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Human Resources Management

Diversity

Diversity

The Mitsui Chemicals Group positions diversity as one of its core values, based on the belief that promoting diversity is essential not only for fulfilling our social responsibilities but also for the sustainable growth of our Group. Diverse ideas from a diverse range of people are sources of innovation, essential for sustainable continuity, and the promotion of diversity is an important management strategy.
The Mitsui Chemicals Group is resolute in not permitting any discrimination whatsoever based on race, national origin, birthplace, social origin, caste, family lineage, religion, disability, age, gender, sexual orientation, gender identity, family background, marital status, membership of unions, political views, or any other differences as stated in the Mitsui Chemicals Group Human Rights Policy. Aiming to adapt to the diversifying career ambitions of our employees and the changing values perceived for each work style, we are working to implement various diversity promotion measures.

Diversity Promotion Structure

The Mitsui Chemicals Group's diversity promotion system started with forming the Promotion of Women’s Empowerment team in fiscal 2006. As diversity continues to expand, we have continued to change our structure, and in FY2019, strengthened our structure as a department that oversees and supports the activities of all minorities within the company. Furthermore, in 2022, the organization was renamed the Diversity, Equity & Inclusion Group, and is committed to achieving equity.

 

As part of the initiatives for VISION 2030, we have set the target number of diverse executive officers and ratio of female employees in management positions, and the management is committed to promoting diversity by reporting on its progress and measures to the Management Committee for approval.

History of the Promotion System

2006The Promotion of Women’s Empowerment team was formed with the aim of fostering female managers and creating a pleasant working environment for women.
2015The Diversity Promotion Office was established in the Human Resources Division to further focus on the recruitment, training, and promotion of women in response to the passing of the Act on the Promotion of Female Participation and Career Advancement in the Workplace.
2016Expanded the scope of responsibilities and support of the Diversity Promotion Office from women to all minorities in the company.
2019Changed the name of the organization to the Diversity & Inclusion Department, with the aim of spreading the importance of inclusion.
2022Changed the name of the organization to the Diversity Equity & Inclusion Department to emphasize and promote equity initiatives.

Encouraging Women’s Advancement 

Even before the launch of the Promotion of Women’s Empowerment team, the Mitsui Chemicals Group had been working to actively promote women in its business activities by assigning female employees to Works and actively hiring women in career-track technical positions. Since establishing this team, the Company has been working to enhance its systems, and has focused on fostering a corporate culture in which women can build their careers. As a result, the Company has reached a point where very few women leave their jobs due to lack of systems to support childcare.
Our initiative for empowerment of women in the workplace is in its third phase, and currently the biggest challenge is to increase the number of women in decision-making positions. To achieve this, the pipeline of female employees needs to be filled, and the ratio of Company-wide female employees needs to be increased in order to raise the number of women who are candidates for management positions. Therefore, we have set the ratio of female managers and the ratio of female hires as indicators for the empowerment of women, and are promoting these initiatives.

Increasing the Ratio of Women in Management Positions

We have set short-, medium-, and long-term targets for the ratio of female managers in the Company, and are promoting efforts to achieve them. Specifically, the goal is to raise the rate to 7% by the end of FY2023, 10% by the end of FY2025, and 15% by the end of FY2030.
To achieve these goals, we believe it is necessary to further deepen accurate knowledge about diversity through management and communication, particularly among managers, and to close the gap in the ratio and speed of promotion to manager-level positions between male and female employees. This is because the women currently falls behind their male colleagues in this regard.
Based on this belief, we have conducted training and activity on the theme of unconscious bias for department managers and newly appointed line managers to promote correct understanding that, even during childcare, opportunities for advancement should be given based on communication with the employees on childcare leave and that appropriate consideration should be given not only to women but also to men during the childcare period. We are striving to spread correct understanding about this. Other lectures on the theme of empowerment of women in the workplace are given by responsible officer for human resources and outside directors.

