Corporate Governance & Human Resources

Initiatives for Human Resources

Basic Policy

Mitsui & Co., with its long history and traditions, has held the belief that human resources are its greatest asset and has always maintained its objective of training and developing human resources who can contribute to society. This is where the phrase "Mitsui is people" came from. To implement its management philosophy and to realize one of its mission statements, "We're building a better future for people and planet", Mitsui considers it most important to continue to raise the quality of individual personnel through human resources training and development activities.

Key Elements of Mitsui & Co.'s Human Resources System

Mitsui & Co. has long maintained its belief that "human resources are our greatest asset" (focusing on human resources) and embraced the values of "Focus on Human Resources", "Open-mindedness", and "Challenge and Innovation." Mitsui's human resources system emphasizes such philosophy and values as it strives to be a company where employees are motivated to work with vitality. Mitsui positions its human resources system as a "means for fulfilling its corporate mission and realizing its management philosophy" and focuses on the following three key policies.

Three key policies of human resources system

1. Dissemination of Mitsui's Management Philosophy Comprising Its Mission, Vision and Values (MVV)

Through introducing an appraisal standard that does not focus simply on short-term quantifiable performance, but places importance on how an employee's work contributes to achieving our management philosophy over the medium-to-long term in the personnel system, we will ensure thorough dissemination and sharing of our MVV broadly among employees.

2. Development of Human Resources

We will develop human resources who can take the leadership in implementing our management philosophy.

3. Appropriate Appointment and Allocation of Personnel

We appoint and allocate human resources effectively from a company-wide perspective, based on appropriate human resources management.

Human Resources Development

Mitsui & Co.'s View on Human Resources Development

From its initial stages, employee training at Mitsui & Co. is designed to foster human resources that are capable of global group management.

Throughout its long tradition, Mitsui has always focused on human resources. Our approach to human resources development is represented in the company's saying, "The individual builds the business, and the business cultivates the individual". As the words signify, the company's priority mission is to develop talented human resources by encouraging each individual to create business. Indeed, it would be no exaggeration to say that this is the company's ultimate raison d'etre. For this reason, we regard on-the-job training (OJT) as the cornerstone of human resources development. We also implement comprehensive off-the-job-training by various forms of training to support and supplement human resources development through OJT.

Human Resources Development Programs

To achieve the goal of fostering human resourced capable of global group management, we have built a wide variety of human resources development program for every job grade and band, from new employees through to leadership level employees, including milestone training, optional training, and training by invitation. While deepening these grade-rank based training programs, we are also working to expand and enhance business skills training and professional training programs with the aim of increasing our employees' specialist knowledge in various fields. An introduction to each training program can be found on the company's intranet, along with an explanation and overview of our human resources training philosophy, and we encourage our employees' self-motivated participation.

We have numerous overseas dispatch programs that are designed to enable employees to conduct business on a global basis. Programs include Foreign Language & Business Culture Training and Business School Dispatch. We also dispatch young employees under the Overseas Developmental Dispatch system, enroll promising employees in the Harvard Business School Global Management Academy (GMA), which is designed to foster next-generation leaders with the capacity for global management, and Executive Education (EE), which is a short-term program for dispatching managerial-level employees to business schools in Europe and the US.

Human Resources Development Program (FY17/3)

Training Programs (abridged edition)

Training Programs (abridged edition) (PDF 588KB)

Main Human Resources Training Programs and the Number of Participants/Dispatched Employees

Please scroll horizontally to look at table below.

Category Training Programs Outline Number of participants FY17/3
Compulsory training Management Tr, Line Manager Tr, Leadership Tr, Managerial Staff Preparation Tr, Administrative Staff Tr, Female Business Staff Tr, New Hire Induction Tr, Mid-career Hire Tr The aim is to foster global group management resources. Participants acquire the management approach, business skills, and mindset required for each milestone, such as new grades and bands. 2,129
Bussan Academy Marketing, Management Strategy, Finance, Logical Thinking, Mindset, Communication, Philosophy, History Professional training with the aim of improving self-development and specialist knowledge. This is optional training that can be taken as needed from options in a broad range of fields. 2,507
Subject to selection criteria Career Design Tr Training programs for senior employees, which are designed to support them in devising the direction of their career autonomously and to adapt to the change of environment and their roles. 368
Optional/ by invitation training Project Manager Development Academy, Cross-industrial Exchange Program, MOC (Mitsui Open College) A variety of training programs, including a cross-industrial exchange program (which aims to promote understanding of different corporate cultures, expand horizons, and build human networks). 4,875
Mitsui Global Leadership Program Foreign Language & Business Culture Tr, Business School Dispatch, Overseas Developmental Dispatch, GMA, EE This is a practical program operated on an invitation/optional basis. Program participants are sent overseas and are surrounded by talented people from around the world, with the aim of developing the mindset and skills needed to become next-generation leaders in global group management. 173

