Diversity

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The Mitsui Chemicals Group has set "Diversity," "Challenge" and "One Team" as the three core values to be shared and held in high regard among Group employees all around the world. To realize the wish, encapsulated in those core values, to "create a company in which all employees can actively make the most of their diversity and put their all into their work," we actively deploy initiatives designed to encourage "Diversity" and "Inclusion."

Aiming for diverse human resource with an emphasis on gender equality, we expanded our Group’s Diversity & Inclusion initiatives, which had started with the establishment of a Promotion and Development of Women Team in 2006. We added new perspectives, such as “Acceptance of / Co-existence with Different Cultures” associated with the expansion of global management and the recruitment and active utilization of people with disabilities, and reorganized into the Diversity Promotion Team (2011) and the Diversity and Inclusion Group(2015). 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. At the same time, we aim to realize our core values by responding to changes in the diverse values associated with our employees’ work styles and careers.

Female Employees’ Active Participation and Advancement in the Workplace

The Mitsui Chemicals Group was focusing its efforts on proactively leveraging the capabilities of female employees in its operations even before establishing the Promotion and Development of Women Team in 2006. These efforts include assigning female employees to plants and employing women in positions with promotion prospects. Although we have made steady progress in our efforts to foster a corporate culture that encourages the ongoing employment of women over the past decade, we are still facing challenges. There remains a lack of consistency in annual female employment rates, there are small numbers of women with technical backgrounds applying for jobs and being hired, and a low percentage of female managers.
Under the 2025 Long-term Business Plan, we have set a target ratio of women in management positions (manager-level or above) of 10% or more (Mitsui Chemicals, Inc. registered employees). One factor for the currently low numbers is that the ratio of women among all employees is comparatively small. In our hiring practices, we work to set a numerical target for the ratio of female employees in regular recruitment for respective job types, namely, for regular technical positions, regular administrative positions and general positions (primarily factory operators), as the situation for each of these is different.

NADESHIKO BRAND 2019
NADESHIKO semi 2020

A Message from the President

Our goal is to remain an attractive corporate group in which all employees are able to fully demonstrate their capabilities.

The Mitsui Chemicals Group recognizes the importance of diversity in ensuring sustainable growth both for the Group and society. Based on this understanding, we have positioned diversity as one of our core values.
Promoting diversity is an important business strategy. We strongly believe that a diverse pool of human resources, characterized by wide-ranging experiences and a wealth of new ideas, is the driving force behind innovation, a key source of sustainable growth.
As a part of its efforts to promote diversity, the Mitsui Chemicals Group works diligently to foster a corporate culture in which female employees are able to excel. Moving forward, we will redouble our efforts to support female employees to take up the challenge of advancing their careers. We will also look to promote a growing number of female employees to positions of senior management.
The Mitsui Chemicals Group is committed to building a workplace environment in which employees can make the most of their strengths and capabilities. In this manner, we will continue to pursue innovation and work toward becoming an attractive corporate group.

Tsutomu Tannowa
President & CEO

A Message from the Outside Director

I believe that for the Mitsui Chemicals Group to improve its corporate value, our Group must be an organization where a diverse pool of human talent, including female employees, can play an active role in the workplace. To that end, I believe that it will be critical for the Group to place higher priority on and work toward achieving the above goal as a management challenge. As the outside director representing stakeholders, I will keep a close eye on the direction of management and offer my advice.

Yukiko Kuroda
Outside Director

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

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

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

Ratio of Female Employees Hired through the Regular Recruitment (Mitsui Chemicals, Inc. registered employees)

  FY2017 FY2018 FY2019 Goals
Regular Administrative Positions 46% 47% 40%
Regular Technical Positions 11% 16% 20%
General Positions 3.2% 5.0% 5%

Non-Japanese Employees’ Active Participation in the Workplace

The Company began the full-scale hiring of non-Japanese employees in Japan in 2005.
For non-Japanese employees working in Japan, we provide dedicated consultation services and the systems to enable them to exchange and share information on a daily basis via the internal social networking service (SNS). In addition to supporting trouble-free work and life styles, we are committed to maintaining a workplace that provides non-Japanese employees with a good work environment and employing talented human resources.

