Working with Our Employees

Creating an Employee-friendly Working Environment

Maintaining a “high regard for people and society” is the basis of the Human Resources Policy of the Mitsui Chemicals Group. Guided by this policy, we strive to achieve “high levels of sustainable growth” in conjunction with the “happiness and self-fulfillment of our employees”. Against this backdrop, support measures in tune with the life events of each and every employee are becoming increasingly important to an environment in which each employee can maintain a high degree of motivation and continue to generate results.

Responding to Life Events

Mitsui Chemicals has put in place various programs that exceed statutory requirements in response to employee’s circumstances outside work including child and family care. These programs encompass paid leave, unpaid leave, and working hours while also taking individual earnings and costs into consideration. Every effort has also been made to increase awareness toward these programs.
In order to encourage mainly male employees to take childcare leave, the Company has introduced additional incentives, which include treating the first five days as paid leave. As a result, the utilization rate among male employees is increasing steadily. In the case of family care leave, eligibility was originally limited to those who care for a person requiring long-term care. Mitsui Chemicals has also expanded the eligibility of nursing care leave for employees, who care for a person requiring support.
Moving forward, we will work to increase the use of the Company’s various programs by upgrading our OA environment, reviewing work flows, and promoting measures that help change the mindset of the organization as a whole.

List of Support Measures That Help Balance Life Events and Work Commitments (Mitsui Chemicals Non-consolidated)

Leave ● Leave to care for a sick family member (paid leave)
● Paid family care leave
● Childcare leave (first five days treated as paid leave)
● Unpaid family care leave (eligibility extended to enable employees to take leave when family members are certified as being in need of support)
● Special leave (paid leave, leave for illness or injury, family care leave, childcare leave, leave to participate in social activities)
● Leave of absence to accompany spouse’s overseas assignment
● Social services leave (paid leave)
Working hours ● Shortened working hours (childcare/family care leave)
● Restrictions on overtime (childcare/family care leave)
● Restrictions on late night work (childcare/family care leave)
● Work-from-home program (childcare/family care leave)
● Company childcare center
Income ● Maternity pay
● Childcare assistance
● Maternity allowance
● Family care assistance
● Subsidies for home-care services
● Subsidies for babysitting services

Measures marked with an asterisk (*) exceed statutory requirements

Use of Childcare and Nursing Care Leave (Mitsui Chemicals Parent Company Employees)

      FY2012 FY2013 FY2014 FY2015 FY2016
Childcare Number of employees taking childcare leave Males 23 19 29 33 62
Females 48 50 67 62 16
Total 71 69 96 95 78
Number of employees using shortened working hours Males 5 3 2 1 2
Females 66 84 89 86 88
Total 71 87 91 87 90
Number of employees using the work-from-home program Males 4 3 3 5 5
Females 8 7 9 13 19
Total 12 10 12 18 24
Family care Number of employees taking unpaid family care leave 1 1 1 0 0
Number of employees using shortened working hours 1 2 1 1 1
Number of employees using the work-from-home program 3 2 1 2 1

Program That Supports Employees Returning to Work after Taking Childcare Leave

Mitsui Chemicals formalized a program that supports employees returning to work. The principal goal is to put in place an environment that allows employees rearing young children to return seamlessly to work after giving birth to a child or taking childcare leave and to help instill a high sense of motivation.
The program clarifies the types and details of support for each period from the time before maternity leave through childcare leave to the return to work. Prior to taking leave, each employee and his or her manager engage in one-on-one interviews to discuss the handover of duties, contact details while on leave, various procedures, and other important issues. Meetings between employees and their managers are also conducted while taking leave to share details of workstyles as well as systems that ensure an environment to accept employees as well as details of duties after the return to work and to deepen mutual understanding. After returning to work, the Company provides an explanation of procedures and support regarding its various programs.
In this manner, every effort is being made to relieve employees’ anxieties with respect to taking maternity and childcare leave as well as returning to work. This in turn helps to alleviate the need to resign from the Company and allows employees to continue their careers.

