Integrated Report 2022PDF List
Index
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【Introduction】 (PDF:2.2MB)
Index/Editorial Policy/Corporate Philosophy/Message from the President and CEO (PDF:985KB)/Midterm Corporate Strategy 2024/Special Feature Creating a New Future(Fostering New Industries/Regional Revitalization)/Review of Midterm Corporate Strategy 2021
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【The Value Creation Story】 (PDF:3MB)
Path of Value Creation/Value Creation Process/The Six Capitals/Focus Human Capital—The Source of Value Creation/Materiality/Focus Climate Change—Materiality Forming the Basis of EX Strategy/Message from the CAO (Chief Administrative Officer)/Message from the CFO
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【Value Creation by the Business Groups】 (PDF:2.7MB)
Business Groups at a Glance/Business Groups × Business Models
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【Initiatives and Systems Supporting Sustainable Value Creation】 (PDF:2.8MB)
Sustainability Promotion Framework/Risk Management/Corporate Governance
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【Data Section】 (PDF:2MB)
Directors and Audit & Supervisory Board Members/Executive Officers/Shareholder Information/Organizational Structure/Global Network(Countries and Regions)/Balance of Risk Money Outstanding in 13 Countries/Financial Highlights/Equity in Earnings of Subsidiaries and Affiliates/ESG Data/Corporate Information
Human Capital
The Source of Value Creation
Maximizing the Value of Human Capital
Creating a Vibrant Organization by interconnecting with members of our diverse and versatile talent pool
MC’s Approach to Human Capital
As a party to individual businesses and the industries on which they are built, MC has sincerely taken on the challenge to address societal challenges and achieve sustainable growth together with society through its business activities, while anticipating the needs of the
times. Recognizing these distinctive qualities of our business, we consider the diverse and versatile human resources that have supported our growth as a source of value creation, and will continue to actively invest in our human capital.
Maximizing the Value of Human Capital:
Value Creation Process
MC will achieve value creation by maximizing the value of human capital through promotion of our HR policies linked to human capital investment and management strategies. One of MC’s material issues is “Fostering Vibrant Workplaces That Maximize the Potential of a Diverse Workforce”. Therefore, we will work to create an organization in which a diverse and versatile workforce is the driving force behind the simultaneous realization of economic, societal, and environmental value and can connect and develop through shared values and mutual encouragement.
HR Policy under Midterm Corporate Strategy 2024
In recent years, societal challenges are becoming more diverse and complex than ever before. These include the transitioning to a decarbonized society, promoting sustainable societies and lifestyles, and growing together with local communities.
In order to create MC Shared Value, we must continue to be a dynamic, spirited and vibrant organization that responds promptly to such changes throughout the world and in our management strategies, while connecting our versatile and diverse workforce that works with pride to address societal challenges.
In terms of HR policy, we will create MC Shared Value by maximizing the value of human capital under the three pillars of HR Strategy, Strengthen Engagement, and Data Utilization, in order to sustain and fortify this ideal vision for the organization.
HR Strategy
- We will promote the placement of the right people in the right positions, with all employees demonstrating their capabilities in line with management strategies.
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We will strengthen our ability to respond to changes in the business environment while updating our individual capabilities to promote our business development including our growth strategies such as EX, DX and creating a new future.
- Re-skill to increase adaptability to change and strengthen DX capabilities.
- Promote regional experts.
Strengthen
Engagement
- In addition to fostering an organizational culture that interconnects a diverse and versatile talent pool across organizational lines, we will promote DE&I (diversity, equity and inclusion) and well-being so that all employees can work, grow, and create value in a safe and secure environment, even as our views toward work and work styles change.
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In order to maximize the capabilities of employees, we support the growth of each individual and create an environment that encourages career autonomy.
- Expand policies that promote career autonomy such as open and multiple internal assignments.
Data Utilization
- We will collect, analyze, and monitor human capital data in order to evaluate the effectiveness of the above initiatives.
- Through disclosure, we will demonstrate our commitment to internal and external stakeholders, and at the same time, we will promote various HR policies with greater effectiveness.
HR Strategy
With the aim of implementing an HR strategy that responds promptly to management strategies, we will respond to rapid changes in the operating environment, promote the right people to the right positions and strengthen our ability to respond to changes in the environment so that all employees can demonstrate their capabilities.
Strategic HR Assignments/Appointments
Shifting human resources to focus areas and promoting the placement of the right people to the right positions
We will flexibly structure the organization in response to advancements in the Valued-Added Cyclical Growth Model and management strategies such as EX, DX and Creating a New Future, as well as dynamically shift and appoint human resources across organizations. Cross-organizational transfers increased significantly during the period of Midterm Corporate Strategy 2021. These included transfers between corporate and Business Groups and the companywide cross-functional Food Industry DX Task Force and Power & Retail DX Task Force. In Midterm Corporate Strategy 2024, we will promote collaboration broadly across organizations by allocating and appointing talent from various groups across the company, including the newly established Industry DX Group and the EX Task Force.