Increasing the Ratio of Female Recruits

Regarding the target values for the ratio of female employees, we have set a target of at least 40% for administrative positions and 25% for technical positions in FY2023 for career-track positions. We will aim to have at least 30% of new hires be women and to build a talent pipeline that retains that ratio.
In addition, we have set a goal of 10% of female employees in 2023 for skilled positions. We set this target based on the fact that the current ratio of female graduates of technical high schools and technical colleges who majored in mainly eligible disciplines is approximately 10%.
In order to achieve these goals, we are proactively introducing female employees who are keen to build their careers, and providing a comfortable working environment for women in our recruiting activities.

*Employees Hired through the Regular Recruitment posted on this website is based on the data of employees who joined the company in the applicable fiscal year. Therefore, the numerical values may differ from those on the Action Plan for Promotion on Women’s Empowerment IV, which shows the overall number of employees expected to join the company in the next fiscal year.

CEO Message for Women's Empowerment

Mitsui Chemicals is aiming to change its business model by transforming the business portfolio. We must create an environment where a diverse group of people can make the most of their unique talents and potential, and expect ever more opportunities for women to fulfill their potential. We provide a better work environment for employees with family responsibilities such as childcare and caregiving, as our employees have been using our teleworking program more effectively since the COVID-19 pandemic. Such a work environment will also create promotion opportunities for women. We will continue to implement initiatives that encourage the recruitment of talented people.

HASHIMOTO Osamu
Representative Director, President & CEO

A Message from the Outside Director

Promotion of workplace diversity—the source of innovation and reform—is indispensable for Mitsui Chemicals to contributing to a sustainable society and create corporate value through its business model transformation and business portfolio reform.
The Company lists “Diversity” as one of its Core Values, and is committed to permeating the true value of diversity throughout its organizations to further improve its capabilities as a whole. Empowerment of women in the workplace is the first step to achieve this diversification and its progress is clearly visible and monitorable.
Women advancement plays a key role in Mitsui Chemicals’ sustainable growth and can provide a significant impact on its medium- to long-term business results. Therefore, this progress can serve as an indicator of Mitsui Chemicals’ commitment.
I will continue advising on and supervising this progress as an outside director.

YOSHIMARU Yukiko
Outside Director

*To secure diversity in the Board of Directors, we try to appoint more than one female director since 2006.

*Each affiliation is from the time when the article was created.

Ratio of Female Employees (Mitsui Chemicals, Inc. registered employees)

Ratio of Female Employees (Mitsui Chemicals, Inc. registered employees)

Percentage of Women among Regular Hires (Mitsui Chemicals, Inc. registered employees)

This table is scrollable.

 FY2020FY2021FY2022FY2023
(Target)
Career-track Administrative Positions50%47%52%40% or more
Career-track Technical Positions15%18%21%25% or more
Skilled Positions
(mainly plant operators)
7%5%9%10% or more

TOPICs (1)

Women's Empowerment Promotion by Management and Initiatives Joined by Employees

The Mitsui Chemicals Group is also making efforts to create an organizational culture that promotes the empowerment of women in the workplace.
One of the measures to disseminate management's thoughts on diversity was second executive dialogue held in FY2022 and disseminated through an internal portal. On that occasion, we deepened the conversation using an issue book to discuss what diversity and gender equality are, and delivered top management messages such as "Let's talk more deeply while considering the other person’s position and area" to advance diversity as a source of innovation, "Receiving support from the people around us is important" for inclusion of minorities, and "Let's cultivate the strength to hold discussions" at the same time.

