We use LinkedIn for recruitment marketing to globally increase awareness of the Mitsui Chemicals Group and to recruit more diverse talent. We continuously publish news releases on the Mitsui Chemicals Group and profiles of our employees and products. As of May 2024, we have gained more than 33,000 followers. We plan to reinforce our global recruitment by coordinated action through the entire Group.
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Human Resources Management
Human Resource Portfolio Transformation
Recruitment
Basic Policy on Recruitment
Our basic policy is to ensure fairness in recruitment without discrimination based on race, nationality, religion, age, gender, disability, or other factors. We believe that acquiring talent that offers diversity in values, backgrounds, and skills will lead to new innovation and sustainable growth of the Group within the society.
Initiatives and Results
Concrete Measures to Ensure Fairness in Recruitment Activities
For greater fairness and equity in recruitment and to promote diversity, we have implemented the following actions starting in 2021.
- Students engaged in job hunting can choose not to answer gender questions in line with diversity requirements.
- They are no longer required to submit photo IDs, except for certain job types, to strengthen our efforts to recruit talented and motivated people regardless of gender or appearance.
- They are not required to conform with recruitment-oriented dress code at interviews to eliminate gender-based discrimination based on clothing.
In addition, training is provided to employees in charge of selection to ensure fairness.
Strengthening Mid-career Recruitment by Utilizing Various Approach Channels
We are driving the execution of important initiatives for VISION 2030, such as business portfolio transformation, overseas expansion, and acceleration of M&A, at a faster pace than ever before. Under such circumstances, the Mitsui Chemicals Group is actively recruiting personnel with experience and expertise in relevant areas from outside the company, in addition to training and utilizing its employees. Focusing on talent that helps to expand and deepen our areas of business, we hired over 150 career-track positions in FY2022, and further increased this number to 173 career recruits in FY2023. We plan to continue recruitment efforts beyond FY2024.
We are also considering introducing various recruitment methods, rather than being bound by conventional ones. We have implemented referral hiring, where hiring was done through referrals by our employees, and 22 employees were hired under this system in fiscal 2023. Some of them are employees who have worked with us in the past, so-called “alumni” from the framework of our company, and have returned to work for us again. We will continue our efforts to acquire the talent essential for our growth through various approaches.
Training Programs for New Graduate Recruitment in Career Development
Mitsui Chemicals conducts a career education program for university freshmen and sophomores with the aim of fostering a career outlook and helping them understand jobs. Specifically, we invite students to our offices for hands-on workshops to think about business strategies, and offer various programs that give students the opportunity to interact with our employees and learn why working is rewarding and about the various future options available to them. These programs are well-received by the participating students, as they focus on helping the students better understand elements that help them make career choices, such as thinking methods necessary for business activities and keys to effective career planning, as well as providing them with insight into real business situations and the employees who are working there. We also believe that by helping students better understand our company through these initiatives, we will be able to match students with our company more accurately and attract excellent human resources in the future.
Number of Participants in Career Education Programs
Unit: Persons
| FY2020 | FY2021 | FY2022 | FY2023 | |
|---|---|---|---|---|
| Number of participants | 33 | 35 | 33 | 26 |
Recruitment Marketing with LinkedIn
Talent and Organization Development
Training Programs for Developing Management Talent
In alignment with Mitsui Chemicals Group’s Long-Term Business Plan, our human resources strategy emphasizes securing a diverse range of managers and expanding the management talent pool as key initiatives. Therefore, we actively implement programs that enable participants to acquire a managerial perspective and appropriate management skills. Approximately 1.1% of employees across the Mitsui Chemicals Group, representing diverse attributes, participate in these various training programs (including strategic thinking leadership training). Moving forward, we will continue to produce future executives through training suited to changes in the business environment and enhance our successor coverage rate, which we monitor as a KPI, to firmly maintain and expand our talent structure, leading VISION 2030.
Executive Coaching
This coaching program based on strategic dialogue is targeted at people who make management decisions, and is designed to create positive change in management activities over a span of roughly 10 months (12 hours of coaching per person). Before starting the program, specific tools are used to make participants more aware and visualize the impact that they are unconsciously having on the organization, how managers and members feel about their current conditions, and the ideals that they aspire to. The theme for the program is decided based on the organizational issues and leadership issues that have been identified. A professional coach accompanies the participants in executing a hands-on strategy. In addition, six months after the end of the coaching program, we provide opportunities to visualize the changes and apply the learnings for future management.
