In the MMC Group, one element of our Code of Conduct is “We are committed to providing a safe and healthy environment for all our stakeholders.” This is based on the notion that, if we cannot keep our employees and all stakeholders around us safe and healthy, they will not be able to provide stable and happy lives for their families, we will not be able to operate effectively, and we will never be able to keep on expanding as a company.

And since 2018, among the goals represented by SCQDE enacted as the guideline to decision-making concerning conduct of our work (priority order), we have positioned “S” which represents “Safety and Health”, as the first priority.

In the wake of the fire and explosion at the Yokkaichi Plant (which was transferred to SUMCO Corporation on March 31, 2023) in January 2014, we launched a Zero Occupational Accident Project in April that same year. Under the Zero Occupational Accident Project, we work to strengthen the foundations of safety and health on a Group-wide scale, with the aim of “not causing any occupational accident resulting in four or more lost days for one year.”
The Zero Occupational Accident Project is led by the Zero Occupational Accident Subcommittee, which serves as a special subcommittee under the SCQ Promotion Office headed by the Chief Executive Officer.
Based on analysis of factors including occupational accidents that have occurred, the Zero Occupational Accident Subcommittee, which consists of Safety Coordinators from the departments, identifies priority issues that our Group should tackle. The committee exchanges opinions about these priority issues with the Zero Accident Labor-Management Meeting, which consists of the Executive Officer responsible for SCQ, members on the Company-side consisting of representatives of in-house Companies, and labor union members representing sites under the jurisdiction of in-house Companies, and sets priority tasks for safety and health management. Specific measures for the Zero Occupational Accident Project such as these priority tasks are implemented after deliberations and approval at the Strategic Management Committee made up of Executive Officers. With the Mitsubishi Materials Sustainability Promotion Div. Safety, Environment & Quality Department playing a central role, the progress of these measures is reported at safety meetings made up of Safety Coordinators appointed at in-house Company, and elsewhere, where we share information regarding progress and issues with safety and health measures at business sites under their management, including Group companies, and discuss solutions. The progress of each measure is also regularly reported to the Sustainable Management Office, of which the Presidents of each in-house Company are a part. In addition, the status of accidents that have occurred including occupational accidents, fires and explosions as well as the measures taken to deal with serious incidents are reported to the Strategic Management Committee and Board of Directors by the Executive Officer responsible for SCQ, and are appropriately monitored.
Additionally, we have an integrated Group-wide promotion framework in place whereby matters that extend beyond the confines of individual Companies are reported and discussed at the above-mentioned Zero Occupational Accident Subcommittee, with improvements suitable for the conditions at each site made based on the PDCA cycle.
The occupational safety and health management systems are operated at individual business sites, and Safety and Health Committee meetings with members representing both the Company and the labor union are also held. The committee discusses measures related to worker hazards, investigates the causes of and works to prevent recurrences of serious matters including occupational accidents, and implements measures to prevent health issues and maintain the health of workers. In addition, Safety Managers, Safety Coordinators and Safety Instructors are assigned to individual business sites, where their role is to promote safety activities.
We hold regular Group-wide Safety Manager meetings and meetings for Safety Coordinators and Safety Instructors, where we exchange opinions on a wide range of occupational accident information and health and safety activities across the Group and the various business sectors in which it is involved, and strive to raise the level of health and safety.

To expand the joint labor-management initiative to achieve zero occupational accidents, we have identified issues at the MMC Group identifies issues based on occupational accidents, etc. that occurred in the previous year, and after engaging in joint labor-management discussions on the particular items to be addressed to achieve solutions, designates management priorities. In 2024, we set out the following management priorities, and rolled out occupational safety and health management systems at each of our plants/factories accordingly.

While the number of serious occupational accidents related to machines and electricity and those related to handled materials caused by equipment has been decreasing in the long term, there remains residual risk that we have yet to reduce, and accidents have occurred due to unrecognized hazard sources. In response, we decided to examine the appropriateness of risk assessments continuously from the fiscal year ended March 2021 onward, and implement a review. The actions we are taking are as follows.
 

• Identify new risks and lower the risk level
• Check for hazard sources and dangerous tasks that have yet to be identified
• Reassess risks which have been identified and take corrective actions against insufficient measures
• Promote the inherent safety of existing equipment
• Improve the skills of those conducting risk assessments, etc.
   