Women's Empowerment Promotion by Management and Initiatives Joined by Employees

From left, HAYASHIDA Hiromi, Deputy Business Sector President of Life & Healthcare Solutions Business Sector,
MATSUE Kaori, General Manager of Planning & Coordination Division, Production & Technology Center,
HASHIMOTO Osamu, President & CEO,
NAKAMURA Kosei, General Manager of Performance Compound Division

TOPICs (2)

Organizing a Dagen event on gender awareness

For International Women's Day in FY2022, we collected a wide range of Dagen from our employees to create the Mitsui Chemicals Dagen Collection, and held a dialogue event between executives and female managers on the contents of the collection.
Dagen is a coined word that refers to words that are not offensive to the person who says them, but that do not consider the abilities or individuality of the other person due to unconscious prejudice, discrimination, etc., and that offend the other person's mind. Our version is created with reference to "#Dagen words that should go out of print soon | Nikkei xwoman." We solicited words from within the Group, and received various Dagen uttered in a wide range of situations.
The event focused on the topic of Dagen related to gender awareness, with talk topics such as "Thoughts on the Mitsui Chemicals Dagen Collection," "Why are Dagen directed toward women?" and "How can Dagen be eradicated?"

Organizing a “dagen” event on gender awareness

From left,
SHIBAMOTO Hiroko, Director, Integrated Process Technology Department, Process Technology Laboratory
ABE Shinji, General Manager, Ichihara Works

Non-Japanese national Employees’ Active Participation in the Workplace

The Company began the full-scale hiring of non-Japanese employees in Japan in 2005. In order to help foreign nationals working in Japan maximize their abilities regardless of race or nationality, we provide dedicated consultation services for non-Japanese employees working in Japan. In addition to supporting work and life styles, we are committed to maintaining a workplace that provides all employees, including non-Japanese employees, with a good work environment and employing talented people.

Specific Examples of Assistance Provided to Non-Japanese Employees

  • Assisted with Japanese language training
  • Assisted with visa procedures
  • Addressed daily inquiries about HR systems, initiatives, company rules such as work regulations, etc.
  • Conveyed information required for working in Japan in English and Japanese
  • Conduct inclusion seminars (promote awareness of cultural differences)
  • Created English manuals for HR-related applications
  • Responses to consultations from non-Japanese employees (assigned staff in charge to each business site)

Enabling Employees with Disabilities to Reach Their Full Potential in the Workplace

In hiring employees with disabilities, the Company goes beyond achieving the statutory employment ratio and is committed to maintaining an environment in which people with disabilities can play an active role while accumulating their skills, and feel accepted as members of the organization. Before assigning an employee with a disability to a certain position, we select the most appropriate place for the employee, taking into account not only their job role, but also the work environment, to avoid putting under pressure on the employee to adapt to the work environment. In addition to conducting training sessions at sites that accept employees with disabilities to help other employees understand what a disability entails, we set incubation periods and adaptation/learning periods for a certain period after hiring, and introduce measures suited to the employee’s particular disability to enable them to work smoothly. We also provide regular interviews for both employees with disabilities and their superiors to help to retain employees with disabilities in the workplace. Listening to difficulties and issues from both sides helps to improve the workplace environment and work styles and creates a comfortable work environment.

We also offer subsidies for learning skills that are useful to employees with disabilities in their work, such as language and computer skills, to help improve their skills in a way that is suited to their individual talents.

Participation in Initiatives

The Mitsui Chemicals Group has endorsed and signed on to "The Valuable 500" in October 2019. Launched at the World Economic Forum’s Annual Summit, the Valuable 500 is an initiative created to promote the participation of people with disabilities. The initiative looks for business leaders to carry out reform that allows disabled people to fulfil their potential in business, society and the economy.

The Valuable 500

Ratio of Employees with Disabilities (Mitsui Chemicals, Inc. registered employees)

Ratio of Employees with Disabilities

Employee Comments

"A workplace where I can improve myself"

I feel that my workplace is "a place where I can make the most of my strengths and refine myself through my work." I had no working experience, so when I first joined the company, I didn’t know anything, and was simply anxious, but with the support of the people around me, I was able to settle in.
Currently, the main part of my job is to assist with accounting. I originally came from a science background, and did not know the first thing about accounting when I joined the company. But from my first year I was involved in accounting work and was able to learn accounting knowledge not only through classroom learning but also through practical experience. In FY2022, my third year, I was able to participate in project meetings with people from other companies, and I feel that my work is not only rewarding but also that I am growing through it.
In the future, I would like to work with ambition and positive attitude, and grow together with Mitsui Chemicals, unbound by the framework of employment of people with disabilities.

