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Human Resources Management

Corporate Culture Transformation

Initiatives Towards Our Ideal State

Top Management Intensive Discussions

In response to the engagement survey results and deep analysis of the reasons for not achieving the 2025 long-term business plan, we launched our "Corporate Culture Transformation" initiatives in FY2021 to achieve Vision 2030. In particular, in FY2022 we organized intensive dialogues on transformation in the Group’s corporate culture that will be vital in the effort to make VISION 2030 a reality. Participating in the discussions, which took place over a 10-month span, were the president and responsible officers (members of the Strategy Committee). In the workshops, participants worked to develop an action plan for FY2023 by taking about several questions with a bearing on the realization of the Group’s ideal state: what elements of the Group’s culture and behavior should stay the same and what should change, what each individual participant would do in that context, and how the top management team should go about implementing the necessary measures.

In FY2023, we held a meeting at the beginning of the year with all officers to exchange opinions on each action plan, followed by implementation in each sector and responsible division. Through progress sharing and opinion exchange within the Group, we carried out a series of processes to connect these efforts to next year's strategies. We will continue to mutually confirm these initiatives in forums such as the management committee. We will also continue to foster a corporate culture that supports business portfolio transformation.

Promoting Internal Communication

In April 2023, we launched "Hashimoto Radio," in which President & CEO Hashimoto speaks on specific topics one at a time, responding directly to employees' opinions and questions. The concept is to "connect with employees through the voice of the President & CEO." He discusses a wide range of topics, from casual matters to the future of the company and career advice, sharing his thoughts and ideas directly with employees.

The radio content is also shared in English and Chinese, ensuring the president's voice reaches the entire Group. Additionally, the CHRO engages in dialogues on "Cultures to Keep and Cultures to Change" using company history at various business sites and overseas sites, while the sector president of the R&D Center hosts roundtable discussions. Cross-departmental project promotions, encouragement from the top management to employees, and employee-driven initiatives for transformation are also being implemented. By enhancing the connection and communication between management and employees, these efforts effectively advance corporate culture transformation.

Diversity

The Mitsui Chemicals Group positions diversity as one of its core values, based on the belief that promoting diversity is essential not only for fulfilling our social responsibilities but also for the sustainable growth of our Group. Diverse ideas from a diverse range of people are sources of innovation, essential for sustainable continuity, and the promotion of diversity is an important management strategy.

The Mitsui Chemicals Group is resolute in not permitting any discrimination whatsoever based on race, national origin, birthplace, social origin, caste, family lineage, religion, disability, age, gender, sexual orientation, gender identity, family background, marital status, membership of unions, political views, or any other differences as stated in the Mitsui Chemicals Group Human Rights Policy. Aiming to adapt to the diversifying career ambitions of our employees and the changing values perceived for each work style, we are working to implement various diversity promotion measures.

The Facebook Page is updated frequently. (MCI HR Div. Diversity & inclusion Dept.)

Diversity Promotion Structure

The Mitsui Chemicals Group's diversity promotion system started with forming the Promotion of Women’s Empowerment team in fiscal 2006. As diversity continues to expand, we have continued to change our structure, and in FY2019, strengthened our structure as a department that oversees and supports the activities of all minorities within the company. Furthermore, in 2022, the organization was renamed the Diversity, Equity & Inclusion Group, and is committed to achieving equity.

As part of the initiatives for VISION 2030, we have set the target number of diverse executive officers and ratio of female employees in management positions, and the management is committed to promoting diversity by reporting on its progress and measures to the Management Committee for approval.

History of the Promotion System

2006	The Promotion of Women’s Empowerment team was formed with the aim of fostering female managers and creating a pleasant working environment for women.
2015	The Diversity Promotion Office was established in the Human Resources Division to further focus on the recruitment, training, and promotion of women in response to the passing of the Act on the Promotion of Female Participation and Career Advancement in the Workplace.
2016	Expanded the scope of responsibilities and support of the Diversity Promotion Office from women to all minorities in the company.
2019	Changed the name of the organization to the Diversity & Inclusion Department, with the aim of spreading the importance of inclusion.
2022	Changed the name of the organization to the Diversity Equity & Inclusion Department to emphasize and promote equity initiatives.