Toward Work-life Balance and Promoting Work Style Reform

Mitsui Chemicals is working to increase the rate at which employees utilize the Company’s 20-day annual paid leave program as a way to reform the way people work. In order to lift the utilization rate of employees in management positions, which currently remains particularly low, the Company has implemented a compulsory "refreshment leave" system that in principle requires employees to take two consecutive leave days. Among a host of endeavors, the Human Resources Division puts forward various requests. Work days that are sandwiched between holidays are treated as “days to support the taking of paid leave.” Managers are requested not to arrange meetings and issue instructions regarding non-urgent work to subordinates on these days. Through these means, we are creating an environment that allows employees to take leave easily.

<Measures Aimed at Increasing the Annual Paid Leave Utilization Rate>

  • Refreshment leave (two consecutive days off)
  • Encouraging employees to systematically take long-term leave
  • Putting in place days to support the taking of paid leave
  • Encouraging employees to take half-day afternoon leave on Premium Friday (excluding offices)
  • Calculate, inform and provide guidance about the annual paid leave utilization rate by workplace

<Annual Paid Leave Utilization Rate (Mitsui Chemicals Parent Company Employees)>

FY 2016 results: Employee average 70.0% (non-management staff average 80.8%; management staff average 56.0%)
FY 2017 target: Management staff paid leave utilization rate: 60%

A Message from the President

The Mitsui Chemicals Group is targeting operating income of ¥200 billion in 2025 under its Long-term Business Plan. In order to achieve this lofty goal, it is vital that each and every member of the Group takes up this unprecedented challenge and pursues every possible avenue while rethinking their approach to certain concepts and work
Equally important is the need for management to take the lead in ensuring the sound health of all employees, raising productivity, and putting in place an environment in which creativity is the norm. By addressing each of the following issues, I pledge to promote work style reform across the Mitsui Chemicals Group.

<Work Style Reform at Mitsui Chemicals>

1. Strive to ensure that the sum total of overtime and hours worked on designated holidays for each individual employee is less than 80 hours for each month

  • Executive maneger and management staff will take the initiative in reforming mindsets and promoting varied work styles.
  • Management staff will review operational processes as well as human resources systems and improve operational efficiency while strictly controlling the number of hours worked.
  • Employees will abandon the notion that the number of hours worked will lead to a favorable assessment and in principle endeavor to carry out their duties within scheduled working hours.

2. Looking beyond child and family care needs, promote the utilization of the work-from-home program in order to address a host of issues. This includes efforts to improve the work-life balance of employees, increase productivity, secure outstanding personnel, and improve business continuity in periods of emergency

  • Management staff will take the initiative and incorporate working from home as a viable option. Thought will also be given to the effective management of subordinates with respect to working from home hours.
  • Employees will consider how they can raise productivity with respect to their duties while working from home and endeavor themselves to put in place the necessary environment.
  • ・ Related departments will establish rules regarding the promotion of work from home and put in place the necessary framework.

Tsutomu Tannowa
President and CEO
January 1, 2017

Ichihara Dream Plaza Mitsui Chemicals Daycare Center

The Ichihara Dream Plaza Mitsui Chemicals Daycare Center opened near Ichihara Works and the Sodegaura Center in Chiba in April 2009 to provide support for employees who continue to work while bringing up children. The center's capacity was increased to 30 children in fisca 2011. The south wall of the center is made entirely from glass with a host of improvement features including under-floor heating.

Labor-management Relations Based on Frank Dialog and Mutual Understanding

Mitsui Chemicals has incorporated the realization of its Corporate Mission and to achieve the happiness and self-fulfillment of employees as common goals in its workplace agreements and is working to build constructive and stable relations with labor. In order to help achieve its 2025 long-term targets, the Company is endeavoring to share and exchange opinions regarding a host of management issues Efforts are also being made to engage in ongoing frank discussions on such themes as improving productivity as well as the work-life balance of employees. In this manner, we are working to lay the necessary foundation so that employees can work in a more enjoyable and meaningful manner.