In order to further ensure the placement of the right people in the right positions, we will promote the visualization of positions of high importance and difficulty* on a consolidated basis and the human resources who are capable for such role (or position). Also, we will implement the visualization of human resources for our HR subsidiaries to promote matching of human resources with abilities and motivation to proper duties regardless of age, gender, or other factors.
* Including Officers, Division COOs and General Managers of MC, heads of business sites in Japan and overseas, as well as management executives of MC Group Companies for which our employees are responsible.
Strengthen Adaptability to Changes
in the Business Environment
Reskilling to Adapt to Change: Leadership Development
Through a wide variety of HR development programs, we are working to update leadership skills in response to changes in the business environment. We will embrace HR diversity to make the most of our diverse and versatile talent pool, and strengthen growth support skills. We believe that employees in Team Leader positions, who serve as a nodal point between management and the workplace, play a particularly important role in realizing a “dynamic, spirited and vibrant organization,” and we hold the MC Leadership Program for newly appointed Leaders across four sessions from April to December. We conduct coaching exercises to support the growth of team members while leveraging their individuality, and workshops to formulate action plans for the workplace based on the introspection of the results of 360-degree management reviews.
Regional
Experts
The development of experts well-versed in each region as human resources who acquire “living” intelligence that contributes to MC’s business while building personal networks and relationships of trust with partners globally represents the foundation of our competitive advantages.
To this end, we will broadly select human resources who are highly knowledgeable of each country and region, and possess qualities such as language skills and expatriate work experience from within the company and appoint them to required posts, such as heads of local offices and operations, in order to strengthen regional intelligence.
Strengthen Engagement
“Dynamic and spirited:” We aim to achieve high employee engagement, and towards this end, we will make improvements in terms of both people and organizations so that employees can work with peace of mind and feel attached to the organization and work.
Foster a Corporate Culture That Capitalizes on Diversity
Promoting Interconnections
We will encourage connections that transcend organizations, age groups, and job titles in order to foster a corporate culture that capitalizes on diversity.
In order to promote active communication between executive management and employees, and interconnections between employees, we will expand dialogues and town hall meetings, as well as introduce and utilize IT infrastructure that encourages knowledge and information sharing.
Town Hall Meetings
We regularly hold town hall meetings and dialogues with the President and CEO at various opportunities in an effort to enhance communication with employees.
DE & I
We are promoting and strengthening initiatives to ensure that each of our diverse and versatile employees is accepted and able to flourish.
Supporting Women’s Careers
We are expanding measures to support work-life balance beyond the level required by law to empower employees to autonomously develop their careers and to further maximize their abilities, even after life events, such as childbirth and child-rearing. Additionally, in order to increase the number of women in managerial positions (target of 15% or more by the fiscal year ending March 31, 2026) and to accelerate their appointment to key positions, we are promoting career support tailored to women such as a mentorship programs for women in managerial positions. We are also focusing on initiatives aimed at 100% utilization of childcare-related systems by men.
Encouraging the Appointment of a Diverse Talent Pool
We are working to maintain and increase diversity by appointing employees based on their abilities and performance, ensuring to assign the right person in the right position, regardless of age, gender or nationality or any other irrelevant factors.
Well-being
Based on the belief that a healthy mind and body determine the success of the individual, we have compiled a Health and Productivity Management Declaration. Under this, we are promoting health and productivity management that not only ensures the safety of the workplace, but also promotes the well-being of our diverse and versatile talent pool and ensures that they can make the most of their skills and personalities.
Health Promotion
MC has put into place a system in which employees who work in environments with different languages, cultures and medical standards, as well as their families can see in-house physicians at any time with health concerns. We encourage all employees to change their behavior to improve their health through the use of health apps as well as individual health guidance and nutrition guidance that is data driven based on diverse working environments, lifestyles, and health data.
Initiatives for Mental Health
We are promoting mental health initiatives with an emphasis on prevention and early intervention. Certified psychologists (3 fulltime and 1 part-time) regularly meet with employees individually where they receive a wide range of employee consultations. By collaborating with neurologists at the in-house clinic to create an environment that supports employees and the workplace, the number of consultations has increased, leading to the prevention and early detection of mental health challenges. We are also focusing on strengthening our support system. This entails remote counseling with employees seconded overseas, regular health monitoring for young employees, and line care training for managerial staff.
Ensuring Safety
Based on MC’s Occupational Safety and Health Policy, we are promoting the development of safety and health (OSH) culture across the Group through the mitigation of occupational accidents among (1) our own employees and (2) contractor employees.
