2021/01/09「About the ”Matsuura Incident” of Former Mitsubishi Takashima mine」- Kunio Matsuura

(1.) First of all

 The Matsuura incident was a minor trouble that occurred 58 years ago at a coal mining site in the Futago mine of the Takashima mine, a submarine coal mine outside the port of Nagasaki, and it was a childish event that is not worth the lessons of posterity even now. ..

By explaining why this was a big fuss as an incident, I would like to make a will to testament a part of the labor dispute of coal mines at that time, which is unthinkable at the time, including my personal self-discipline.

 I think that the number of people involved in this incident at that time is extremely limited.

 Therefore, I cannot escape the slogan that my story is one-sided, but I would appreciate it if you could read it with the understanding that it is fictional.


 (2) Self-introduction of the parties involved in the Matsuura case

 At the end of March 1958, I graduated from the Department of Mining, Faculty of Science and Technology, University of W, joined Mitsubishi Mining Co., Ltd. on April 1, and after taking the education at the head office, I was assigned to Takashima Suisho for on-site training.

 * The Takashima mine was organized by two pits, the Takashima Futako mine (commonly known as Takashima mine) and the Hashima mine (commonly known as Hashima mine, Gunkanjima).

 After I was assigned, I practiced on-site at both swords.

 For four years as a student in Tokyo, although I was born in Kyushu, I longed for the remnants of Edo, especially walking around the downtown area.

 I still can't forget the nostalgic memories of Honjo and Fukagawa.

 When I was promoted to the second year, I moved to a boarding house near Kameari station, and because it was close to Ueno and Asakusa, I often went to the banquet hall and the playhouse during my studies.

 The encounter with Mitsuyo Asaka, a female swashbuckler, also began here.

 Perhaps because I was born in Kokura, the life of Muhomatsu and the temperament of the river suit my skin, and after I grew up I got drunk with Shin Hasegawa's novel, and in Tokyo I was completely absorbed in the play of Mitsuyo Asaka, who is in-law and humanity. ..

 I chose the mining department at university because I thought that the coal mines in the world of mine were the workplaces that would fill my bones.

 Since Kokura is close to Chikuho, I felt familiar with the coal mine, and I was deeply familiar with the Tankō Bushi.

 Takashima, who was assigned after employment, was in the midst of labor disputes, and it was a completely different world from the good old coal mines I dreamed of. When I realized that this was a big illusion, the distant cause of the Matsuura incident is here.


 (3) While squirming (encounter with Mitsuyo Asaka)

 Many of Asaka's Juan are elderly, and I started to be caught between the elderly and saw the play, but it seemed that I was eye-catching from the stage, and after the play bounced, Mitsuyo Asaka stopped me at the exit. I did.

 She said, "You're a student? I'm really happy that a young person like you came to see me. From now on, please come directly to the dressing room without paying Kido money. I'm waiting, it's a kit."

 I was willing to accept the words and went to the dressing room with a free pass for the next three years, and Asaka looked at me like her younger brother and taught me a big lesson in my life on her back. He showed me.

 At that time, Asakusa was in full bloom with female swashbucklers, and Michiko Oe, Yoko Fuji, Hiroko Nakano, and others were competing for victory, but Mitsuyo Asaka's turn was so powerful that sparks came out of her sword.

 What I admired and respected was the leadership of a woman who was four years older than me, but who served as chairman and was in control of many actors in addition to the erudition genius. It was commanding power.

 When I got a job offer, I reported to Mr. Asaka in the dressing room, "I joined Mitsubishi in anticipation of a job of digging coal on Gunkanjima in Nagasaki, Kyushu." did.

 At that time, Mr. Asaka's words, "I am working hard to become the best female swashbuckler (actor) in Japan. Please become the best mining engineer in Japan." I did.

 And he gave me a Japanese sword and a music box.

 With a Japanese sword in my chest, I promised to become the best mining engineer in Japan and set out for Nagasaki.

 It was a good sickness to go ...




(4) Futako mine of Takashima Suikosho in the 30's of the Showa period (commonly known as Takashima Susumu)

 Until the first half of 1957, the workplace had a calm atmosphere, production was relatively stable, and most of the employees were from farmers in various parts of South Kyushu and had a naive atmosphere. I'm out.

