One aspect of our Management Policy is “MITSUBA will bring out the best in its associates, as its associates bring out the best in MITSUBA.” This concept expresses how an organization is composed of people and how organization growth is only possible through personal growth. Through their work, individuals can grow by challenging high goals while researching and asking others what they do not understand. In the MITSUBA Group’s human resource development, the Human Resources Department plays a central role in promoting employee development, centered on “education” consisting of OJT and Off-JT, and “personal development” in which employees develop skills through their own initiative.
At MITSUBA, we provide policies / sustainability education, rank-based education, specialized education, etc., based on the “Human Resources Requirements Definition” stipulated for each level and based on the outline diagram of the educational areas shown below.
We provide selective training with the aim of systematically developing human resources who can take responsibility for the future of the company and demonstrate leadership skills. Through learning the "conceptual skills," this training enhances the ability to think theoretically and creatively about things and to determine their essence. Moreover, we provide a systematic education on the “communication skills” necessary for managers, encouraging behavioral change in the workplace.
| Contents | Implementation Frequency | Number of Participants |
|---|---|---|
| Conceptual Skills | Twice a year | 73 people |
| Communication Skills | Twice a year | 38 people |
We provide a place of “awareness” where employees properly recognize themselves as managers, seize the opportunity for self-transformation, and develop managerial sense and strategy formulation ability that can be applied to their work. This allows employees to acquire the “company-wide management perspective” required for a more advanced career stage.
| Training Schedule | Contents | Number of Trainees |
|---|---|---|
| Day 1 | Medium-term plan and management strategy, SWOT analysis | 24 people |
| Day 2 | Financial analysis | |
| Day 3 | Cross SWOT analysis of the company | |
| Day 4 | Discussion of future initiatives |
MITSUBA Training Center
MITSUBA Group has established the “MITSUBA Training Center” as a place where diverse human resources with different values gather together from within MITSUBA Group, create awareness and foster new ways of thinking, and work hard for mutual self-improvement. We will respond to the diverse needs of customers around the world by facilitating exchanges among human resources with various knowledge and experience, and by creating new value.
Passing down technologies and skills, learned through long years of experience, is not easy. Therefore, MITSUBA Group considers it as an important job.
MITSUBA has an “In-house Training System” that provides job rotation, with the aim of supplementing the individual’s abilities by gaining early experience in related organizations and operations and utilizing them in future operations. In principle, employees in their 4th to 6th years with the company receive work experience in other departments for one year. Moreover, the target persons are all regular employees.
MITSUBA has established an “In-house Study Abroad System” with the aim of systematically implementing personnel exchanges across functions and businesses, broadening horizons by experiencing different types of operations, and developing human resources that meet the human resources requirements. The program is aimed at regular employees, and as a general rule, these employees spend 6 months to 3 years working on a theme or mission at the study abroad destination. Furthermore, the participants are selected from organizations or through volunteering.
“Short-term assignment system” is established for the purpose of acquiring a broad perspective and ability to respond by experiencing and accomplishing missions in environments other than MITSUBA, such as domestic and overseas Group companies. Targeting young and mid-level employees, the period of assignment is from one year to one and a half years.
MITSUBA implements the following initiatives to support career development.
| Contents | Implementation period | Main purpose |
|---|---|---|
| Career Design Sheet | Once a year | Implement evaluation of knowledge and skills to shape future career |
| Career Design Training | 11 times a year | Self-awareness of one's own strengths and weaknesses and thinking about future career plan |
| Career Interview (Age 50/55) | At age 50/55 | Improve employee independence and autonomy |
| 1 on 1 | Monthly (recommended) | Improve employee independence and autonomy and eliminate lack of communication |
Career Design Training
MITSUBA utilizes the “Personnel Evaluation System” as a human resource development tool to broaden perspectives, develop the skills and techniques necessary for work, and share work-related tips and tricks through communication with supervisors.
Every six months, employees create goals that describe their performance objectives and their expected results and processes and meet with their superiors at the beginning of each six months to clarify their roles and gain an understanding of organizational goals. At the end of the semester, employees self-evaluate their level of goal achievement and receive evaluation and feedback from their superiors in order to improve their future growth. MITSUBA has a systematized the feedback process and created an environment in which all eligible full-time employees can reliably implement the feedback process.
Moreover, in personnel evaluations, in addition to “performance evaluations” for the above goals, we also conduct “behavior evaluations” to evaluate the behavior expected of each employee based on the code of practice “MITSUBA WAY.” The results of such are designed to be reflected in the bonuses.
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