About Our People

MGC is not only a "social entity" that contributes to society through its business activities, but also a "venue" where employees enhance themselves through work and realize their individual well-being. To put this philosophy into practice, we actively support the improvement of capabilities of all employees through various training programs so that each person can fully demonstrate their abilities. We also respect employees' human rights, and promote improvements in work-life balance and the maintenance of physical and mental health.

figure：Overall Image of Human Resource Strategy — Overall Image of Human Resource Strategy

Human Resource Development at MGC

Our people are our most important asset. With the aim of realizing our Group mission of “creating value to share with society,” we work to create systems for employees to improve their knowledge and capabilities while refining their individuality as professionals, as well as workplaces and environments that are infused with vibrancy through self-improvement.
To promote medium- to long-term career formation of our employees, we conduct strategic job rotations for career-track employees to gain broad and diverse experiences while confirming their career aspirations. The broad scope of our Group's business domains is a defining characteristic of MGC. By accumulating diverse experiences and broadening their perspective, we avoid fixing employees into set molds and draw out their individual qualities and potential. Moreover, through mutual stimulation among experienced employees, we foster improvement in organizational capabilities over the medium term.

The personnel system is characterized by individual management based on the aptitude, skills and goals of each person, with emphasis on human resource development. Specifically, this is made up of three components: a multi-stream vocation qualification grading system, an evaluation system, and a wage system clearly linked to these. Furthermore, MGC's distinctive characteristic is that we provide opportunities for employees to consider career formation through consultation with their supervisors at least once per year, during which we also confirm their personal goals and progress toward achieving them. In this way, through active communication and a fair compensation system based on individual roles, achievements, and capabilities, we support the realization of diverse career paths in line with individual aspirations.

Figure: Conceptual Diagram of Personnel System that shows 3 personnel systems. — Conceptual Diagram of Personnel System

In addition to career formation through ordinary work, we implement grade-specific and job-specific education and training curricula to promote skills development and stimulate motivation.

Main training systems

	Grade-specific education	Job-specific and specialist education	Self-development, other
Managerial level	Organizational management training Mid-level manager training New manager training	Business skills (Logical communication, problem-solving skills, negotiation strategy, facilitation, coaching skills, design thinking) GLOBIS Management School MGC Learning Circle MGC Group cross-industry social events Mitsubishi Marketing Association Global human resource development DX education Marketing education Engineer development Patent study sessions Environmental management, quality management, and health and safety education HAZOP^*2 Placements at research institutions, such as universities Other specialized education and seminars	Self-development Languages Business skills Management Technology and skills Other online training Other Compliance and internal control education Education raising awareness for human rights Sustainability education Diversity, equity, and inclusion (DEI) promotion education Others
Mid-level employees	Manager candidate training Mid-level employee training
Junior employees	Junior employee training Mid-career hire training Follow-up training New employee basic training New employee training

*2 An acronym for Hazard and Operability Studies, a technique for identifying risks for complex processes and equipment

Promoting Health Management

To further promote the creation of an environment in which employees can work with physical and mental well-being, MGC established the Basic Policy on Health & Productivity Management in October 2022, and is working to further diversify and expand health maintenance and promotion measures, as well as improve their effectiveness.

Basic Policy on Health & Productivity Management (Text)

MGC is committed to promoting "individual and workplace health" under the shared recognition that "the health of working colleagues and family members is more important than anything else," with the aim of cultivating a corporate culture of job satisfaction.

Individual Health Promotion
We implement a variety of initiatives to support improvements in lifestyle habits and physical and mental health for each employee and their families.
We promote awareness that "each person is responsible for protecting and improving their own health," and encourage active participation in health maintenance and promotion initiatives.
Workplace Health Promotion:
We implement a variety of initiatives including operational efficiency improvements and diverse work styles to create workplaces where employees can work with peace of mind and remain vibrant over the long term.
We promote active communication centered on dialogue, with each employee in the workplace showing interest and consideration for one another.

The checkup compliance rate for regular health checkups was over 99% in fiscal 2024; industrial physicians and public health nurses actively provide guidance when the results of tests indicate the need for retesting or in the event that there are any specific findings.

The comprehensive Employee Assistance Program (EAP), including a stress check, is implemented to ensure mental well-being, providing employees with an environment in which they can freely consult outside specialists regarding their concerns. Furthermore,we endeavor to continuously improve our workplace culture and raise employee awareness by providing appropriate feedback of group analysis results to each organization head, holding workshops on self-care and “line care” (consulting with managers and supervisors)at each business site, and through e-learning, as well as implementing mental health training at the time of entry into the company and when a promotion is earned.

These initiatives have been recognized, and MGC was certified as a Health & Productivity Management Outstanding Organization 2026 (large enterprise category) by the Japan Health Council and the Ministry of Economy, Trade and Industry. This is the seventh consecutive year that we have been certified.

figure: the logo of Health & Productivity Management Outstanding Organization

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

By contracting with an outside consultant for security and medical assistance, and receiving advice based on analysis of threats to safety by country, we are able to promptly acquire accurate information, and, when necessary, provide that information to employees posted, or traveling on business, overseas, as well as using it to determine whether it is advisable to travel or not, and on 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 arrangement of 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 key topics as work styles, employee benefits, and treatment, and meetings of the Personnel System Review Committee for joint labor management discussion of various programs throughout the year. 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 1,925 labor union members as of the end of March, 2025. Employee tenure was 18.5 years (19 years for men, 13.5 years for women).

Employee tenure (as of March 31, 2025)

	Male	Female	Total
Average age	42 years 5 months	37 years 7 months	41 years 10 months
Number of years worked	19 years 0 month	13 years 6 months	18 years 5 months

* Includes employees on outside assignment

Graph: The bar graphs show the number of new employees hired as new graduates, and enrollments up to 3 years after joining. The line graph shows retention of new employees — Retention of new employees (third year after joining)

*Note: Among new graduate employees, the number of those who left the Company within three years of joining through the relevant fiscal year.