An analysis of the types of occupational accidents occurring at the MMC Group has revealed that many occupational accidents occur due to two main causes: flawed protective and safety measures and proximity to dangerous areas. As physical measures to address these issues, we have been reviewing structures and mechanisms from the perspectives of foolproof*¹ and failsafe*², and are employing thorough engineering-based action through risk assessments. Further, with respect to occupational accidents caused by “flawed operating methods” such as the use of inappropriate tools and jigs or incorrect operating procedures, we implement improvement measures that reflect the results of risk assessments, such as improvements including the verification of operating methods, and revised operating procedures that reflect hazard prediction.
Risk assessment is an effective means of discovering, eliminating or mitigating potential danger or harm attributable to operating practices and other work performed at a manufacturing site. At the MMC Group, we implement risk assessment activities from the perspective of workers on the production floor at each business site. We have trained risk assessment instructors at each business site to improve their ability to identify unsafe equipment states. We began offering training classes in October 2015, and as of March 2020, more than 520 people have taken the course (although classes could not be held from April 2020 onward due to the impact of COVID-19), contributing to enhancing and stimulating on-site activities. In addition, since August 2020, we have been conducting risk assessment classes by remote learning, led primarily by front line supervisors with the aim of raising the ability level of personnel who conduct risk assessments. 42 people received training in those classes in the fiscal year ended March 2025, bringing the cumulative total to 676.

The number of employees involved in occupational accidents (injuries without lost time) in the Company and at 30 major Group companies stood at 72 in 2024. Sadly, 21 of these were accidents requiring employees to take leave. The number of accidents at the Company, on a non-consolidated basis had been increasing since 2022, but it decreased in 2024. (The number of business sites increased by two as a result of the merger of the former Mitsubishi Shindoh Co., Ltd. in April 2020. In addition, after 2022 the cement business and aluminum business, in 2023 Yokkaichi Plant were shifted outside the Group due to business reorganization.)
We did not meet our goal of not causing any occupational accident resulting in four or more lost days for 365 days, producing a result of 55 days.

In response to the frequent occurrence of accidents in the January to March 2024 period, we once again reminded workers to thoroughly ensure that they observe rules, do not bypass steps, and warn each other (ensure that workers observe rules and alert each other to dangers) for these purposes.
The accident frequency rate which evaluates the state of occurrence of　occupational accidents taking place at the Company (LTIFR (Lost-Time Injury Frequency Rate): casualties per million actual hours worked (employees taking time off work)) was 0.44; a lower figure than the 2024 manufacturing business average of 1.30, and the non-ferrous metals industry average of 0.91 (Ministry of Health, Labour and Welfare (MHLW) statistical data). The accident frequency rate including accidents not requiring employees to take leave (TRIFR (Total Recordable Injury Frequency Rate): casualties per million actual hours worked including accidents not requiring employees to take leave) was 1.66.
In 2025, too, we worked thoroughly to further increase the safety of facilities through risk assessments, added further measures to prevent accidents, and made other efforts toward achieving our zero occupational accident target.

We introduced VR as a part of hazard sensitivity training at our Occupational Safety and Health Education Center in May 2018. The system enables experiences that are difficult to simulate with regular equipment, providing participants with a 360º field of vision, better realism and immersion through haptic and other technologies. With the use of VR, participants can experience hazards through to the end (for example before, during and after falling), and is helpful for creating better hazard awareness. Because the devices are portable, we provide the training at each plant of the Group. In 2019, we introduced the second and third sets of devices and added five new hazard experience courses. We added another four courses in 2021. We began to lend them to Group companies as well, aiming to improve hazard awareness further.

Safety grand prize winners:

Safety excellence commendation:

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Safety grand prize winners:

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The results of an analysis of past occupational accidents revealed issues in risk identification at MMC Group business sites. For this reason, we have been providing safety and health guidance through outside consultants. Risks that have previously not been recognized are identified from the viewpoint of an external expert and measures are taken to reduce such risks. This helps raise the on-site safety level and improves the hazard sensitivity of employees.

The Safety, Environment & Quality Department has been running an internal portal website since February 2017 for the collection, dissemination, and viewing of information about safety, health, disaster prevention and the environment. Safety data and safety chronology to which there was previously only limited access along with occupational accident case studies, documents used for safety and health training and information concerning health and mental health have been classified, organized and published to the internal portal website. We produce videos depicting cases of typical occupational accidents that have occurred in the MMC Group, thus offering straightforward explanations of the conditions of an occupational accident, its cause, countermeasures taken and the lessons learned.
In June 2024, we updated the database of accidents that had occurred within the Group, which has been available on the above internal portal website. The features of the safety activity database include it being accessible using mobile devices, it can be searched and users can create accident calendars, contributing to the preparation of safety education materials, measures against similar accidents, and safety reminders given before work. It is constructed so that all plants can obtain the necessary information swiftly and accurately, helping to bolster our safety foundation and foster a safety culture.

Since 2014, we have been compiling a collection of safety and health best practices on a yearly basis, highlighting highly-effective initiatives implemented at each MMC Group business site to prevent occupational incidents. We are promoting the spread of best practices by presenting them during National Safety Week as a shared asset for improving the Group’s safety and health. We introduce individual case examples in the form of a “Safety Column” on the internal portal site, which serves to widely share knowledge related to safety and health along with information about related initiatives.

We work to assess potential risks by investigating occupational and safety issues in the course of due diligence activities carried out with respect to potential acquisitions when we acquire companies or otherwise deal with new developments.
When high-risk events are discovered during due diligence activities, we require that the risks be eliminated within a certain period of time or stipulate how the risks are to be handled in the final contract. If the risks are not eliminated or no point of agreement can be found on how to handle them, we may forgo the contract.