Joined the company in 2020
(developmental disability)

Retired Employees’ Active Participation in the Workplace

Mitsui Chemicals is moving forward in making use of the wealth of experience possessed by senior human resources, and to those retired employees who wish to continue working, calls for ongoing employment through its system of rehiring. We do this to address the challenges presented by the shortage of human resources associated with our expanding business operations and the generational retirement of whole generations of employees who were recruited in large groups, as well as to utilize employees who are highly motivated to work, even after their retirement. From fiscal 2018, we will improve the level of compensation offered when rehiring to increase the numbers of employees who wish to continue working.

Ratio of Re-employment for Retired Employees (Mitsui Chemicals, Inc. registered employees)

FY2018FY2019FY2020FY2021FY2022
87.6%85.5%87.1%86.6%89.8%

LGBTQ Awareness

The Mitsui Chemicals Group Human Rights Policy prohibits all forms of discrimination whatsoever, including discrimination against sexual orientation and gender identity. In 2021, we launched a project involving business sites and began studying initiatives to improve the ease of working for the LGBTQ community, leading to the current measures. Many of the early project members are promoting the initiative as LGBTQ contact persons at their business sites.

Gender Non-Response in Recruitment

In November 2020, we endorsed the LUX Social Damage Care Project announced by Unilever Japan Customer Marketing K.K., by abolishing the requirement for gender description when applying for a job.

Mitsui Chemicals LGBTQ Ally Declaration and Establishment of Dedicated Contact Point

The "Mitsui Chemicals LGBTQ Ally Declaration" is aimed at increasing the number of "allies (supporters)" who show an attitude of understanding the LGBTQ community. The Declaration demonstrates a desire to actively learn to understand LGBTQ on their own and to be there for the LGBTQ community. President Hashimoto was the first person to sign the Declaration, and others are also promoting activities to increase the number of Allies.
In addition, a dedicated LGBTQ consultation service has been established to respond to LGBTQ-related harassment and coming out cases (consultation requires the consent of the person who has come out), as well as inquiries regarding the use of company-provided benefits.

LGBTQ Awareness
LGBTQ Awareness

Benefits Coverage for Same-Sex Partners

Effective October 2022, employees who inform the company of their same-sex relationship will have their same-sex partners viewed in the same way as opposite-sex partners with respect to certain leave, leave of absence, and benefit programs. In order to create a climate conducive to the use of the system, the Company is working on the development of an environment in which LGBTQ employees can work with peace of mind, and on the consideration of measures to facilitate their use of the system.

Application Overview

Company systems affectedPaid leave relating to marriage, bereavement, caregiving or nursing
Unpaid leave relating to childcare or nursing
Rental of company housing
Applicable to*Mitsui Chemicals, Inc. registered employees (working within Japan)
Contract employees (temporary, permanent, or those entering re-employment), depending on the scope of each individual system

*The coverage of the system will be expanded in stages.

Training

  • Education on the subject of harassment (e-learning):
    As part of legal compliance education, we provide a workplace “harassment” course, which included prohibition of discrimination and harassment based on sexual orientation, in addition to sexual harassment and power harassment (abuse of power). All employees take the course every year.
  • Workplace discussion on Sexual Orientation Gender Identity (SOGI) harassment:
    We have added Sexual Orientation Gender Identity (SOGI) harassment as an option for the topics to be discussed during the Workplace Discussion, where employees talk about various topics related to legal compliance at their workplaces.
  • New line manager training program (Diversity Seminar)
    In the Diversity Seminar, employees are educated through group work on harassment related to SOGI and the actions to take when consulted by LGBTQ employees.
  • Training for LGBTQ Contact People
    Practical education is provided for contact people at each business site, including role-plays of actual cases in which external experts pretend to be facing an issue and consult the contact people.
  • Education for personnel in charge
    Since some of our benefit programs began to apply to same-sex partners of employees in 2022, we have been educating relevant application category information handlers and company housing staff about promoting LGBTQ understanding and to deepen their understanding of how to operate the programs.

