Working with Our Employees

Human Resources Development

Our Approach to Human Resources Development

Based on the Human Resources Management Policy of the Mitsui Chemicals Group, the Group is developing, from a long-term perspective, human resources able to work on the world stage.
The Group’s basic approach to human resource development is to "proactively support employees who are willing to grow autonomously on their own, in order to foster them so that they able to create the value demanded by society now and in the future while repeatedly communicating with global markets and colleagues."

Programs in Line with Stages in Development Based on a Leadership Pipeline Concept

Aiming for a smooth transition to the upper management level, the rank-specific training programs are designed on the basis of the skills and an awareness of the professional duties demanded by each rank. Minimizing knowledge cramming style training, we are aiming for the employees themselves to repeat "cycles of experience and introspection," while subjectively acting in accordance with the higher level job requirements, and thereby to create behavioral changes that can produce results.

Outline of Rank-Specific Training Based on a Leadership Pipeline Concept

Developing Line Manager’s Leadership Skills

Allowing exceptional human resources to demonstrate their abilities—despite time constraints caused by life-changing events, such as child rearing and nursing care, and regardless or differences in nationality, ethnicity, and religion—requires improvements in line managers’ management capabilities. Mitsui Chemicals is focusing on developing leadership skills to guide the organization toward an even better direction by incorporating coaching methods into each level of manager training and by promoting specific innovations in daily operations by core leaders at each division.

Active Training of Global Human Resources: Overseas Dispatch Practical Job Training

Toward the nurturing of the next generation of global management personnel, we are proactively offering overseas practical job training for fixed periods of time to young and mid-career employees, sending employees in Japan to posts overseas, and sending local hires overseas to positions in Japan. With regard to the employees in Japan, in addition to language skills, we enable them to master the essentials of cross-cultural and global management at any early stage. As for overseas employees, we expect them to deepen their understanding of the Group’s ways of thinking with regard to products and technologies as well as to quality and safety. Every year about 15 employees in total take part in this program.

Global Human Resources Management

In keeping with the Group’s global development, the number of countries in which the Group has launched an operation base has risen to 27. Non-Japanese nationals account for more than one third of the Group’s employees, and the training of global human resources is becoming an issue of unprecedented importance.

Qualities of a Global Leader

To continue gaining a greater share of domestic and overseas markets, we will secure exceptional human resources who are intimately familiar with local conditions and strengthen our global leadership that enable them to coordinate and manage the operations at each of our domestic bases with those overseas. The Mitsui Chemicals Group is clarifying the requirements for global leaders, securing those exceptional human resources with diverse backgrounds and working to methodically develop global leaders by optimally assign them to its bases around the world. To underpin these efforts, we are introducing improvements, such as common global competencies (quality prerequisites), human resource databases, grading systems, assignment frameworks, and compensation systems.

Overview of Global Human Resources Management

Organization Designed to Implement Global Human Resource Policies: HRDAC

We established the Global HR Development Advisory Committee (HRDAC) in 2014 to establish and appropriately manage the platforms for accelerating global management on a Group-wide basis. The HRDAC is composed of personnel managers from regional headquarters and key affiliates. We have also put in place the Mitsui Chemicals Academy to work toward global common and standardized training programs centered on the instilling of our corporate culture and core values as well as on the strengthening of leadership. Through these initiatives, we are also making progress in promoting locally hired staff to key positions, including to the level of president of an overseas affiliate.

Trends in Locally Hired Staff Promotions

Note:
Overseas subsidiaries and affiliates excluding mergers and acquisitions

Key Talent Management

We built and from fiscal 2016 started to operate the systems for "Key Talent Management" with the aim of effectively promoting Global Human Resources Management and securing the human resources for Group global management. Through this initiative, we will conduct the early selection of exceptional, high-potential human resources, regardless of nationality, where they were hired or the company to which they are assigned, and conduct their training in a strategic manner.

Key Talent and Potential Executive Management Candidates

From among the Group’s worldwide human resources, we are selecting as Key Talent those people who demonstrate consistently high levels of performance, competency, potential, and enthusiasm. From these, we are selecting as executive management candidates those employees who possess the potential to become future managers.

Establishment of KTM (Key Talent Management) Committees

We have established KTM Committees to act as the organizations that will select Key Talent and executive management candidates as well as verify the training plans and confirm the results gained from them. The Divisional KTM Committee, chaired by a division head executive will undertake responsibility for Key Talent, and the Company-wide KTM Committee, headed by the president and director responsible, will undertake responsibility for the executive management candidates, respectively. The committees are obliged to report on the status of selection and training as well as on the succession plans for each important position at Board of Directors’ meetings.

Personalized Development Plans

The KTM Committee reviews the work experience of selected personnel and decides on the subsequent on-the-job training (OJT) from five perspectives: management perspective, business restructuring, new business development, cross-company projects, and overseas corporation management. The Committee also discusses and decides on Off-JT dispatch to / participation in management human resource development programs both in Japan and overseas based on the arrangement plan and required competency.

Key Talent Management System

Evaluation Approach

We believe that treatment in line with appropriate appraisal is an important system that improves employee motivation, secures and fosters talented human resources, and is closely related to the Group's development. At all levels, Mitsui Chemicals has systemized feedback interviews with superiors and meetings to set goals for evaluation results. In goal-setting interviews, we not only set performance targets for a single fiscal year but also, at the same time, conduct an "capability / career development interview" to confirm the business tasks the interviewee would like to experience in the short term (within three years) and long term as well the skills he or she would like to acquire. Employees are thus able to give due consideration to their own careers on their own initiative. In addition, the manager appreciates the career perspectives, the strengths and weak areas as well as the future goals of his or her staff and appropriate support is made possible.
In addition, the Mitsui Chemicals Labor Union studies the take-up ratio of feedback interviews among its members and the degree of satisfaction with the feedback. The results of the survey are shared by labor and management, and we are striving to manage the evaluation system appropriately.

Ratio of Evaluation Result Feedback Interviews Provided and Degree of Satisfaction (Mitsui Chemicals Labor Union Registered Members)

  FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Ratio of evaluation result feedback interviews provided 96% 95% 97% 98% 96%
Degree of satisfaction over evaluation feedback
(Ratio of those answering "satisfied", "generally satisfied")
87% 87% 88% 89% 89%

Passing on skills and techniques (Plant Operation Technology Training Center)

Since it was established in fiscal 2006, the Mitsui Chemicals’ Plant Operation Technology Training Center in Mobara (Chiba Prefecture) has provided training for employees at all levels, including new recruits. This reflects our ongoing commitment to passing on essential skills, to ensure safe and reliable operations throughout the Mitsui Chemicals Group, and instilling safety awareness based on first-hand experience. In fiscal 2016, 576 Group employees received training.
Since 2015, the Plant Operation Technology Training Center has been addressing the common manufacturing issue of passing along safety skills by opening its doors to the public not only though facility tours but also by conducting training courses and making the facility available to the public. The unique, experience-based training that the center provides has received glowing feedback from customers and other companies. In fiscal 2016, 390 people joined a tour or took part on a course.