Development of Human Resources Capable of Global Group Management

We also focus on the development of human resources capable of taking responsibility for global group management, which is a key pillar of Mitsui & Co.'s consolidated management.

Since 2002, we have offered employees of our overseas trading subsidiaries a well-developed program of both short-term and medium to long-term training at the Mitsui Headquarters. Short-term programs include JTP (Japan Trainee Program), GMP (Global Managers Program), and GLP (Global Leaders Program), which are offered as milestone training in three stages: the first few years after joining the company; prior to appointment as a manager; and after appointment as a manager. Medium to long-term programs are held for a period of one to three years, and include LBP (Japan Language and Business Program), which provides Japanese language lessons and practical business training, and BIP (Business Integration Program), which provides strictly practical business training.

In order to support human resources development at each group company, and the building of human networks, Japanese group employees are given milestone training, such as Division General Manager Training, Department Manager Training, and New Hire Induction Training, in addition to the optional training offered through the Bussan Academy as described above.

Since 2011, in partnership with the Harvard Business School, we have held the Harvard Business School Global Management Academy (GMA) described above, with the goal of integrating employees of the Headquarters, overseas offices, and group companies, and a diverse program has been implemented. Participants have included global group employees, as well as the employees of overseas partner companies.


We have given a boost from a personnel affairs aspect, in order to rouse our employees' tenacity and willingness to take on challenges, so that each of them can work with vitality and high motivation. The objectives of conducting the appraisal process are not only to enhance employee understanding of Mitsui's management philosophy and motivate employees to meet management objectives, or to provide input for fixing compensation or assigning new positions, but also to promote human resources development through the appraisal process. Employees meet periodically with their managers for appraisal meetings and receive comprehensive feedback on their performance and specific contributions. These meetings create an effective framework for human resources development.

One Trainee's Story

During my business trip to MauritaniaDuring my business trip to Mauritania

Foreign Language & Business Culture Trainee (France, French)
Zhang Di

In my first four years with Mitsui & Co., I was responsible for Asian business in the Chemicals Business Unit. I made business trips frequently and learned first-hand the importance of the business frontline. While I enjoyed my work very much, I applied to study French as a Foreign Language & Business Culture trainee because I wanted to take up the challenge of a completely new field. I spent the first year of the program immersed in studies of the French language and culture at a language institute and graduate school in France. I handled all of the arrangements for my program by myself, including visas, accommodation, and school enrollment. In retrospect, I realize that this was my first experience of negotiating with local people, which actually was my first step on the ladder to becoming a language specialist and regional specialist. In my second year, I undertook on-the-job training and was charged with handling Francophone Africa business at the Paris Branch of Mitsui & Co. Europe. I worked on an iron ore project in Mauritania, where iron ore is a core industry contributing one-quarter of GDP. When I went to Mauritania, I saw mountains of iron ore piled up at the port, and I saw people who took pride in their work because of the contribution that they were making to their country. Those experiences incited in me a strong desire and sense of mission to contribute to prosperity in Mauritania through my work. I will never forget the experience of spending six hours negotiating an agreement with the partner company for this project. Through day-to-day tenacious dialogue with the partner company, we steadily overcome each issue and deepened our mutual understanding. I believe that the secret of our success in concluding the agreement was that, through that tireless process, both parties came to desire to build a long-term partnership. Through this overseas language training program, I experienced for myself the importance of accepting the culture and values of other people and committing yourself boldly to frank and open dialogue. It was excellent opportunity for growth as an individual and as a business person.