Talent Management That Leverages Individuality
Career autonomy
We respect the diverse work styles and values of individuals and are expanding our efforts to support career autonomy, to ensure that our diverse and versatile talent pool feels a sense of satisfaction and pride in their work, and to continue to grow and play an active role while making use of their abilities to the fullest.
Growth Dialogues
With the goal of increasing the effectiveness of employees’ autonomous growth, we conduct annual reviews focusing on employee skill development and career building, and provide opportunities for dialogue with supervisors.
Feedback Supporting Growth
Prior to Growth Dialogues, employees who lead certain organizations undergo a 360-degree management review from their superiors, subordinates, and colleagues, while other employees receive team feedback from their subordinates and colleagues. This provides opportunities for growth support leading to increased awareness and improvement of behavior.
Talent Review Program
MC has established a mechanism to encourage the development of employees’ skills and careers through observation and assessment from multiple perspectives by sharing skill growth and career aspirations of employees confirmed through Growth Dialogues with a wider population.
Mechanisms that Encourage Career Autonomy
Based on individual career aspirations along with skills and qualities that employees want to develop in the future, we will promote open recruitment assignments to support the transfer of employees to positions they wish to take on and Dual Career initiatives that provide opportunities for skill acquisition and growth through in-house dual work. Additionally, we will implement a career development support program so that our employees can visualize their own skills, take inventory of their experiences, clarify their career vision, and establish a cycle for realizing it.
Strengthening and
Monitoring Engagement
We make improvements by visualizing and monitoring the engagement status of employees and the degree of organizational vitality through regular Employee Awareness Surveys.
In addition to MC (Head Office and facilities), group companies in Japan and overseas also participate in the survey (41 companies in Japan and 29 overseas participated in the fiscal year ended March 31, 2022).
Promoting EX
Expanding EX Education and Training Programs
EX Education Themes
Knowledge Sharing
Decarbonization Business Promotion Platform
Examples of information posted / Study session themes
- Renewable energy
- Hydrogen and ammonia
- Decarbonization/EX-related technologies
- ESG investment, etc.
- CCUS
- Carbon credits
- Decarbonization/Ex-related external environment
Active role of our diverse and versatile talent pool as seen in projects
- Keyword
- Strategic HR Assignments Appointments
- Strengthen Adaptability
to Changes in the Business Environment
HR
Strategy
Offshore wind power generation projects aiming to create a new future through integrated EX/DX initiatives
Focus on development of human resources in offshore wind power since 2012
In Europe, a leading region in offshore wind power, we have been engaging in the offshore wind power generation business for a decade together with Eneco, an integrated energy company in the Netherlands. During this time, we have accumulated business knowledge and developed human resources across all phases of development, construction, and operation. Our strength is our ability to complete projects independently by utilizing the knowledge of our own people who have gained experience in Europe through daily discussions with offshore wind power professionals at Eneco, which became an MC Group company in 2020.
Initiatives to create a new future by growing together with communities
In developing offshore wind power in Japan, even before the government’s call for proposals began in November 2020, we dispatched employees in charge of project implementation to Akita and Chiba Prefectures, where offshore wind farms are to be constructed. Through discussions with local community members, we have been refining measures for mutual growth such as building a sustainable fishery support system, promoting local industry, creating jobs, and supporting the livelihood of residents. Going forward, we will promote regional revitalization and the creation of a new future by executing these mutual growth measures together with partners and collaborators closely rooted in the community over the long duration of these projects.
Promoting DX
DX Training for All Executives and Employees
MC Innovation Lab (MIL)
Active role of our diverse and versatile talent pool as seen in projects
- Keyword
- Foster a Corporate Culture That
Capitalizes on Diversity - Talent Management That
Leverages Individuality
Strengthen
Engagement
Industry One is working on industry DX by harnessing the collective capabilities of our talent pool
Accelerating DX covering industry as a whole
In 2021, we established Industry One through a joint investment with Nippon Telegraph and Telephone Corporation (NTT), our business partner for the promotion of industry DX. Industry One provides DX services by combining MC’s strength of extensive industry knowledge and NTT’s strength in ICT technology. Seconded employees from MC and NTT with diverse experiences are working together with Industry One employees of varying backgrounds to accelerate DX not only for group companies but also for Japanese industries as a whole, while collaborating with a wide range of partner companies.
Employees using career experience to tackle the challenge of DX promotion
One of the seconded employees from MC participated in the launch of Industry One and is now a manager at the company. This role was made possible by their previous experience in promoting DX in the food, apparel, and healthcare fields and also working on IT and digital human resource development. In order to maximize the performance of Industry One as a whole by combining the skills of the company’s diverse DX human resources, we are actively playing a role of connecting management and employees in daily operations, focusing on strengthening engagement while working to improve the value of Industry One toward the realization of industry DX promotion.