resource development, including the criteria for appointment to supervisory and managerial positions, to enable young employees to grow quickly through a variety of career paths. We will continue our efforts to create a personnel system that maximizes the power of each individual.
Job matching (internal recruitment system)
We believe that in order for diverse personalities to be maximized and for these personalities to be utilized as an organization, it is necessary to have a system that supports the proactive “challenge” of our employees. Based on this idea, we are introducing a job matching system to provide employees with opportunities to raise their hand to take on the challenges of the work they want to do. Through this program, we expect to increase employee engagement by realizing their career plans.
Human resource management, training, and reskilling
Capability development programs
We operate a variety of capability development programs, including training for new employees and initial workers, hierarchical training in line with changes in roles, and training for specialists according to the nature of their duties (see table on the right).
These capability development programs are planned and executed annually by departments or designated organizations, based on the skills matrix, and after evaluating their effectiveness, they are rolled out into activities for the following fiscal year.
Training the next generation of leaders
We send our executive candidates to outside management training programs to develop the next generation of leaders who will lead the company through successful change. By learning logical thinking skills and all aspects of management, including “people,” “things,” and “money,” participants can develop a general management perspective and also compete with participants from different industries in a competitive environment, which can stimulate them and help them improve themselves. Networking with participants across industries has been a valuable asset.
Overseas training system
To develop human resources who can work globally, we send trainees to universities in four countries: the U.S., Germany, China, and Thailand. In addition to providing an environment in which participants can focus on language acquisition, the training in the destination countries is a unique opportunity to cultivate diverse perspectives through cross-cultural exchange, which is rarely experienced in Japan. After completing the training, participants are expected to be active in their own departments as human resources with a global perspective and may also take on the challenge of working at overseas bases, depending on their career plans.
Table) List of capability development programs
Digital transformation training
Total number of participants in DX training programs (unit: person)
We are aware that in Japan, addressing the declining working population is important in continuing our business. Amid a declining workforce, we are promoting Digital Transformation (DX) to improve productivity and automation and are working to promote measures to control or reduce the increase in the number of personnel required for business expansion.
Training programs that support autonomous relearning
Total number of participants in e-learning training programs(unit: person)
Every two months, employees are asked to raise their hand to attend the course, and the company pays for the entire cost of the course. The program is offered in an e-learning format and can be taken during working hours with the approval of the head of the organization, allowing participants to learn in a way that fits their individual lifestyles. Since the system began in FY2022, a total of 221 employees and 3,442 hours (15.6 hours per person) of learning opportunities have been provided to help employees improve their skills.
Promotion of DE&I
Supporting female empowerment
We aim to be a company where the abilities and diverse personalities of each and every employee with different roots and backgrounds in terms of age, nationality, and gender are fully realized.
In terms of gender diversity, we have a small percentage of female employees and female managers*, which we recognize as one of the challenges in our diversity. To improve this situation, we are actively recruiting women and expanding various systems to achieve a better work-life balance for each employee to promote the success of all employees regardless of gender.
- FY2023 results: Ratio of female managers: 3.1% (Mitsuboshi Belting non-consolidated) Materiality KPI: Ratio of female managers: FY2026: 5% or more, FY2030: 10% or more (Mitsuboshi Belting non-consolidated)
Active participation of multinational human resources
Mitsuboshi Belting Group is a global company with production and sales in 14 locations in 11 countries, with more than 50% of its net sales and production volume coming from overseas locations. Of the approximately 4,500 employees worldwide, about 60% are foreign nationals.
To ensure that these diverse human resources can maximize their capabilities, we will work to secure and develop human resources suited to local cultures and values, with the aim of strengthening our competitiveness on a global basis.
Active participation of senior human resources
The aging of employees is one of the major challenges in the management of Japanese companies. In addition, with no progress being made in addressing the issue of declining birthrates, the success of senior human resources is an essential issue for securing a source of competitive advantage for companies. Employment until the age of 70 is becoming commonplace nowadays, and we are in need of measures that take advantage of the “experience” of senior human resources while canceling out the disadvantages of “physical decline” and “obsolescence of technology.”
We are working to support the active participation of senior human resources from two perspectives: (1) maintenance of health and (2) reskilling.
Welcome back system (alumni recruitment system)
We are introducing a system to rehire retirees who have left the company due to life events or to pursue their own career plans.
By having former employees who have a deep understanding of our corporate culture and operations leave our company and return with a different perspective, we hope to create opportunities to leverage their experience and knowledge and for the company to gain new insights into our strengths and challenges.
Employment of people with disabilities
We have installed wheelchair ramps and handicapped-accessible restrooms to provide a safe working environment for people with disabilities.
