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Together with Employees

MGC respects human rights and actively supports the realization of work-life balance, mental and physical health management, and improvement of abilities, so as to enable all its employees, who are the most valuable management asset, to demonstrate their abilities to the fullest.

Respect for Human Rights

Guidelines and the MGC Group Code of Conduct, which call for us to respect individual personality and human rights, and to do nothing that will hurt anyone by discriminating against them based on their race, gender, nationality, age, religion, or place of origin.
Our Code of Conduct also articulates that sexual harassment and power harassment are prohibited. These guidelines and codes—along with the four fundamental principles* of the International Labor Organization (ILO)—have also been communicated to our Group companies overseas.
We work to reinforce these principles on a day-to-day basis through training sessions and internal communications, and have also established a special consultation desk.

  • * 1. Freedom of association and the right to collective bargaining; 2. Elimination of forced labor; 3. Effective abolition of child labor; 4. Elimination of discrimination with respect to employment and occupation.

Human Resource Development at MGC

Our people are our most important asset. Based on our human resource development philosophy, MGC strives to enhance mechanisms for enabling employees to better themselves as professionals while improving their knowledge and capabilities, and to create a working environment that is vibrant and that facilitates self-fulfillment.

MGC’s personnel system is a multi-stream vocation qualification grading system based on management by objectives. Up to the standard age of 26, employees belong to the same
basic career path regardless of gender or educational background, and then move on to select a course that will help them in their careers. We support all employees equally, providing them with a range of career opportunities in line with individual aspirations that meet their roles, achievements, and capabilities.

Main training systems

 

Grade-specific training

Occupation-specific training

Self-education

OJT

Managerial
level

General Manager level
  • Organizational management training
Manager level
  • Manager training
  • Beginner manager training
  • Career development training
  • Mid-level employee training
  • Global human resource development training and overseas short-term training
  • Logical communication and negotiation strategies
  • Technology networking events (production, research and engineering departments)
  • Patent study sessions (research promotion departments)
  • Placements at research institutions, such as universities
  • Safety and health, environmental management, quality control-related training
  • Other specialized education and in-house seminars
  • Language qualifications and language training (includes English, other languages, and theme-specific training)
  • Management and business skills
  • Finance, accounting, tax, and law
  • Basic chemistry and basic safety technology
  • Other communications training
  • Practical OJT
    training
Mid-level
employees
Junior
employees
  • New employee follow-up training
  • New employee training

Mental and Physical Health Care

We provide regular health checkups each year for all officers and employees, and in fiscal 2019 our checkup ompliance rate was over 99%. When the results of tests indicate the need for retesting or there are any specific findings, we work to promote employee health through guidance provided by industrial physicians and public health nurses.

MGC has also implemented a number of programs to ensure mental well-being. The Employee Assistance Program (EAP) is one of these, and provides employees an environment in which they can freely consult outside specialists regarding their concerns. In addition, to effectively implement stress checks stipulated by Japan’s Industrial Safety and Health Act, we conduct an annual mental health diagnosis for self-evaluation of stress levels, provide appropriate feedback of results of group analysis to each organization head, and work to raise awareness of stress-related issues through workshops on self-care and "line care" (consulting with managers and supervisors) and other means at our business sites. We also conduct mental health training during sessions designed for new employees and those scheduled for promotion.

Ensuring the Safety of and Providing Medical Support for Employees Traveling or Posted Overseas

By working with an outside consultant for security and medical assistance, and receiving advice based on analysis of threats to safety by country, we have acquired immediately accurate information, and, when necessary, provide that information to Safety education for new employees employees posted or traveling on business overseas and use it to determine whether it is advisable to travel or not and to plan appropriate safety measures for travel.

In terms of medical care, we have established a comprehensive support system for employees posted or traveling on business overseas, including referrals to local hospitals, telephonic consultations with doctors in Japanese, preventive advice on local infectious diseases, and arranging medical transport in case of emergencies.

Union and Labor-Management Relations

Under a positive relationship of mutual trust and respect, labor and management at MGC work together to address a variety of issues. We hold regular management council meetings with the aim of sharing our understanding of issues related to management and the business environment, including such themes as work styles, employee benefits, and treatment, and meetings of the Personnel System Review Committee for joint labor-management discussion of various programs. Together, we have revised the personnel system, the re-employment system, and our retirement plans. Other issues such as wages and bonuses are determined through yearly collective bargaining and other negotiations.
Note that there were 1,887 labor union members as of the end of March, 2020. Employee tenure was 18.5 years (18.8 years for men, 15.8 years for women).

Number of labor union members (as of March 31, 2020)

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

Employee tenure (as of March 31, 2020)

  Male Female Total
Average age 41 years
9 months
39 years
1 month
41 years
6 months
Number of years worked 18 years
9 months
15 years
10 months
18 years
6 months

* Includes employees on outside assignment

Retention of new employees (third year after joining)

* The tabulation method was changed to the Ministry of Health, Labour and Welfare standard as of the FYE 2021 report.

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)