Continuing to be a good company
through management goals that focus on
more than just profitability

In order to continue being a good company, we focus on strengthening of our business base, pursuing growth with a good balance between short-term and mid-to-long-term profits, and achieving both Company and public benefits through our operations.

Because the results of these efforts are sometimes difficult to convey through annual financial statements and reports alone, we have decided to provide detailed explanations of our specific targets and levels of progress and achievement for the current fiscal year.

Business Reforms Category/Public-benefit Projects Category/Business Base Category

Overview of the Company Well-being Index1

FY 2021
FY 2022

Business Base Category

Employee engagement scores
(satisfaction with the Company, superiors, wages, human resources system, business tasks, employee benefits, etc.)

Company standing

Unscheduled (extra) working hours2 (managerial positions; average monthly hours per person)
59.1 hours
Less than 60 hours
Unscheduled (extra) working hours2 (non-managerial positions; average monthly hours per person)
33.5 hours
Less than 45 hours
Childcare leave utilization rates
Men: 29%
Women: 100%
Men: 100%
Women: 100%
Percent of employees with continuous three-year employment following initial hire (new-graduate hires)
90% or higher
Percent of employees with continuous three-year employment following initial hire (mid-career hires)
90% or higher
Total amount paid for scholarship grants, child support scholarships and overseas-employee children's education support funding, and no. of employees receiving said support3
Total amount paid: approx. 53 million yen
Total no. of employees receiving support: 70

Quality management

Quality management system establishment rate
[no. of departments/divisions where establishment is completed ÷ total no. of departments/divisions]
※Almost completed and finished in FY2021
Percent of quality targets achieved4
[no. of completed targets ÷ total no. of targets]
90% or higher
Rate of problem reoccurrence based on the same mode5by individual department/division
[no. of reoccurrences for the department/division ÷ no. of reoccurrence prevention measures implemented by the department/division]
Rate of problem reoccurrence based on the same mode5for the organization as a whole
[no. of common issues and same-mode problems ÷ total no. of common issues]

Safety and peace of mind

No. of workplace accidents based on the same mode5

Business Reforms Category

No. of press releases announcing new measures aimed at new business creation
(Note: we aim to put out a predetermined number of releases each fiscal year)
12 or more
Number of actions contributing to synergies between business divisions
Newly added for FY2022

Public-benefit Projects Category

Funds invested in public-benefit projects
Approx. 145 million yen *cumulative total
Public-benefit projects
See chart below

1 When selecting which indicators to use, we chose rational management-related indicators with an emphasis on sustained efforts into the future. We may revise and re-select indicators on an annual basis.
2 Regular scheduled work hours are defined as 7.5 hours per day for 5 business days each week (break times not included).
3 Scholarship grants are support funds provided to lessen the personal financial burdens on employees (in both managerial and non-managerial positions) incurred for purposes of providing their children with a university education. Child support scholarships are financial support scholarships for children of Company employees if the employee has died or suffers from illness/injury and therefore cannot provide for their child's education. Overseas-employee children's education support funding is a system of funding provided to lessen the personal financial burden on employees who are assigned to an overseas location and whose child or children are attending a school for Japanese persons, international school, or similar.
4 Quality targets are multiple targets set individually by department/division throughout the Group, whose fulfillment is either considered mandatory or are believed to contribute to quality-related improvements as the department/division in question pursues them (even if they are not fulfilled). Therefore, we do not simply aim to achieve 100 percent for all targets; rather, our goal is to use the percent of quality targets achieved as a yardstick for overall quality management level improvements achieved throughout the Group as a whole.
5 "Same mode" in this case means the same cause(s), reason or mechanism.

Business Base Category

In the Business Base Category, we strive to foster a corporate climate that discourages improprieties, improve internal controls, and take other such measures for the sake of realizing fair and just business operations for the Group and equal distribution of profits. At the same time, we are pursuing measures such as workplace improvements and employee benefits system improvements in order to raise employee happiness levels. To these ends, we have establish primary managerial goals for the current fiscal year.