In addition, we are striving to increase the employment of people with disabilities, and the employment rate of people with disabilities in FY2024 was 2.1%. We will continue to strive to increase the employment of people with disabilities to comply with the statutory employment rate.
We will continue to strive to be a company where everyone can work comfortably and where a diverse workforce can thrive.
Rate of employees with disabilities
- * The statutory employment rate is 2.2% from April 2018, 2.3% from March 2021, 2.5% from April 2024, and 2.7% from July 2026.
Creation of a rewarding workplace
Work Style Reform Promotion Committee
To realize diverse and flexible work styles with a good work-life balance, the company has established the Work Style Reform Promotion Committee, chaired by a director and composed of members who are aware of diversity (gender, age, occupation, and job classification), for the purpose of implementing and promptly spreading measures across the organization to improve the workplace environment and productivity. This Committee establishes implementation challenges, target divisions, countermeasures and goals, monitors and evaluates the implementation status of the countermeasures, and instructs specific changes to the measures as needed. These activities are reported to the President and the Board of Directors for deliberation in accordance with the progress of the measures.
Creating an environment for improved employee engagement
We began measuring employee engagement in FY2023 with the aim of ensuring that each and every one of our employees is in a state of “hearts beat with excitement and their tomorrows bloom.”
We will strive to improve engagement by implementing measures such as 1-on-1 meetings and holding town meetings between general employees and management to further disseminate the company’s philosophy and management strategies, especially among employees in their 30s and employees in the production division, whose engagement score is relatively low.
Introduction of an employee stock ownership plan (MISA※1）
The purpose of this program is to foster a sense of participation in management by granting shares to eligible employees and to further increase their morale and willingness to contribute to improving business performance. By doing so, we aim to increase employee engagement and lead to sustainable enhancement of our corporate value.
- MISA: Mitsuboshi Individual Shares Award
- This initiative is scheduled to begin in August 2024.
Work-life balance (balancing work with childcare or elderly care)
As mentioned earlier, we aim to be a company where the abilities and diverse personalities of each and every employee with different roots and backgrounds in terms of age, nationality, and gender are fully realized. Regardless of gender, we are working to create a work environment that facilitates balancing work and private life alongside life events such as childcare and nursing care. The main initiatives are as follows.
Childcare leave system
In accordance with the law, parental leave can be taken up to when a child reaches the age of two. After returning to work from parental leave, employees can choose to shorten their work hours by up to two hours. Employees can choose part-time work until the child enrolls in elementary school, and there is no reduction in wages until the child reaches the age of three. We also support employees raising children by setting limits on overtime and late-night work.
Childcare leave acquisition rate
Acquisition rate among the current year’s entitlement holders (not including continuing entitlement holders)
Childcare support
In 2008, we obtained “Kurumin” certification, which recognizes companies that are actively engaged in supporting the development of the next generation. We plan to acquire Platinum Kurumincertification in the future, aiming to be a company “chosen” by our employees.
Annual paid leave system
To enable employees to continue working in response to various situations in their daily lives, we offer a maximum of 40 days of annual paid leave, including carryover days, and a system that allows employees to take leave in half-day or hourly increments for ease of use.
Percentage of annual paid leave taken
Special leave system
In addition to annual paid leave, we have a system that allows employees to take paid leave for individual life events such as marriage, childbirth, bereavement, memorial services, and transfers. Memorial leave can be taken within the period of one week before and after a birthday, and employees who have completed 15 and 25 years of continued service are given refreshment leave along with travel vouchers.
Star system/Star leave/Star training
This program is designed for employees who are single mothers, fathers, or mothers/fathers of children with disabilities or who have family members who require nursing care, and the program provides both financial support and special leave. In addition, mental support training is provided for employees after long-term parental leave to ensure a smooth return to work.
Nursing care leave
In accordance with the law, nursing care leave can be taken for up to 93 days. In addition, restrictions are placed on overtime work, late-night work, etc., in consideration of the lives of employees who provide nursing care.
Turnover rate within 3 years after new graduates join the company
From 2017 to 2021, we welcomed 135 new college and graduate school graduates, of which 8 left the company within 3 years of joining. Our turnover rate of new graduates within 3 years of joining the company (average for the last 5 years) is 5.9%, which is well below the national average* of approximately 30%.
Relaxation of the dress code
As part of our efforts to promote D&I, we have changed our office dress code to allow employees to choose attire other than suits or uniforms. We aim to create a work environment where each employee’s individuality is utilized and where new and free ideas and autonomous thinking can easily emerge.