 However, from the middle of 1933, the labor-management relations gradually changed, and the workplace struggle under the guidance of "Coal Miners' Labor" permeated Takashima Midori.・ ・ ・

* Responsible Sakiyama is a person who promotes work progress at the coal mining site and also manages the staff. Payment is a common name for coal mining sites.

 At that time, the "general comment" that shouted the confrontation with the total capital was the army in the past, and now it is a rampage horse that was said to be the general comment, and "Coal Miners'" was the top batter under the umbrella of the "general comment".

 * For Nikkeiren and Keidanren


 Takashima Sui was a build (excellent) Sui that represents Mitsubishi, which is also called Mitsui Miike Sui, and was also the front line of labor-management confrontation under the guidance of "Coal Miners' Labor" and the workplace struggle at the end.

 * Build mine is a term that contrasts with scrap mine, which is destined to close early due to low efficiency, low quality, and unprofitability.

For this reason, under the direction of the responsible staff, the natural organizational management that everyone strives to secure coal output and improve productivity is cut down by the union directive, workplace discipline is disturbed, and work motivation is reduced.

Of course, the company was not on the sidelines of this situation, but made efforts to correct bad practices and ensure normal work by strengthening the management system of the Labor Division and conducting rational negotiations.・ ・ ・

 As a build sword, the company had no choice but to give top priority to securing coal output, and the company could not take a decisive confrontation with the union's production suspension, and eventually had to make a concession compromise. It is.
 The staff at the site (mining section) are instructed by the labor section (labor section) with a strong tone, "Don't mess with the swordsman and give work instructions well," and are in a position to ask for work rather than work instructions. became.

 Even though he is a person of the same company, even if he treats the staff like a customer, he only becomes arrogant, and instead of reversing the master-slave and improving productivity, most of the payments (coal mining sites) are in a slump. It was.
 If the main customer falls or causes workplace trouble, the Labor Division will change to a position to rebuke the staff member, "Do you know how to use people?", And the staff member who has lost his back will gradually lose his motivation to work. do it··

The Takashima Labor Union, which is under the umbrella of the Coal Miners' Union, is focusing on workplace struggles under the banner of "Mitsubishi will collapse, but the coal mines will remain." To.

 There, the dreams of highly efficient planned coal production are far away, driven by distant old tales such as personal connections and the world of tanko bushi of in-law and humanity, and a gritty ideological struggle is brought in.・

 This is no longer a for-profit company, and despite the high quality and abundant reserves of build swords, work efficiency has declined, coal output has been sluggish, and Mitsubishi Mining's stock price has fallen below par. Fall into the red.

 Consumers could no longer expect a stable supply of coal due to a series of coal mining strikes, so they gradually switched to stable oil supply destinations, but the coal miners did not care about such circumstances.

 As a result, the coal miners have taken the lead in the energy revolution from coal to oil, depriving unprofitable coal and the life of coal mines ...

There was no foresight.

 As a reader, does he remember the daily timed strike of the former National Railway Workers' Union before the privatization of JR?

 It was very similar to the fact that I was devoted to a workplace struggle, with the customer's feet as hostages and without worrying about the deficit management of the Japanese National Railways.

 At Takashima Sui, the test face (payment) fixed wage system was continuously extended from 1958, so the Sui staff can get a fixed wage regardless of the amount of charcoal at the sunrise, so it was good to work at their own pace until the end of work.

* For new coal mining sites set in coal seams with different natural conditions, a fixed amount will be paid until the calculation standard for efficiency salary is determined.

 In an extreme case, even if the coal mining machine or conveyor system breaks down, you can sit down until recovery without worrying about anything.

 In the past, it was an atmosphere of yelling, "Driving fast, don't make money."

 At the fixed-pay site, people who pretend to work conspicuously are scolded as to whether they do not want to work overtime, and people with low skills become more widespread as workplace committee members, and it becomes an atmosphere that it becomes foolish to work seriously ...

 At the beginning of the work, the responsible staff gave the staff the site situation, precautions, and work instructions, and then the union's pay (workplace) representative explained the union's communication matters, and after asking questions, the work was finally continued. It was.