Specific Examples of Assistance Provided to Non-Japanese Employees

  • Assisted with Japanese language training
  • Assisted with visa procedures
  • Addressed daily inquiries regarding HR systems, initiatives, company regulations
  • Conveyed information required for working in Japan in English and Japanese
  • Conduct inclusion study lectures (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)

Number of Non-Japanese Employees (Mitsui Chemicals, Inc. registered employees)

FY2016 FY2017 FY2018
55 57 54

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

In hiring employees with disabilities, the Company goes beyond achieving the legally required 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 disability to a certain position, we select the most appropriate place for the employee, taking into account not only their job role, but also their compatibility with the work environment and workplace members, 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.

We also hold inclusion lecture meetings to foster a climate that accepts into the organization not only people with disabilities but also people with diverse personalities and characters and people receiving medical treatment. At the lecture meetings, participants learn about sexual minorities, and we provide a forum where employees with disabilities or illnesses speak about their own disabilities and experiences.

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

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

Employee Comments

Streamlining Work by Utilizing Training Programs

Mitsui Chemicals provides opportunities to access a substantial range of training and learning programs. When I joined the company, I hardly had any work experience with a computer, so I took some external courses to improve my computer skills. The most useful course for me was to learn Excel VBA macro programing. The course was designed to suit the learning speed of the student, and the content was easy to understand and very practical. I could utilize my acquired knowledge to create macros for routine tasks, which led to shortening of the time spent on regular work. Taking these courses improved my skills and enhanced my job capabilities.

Developmental disabilities
Joined the company in fiscal 2016

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)

FY2016 FY2017 FY2018
81.3% 76.7% 87.6%

Understanding LGBT

We held lecture meetings on LGBT in fiscal 2017 for employees who are in charge of consultation services for harassment at all domestic sites, inviting lawyers to provide the LGBT-related knowledge required for HR members. We also included some new topics such as discrimination and harassment over sexual orientation in the harassment lecture in the compliance e-learning program targeting at all employees, in addition to conventional topics, including sexual and power harassment. From fiscal 2018, we included a diversity seminar as a part of the training programs for newly appointed line managers. The seminar explains about Sexual Orientation Gender Identity (SOGI) harassment and teaches about actions that line managers should take when they are consulted by their subordinates about gender issues. It also included a lecture by a transgender person to discuss gender diversity and problems associated with this issue.

Understanding Multiculturalism

Since fiscal 2014 we have provided the Intensive Fundamental Program for Managing Multicultural Teams, to teach 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, that 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. The participants learn about religions, cultures, and ways of thinking in different countries and regions through concrete case studies of business communication, in addition, the program aims to improve employees’ language ability by learning how to give presentations and case studies and hold meetings in English.

Training and Lectures related to Diversity Promotion

Support for Female Operators’ Participation and Advancement in the Workplace

In the quarter century since 1992, Mitsui Chemicals has hired women as operators at manufacturing sites, and moving forward, will further promote the active participation and advancement of women at its Works. In fiscal 2016, briefings on the social background of the promotion of women’s active participation and advancement in the workplace, the initiatives that companies, organizations and individuals should take as well as Mitsui Chemicals’ goals and action plans toward the promotion were conducted for line mangers at all Works in Japan. In fiscal 2017, we provided a training session to workplaces that are accepting female operators for the first time under the themes of women’s empowerment and managing female employees. We also held a training session inviting female operators from different works across Japan to the head office to develop their career awareness. We plan to organize a second-term session for newly joined female employees in fiscal 2019.

Support for Female Operators’ Participation and Advancement in the Workplace

Women’s Careers and Health

It is now common that women work throughout their lives, yet it is still true that there are events in their lives when they may find it difficult to continue working, such as during pregnancy, childbirth, menopause, or when facing female-specific diseases. Since fiscal 2017, we have been holding a lecture entitled “Women’s Careers and Heath” to help women to continue working by teaching them about specific health issues and how to manage them in a way that minimizes their impact. The fiscal 2017 lecture, given by a gynecologist, for younger employees focused on how women can manage their physical condition, and for older employees, on the menopause. For the fiscal 2018 lecture, we invited the gynecologist who conducts regular health checkups for employees at head office to speak about gynecological cancers. The lecture was followed by a talk by an employee about her experience of cancer. The attendees commented that they were able to learn about the importance of cancer screening and of consulting a doctor if they felt unwell.

