Creating an inclusive work environment where everyone can thrive is an essential part of pushing forward with the healthy growth of the corporation. We believe we must eliminate the gender gap within our organization to achieve our Management Plan 2030, and we strongly emphasize the promotion of the advancement of women. Specifi cally, we have articulated a Vision for the Genuine Empowerment of Women that lays out a workplace where women take on more important roles with confi dence as they move forward on their own career paths. Guided by this vision, we are promoting institutional measures that support the advancement of women, including recruitment, development, and work-life balance programs. Our goal is to increase the percentage of people in managerial roles that are women to 20% globally and 12% in Japan by 2030.

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We are actively recruiting globally-minded personnel, and a number of foreign nationals are working at our headquarters. Local employees at our overseas offices are also active on a global scale, collaborating with the head office through short-term business exchanges and meetings. In addition, we actively accept not only our employees but also university students from overseas for internships.

People with disabilities and illnesses are also placed in employment based on their individual abilities and aptitudes. By providing flexible working hours, barrier-free facilities, and training for managers, we are creating a work environment where everyone can thrive.

The Mabuchi Group’s bases are connected by strong connections. Throughout the Group, we actively share good improvement cases and exchange opinions. This information is utilized for mutual understanding at the Group level and for quick and appropriate decision-making by management. To strengthen these peer-level connections between bases, we are promoting mutual understanding and cooperation at the Group level through the development of a job-type personnel system that serves as a basis for driving human resources exchanges between the Headquarters and other bases, encouraging secondment and business trips, and establishing various information-sharing and meeting bodies across multiple bases. We are also seeking to understand and share company policies and values through policy development measures to strengthen vertical connections within each base, and education and communication measures that transcend employee class levels.
Another distinctive feature of Mabuchi Motor is the high percentage of its workforce that are non-Japanese. Of the Mabuchi Group’s 21 production bases, 13 bases have non-Japanese human resources serving as their presidents (or general managers), and these personnel have become 60% of the group’s presidents or general managers. In addition, three people, two Chinese people and one Vietnamese person, serve as executive officers of the Mabuchi Group (as of the end of December 2024).