Global Leadership Program for Future Executives
To train future executives who are expected to be active in the Group on a global scale, the program aims to acquire management literacy and develop a global network. Traditionally, it has been conducted in collaboration with Mannheim Business School, one of Germany's business schools, and Hitotsubashi University Business School, focusing on enhancing strategic thinking and global leadership. To date, a total of 100 employees from the Mitsui Chemicals Group have participated in this ten-month program, gaining skills and forming networks for the future.
However, with the acceleration of VUCA, the required leadership style has evolved, leading to a revamp of this training program starting in FY2024. The Group is recruiting next-generation future executives from across our global offices and, in collaboration with Korn Ferry, a consulting firm specializing in global organizational support and leadership development, is implementing an eight-month program that includes action learning. This unique program aims to develop leaders who can demonstrate enterprise leadership across a broader range, equipping them with the skills and mindset needed to excel in an increasingly turbulent world.
Two modules will be conducted in-person overseas, where participants will engage in experiential leadership programs and networking, while also beginning action learning. After virtual coaching sessions, the final module of the program will be held at the Company's headquarters, where participants will present their action learning themes to top management.
Global Manager Seminar
This program provides local leaders of the Group and its global companies with the opportunity to gain a better understanding of the Group's strategy and culture, and to acquire leadership skills. Candidates for general manager appointment from various global offices come together to acquire leadership skills through repeated experiences and reflections, while also deepening their networking. The program was paused during the COVID-19 pandemic but was refreshed and relaunched in FY2023, with 19 participants (16 men, 3 women).
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 employees from the Asia-Pacific and other regions work through this 5-day program, including business simulations.
| Name of Training Program | FY2023 Results | Cumulative Total |
|---|---|---|
| Executive Coaching (For General Managers and higher positions of Mitsui Chemicals Group) | 6 (Males: 4, Females: 2) | 72 (From FY2011) |
| Global Leadership Program (For future executives of Mitsui Chemicals Group) | ─ | 100 (From FY2012) |
Stratified Training
At Mitsui Chemicals, we conduct stratified training based on the skills and job awareness required for leadership at each level. Minimizing knowledge-cramming-style training, we expect our employees themselves to repeat cycles of experience and introspection, while acting proactively to meet their higher-level job requirements, and will support them in changing their behavior in ways that will produce results.
Training system (Japan)
Leadership Development Program
In order for talented human resources to demonstrate their abilities, regardless of time constraints caused by life events, such as childcare and nursing care, or differences in nationality, race, ethnicity, or religion, line managers need to improve their management skills. 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 actions in their daily business activities. The normalization of online training programs has enabled the participation of employees with time constraints due to parenting, nursing, and other life events, regardless of where their business sites are located, thereby realizing a training system that accommodates diversity.
Strategic Thinking Leadership Training
As a result of reviewing the requirements by position for the start of VISION 2030, we have introduced the new "Strategic Thinking Leadership" training in FY2022. This is because directors must have the ability to lead change and have a managerial perspective to manage the Company and its businesses as a whole beyond the organization. To achieve VISION 2030, we will develop leaders who will draw a strategic story from new perspectives and promote and execute the strategy.
