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

*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.

Key Achievements of Stratified Training (Mitsui Chemicals, Inc. registered employees in FY2019)

New Employee Training
  • ContentsCorporate 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
  • No. of TraineesMales: 77, Females: 28
  • Total Training Hours17,325 hrs.
Basic Business Skills Training Programs
  • ContentsTrainees aim to develop the qualities required to become a manager. This is an optional program and its timing is based on the needs of individual staff and the workplace.
    Self Leadership—the 7 Habits of Highly Effective People, accounting and business management skills “Apples & Oranges,” logical thinking, project management,* interpersonal skills* (* starting in fiscal 2020)
  • No. of TraineesCumulative Total: 380
  • Total Training Hours9,803 hrs.
Training for Newly-promoted Management Staff
  • ContentsMessage from the Management, Understanding each role, Strength finder
  • No. of TraineesMales: 130, Females: 21
  • Total Training Hours1,163 hrs.
New Line Manager Training Program
  • ContentsUnderstanding 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)
  • No. of TraineesMales:53, Females: 0
  • Total Training Hours795 hrs.
* Some parts of the program were postponed due to COVID-19.
Global Business Skill Training
  • ContentsUnderstanding cultural differences and putting the knowledge into practice, communication skills, self-expression, presentations.
  • No. of TraineesMales: 20, Females: 9
  • Total Training Hours1,340 hrs.

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 2019 results Cumulative Total
Executive Coaching (1 on 1)
(For Executive Officers and General Managers)
5
Males: 4
Females: 1
51
(From FY2013)
Leadership Development Program
(For Directors and Managers)
40
Males: 39
Females: 1
266
(From FY2013)
Leadership Development Program
(For Supervisors)
105
Males: 101
Females: 4
258
(From FY2016)
Name of Training Program FY 2019 results Cumulative Total
Executive Coaching (1 on 1)
(For Executive Officers and
General Managers)
5
Males: 4
Females: 1
51
(From FY2013)
Leadership Development Program
(For Directors and Managers)
40
Males: 39
Females: 1
266
(From FY2013)
Leadership Development Program
(For Supervisors)
105
Males: 101
Females: 4
258
(From FY2016)

Initiatives for Work Styles in the “New Normal” Era

We are actively implementing teleworking and staggered working hours as well as considering moves to online training, in order to put first the health and safety of our employees and their families, our customers and suppliers, and other stakeholders as well as lower their risk of COVID-19 infection.

Our Stance on Online Training

  • We divide our training programs into four types: self-contained programs, mutual engagement, teaching, and learning. Depending on the desired training outcome, the programs will be taken online, via a mix of online and face-to-face training, via face-to-face training, or postponed during the COVID-19 pandemic.
  • When it is decided to move a training program online, we redesign it taking advantage of the characteristics of appropriate tools: knowledge input will be achieved through prior individual study; those that require mutual engagement through dialogue will be offered via online sessions; and e-learning will be used for iterative learning after the completion of the training.
Actual cases of training moved online
FY2018 Business Site Managers Leadership Development Program Follow-up
FY2019 Business Site Managers/Supervisors Leadership Development Program
FY2019 Global Business Skill Training Final Session
FY2020 New Career-track Employee Training
Future plans
  • Plan and prepare to move existing training programs online.
  • Conduct online learning trials in fiscal 2020 on a global basis, with a view to Group-wide and global rollout to keep up the pace of our growth regardless of external conditions.
Training Online
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