Human Resources Management

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)

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)