 When union activities are allowed during working hours, the company is weak and allows union production control.

 If the clerk who is impatient for charcoal is forced to pursue the low-efficiency swordsman, it will be the pot that the workplace struggle side thinks ...

 At the direction of the pay representative, the pay representative slows down the work, delays the work, brings it to overtime to increase wages, and calls it democratization fairness, and the pay representative puts the overtime workers over the head of the staff in order. Nomination assignment.

 The union side says, "The staff should watch over the safety of the coal mining site," and under the guidance of the coal miners' labor, they are thinking of managing the production of their own work and increasing their income through overtime work. I did.

 At the harsh coal mining site, the swordsman was physically limited to the age of 50 years old, but at Takashima sword, once he became a coal mining swordsman, he became a bad practice so that he could work at the site until retirement age. It was becoming.

 This was the general atmosphere of the Futako mine at Takashima Suishosho at that time.

 The Hashima mine in the same mine was not under the umbrella of the coal miners, but belonged to the whole coal mine, and the atmosphere of the whole mountain family was relatively moderate, which was a difference from the Futako mine.


(5) Background of the Matsuura incident

 I was assigned to the Takashima Sui Works in 1933, and after acquiring the national qualifications required for the site, I was longing for the opportunity to become independent by training the site staff, including blasting work, under the supervision of the M responsible staff at Futako Mine. It was.

 And I enthusiastically boarded the long-awaited new payment as the person in charge of the Matsuura group (team).

* I was 29 years old in the 4th year of joining the company, and I was a man of in-law and humanity who was called Matsuoka Lee by the people around me.

 The subordinates consisted of a deputy responsible staff, two blasting assistant staff, and 40 coal mining staff.

 On September 6, 1958, three months after the Matsuura group started, I ordered the operation of the chain inside the attached guide tube, which is easily clogged with coal, by adjusting a coal mining machine called Hobel in the latter half of the break.

 The S-payment representative told me from the same phone (inside the coal mining site) that he was not supposed to drive the hobel during breaks, and pressed the stop button twice to stop the chain.

 The idle driving during the break time has already been carried out four times even recently, and it was thought that there was something intentional because S representative could not have known such achievements.

 Representative S was a coal miner who was elected as a representative of the pay (coal mining site) at a young age, but he was also a workplace activist who acted like Minsei (a group with a leftist idea).

 I told Representative S, "I told Representative Y yesterday that I will be driving idle every day in the future. It is not something that started today. It is a preparatory work for Hobel to operate smoothly after a break. ...... Why did you stop it by pressing the emergency button. Isn't it an act that hinders production, such as stopping driving without permission? You are a production hinder! "

What did you say?

 Representative S came to eat the words, so I hung up the phone saying, "Let's talk about what happened after the ascent."

 After climbing the mine, I reported the whole story to my boss, Z, and S representative contacted the upper management of the union.

 The next morning, the morning of the 7th, it seems that the director of the F union labor department and the director of the N coal mining profession gathered the representatives of S and collected the circumstances. After that, negotiations with the company including myself began, and the story was carried over to the upper level.


(6) Surrounding reverberation

 The incident spread to the staff in the mine work section as well as the staff in the mine work section.

 Surrounded by the encouragement of "Well done, don't lose!"

 It seems that they felt that their daily anger was relieved by my actions.

 At the same time, the staff members hoped that the company would take this opportunity to turn bullish, and watched the situation closely, and the boss Z chief and K chief also made strong remarks to support and encourage me. I did.

 An official in the Labor Division (in charge of labor) was also enthusiastic, saying, "Ooi, he did something amazing. I think the other party will be bullish, but I want to make it a breakthrough in workplace discipline reform."

 In addition, I was strongly encouraged by the person in charge of M who trained me, and I was wondering if it would be a disappointment. At the site, I treated the workplace committee members with a resolute attitude, while giving consideration to maintaining human relationships with general coal miners.

 The union side wrote on the union bulletin board on the street corner that the company side was unprecedentedly tough and the progress of negotiations was difficult, and personally, I was lined up with unexpected expressions and became popular. Was there.

