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Together with Employees

Respect for human rights

At MGC, we strictly adhere to our Corporate Behavior Guidelines and MGC Code of Conduct, to respect individual personality and human rights, to not hurt anyone by discriminating against them based on their race, gender, nationality, age, religion or place of origin. We provide separate training courses on human rights for new employees and managers to raise awareness of human rights among all employees. Our Code of Conduct also articulates that sexual harassment and power harassment are prohibited. We are committed to preventing them within our company, and reinforce this principle through training sessions, internal communications and a special consultation desk.
These guidelines and code—along with the four fundamental principles* of the International Labor Organization (ILO)—have been communicated to our Group companies overseas.

* 1. Freedom of association and the effective recognition of the right to collective bargaining; 2. Elimination of all forms of forced or compulsory labour; 3. Effective abolition of child labour; and 4. Elimination of discrimination in respect of employment and occupation.

Promoting diversity

We are putting effort toward creating an environment that respects diversity and enables our employees, who themselves are diverse individuals, to display their unique capabilities and approach work with a sense of purpose and meaning.

More active role for women

We have prepared an action plan ending in FY 2021 that targets a four-fold increase in the percentage of female managers over FY 2015. Under the action plan, we are implementing measures to support career development and working to enhance systems that assist with balancing work and family life.

Number of female employees/managers (non-consolidated)

Number of employees/managers who are foreign nationals (non-consolidated)

* Excludes forwarded employees

Re-employment of retirees

The re-employment rate for retirees desiring re-employment has reached 100% for eight years in a row from FY 2009 to FY 2016 as a result of our re-employment opportunities for retirees. In FY 2016, 47 of the 69 workers who reached retirement age wanted re-employment, and all of them were re-employed. Providing mechanisms that enable employees to continue working actively regardless of age contributes to creating a vibrant workplace.

Re-employment of retirees

Employment of People with Disabilities

MGC’s employment rate for people with disabilities was 2.32% as of the end of FY 2016, which exceeded the legally mandated rate of 2.0%. We will continue working to create a workplace environment that allows people with various disabilities to display their capabilities.

Employment rate for people with disabilities

Work-life balance

We have introduced a flextime system with the aim of realizing work-life balance. We have also established a system for accumulating annual leave (up to 40 days) for effective utilization of otherwise expired annual leave as well as various types of special leave, including leave for marriage, bereavement, a spouse giving birth, work transfers, volunteering, donation, and self-care. In FY 2016, usage of annual leave was 86.5%. We have maintained a high rate of annual leave usage for many years, and a climate that makes it easy to take annual leave has been created.

Efforts to reduce working hours

Total working hours were 1,867.5 hours per employee in FY 2016. In order to reduce working hours, we are making efforts that include establishing a no-overtime day and measures to encourage employees to take their annual leave through such groups as the Shorter Hours Committee established by labour and management.

Total annual working hours (average for labour union members)

Percentage of annual paid leave being taken (average for labour union members)

Childcare and nursing care

We have established a system for child care that exceeds the statutory requirements, including childcare leave until a child reaches two years and one month and a system of shorter working hours until a child enters elementary school. We have achieved a 100% return to work after childcare leave for five years in a row.
In FY 2016, we added fertility treatment to the intended uses of accumulated annual leave and prepared a pamphlet on our childcare systems.
We have established a system that exceeds the statutory requirements for nursing care leave. This includes allowing a maximum of one year, which can also be split.

Maternity leave

  • * Parenthesis indicates the number of males who took childcare leave
  • * For women, the fiscal year of child care leave is determined by the first day of maternity leave.

Number of employees using reduced working hours for childcare

* Number of users during the FY

Number of employees taking nursing care leave

Health management

We provide regular health checkups every year for all officers and employees, and the checkup rate is practically 100%. When the results of tests indicate the need for retesting or there are any findings, we work to promote employee health through health guidance provided by industrial physicians and public health nurses.

Care for mental health

It is important that our employees maintain their physical health, and at MGC we have implemented programs to ensure mental healthcare as well. The Employee Assistance Program (EAP) is one of these, in which employees can freely contact external professional institutes by e-mail, telephone or in person to discuss concerns. In addition, in order to effectively implement the stress checks stipulated under Japan’s Industrial Safety and Health Act, we conduct an annual “mental health” diagnosis for self-evaluation of stress conditions in addition to striving to raise stress awareness through workshops and other means.
We also conduct mental health training during sessions designed for new employees and employees receiving a promotion.

MGC’s human resource development

Our people are our greatest asset. Based on our human resource development philosophy, MGC strives to create mechanisms which enable individual employees to raise their personal knowledge and capabilities as a professional while furthering individuality, as well as a working environment that is invigorated with employees’ self-fulfillment.

Personnel system

MGC’s personnel system is a multi-stream vocational qualification grading system based on management by objectives. Up to the standard age of 28, employees belong to the same basic career path regardless of gender or educational background, and then move on to select courses that will help them in their career. We support all employees equally, providing them with a range of career opportunities in line with individual aspirations that meet their role, achievements and capabilities.

Development of human resource capabilities

In order to create an environment for each employee to work toward achieving individual goals, we are working to enhance systems that support career development and skill development based on grade-specific and department-specific training and distance education.

Union/labor-management relations

Over the years MGC and the Mitsubishi Gas Chemical Workers Union have built up mutual trust and respect between each other based on positive labor-management relations, which allows them to work together to solve various issues. We regularly hold management council meetings with the aim of sharing awareness of issues related to management and the business environment, including such themes as the workstyle, welfare, and treatment of employees, and meetings of the Personnel System Review Committee and other committees for joint labor-management discussion of various systems. Together we have revised the personnel system, the re-employment system, and retirement plans. Other issues such as wages and bonuses are determined through yearly collective bargaining and other negotiations.

Number of labor union members (as of March 31, 2017)

* The participation rate is 100% due to the union-shop system.

Employee tenure (as of March 31, 2017)

  Male Female Total
Average age 40.4 39.7 40.3
Number of years worked 18.3 16.5 18.2

Retention of new employees (third year after joining)

Turnover

* Number of labor union members and managers retiring at their own accord (including completion of leave of absence period, support changing job type, and excluding job transfers)