Based on the Mitani Sangyo Group Charter of Corporate Ethics, we utilize the following indicators and systems in pursuit of full and thoroughgoing compliance as well as the necessary business foundations for perpetual corporate growth.

Employee workplace satisfaction and level of enthusiasm with work

It is important to make sure that employees can pursue their work in an energized and enthusiastic manner, as this the basis for sustained corporate growth. Therefore, we have employees answer a questionnaire every year so that we can understand their levels of satisfaction with the Company, their superiors, wages, the human resources system, business tasks, employee benefits and other such factors. Based on this information, we take measures to maintain or exceed sufficient satisfaction levels in said areas.

Assessment based on objective data of whether work environments provide for adequate physical and mental health among employees

Factors when assessing company standing:

  • Unscheduled (extra) working hours
  • Childcare leave utilization rates
  • Percent of employees with continuous three-year employment following initial hire

In order to enable employees to do their best work, it is vital to ensure good physical and mental health, and to this end we must foster workplaces and a corporate culture that support this.
We utilize a unique "company standing" assessment approach in order to evaluate the statuses of our workplaces and set targets based on the following items in an effort to cultivate even better workplaces.

Whether results-focused approaches and reassignments are making employees uncertain or worried about their lives

Rather than relying on a traditional seniority-based approach to determine wages, we determine employee wages based on biannual, individually established targets and subsequent evaluation of results. This helps employees to grow and feel more satisfied with their job. Furthermore, because results-based wage determination systems and company-ordered reassignments can have highly adverse effects on an employee's ability to stay involved with their child's education, we offer various types of financial support to workers with children that are provided separately from wages. Moving forward, we will continue fostering environments where all employees can work free from worry and focus fully on their jobs.

  • Scholarship grant system
  • Child support scholarship system
  • Overseas-employee children's education support funding system
Scholarship Grants, Child Support Scholarships and Overseas-employee Children's Education Support Funding

A company conducts business operations based on relationships of trust with its clients. Therefore, we have established and operate management systems for purposes of guaranteeing acceptable quality levels and improving quality further, with the goal of serving clients reliably while delivering quality that exceeds client expectations to leave them highly impressed and satisfied.

operate management systems for purposes of guaranteeing acceptable quality levels and improving quality further

Business Reforms Category

In the Business Reforms Category, we carry out necessary investment activities, utilize inventive ideas and measures in business operations, and develop new technologies, products and services for the sake of sustained, long-term growth for the entire Group. In order to implement these and similar measures aimed at greater competitive advantages, we have establish primary managerial goals for the current fiscal year.

In these times of tumultuous change, we pursue the following measures as part of efforts to identify potential needs throughout society first before any other company does in a manner tailored to the current era, and to develop the dynamism necessary to cultivate new business.

We believe it is important to continually create new business, while also maintaining a good balance between value provided and revenue bases rooted in existing business. Based on this thinking, we set targets for specific numbers of new products and new services to debut each year.
In order to reach these targets, we pursue the following as high-priority measures.

  • Handling and introducing within the Company new products and services from startups and other such sources
  • Holding of the in-house MITANI Business Contest as well as cooperation and support for startup incubators, accelerator programs, etc.
  • Joint research and development together with other companies, universities, etc.
  • Considering and pursuing new in-house ventures and new business ideas
MITANI Business Contest

Public-benefit Projects Category

Regarding the Public-benefit Projects Category, the Group serves as a public institution in pursuit of projects that provide significant public benefits for purposes of promoting development and advancements in harmony with local society and the global environment. These measures and projects include contributing to the cultural development of humankind, helping people in disaster-struck areas recover and return to their normal daily lives as quickly as possible, and other meaningful support efforts that we are particularly well-equipped as a Group to carry out. The following are some of the major efforts we have carried out this fiscal year.

We pursue the following measures to provide meaningful public benefits without generating any direct profit, with the goal of continually contributing to society.