Participation in Initiatives

In the PRIDE Index*, the Company received "Silver" certification in 2023, following its "Bronze" certification in 2022, which evaluates the Company's efforts to address issues facing LGBTQ+ and other sexual minorities, established by "Work with Pride," a general incorporated association that supports the promotion and establishment of diversity management related to the LGBTQ community.

Participation in Initiatives

*PRIDE Index: Japan's first index for the evaluation of LGBTQ+ initiatives in the workplace, created by the general incorporated association "Work with Pride." Initiatives are categorized into five assessment indices that match each letter of "PRIDE" (Policy: declaration of action; Representation: network of LGBTQ+ parties; Inspiration: awareness-raising activities; Development: HR systems/programs; and Engagement/Empowerment: social contribution and external relations activities).

History of LGBTQ Efforts

FY2016Voluntary learning session inviting a transgender person (Head office)
FY2017LGBT awareness training for harassment contact officers in domestic Mitsui Chemicals Group
FY2018Lecture by a transgender person
LGBT awareness-raising lecture as a part of New Line Manager Training Program (held annually since then)
FY2019A movie to encourage understanding of sexual minorities
FY2020LGBT lecture as a part of new employee training (introducing the consultation contact, etc.)
Study group on the Act on Comprehensive Promotion of Labor Measures and SOGI harassment for the Mitsui Chemicals Group HR officers
SOGI harassment lecture to General Managers and Group Leaders across the Company (450 persons)
FY2021Conducted lectures on SOGI harassment for team leaders across the company (approx. 430 leaders)
Launched Mitsui Chemicals LGBTQ Ally Declaration
FY2022Launched a hot line dedicated to LGBTQ support
Started benefits coverage for same-sex partners

Training and Lectures Related to Diversity Promotion

Unconscious Bias Training for General Manager-level

In order to build a pipeline that extends to the appointment of female employees as directors, we provide training on unconscious bias to general managers based on the belief that it is important for executives to understand unconscious bias and face the challenges of organizations for which they are responsible. In FY2021, the program included an e-learning course and feedback on the results of an analysis that quantified the unconscious bias of the participants and compared them by organizational category. In FY2022, the results of the bias analysis for each organizational category were further discussed in an online workshop, where a heated debate ensued. At the beginning of the training, the president's message was delivered to clarify top-level commitment, and to raise awareness about the need to recognize unconscious bias and the importance of seriously tackling issues in the divisions for which they are responsible.

Unconscious Bias Workshop for General Manager-level (1.5 hrs.)

ProgramDetails
Sharing the results of unconscious bias analysisThe bias figures for each person in the e-learning course taken beforehand were analyzed as a trend for each organizational category, and the results were shared. The characteristics of each organizational category were expressed.
Group sessionsThe participants discussed in small groups what causes characteristic bias tendencies in each organizational category to exist, shared information about the current situation and challenges in their own organizations, and discussed what difficulties the Company faces.
SummarizeThe opinions expressed by each group were shared. Finally, each person declared one action in their respective organizations for which they are responsible.

Diversity Seminar in the New Line Manager Training Program

The New Line Manager Training Program is mandatory for all newly appointed line managers who will be responsible for other staff members. The program will teach them about the roles and necessary skills of a line manager and nurture their work awareness.

Diversity Seminar (2 hours)

ProgramDetails
Why diversity is necessary in an organizationAn explanation is given, including social trends and well-known corporate presidents’ comments.
The program also notes that advancement of women is a key to progressing diversity in an organization and the importance of increasing the number of women among decision-makers.
Obstacles to diversity (unconscious bias)Concrete examples of unconscious bias from past documents are introduced. An e-learning program is also available, and many participants said they realized that they had more unconscious bias than they had thought.
HarassmentThe program explains about possible workplace harassments. Participants discuss in a group how they should handle SOGI and paternity harassments as managers using concrete examples.
Training at the Omuta and Osaka Works
Training at the Omuta and Osaka Works

Training at the Omuta and Osaka Works

Training for Female Skilled Staff (factory operators engaged in technical work)

Training is provided for women in key technical positions who work as operators at Works, with the aim of providing opportunities to interact with female operators at other Works and to think about their careers. In FY2022, we held two social events, one in the summer and one in the winter, to provide opportunities for exchange. We listened to stories about the career paths of senior female operators, engaged in active dialogue, and shared our concerns. We are studying the personnel issues identified at the exchange meetings so that they can be reflected in our systems and policies.

