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Our Material Topics

Material Topics and VISION 2030

Non-financial metrics

We have set KPIs and targets that are linked to our material topics as non-financial metrics for VISION 2030. We aim to enhance our corporate value by effectively monitoring the financial and non-financial aspects of our management practice. For KPI, we have designated an officer or a general manager who is responsible for monitoring the progress, and each division manages these KPIs by incorporating them into their annual budgets and targets. In addition, the Corporate Sustainability Committee and the Company-wide Strategy Committee will review progress and related issues from the perspective of how progress toward KPIs each fiscal year will contribute to the achievement of non-financial targets for 2030 (consistency and appropriateness of KPI/target setting) and how efforts to achieve non-financial targets will contribute to the achievement of financial targets (relationship between financial and non-financial targets).

Targets and Results

Contributing to a sustainable society

FY2022 Results	FY2023 Outlook	FY2030 Target
Non-financial KPIs	Blue Value™ products sales revenue ratio
Responsible officer	Responsible officer for Corporate Sustainability Division
22%	24%	40%

FY2022 Results	FY2023 Outlook	FY2030 Target
Non-financial KPIs	Rose Value™ products sales revenue ratio
Responsible officer	Responsible officer for Corporate Sustainability Division
21%	25%	40%

FY2022 Results	FY2023 Outlook	FY2030 Target
Non-financial KPIs	GHG emissions reduction rate (Scopes 1 and 2) ^{*compared to FY2013}
Responsible officer	Responsible officer for Corporate Sustainability Division
27%	26%	40%

Prerequisites for business continuity

Safety

FY2022 Results	FY2023 Outlook	FY2030 Target
Non-financial KPIs	Incidence of major accidents & serious occupational injuries
Responsible officer	Center Executive, Production & Technology Center
Zero	Zero	Zero (over the course of VISION 2030)

Respect for human rights

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FY2022 Results	FY2023 Outlook	FY2030 Target
Non-financial KPIs	Response to human rights risks
Responsible officer	Responsible officer for Corporate Sustainability Division
Revised & announced of Human Rights Policy Implemented human rights due diligence	Implemented human rights due diligence Establishment of internal structure for addressing human right risks	Identification & correction of risks by setting up a human rights due diligence system for all of our bases, both domestic and abroad

Risk and compliance management

FY2022 Results	FY2023 Outlook	FY2030 Target
Non-financial KPIs	Incidence of major legal and regulatory violations
Responsible officer	Responsible officer for Compliance Management Committee
Zero	Zero	Zero (over the course of VISION 2030)

Product quality

FY2022 Results	FY2023 Outlook	FY2030 Target
Non-financial KPIs	Incidence of PL accidents & serious product quality incidents
Responsible officer	Responsible officer for RC & Quality Assurance Division
Zero	Zero	Zero (over the course of VISION 2030)

Stable production

FY2022 Results	FY2023 Outlook	FY2030 Target
Non-financial KPIs	^{Introduction of advanced technologies} Implementation of advanced production technology centered on AI/IoT
Responsible officer	Center Executive, Production & Technology Center
12 instances	10 instances	100 instances (over FY2021-2030)

Abilities essential to business continuity

Corporate culture

FY2022 Results	FY2023 Outlook	FY2030 Target
Non-financial KPIs	^{Improvement of employee engagement} Engagement surveys
Responsible officer	Chief Human Resources Officer (CHRO)
Implementation rate for improvement plans from our FY2021 survey: 100%	36% or more	50%

Human capital

FY2022 Results	FY2023 Outlook	FY2030 Target
Non-financial KPIs	^{Key talent management} Successor coverage rate for critical positions
Responsible officer	Chief Human Resources Officer (CHRO)
211%	235% or more	250%

FY2022 Results	FY2023 Outlook	FY2030 Target
Non-financial KPIs	^Diversity Number of executive officers with diverse backgrounds (women, non-Japanese, and mid-career hires): ^{Mitsui Chemicals, Inc.} Ratio of women in management positions (manager-level or above)^{Mitsui Chemicals, Inc.}
Responsible officer	Chief Human Resources Officer (CHRO)
Diversity rate of future executives: 17.8% 5%	Diversity rate of future executives: 20% or more 7% or more	10 or more (including at least 3 women) 15%

FY2022 Results	FY2023 Outlook	FY2030 Target
Non-financial KPIs	^{Health-focused management} Average rate of lifestyle-related diseases ^{Mitsui Chemicals, Inc.} Frequency of absences from work due to mental health disorders^{Mitsui Chemicals, Inc.}
Responsible officer	Chief Human Resources Officer (CHRO)
9.5% 0.51	Less than 9.25% Less than 0.47	8.0% 0.25

Digital transformation

FY2022 Results	FY2023 Outlook	FY2030 Target
Non-financial KPIs	^{Training of DX specialists} Number of data scientists
Responsible officer	Chief Digital Officer
34	83	165 (by FY2025)

Innovation

FY2022 Results	FY2023 Outlook	FY2030 Target
Non-financial KPIs	^{Pipeline expansion} Number of development themes in the latter half of our Stage Gate System
Responsible officer	Center Executive, R&D Center
Launched corporate venture capital (CVC) operations Stage 1 themes registered: 38	Stage 1 themes registered: 30 or more	Double or more (vs. FY2020)

FY2022 Results	FY2023 Outlook	FY2030 Target
Non-financial KPIs	^{Value creation for beyond 2030} Number of new areas of development at our Frontier Technology Center
Responsible officer	Center Executive, R&D Center
3 candidate	3 or more candidates	3 or more areas

Partnerships

FY2022 Results	FY2023 Outlook	FY2030 Target
Non-financial KPIs	Sustainable procurement
Responsible officer	Chief Digital Officer
Engaged in communications with partners to solidify our efforts in this area ^{Improvement request meetings: 9 companies}	Promotion of sustainable procurement ^{Opinion exchange held with partners to build shared vision: 12 or more companies}	80%