 It seems that the union executives were surprised to see that the representative of the payer did not atrophy and cut the sword.

 "The ghost of the Imperial Army and Navy of the anachronism has appeared on Takashima," and wrote the details of the incident on the union bulletin board.

 My Kami-san, who was early in the newlyweds, heard rumors about the neighborhood, went out to see the bulletin board, and reported to me the union's expressions with a laugh, and encouraged me, "Do your best in Edo Tsuko in Kyushu!" ..

 You can see how the union was left-wing at that time, and the fact that Mr. Kami, who was not accustomed to the world, laughed at him was an activity that was out of the ordinary of the National Railway Workers' Union.




(7) Summary of negotiation process

 As a result of repeated negotiations, the union sent an application to the company on September 8, and the company returned a response.

 As of September 8, 1958, the statements (summary) of both the union side and the company side are as follows.


Union side application form (summary)

Mitsubishi Takashima Charcoal Labor Union

Union leader Ichinose Takashi

Mitsubishi Takashima Sui Works

Director Ichiro Nakamura

 The repeated discussions between Representative S and Mr. Matsuura broke down, unfortunately. 

 We ignore the spirit of discussions with workplace representatives, and the company's view of the rant of production inhibitors is unacceptable.

 Therefore, during today's Matsuura group break, we cannot cooperate with Hobel's empty driving during overtime.

 Also, if you can't get a sensible answer to abusive words, you have to make a serious determination.

 However, I would like to add that I am ready to respond to your sincere discussions at any time. that's all


Company application form (summary of answer)

Takashima Suisho

Director Ichiro Nakamura

Mitsubishi Takashima Charcoal Labor Union

Union leader Ichinose Takashi

 With your application form dated September 8, 1958, I received a notice that today's Matsuura group will not be idle, but in this case, the hobel chain was idle during the break. This was caused by the desire to stop the operation, and this idle operation has been carried out smoothly in the payment from before the day of the event in order to prevent breakdowns.

 It is unreasonable to be opposed with a kind of dispute against this, and I am truly surprised as we are.

 Especially when labor and management have to work positively to rebuild the crisis of the operation of this mine, such a thing is absolutely unacceptable both as a problem of the company itself and socially, so the problem is unreasonably expanded. We strictly request that you deal calmly so that nothing happens.

 In addition, I would like to add that those who stop driving without permission should be punished based on the work rules after investigating the actual situation.

 that's all

 The union executive committee has made the following counterarguments and notices, saying that the company's application form is completely unfaithful and unilateral.


Union side application form (summary)

September 13, 1958

Mitsubishi Takashima Charcoal Labor Union

Union leader Ichinose Takashi

Mitsubishi Takashima Sui Works

Director Ichiro Nakamura

September 8 According to your request


 It must be said that "absolutely unforgivable" and "should be punished" based on work regulations are completely unfounded and unjustified one-sided judgments of you.

 We cannot tolerate this kind of attitude of you, so we will inform you that we will use your abilities as follows and will continue to fulfill your demands.



1 Withdrawal of the rant of Matsuura staff

2 Establishing democratization in the workplace

  1. Date and scale

      1 1 hour 50 minutes timed strike from No. 1 on September 17th


2 After September 18th, a one-hour break for all occupations in the mine will be fully implemented.

that's all


(8) End

 As a result of resuming final collective bargaining on September 16 against the background of the union's use of force, the case was resolved in the early morning of September 17 with the following memorandum.

Awareness (summary)

  1. Discuss this case separately with the parties concerned and labor-management representatives.


  1. In order to prevent this kind of controversy in the future and strive to make the workplace clearer,

(B) For work that affects the entire payment (coal extraction site) during breaks, contact the payment representative in advance.

(B) Educate staff not to use words such as production inhibition carelessly.

(C) If you do not contact the paying representative for emergency work during the break, do not stop the machine.

 In case of suspicion, contact the staff to confirm.

The above is to recognize the actual situation of Takashima and lead to smooth work execution in the workplace.

Check both sides.

September 17, 1958

Ichiro Nakamura, Director of Takashima Sui Industry Co., Ltd.