Women’s Careers and Health

Although we have an extensive leave system to cover various life events, we launched a project in FY2022 to examine support for balancing work and life, based on our awareness that there may be room for further consideration in terms of support for continuing to work. We have implemented the following measures after listening to and considering the opinions of our employees.

  • Fertility treatment seminar
    To dig deeper into what support is needed during infertility treatment, we began by inviting interested participants to attend a seminar on infertility treatment to learn about the current situation. Ms. Asuka NAGAIKE from Toray Corporate Business Research, Inc. was invited to speak on such topics as "What is infertility treatment?," "The actual flow of treatment," "Schedule and cost of treatment," "Possibility of balancing work and treatment," and "Regarding changes since the insurance coverage started in 2022"
  • Introduction of online health consultation service for obstetrics, gynecology, and pediatrics
    We have introduced an online consultation service for women-specific concerns such as menstrual pain, PMS, pregnancy, and menopausal disorders, etc., as well as children's health. The purpose of this service is to reduce the time needed and emotional burden of child and obstetric health issues for employees and their families, and to create a time of peace of mind for them.

Dispatching Female Employees to External Career Training Programs

Every year, Mitsui Chemicals dispatches 10 to 20 employees to external training programs designed to improve the management skills and motivation of female employees who are aiming for managerial positions, as well as programs designed to help female candidates for general manager and director positions learn about business management and building external networks. Exchanges with other business women in similar positions from different companies give employees an opportunity to meet women who can become a role model and raise their career awareness.

Participant’s Comments

Management Strategy Course for Female Leaders

"What do leaders need to know when they make decisions? What should be done for this purpose?" The six-day camp-style course, in which we thought about this issue in earnest, was a rich experience for me to expand my thinking horizontally and deepen it as well, which is necessary when making a decision.

The course took the form of case studies selected by Harvard Business School professors, in which participants were asked to relive how they would have responded to the challenges they faced as managers, and then gaining a wide variety of perspectives through group work discussions. The format of the lectures was to lead us to a discussion in which we realized the importance of thinking through the responsibilities that companies should fulfill and that ultimately, decision makers are expected to come up with their own answers.

The course brought together 65 women in leadership positions from all over Japan, many of whom are already in management positions. Between lectures, the participants had plenty of opportunities to talk about their everyday problems at work and to build a broad network of contacts.

When I finished the course, which I attended with tremendous support from my supervisor and colleagues, I was filled with a sense of accomplishment, but now I realize that the knowledge and experience I gained in the course have diversified my thinking patterns. And I am confident that it will become a cornerstone of my work in the future.

TADA Yumi TADA Yumi, Director, Public Relations Department, Corporate Communications Division

*Each affiliation is from the time when the article was created.

Understanding Multiculturalism

Since fiscal 2014 we have provided Global Business Skill Training, which teaches the skills needed when working with multicultural teams. This training program is targeted specifically at employees who have been assigned abroad and engaged in overseas business, and involves managing multicultural teams and negotiating with business partners from different cultural backgrounds. About 30 employees are selected to participate in this program each year. Participants learn about the religions, cultures, and ways of thinking of people in various countries and regions, and their backgrounds, through specific case studies under the theme of business communication.