We are making Group-wide efforts to promote safety and health under our Code of Conduct, which states that “We are committed to providing a safe and healthy environment for all our stakeholders.” In particular, for operations related to hazardous substances, we place an emphasis on preventing occupational disease and are striving to continually reduce exposure risks, such as by managing workplace environment and by thoroughly ensuring that protective equipment (protective respiratory equipment, protective gloves, etc.) are worn. We centrally manage records of work handling hazardous substances (including work involving exposure to asbestos) using a health management system that we introduced in 2018 and use them to identify employees who should receive special health checkups. Using these records of work handling hazardous substances, we apply our own criteria based on numerical data, such as the cumulative total number of days worked and the period during which an employee engaged in such work, to judge whether each employee regularly engaged in such work or not. We biannually identify the employees, including employees on assignment, who should receive special health checkups. Through activities like these, we continuously conduct special health checkups.
We also ensure that workers assigned overseas and workers who should receive special health checkups receive the checkups when they return to Japan temporarily. Further, to address region-specific risks of infection such as HIV, malaria, yellow fever, and rabies, we provide workers to be assigned overseas with pre-assignment health training, vaccinate them at the expense of the Company, and take other measures to address international health issues.
After health checkups, we identify employees that need health guidance or secondary examinations based on the results of checkups and the status of their utilization of medical services, send them e-mails to encourage them to receive health guidance or seek medical attention, and manage progress using our health management system, preventing any necessary countermeasures from being omitted. Above all, we intensively take measures to address high-risk diseases such as diabetes and hypertension. 
We collect and analyze the results of health checkups from all of our sites every year to assess the status of our health management activities. Industrial healthcare staff from the head office visit sites whose health management activities are insufficient or give them online support. We will continue to implement effective health promotion measures.

We have been positioning employee safety and health as the top-priority issue. Accordingly, diverse initiatives have been taken at each office and plant. However, we have begun to see issues that should be addressed in a Group-wide manner, including issues associated with the declining birthrate and aging population, mental health measures, and the support for balancing treatment and work. In response, we positioned employees' health management as a business challenge and have decided to strategically work on health and productivity management in a Group-wide manner. We are promoting the mental and physical health of employees and their families in collaboration with the Mitsubishi Materials Health Insurance Society.
Specifically, “The Mitsubishi Materials Group Health and Productivity Management Declaration” was enacted in October 2020, and the Health and Productivity Management Panel was established as a specialized committee under the SCQ Promotion Office headed by the Chief Executive Officer. In this system, we have rolled out a variety of Company-wide measures related to maintaining and improving health.
Annual policies, plans, and progress updates are regularly reported at SCQ Promotion Office meetings attended by all Executive Officers.  In addition, the Responsible Executive Officer of SCQ promotion reports to the Strategic Management Committee and the Board of Directors for appropriate monitoring.

We have set medium-term health and productivity management targets in conjunction with the Group’s Medium-term Management Strategy. For factors that increase the risk of death including high blood pressure, diabetes and smoking, as well as each site’s health and vitality level that serves as an indicator of mental health, we define medium-term numerical targets and work to tackle them systematically. In addition, to prevent employees from engaging in overwork, we implement initiatives including the formulation and dissemination of overwork prevention plans and ongoing follow-ups on employees given guidance in mental health interviews based on our Company-wide policy to shorten working hours. We are making steady progress on these initiatives to prevent overwork through a meeting body on the reduction of working hours convened between labor and management.

Each business site is engaged in activities for maintaining and improving the health of employees in a well-planned manner following Company-wide priority implementation items by developing its own measures where appropriate. 
As a result of these activities, in September 2023, we were recognized for the first time as an Excellent Health Company (Gold Certification) by the Tokyo Promotion Council for the National Federation of Health Insurance Societies under the Certified Health & Productivity Management Outstanding Organizations Recognition Program designed by the Healthy Company Declaration Tokyo promotion meeting. In addition, in March 2025, we were selected for the first time under the KENKO Investment for Health Stock Selection program implemented jointly by the Ministry of Economy, Trade and Industry (METI) and the Tokyo Stock Exchange. We were also recognized as one of the White 500 enterprises (large enterprise category) for the second consecutive year in the 2025 Outstanding Organizations of KENKO Investment for Health Recognition Program jointly organized by METI and the Nippon Kenko Kaigi (Japan Health Council). Further, we were highly evaluated in various external evaluation programs, including our certification under the Sports Yell Company 2025 (Japan Sports Agency) program and as a Tokyo Sports Promotion Company (FY6) (Tokyo Metropolitan Government) and our being honored as an "Outstanding Company for Cancer Control Promotion" in the fiscal year ended March 2025 (Ministry of Health, Labour and Welfare).
We will continue to work to increase every employee’s awareness of health and create workplaces where employees can work in a healthier way and enjoy working through health and productivity management activities in our efforts to enhance the Group’s corporate value.