Number of Leadership Development Training Participants
| Name of Training Program | FY2023 Results | Cumulative Total |
|---|---|---|
| Strategic Thinking Leadership Training (For Directors) | 37 (Males: 35, Females: 2) | 71 (From FY2022) |
| Leadership Development Training (For Head Office Supervisors and Plant Managers) | 44 (Males: 42, Females: 2) | 364 |
| Leadership Development Training (For R&D sites and Plant Supervisors) | 49 (Males: 48, Females: 1) | 518 |
Key Achievements of Stratified Training (Mitsui Chemicals, Inc. registered employees in FY2023)
| New Employee Training (Online and on site program) | |
|---|---|
| Details | The program was live-streamed online to eight business sites across Japan so participants could attend completely online from their offices or home. After the new employees created credos to facilitate team building, which was difficult to do online, we conducted the introductory training for about a month. New employees participated in the discovery training based on the principles from "The 7 Habits of Highly Effective People," which focuses on developing professionals with roots (mind) and leaves (skills). They learned about each division along with its strategy for VISION 2030, the human resources system, and basic business skills, i.e. logical thinking and presentation skills. As an opportunity to apply these skills, new employees, who have the potential to be leaders at workplaces in 2030, presented proposals to the company under the theme "Our Proposal Based on the Five Basic Strategies of VISION 2030: Changing the Future. We Will Change It." This allowed for direct dialogue with leaders from key departments. |
| No. of Trainees | 116 (Males: 87, Females: 29) |
| Total Training Hours | 17,787 hrs |
| Basic Business Skills Training Programs (Online) | |
| Details | Trainees aim to develop the qualities required to become a manager. In addition to on-the-job training, we promoted the reskilling of individual employees not only by providing training for employees appointed by the company, but also by increasing the number of opportunities for voluntary training to embody “self-initiative, autonomy, and collaboration,” the concept of the new work style we introduced in April 2021. Thinking, project management, interpersonal skills, accounting and management skills “Apple & Orange,” and global business skills training. |
| No. of Trainees | 180 (Males: 122, Females: 58) |
| Total Training Hours | 1,763 hrs |
| Training for Newly-promoted Management Staff (Online) | |
| Details | Message from the management, understanding each role, and strength finder (leadership development utilizing strength) |
| No. of Trainees | 121 (Males: 104, Females: 17) |
| Total Training Hours | 928 hrs |
| Line Manager Training Program (Online) | |
| Details | (1) Awareness of one's roles, labor management, mental health management, compliance, and diversity (understanding diversity such as LGBTQ, harassment, women's empowerment, etc.), (2) Subordinate development skills |
| No. of Trainees | 127 (Males: 114, Females: 13) |
| Total Training Hours | (1) 762 hrs (2) 796 hrs |
Career Training
The role of companies in the era of the 100-year lifespan is shifting from “continued employment” to “career development.” In order to improve employee engagement, it is essential to create a framework for further career and growth opportunities. Based on our basic human resource development policy of “self-initiative, autonomy, and collaboration,” we launched the “Autonomous Career Development Promotion” in fiscal 2022 to embody the independence and autonomy of each and every employee.
Key Achievements of Career Training (Mitsui Chemicals, Inc. registered employees in FY2023)
| Name of Training Program | Program objectives | Number of participants | Male participants | Female participants | Training Hours (hrs) |
|---|---|---|---|---|---|
| Self-Leadership Program (The Seven Habits) | Based on Stephen R. Covey's “The 7 Habits of Highly Effective People,” learn perspectives and attitudes that will help you achieve long-term and effective results. | 16 | 9 | 7 | 229 |
| Self-Leadership Program (Self Empowerment) | To recognize one's own leadership, to think about the meaning of work and one's own guiding principles, and to connect them to actions to be taken tomorrow. | 19 | 13 | 6 | 285 |
| Career Workshop (by Generation) | Pursue personal potential and design future careers according to career challenges specific to each generation. | 56 | 39 | 17 | 401 |
| Ear-only Participation Career Seminar | Feel free to attend (anonymous, only observe). Easy-to-understand tips and ideas for thinking about their careers. | 114 | 59 | 55 | 171 |
Digital transformation (DX) training (E-Learning)
As a basic strategy for promoting DX under VISION 2030, Mitsui Chemicals aims to improve our digital literacy and shift to a data-driven organizational culture by improving the literacy of all employees and training them to acquire specialized skills. In FY2021, as part of our endeavors to improve the digital literacy of all employees, we defined four levels for DX talent from 0 to 3, created a talent development plan based on the skills to be acquired at each level, and began implementing the plan. By the end of FY2023, 2,043 Group employees have completed level 1 training. Furthermore, from among these, we have selected candidates to advance to levels 2 and 3, and are progressing with the in-house training of data scientists who utilize data to solve problems as specialized personnel, aiming to train 165 individuals by FY2025.
These programs are designed to train data scientists who play a core role in various fields, not only to develop new business models, but also to aim for skill improvements in the domains of safety, production, and quality in our Works.