Inclusion Study Session

With the aim of fostering an organizational culture that embraces diversity, we hold "Inclusion Study Sessions" to deepen understanding of people with disabilities, racial and national minorities, LGBTQ community, different cultures, and other issues. Employees with disabilities or illnesses serve as lecturers to talk about their disabilities and their own experiences, and we also invite external experts to conduct online study sessions with participants from business sites across the country. In FY2022, there was a seminar on depression to learn how supervisors can prevent mental illness in their staffs, a meeting to understand the diversity of food from different cultures such as halal and vegetarian, and a meeting to hear about the experience of a person with developmental disabilities who started a business and have a discussion about it based on questions from the participants. We also offer a hands-on "Grama" game that can be played with the visually impaired.
All of these serve to deepen understanding of diversity and inclusion, which will lead to product innovation and ultimately to enhancing corporate value.

Training and lectures for diversity promotion

Fiscal 2022 Results
(Total participants: 1,035 people)
Themes
LecturerScope
Unconscious biasExternal lecturersGeneral managers
Joint Leader's Dialogue with AGC: "Working Abroad"External/Internal lecturerExternal/Internal employees
International Women's Day "Aim to Eradicate Dagen! " Talk EventInternal lecturerEmployees
Organizational management respecting diversity for line managersInternal lecturerTraining for new line managers
Nationwide dialogue session with seniors for women on shift workInternal lecturerWomen working in shifts
Leadership programs for menteesExternal lecturersEmployees
Seminar on balancing infertility treatment and workExternal lecturersEmployees
Workshops on balancing work and caregivingExternal lecturersEmployees
Understanding developmental disabilities: "Understanding disabilities together with supporters and parties concerned"External lecturersEmployees
What supervisors need to know about how to prevent mental illness in the workplaceExternal lecturersEmployees
Skill development seminarsInternal lecturerEmployees with disabilities
LGBTQ basic training for staff in charge of company housing and other benefitsExternal lecturersEmployees
LGBTQ consultation and response training for business site contact personnelExternal lecturersEmployees
Cross-cultural understanding: "Learning about Halal, Vegetarian, and other food diversity"External lecturersEmployees

Lean In Mitsui Chemicals Initiatives

Diversity in Leadership! Lean In Circle celebrated its first anniversary with 80 members under the mission "Diversity in Leadership." It provides a place to learn and practice new skills through dialogue, and promotes horizontal communication among members while ensuring psychological safety and confidentiality. Monthly sessions are conducted in small groups of three to five people online during lunchtime for dialogue, with participants preparing for assignments such as by reading, watching videos, and self-analysis in advance of the session. In addition, monthly special events include lectures by internal and external speakers and exchange events with outside companies, providing a place where members can explore their own unique leadership styles and abilities. We will continue to contribute to Lean In's philosophy of "creating a society where all genders are able to take on challenges with ambition," and will work to create a sustainable corporate culture and develop leadership.

Lean In Mitsui Chemicals Initiatives

Monthly Session

Reading circle
  • Sheryl Sandberg, "Lean In"』
  • Matthew Syed, "The Science of Diversity"
Movie Viewing
  • Brené Brown, "The Power of the Hurting Heart," TED Talk
  • ISHII Ryosuke, "How to Create Psychological Safety" Author Commentary Video
Self-Assessment
  • Identity and unconscious bias (dialogue with board members & supporters)
  • Self-assessment through the Enneagram
  • #IamRemarkable Workshop
  • Self-awareness through a partiality map
  • Sharing 100s of things I want to do
  • Work on knowing who supports you

Special Projects

ThemeLecturer
InternalDialogue: "How to Create Your Own Leadership & Career"Internal lecturer
Dialogue: "International Men's Day Celebration! A Real-Life Talk by Four Men and Four Women on Balancing Family and Career"Internal lecturer
Dialogue: "Maternity Leave Is Not the Goal! Male Childcare to Further Fulfill Your Work and Life"Internal lecturer
ExternalWorkshop: "Self Compassion" (5 sessions)External lecturers
Workshop: "The Secret to Leadership that is True to Yourself: Trust in Yourself and Self-Affirmation"External lecturers
Workshop: "Lean In Docomo & Lean In Mitsui Chemicals Joint Project" "#IAmRemarkable"Internal and external lecturers