With full consideration taken for currently unmet societal needs and the things were are called upon to do to ensure sustainability of lifestyles and corporate activities over the next century or two, we make sure to never pursue measures that are unreasonable or beyond our capabilities as a company, and to never make irresponsible donations or support irresponsible charities in a manner that ignores the problems right in front of us. Our goal is to address and help solve the issues and problems with which we, or others we are connected with, are exposed, starting from those of the highest relevance.
In FY 2020, we invested a total of approximately 66 million yen in public-benefit projects, mainly centering on the projects listed below.

Face shield donations
We donated face shields to local governments, educational facilities and similar in Ishikawa and Toyama Prefectures to assist with COVID-19 infection-prevention measures. A representative from one Ishikawa prefectural school for the deaf to whom we donated face shields commented, "Our students have trouble communicating with each other when their mouths are covered by traditional masks, so we really appreciate these comfortable and easy-to-use face shields."
Locations: Ishikawa Prefectures
Toyama Prefectures
Manufacture and donation of mask hooks to medical facilities and other facilities in Vietnam Aureole
As a means of helping with COVID-19 infection-prevention measures, the Aureole Group's Aureole Business Components & Devices Inc. (ABCD Inc.), which carries out plastic molding operations, manufactured 100,000 mask hooks used to fasten face-mask bands behind the head in a manner that prevents discomfort caused by looping elastic bands directly around the ears as usual, and sent these hooks to medical facilities and other facilities in Da Nang City, Vietnam.
Locations: Vietnam
Disaster recovery support
In order to assist with psychological recovery among children who lost their parents in the Tohoku earthquake and tsunami disaster, we worked together with Kanazawa College of Art student volunteers to hold hands-on-style, online workshops. In addition, we donated sets of NIKKO dishware (99 sets) via local governments to victims of the July 2020 torrential rain disaster in Kumamoto Prefecture, and also made monetary donations to Kumamoto and Fukuoka Prefectures to support post-disaster recovery efforts.
Locations: Japan
Establishment of Mimimi Lab
We have made the decision to establish and operate the facility Mimimi Lab as a cooperative venture together with NPO Minna no Code. The facility will serve as a place for children in Kanazawa to experience technology in a hands-on manner and engage in creative endeavors. We are currently undertaking preparations for the facility's establishment and opening.
Location: Kanazawa City, Ishikawa Prefecture
Launch of business magazine Carbon
We published the first issue of Carbon, a business magazine whose target readership includes management-level staff in existing industries, persons developing new businesses, and other such businesspeople. Its goal is collaboration and co-creation of new value together with startups and other such organizations in order to spark new innovation.
Location: Japan
Releasing the video "Aureole Conference 2021 Special Edition"
"Aureole Conference" has been held annually since 2015 to share issues and initiatives related to human resource development in Vietnam and to provide a forum for exchange between industry, academia, and government. In FY2021, we did not hold the Conference due to the COVID-19 pandemic. Instead, we released the video "Aureole Conference 2021 Special Edition 'Theory of Organizational Evolution'" as a look back at the discussions that took place in the past. As times are constantly changing, and sometimes entirely unexpected events occur, this is an opportunity to rethink how human resources, human resource development, and organizations should be and what kind of ability and awareness we should have to cope with such changes.
Location: Vietnam
Donations to foundations in support of public-benefit activities
We made donations to the following foundations in order to support their public-benefit activities, and also sent numerous experts to serve as directors, as councilors, and in other capacities.

Mitani Scholarship Foundation:
A foundation providing financial support for academic expenses to students who exhibit excellent academic performance and a strong desire to learn but face difficulty attaining an education for financial reasons

The Mitani Foundation for Research and Development:
A foundation that provides support for beneficial research carried out at universities (both undergraduate and graduate schools) in Ishikawa Prefecture, with the aim of providing future research leaders with more research opportunities

○ Mitani Foundation for Culture and Art Protection and Information Dissemination:
A foundation active in Vietnam and other parts of East Asia that helps to preserve culture and art with historical value and promote cultural and artistic endeavors rooted in local regions, and disseminate information on the results of said efforts as widely as possible
Location: Japan