Key Talent Management
System for Developing Successors for Critical Positions
The Mitsui Chemicals Group defines candidates for critical positions—such as division heads and above at Mitsui Chemicals, and presidents of large affiliates—who are expected to lead the transformation of our business portfolio with a focus on social issues, or who can simultaneously achieve new insights and transformations in building solution-based business models utilizing global expansion and M&A, as "Future Executives*1" and "Key Talent*2." Key Talent Management is a core initiative of Mitsui Chemicals' human resource management, which has established a culture within the organization of discussing each candidate's career, personal interests and aspirations, and development plan. The system has been operating since fiscal 2016 as a common system for the Group and globally.
*1 Our group employees who are future sector president candidates at Mitsui Chemicals, Inc.
*2 Our group employees who are future general manager candidates at Mitsui Chemicals, Inc.
Key Talent Management System
According to the Company's Corporate Governance Guidelines, "Key Talent Management" is positioned at the core of the system that ensures the effectiveness of the succession planning for senior management (CxOs and sector presidents). These activities are appropriately monitored by the Board of Directors.
Key Talent Management clarifies the qualities required for executives and carries out early selection and strategic development of "Future Executives" and "Key Talent." Every year, all members of senior management, including the President/CEO, CxOs, sector presidents, and general managers of each business division and office, participate in Function and Corporate Key Talent Management Committees as consultative members. At the Group and global levels, they select next-generation talent, formulate development plans for each candidate, and spend time discussing their details. In addition, to grasp the direction and readiness of the development, we conduct assessments using external specialized agencies and create opportunities for development and placement to accelerate the appropriate development of each candidate. In FY2022, we redefined the expected roles, competencies, experiences, and necessary qualities for each senior management position for achieving VISION 2030. In FY2024, based on these definitions, we will parallelly work on designing development plans that identify successor candidates early and ensure diversity.
Additionally, we have set as non-financial KPIs in VISION 2030 the ratio of diversified executive officers (at least three women and at least ten non-Japanese and career hires), and are working to build a diverse talent pool.
Successor selection and development for critical positions
The critical positions for implementing each strategy and positions for which assignment should be promoted (to train next-generation future executives) are being identified and approved by the Corporate Key Talent Management Committee, and successors are being planned for such development positions. The committee also creates succession planning for these positions. We have identified some 100 critical positions and development positions across the world, and are actively acquiring suitable human resources from inside and outside the Group to fit them.
The progress of key talent management and succession planning for critical positions is periodically reported to the Board of Directors. Doing so enables the Board to monitor the progress of talent pipeline development periodically and objectively. We are also proactive in making suggestions from the aspect of strengthening the pool of human resources who will be considered by the Nomination Committee for the nomination of director candidates, thus creating a framework with strong capabilities for the whole Group.
Key Talent Management Processes
Key Talent Management Assessment System
*1 The proportion of Group employees who are future sector president candidates at Mitsui Chemicals, Inc.
*2 The proportion of Group employees who are future general manager candidates at Mitsui Chemicals, Inc.
Qualification and experience required for future executives
Two HR requirements for future executives:
- Must possess knowledge and experience to manage the business accurately and fairly towards achievement of the business vision.
- Must possess keen insight, a wide view, ethics, fairness, and honesty.
Progress and Future Prospects
| Progress in FY2023 |
|---|
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| Plans for FY2024 |
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Successor Coverage Rate / Number of Executive Officers with Diverse Backgrounds
The successor coverage rate* shows the percentage of secured successor candidates versus the number of critical positions to achieving company-wide strategies. The rate is regularly monitored. Today, many companies are working on succession plans and succession planning in order to avoid the risks associated with the absence of successors. We have established the successor coverage rate as a non-financial metric in VISION 2030, and publish it externally so that we can quantitatively grasp its status and ensure its effectiveness. We have also set the number of executive officers with diverse backgrounds as a non-financial metric (executive officers in 2030: at least three women and at least ten non-Japanese and mid-career hires). This has been done not only to ensure continuous and stable development of successors, but also to manage the effectiveness of key talent management from the perspective of diversity. In April 2022, woman, non-Japanese, and mid-career hire were added to the executive officers.
Going forward, we will continue to work on talent management, accelerating it with business measures that meet the needs of society and the times.
*Successor Coverage Rate:
The number of successor candidates for critical positions / The number of critical positions.
Successor coverage rate for critical positions
