Mitsui Chemicals

Human Resources Management

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 who are able to work on the world stage. The Group’s 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, stratified 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 higher level job requirements, and thereby to create behavioral changes that can produce results.

Outline of Stratified Training Based on a Leadership Pipeline Concept (Mitsui Chemicals, Inc.)

Outline of Stratified Training Based on a Leadership Pipeline Concept (Mitsui Chemicals, Inc.)

Key Achievements of Stratified Training (Mitsui Chemicals, Inc. registered employees)

Name of Training Program No. of Trainees in
FY 17
Training Hours per Person (hr) Key Training Content
New Employee Training (Regular positions) 77 320 Corporate Mission, core values, CSR, compliance, diversity, safety, quality, R&D, occupational health, internal systems, management strategy, understanding stakeholders, internal department functions, cultivating professionalism, teamwork, self-awareness, business manners & literacy
Fourth-year Training (Regular positions) 41 23 The 7 Habits of Highly Effective People, understanding one’s role, cultivating proactive career awareness, managerial accounting fundamentals
Training for Newly-promoted Management Staff 165 15 Business strategy awareness, The 7 Habits of Highly Effective People, enhancing proactive thinking/actions, leadership
Intensive Fundamental-Program for Managing-Multicultural Teams 30 54 Understanding and utilizing cultural differences, communication skills, self-expression, presentations

Leadership Development Program

Allowing exceptional human resources to demonstrate their abilities—despite time constraints caused by life-changing events, such as child care and family care, and regardless of 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.

We have introduced 360º feedback assessments for trainees before and after training programs as a means to measure the effectiveness of these programs.
Moreover, attempts at analyzing correlations between results of annual workplace stress surveys and the performance of training program graduates were unable to verify a clear relationship regarding stress levels but did confirm improvement specifically in terms of “boss/colleague support” factors.
In addition to the above, we regularly measure the level of engagement through employee engagement surveys that began in 2018, which in turn help to measure the effectiveness of organizational culture improvement initiatives such as these leadership training programs.

Number of Leadership Development Program Participants (Mitsui Chemicals, Inc. registered employees)

Name of Training Program Scope FY 2017 results Cumulative Total FY 2018 Plans
Executive Coaching
(1 on 1)
Executive managers
General managers
8 38 (From FY2013) 10
Leadership Development Program Line managers 60 241 (From FY2013) 40
Supervisors 38 75 (From FY2016) 60

Global Human Resources Management

In keeping with the Group’s global development, 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 sites 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 sites all over 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

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 human resources 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 the level of president of an overseas affiliate.

Trends in Promotions of Locally Hired Staff

Trends in Promotions of Locally Hired Staff

*
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.

Selecting Key Talent and Potential Executive Management Candidates

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

Establishment of Key Talent Management Committees

We have established Key Talent Management 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 Key Talent Management Committee, chaired by a division head executive will undertake responsibility for Key Talent, and the Company-wide Key Talent Management Committee, headed by the president and the responsible director in charge, 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.
In addition, employees from the Human Resources Division are appointed as HR Business Partners (HRBPs) for each division. HRBPs support Key Talent Management activities in each division, Key Talent Management Committee operations, and other endeavors including personnel changes/allocation. HRBPs take rapid steps to share issues worth noting faced by each division and regularly hold HRBP liaison meetings in order to solve these issues.

Personalized Development Plans

The Key Talent Management 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

Key Talent Management System