Message from the General Manager of Human Resources & General Affairs Div.
Why is it important to build a Global HR organizational structure, and what are the challenges and commitments?
Senior Executive Managing Officer, General Manager of Human Resources & General Affairs Div.
Yoshiki Hirabayashi
In our Medium-term Management Plan 2026, we have positioned, development of capable individuals, inclusion and strategic assignment of personnel as the three pillars of our human resources strategy. Through these measures, we aim to strengthen our cross-industry proposal capabilities globally. Our diverse human resources share professional knowledge across industries and regions, and continually push each other to greater heights for the creation of new value. For talent management that encourages such active participation to smoothly operate across business area and regions, it is essential to establish a human resources foundation that can be used globally, that is, a global data platform like Bloom as a framework of human affairs and appraisal as well as understanding individuals. Furthermore, we introduced Global Talent Management Policy in July 2024. This is a guideline that defines a common vision that both employees and the company aim to achieve through realizing employees' skill development and career aspirations by engaging in business activities. We adopt a simple and easy-to-understand foundation of human resources and a guideline like these commonly at a global level within the company, including the regional business units and regional blocs. Of course, the policy for occupational health and safety, efforts towards well-being and creating an inclusive environment are equally important to establish a foundation that offers employees peace of mind. To establish such a global group HR infrastructure is an important role of the CoE. On the other hand, the HRBP, the front line of the global group human resources structure, plays the role of delivering the HR infrastructure and solutions according to the environment and situation of each business unit, regional business unit, and regional bloc. The OPE also supports the roles of the HRBP by utilizing professional knowledge and cooperating with it. It is fair to say that the cooperation between HRBP and OPE greatly impacts the globally active personnel of our company.
Global Group HR Organization Structure
CoE（Center of Excellence）
A common global HR infrastructure is essential for enabling employees around the world to participate in the creation of new value on a global scale across multiple industries. The CoE facilitates smooth human resource management at the global group level by creating and providing common personnel and assessment systems, talent management infrastructure, transfer guidelines, and policies on well-being and occupational health and safety that can be used globally. The Human Resources & General Affairs Div. serves as Mitsui’s CoE.
HRBP（HR Business Partners）
The HRBP organizations are led by HR coordinators at each business unit and regional CHROs who are the contact points for individual employees. Their role is to support individual employees to fully realize their potential in their work. In Mitsui, HR coordinators in business units and corporate divisions, and CHROs in regional business units and blocs work closely to provide career consultation to individual employees and to consider training and transfers based on requirements for and situations of each region and business.
OPE（Operational Excellence）
OPE units are professional organizations established to administer the operational processes needed to ensure the reliable operation of the mechanisms that empower global human resources. They administer personnel systems and policies while providing the group with specialized knowledge. OPE functions are provided under contract by Mitsui & Co. Business Partners Ltd. (MBP) and Mitsui & Co. HRD Institute (MHR).