Takashima Coal Mining Labor Union Leader Takashi Ichinose

 The above is the official conclusion of the negotiations, the strike on the union side was avoided, and the story was returned to the subordinate organization.




(9) Summary

 The final collective bargaining for the union's declaration of struggle was really unsuccessful, and the point was that the parties should hold a hand-made ceremony, but it should not have taken time for such an end, what happened behind the scenes?

 After the settlement, I was the party to the case without any disposition from the company, and I don't remember apologizing for the word production inhibitor.

 In addition, the acquitted representative S also avoided provocative words and deeds due to a sense of caution.

 I remember Mr. N, the head of the union coal mining profession association, Mr. S, the boss coal mining chief K, and myself, drinking alcohol and singing songs, clapping each other so that this would not happen anymore. Just hit.

 Since I worked with Chairman N Coal Mining Co., Ltd. in the past, I was not a stranger, and he was also the boss of S representative.

 It seemed that the relationship between the parent molecules of the coal mine moved to the bottom to solve this case.

 However, what I learned later was the order of the Mitsubishi head office, which ordered the locals to avoid the strike as a build sword externally.

 It seems that a compromise was made under the hood.

 And the boss K, who was afraid and encouraged me, was transferred first, and after a while, Z chief was also transferred.

 It may be overlooked, but I took it as not unrelated to the Matsuura incident.

 As a personal story, a year later, I visited Mr. K and Mr. Z individually, and at the same time I apologized for the inconvenience, and at the same time, I approached the truth of the personnel change, but both of them were silent. I didn't try to talk.

 Were they the ones who were held responsible for the guidance that they couldn't prevent the incident?

 Maybe they were shot by the union and sacrificed to avoid a strike?

 What is the truth? ?? 

 I didn't blame me for the impact on the morale of the end staff, but if they both took over my blame, the company's concession would be obvious! I feel like a winning horse, but I'm in the abyss ...

 Before I joined the company, I had dreamed of working at Hashima (Gunkanjima), but in this case I couldn't show my back to the Takashima union, and I swore to myself that I wouldn't even say the letter "H" on Hashima, and I put up with it. It was every day.

* Since I was a student, I have longed for Gunkanjima and wanted to work on Hashima, so I chose Mitsubishi Mining as my place of employment.

 In September 1965, when the time-shifted Matsuura incident was awakened, Hashima Midori, who was closed due to an underground disaster, joined the technical team dispatched from Takashima Midori when production resumed, and Takashima for seven and a half years. End of work at the sword.

* In August 1964, the coal seam in the deep area of ​​Hashima spontaneously ignited and was abandoned, and was newly developed in the shallow Mise area.

 I have nothing to say to the ruined Takashima Midori, who provided a good place to study life in the past, but I wanted to write down only the abominable experience of workplace struggle.

 Representative S of the workplace struggle was younger than me and less experienced as a coal miner, worshiped the Soviet Union, was dyed with the ideology of a left-wing rash, and was absent from work if he let go.

 If you had such a young man in the Reiwa era, do you think the company will hire such a person for many years?

 What's more, does the company tolerate acts that violate work rules? Probably a disciplinary thing.

 You can get paid whether you work or not.

 Is there such a paradise now that you can get harsh workplace-level wages without relocating your workplace until retirement age?

 It is true that there was a view that if the work was instructed to the subordinates well, no trouble would occur, and the work would fit in all directions, but did that improve the productivity of the company and survive?

 After that, Takashima Sui finally recovered due to the huge capital investment on the company side betting on survival as a build Sui and the aggressive improvement of labor problems, but it was already late and the victory or defeat with oil was clear.

 As a result, Midori Takashima closed the mine on November 27, 1986, all employees were dismissed, and the union was disbanded on February 18, the following year.

 What was the flag of "Takashima coal mine remains even if Mitsubishi collapses"?

 Where is "Coal Miners'", who taught the boast that coal mines can survive even if the company collapses?

 Where is the irresponsible activist who eventually instigated the workers, shortened the life of the company and unemployed?

 They disappeared quietly in history.

 Young people with dreams of the Soviet Union

松浦邦雄  Kunio Matsuura(Age:85)


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