Management System Human Resources Development Evaluation / Compensation

Human Resources Development

Based on the Human Resources Management Policy of the Mitsui Chemicals Group, the Group is, from a long-term perspective, developing human resources who are able to work on the world stage. The Group’s approach to human resources development is to proactively support employees who are self-disciplined and work to enhance their personal growth, so that it can develop human resources who are able to create the values demanded by society in the present and future while constantly communicating with global markets and colleagues.

Programs in Line with Stages in Development Based on a Leadership Pipeline Concept (Mitsui Chemicals)

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 required by each rank. Minimizing the knowledge cramming style training, we are aiming for the employees themselves to repeat cycles of experience and introspection, while acting proactively to meet their higher-level job requirements, to support them in changing their behavior in ways that will produce results.

Outline of Training (From FY2019)

*1Uniformly provided to eligible employees. Other training courses are for those who wish to participate and those who are selected.

*2Also provided to subsidiaries and affiliates.

The training programs provided after a certain number of years of employment (before appointment as a manager) will be replaced with Basic Business Skills Training Programs in fiscal 2019. The new programs are designed for employees to acquire the skills required to be a manager by the time of their appointment. There are eight programs that trainees can choose from, and they can decide when to take the programs depending on their workplace and individual needs.

Basic Business Skills Training Programs

  • Self Leadership—the 7 Habits of Highly Effective People *1
  • Accounting and business management skills “Apples & Oranges” *1
  • Logical thinking *1
  • Critical thinking *1
  • Basic coaching *2
  • Facilitation *2
  • Project management *2
  • Strategy and marketing *2

*1Starting fiscal 2019

*2Starting fiscal 2020

Key Achievements of Stratified Training (Mitsui Chemicals, Inc. registered employees in FY2018)

Name of
Training Program
Details of Key Training No. of
Hours per
Person (hr)
New Employee Training Corporate Mission, core values, sustainability, compliance, diversity, safety, quality, R&D, occupational health, in-house systems, management strategy, understanding stakeholders, the functions of each division and department, cultivating professionalism, teamwork, self-awareness, business manners & literacy 106 215
Fourth-year Training Self Leadership—the 7 Habits of Highly Effective People (Introductory course), understanding each role, cultivating proactive career awareness, managerial accounting fundamentals 42 23
Training for Newly-promoted
Management Staff
Understanding business strategy awareness, Self Leadership—the 7 Habits of Highly Effective People, enhancing proactive thinking/actions, leadership 151 15
New Line Manager
Training Program
Understanding each role, skills to develop subordinates, assessment skills, labor management, mental health management, compliance, and diversity (understanding of diversity—such as LGBT; harassment; and women’s empowerment). 261 17
Intensive Fundamental-Program
for Managing-Multicultural Teams
Understanding cultural differences and putting the knowledge into practice, communication skills, self-expression, presentations 28 54

Leadership Development Program

Allowing talented human resources to demonstrate their abilities—despite time constraints caused by life-changing events, such as childcare and family care, and regardless of differences in nationality, ethnicity, and religion—requires improvements in line managers’ management capabilities. Mitsui Chemicals focuses on developing leadership skills to lead the organization toward an even better direction by incorporating coaching methods into training programs for each level of line manager training and by encouraging core leaders in each division to take specific and innovative action in their daily business activities.
We have introduced 360-degree feedback and assessment for trainees before and after training programs as a means to measure the effectiveness of each program. Moreover, analysis of the correlation between the results of annual workplace stress surveys and workplace environment of employees who have finished these training programs confirmed improved support, specifically from bosses and colleagues, one of the factors affecting stress levels among employees.

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

Name of Training Program FY 2018 results Cumulative Total FY 2019 Plans
Executive Coaching (1 on 1)
(For Executive Officers and General Managers)
6 44
(From FY2013)
Leadership Development Program
(For Directors and Managers)
37 278
(From FY2013)
Leadership Development Program
(For Supervisors)
58 133
(From FY2016)

Global Human Resources Management

In keeping with the Group’s global expansion, the development of global human resources has become an issue of unprecedented importance. To continue gaining a greater share of domestic and overseas markets, we will secure talented human resources who are intimately familiar with local conditions and strengthen our global leadership to enable them to coordinate and manage the operations at each of our domestic and overseas sites. The Mitsui Chemicals Group is clarifying the requirements for global leaders, securing talented human resources with diverse backgrounds and working to methodically develop global leaders and optimally assign these global leaders to its sites all over the world. To underpin these efforts, we are introducing improvements, in our common global competence (quality prerequisites), human resources databases, grading systems, assignment systems and compensation systems.

Qualities of a Global Leader

  • Able to strategically and efficiently lead global business development
  • Able to rapidly develop business in regions in tune with regional characteristics

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 provide 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 provide global common and standardized training programs centered on instilling our corporate culture and core values as well as strengthening of leadership. Through these initiatives, we are also making progress in promoting locally hired staff to key positions, including the position of president of our overseas affiliates.

Global Leadership Training Program

This program aims to develop candidates for executives who will play important roles in the Mitsui Chemicals Group. These candidates are selected from the Mitsui Chemicals Group and its overseas group companies. This twelve-day program is held jointly with a business school over nine months for the key talent from the Mitsui Chemicals Group around the world. The program covers strategic thinking, global leadership skills, and action learning. Nineteen people participated in the program in fiscal 2018 (about half of these participants were Japanese).

Global Managers Seminar

This program provides knowledge of Mitsui Chemicals business strategy, cultural understanding, and leadership skills, in order to develop local leaders from different Group companies. Manager candidates from major sites around the world work together through discussions during this five-day program. Fifteen candidates participated in the program in fiscal 2018 (about 30% were Japanese).

Mitsui Chemicals Competency Development Program

This is a program for future generation leaders to help them understand their roles as leaders and acquire the necessary knowledge and skills. Selected candidates from young and midcareer employees from the Asia-Pacific and other regions work through this 5-day program, including business simulations. Twenty people participated in the program in fiscal 2018. We plan to create and provide new programs for employees of different ranks in the near future.

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 select high-performance and high-potential human resources early , regardless of nationality, where they are hired or the company to which they are assigned, and conduct their training in a strategic manner

Key Talent Management

Selecting Key Talent and Potential Executive Candidates

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

Establishment of Key Talent Management Committee

We have established the Key Talent Management Committee to act as the organization that will select Key Talent and executive candidates as well as approve human resources development plans and confirm the results.. The Divisional Key Talent Management Committee, chaired by the heads of the business sectors and divisions will undertake responsibility for Key Talent, and the company-wide Key Talent Management Committee, headed by the president and the director in charge, will be responsible for the executive candidates. The committee is required to report to the Board of Directors’ meetings the status of selection and training as well as the succession plans for each important position.
In addition, employees from the Human Resources Division are appointed as Human Resources 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.

Individual Development Plans

The Key Talent Management Committee reviews the work experience of selected human resources and decides on the directions of the future 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 assignment plan and required competence.

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