Dr. Ruriko Tsushima
Ruriko Tsushima Women’s Life Clinic Ginza
Dr. Masazumi Yajima
Director of gynecology, Shiodome Central Clinic 2
Message from employees who experienced cancer (Excerpt from lecture materials)

Improve Work Efficiency with Integrated Expertise

Mitsui Chemicals has hired many female employees in general administrative positions who are called “veterans” because of their long career experience. The knowhow of these female employees, who have a detailed understanding of work operations, is invaluable as we move forward with business reforms. Given this, in fiscal 2016, we implemented training in which we invited external instructors so that employees engaged in sales support and delivery operations could learn basic schemes for improving their work efficiently, as well as to explain how to convert frustrations, such as the inefficiencies or difficulties they experience in the course of their daily work into challenges. Over the course of six months, we conducted this training in order to find solutions to these challenges. In fiscal 2017, eight of 25 female employees who had participated in this training took part in a new project in which they progressed from the “proposal” stage, to “taking action.” The project theme was involved training in the SAP system that is employed in delivering the Company’s products. SAP processing is categorized vertically in terms of the product or application, and which results in operational expertise not being shared. To solve this problem, a portal site managed by the participants was launched. The site includes FAQs pages based on participants’ experience and educational materials for beginners. In addition, the project developed a training environment in which beginners could practice SAP input, with the aim of improving SAP processing skills. In the fiscal 2018 training session to which new members were invited, many requested an opportunity for skill improvement through learning. In response to this, a lecture on communications between male leaders and female staff was held.

Improve Work Efficiency with Integrated Expertise

Dispatching Female Employees to External Career Training Programs

Mitsui Chemicals dispatches 10 to 20 female employees to external career training programs every year. Some of these programs are designed to motivate female employees who are about to begin managerial careers and improve their management skills, while programs for female prospective general managers aim to impart business management skills and establish a human network outside the company. Participating in exchanges with other women in similar positions from different companies gives employees an opportunities to meet women who can be role models and raises their career awareness.

Participant’s Comments

Learning How to Think as a Business Manager

I participated in the Third Management Strategy Program for Women Leaders 2019. Sixty female managers with various backgrounds and from different companies participated in the program. We spent a week together in a hotel with three lecturers from the Harvard Business School to discuss a range of topics in both small and large groups, as well as conducting self-study. All the sessions in the program were fruitful and practical, and it was an opportunity for me as an executive to learn new ways of thinking and a code of conduct. The motivation of the participants was so high that I was overwhelmed by their active engagement in the lectures, networking skills, leadership within a group, and presence and behavior. As soon as the program was completed, various voluntary study groups were formed. Continuing to study with participants and even to enjoy playing golf with them is perhaps the greatest asset I acquired through participating in this program.

Kaori Matsue General Manager of RC & Quality Assurance Division
Kaori Matsue
General Manager of RC & Quality Assurance Division

Fiscal 2017 Result (Number of participants: 629)

Theme Lecturer Target audience
Influence of diversity on management Expert outside the company MCI employees
LGBT (lesbian, gay, bisexual, and transgender) Expert outside the company Employees in charge of consultation services for harassment at the head office, each branch, works and affiliates
Women's career and health Expert outside the company Female employees
System related to babysitting services The director of the Diversity and Inclusion Group MCI employees
Family care Expert outside the company MCI employees
Learning disabilities Employee with disability MCI employees
Dementia Expert outside the company MCI employees
Developmental disabilities Expert outside the company MCI employees
Physical impairment (Visceral impairment) Expert outside the company MCI employees
Understanding Muslims Expert outside the company MCI employees
Developmental disabilities Expert outside the company MCI employees
Work Style Reform and Diversity Expert outside the company MCI employees
Advancement of Women and Management The director of the Diversity and Inclusion Group Supervisors of Female Works Operators
Fostering Career Awareness Expert outside the company Female Works Operators
Development of Various Capabilities (Computer skills, languages, others) Expert outside the company Employees with Disabilities

Fiscal 2018 Result (Number of participants: 539)

Theme Lecturer Target audience
Crohn's disease MCI employee MCI employees
LGBT Expert outside the company MCI employees
Family care Expert outside the company Line managers
Family care Expert outside the company MCI employees
Childcare leave Expert outside the company MCI employees
Women's career and health Expert outside the company MCI employees
Cancer Expert outside the company MCI employees
Communications between male and female Expert outside the company MCI employees
Female Employees’ Active Participation and Advancement in the Workplace The director of the Diversity and Inclusion Group Management staff (line managers or higher positions)
Improve work efficiency Expert outside the company Non-management staff
Development of Various Capabilities (Computer skills, languages, others) Expert outside the company Employees with Disabilities
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