Encouraging Women’s Advancement

Even before the launch of the Promotion of Women’s Empowerment team, the Mitsui Chemicals Group had been working to actively promote women in its business activities by assigning female employees to Works and actively hiring women in career-track technical positions. Since establishing this team, the Company has been working to enhance its systems, and has focused on fostering a corporate culture in which women can build their careers. As a result, the Company has reached a point where very few women leave their jobs due to lack of systems to support childcare.

Our initiative for empowerment of women in the workplace is in its third phase, and currently the biggest challenge is to increase the number of women in decision-making positions. To achieve this, the pipeline of female employees needs to be filled, and the ratio of Company-wide female employees needs to be increased in order to raise the number of women who are candidates for management positions. Therefore, we have set the ratio of female managers and the ratio of female hires as indicators for the empowerment of women, and are promoting these initiatives.

Increasing the Ratio of Women in Management Positions

We have set short-, medium-, and long-term targets for the ratio of female managers in the Company, and are promoting efforts to achieve them. Specifically, the goal is to raise the rate to 7% by the end of FY2024 and 15% by the end of FY2030.

To achieve these goals, we believe it is necessary to further deepen accurate knowledge about diversity through management and communication, particularly among managers, and to close the gap in the ratio and speed of promotion to manager-level positions between male and female employees. This is because the women currently falls behind their male colleagues in this regard.

Based on this belief, we have conducted training and activity on the theme of unconscious bias for department managers and newly appointed line managers to promote correct understanding that, even during childcare, opportunities for advancement should be given based on communication with the employees on childcare leave and that appropriate consideration should be given not only to women but also to men during the childcare period. We are striving to spread correct understanding about this. Other lectures on the theme of empowerment of women in the workplace are given by responsible officer for human resources and outside directors.

Increasing the Ratio of Female Recruits

Regarding the target values for the ratio of female employees, we have set a target of at least 40% for administrative positions and 25% for technical positions in FY2024 for career-track positions. We will aim to have at least 30% of new hires be women and to build a talent pipeline that retains that ratio.

In addition, we have set a goal of 10% of female employees in FY2024 for skilled positions. We set this target based on the fact that the current ratio of female graduates of technical high schools and technical colleges who majored in mainly eligible disciplines is approximately 10%.

In order to achieve these goals, we are proactively introducing female employees who are keen to build their careers, and providing a comfortable working environment for women in our recruiting activities.

CEO Message for Women's Empowerment

Mitsui Chemicals is aiming to change its business model by transforming the business portfolio. We must create an environment where a diverse group of people can make the most of their unique talents and potential, and expect ever more opportunities for women to fulfill their potential. We provide a better work environment for employees with family responsibilities such as childcare and caregiving, as our employees have been using our teleworking program more effectively since the COVID-19 pandemic. Such a work environment will also create promotion opportunities for women. We will continue to implement initiatives that encourage the recruitment of talented people.

HASHIMOTO Osamu Representative Director, President & CEO

A Message from the Outside Director

Promotion of workplace diversity—the source of innovation and reform—is indispensable for Mitsui Chemicals to contributing to a sustainable society and create corporate value through its business model transformation and business portfolio reform.

The Company lists “Diversity” as one of its Core Values, and is committed to permeating the true value of diversity throughout its organizations to further improve its capabilities as a whole. Empowerment of women in the workplace is the first step to achieve this diversification and its progress is clearly visible and monitorable.

Women advancement plays a key role in Mitsui Chemicals’ sustainable growth and can provide a significant impact on its medium- to long-term business results. Therefore, this progress can serve as an indicator of Mitsui Chemicals’ commitment.

I will continue advising on and supervising this progress as an outside director.

YOSHIMARU Yukiko Outside Director

*To secure diversity in the Board of Directors, we try to appoint more than one female director since 2006.

*Each affiliation is from the time when the article was created.

Ratio of Female Employees (Mitsui Chemicals, Inc. registered employees)

*The ratio of women in management positions (manager-level or above), managed as a non-financial KPI, is calculated based only on regular employees, excluding re-employed individuals.

ESG Performance Data (Recruitment)

Non-Japanese national Employees’ Active Participation in the Workplace

The Company began the full-scale hiring of non-Japanese employees in Japan in 2005. In order to help foreign nationals working in Japan maximize their abilities regardless of race or nationality, we provide dedicated consultation services for non-Japanese employees working in Japan. In addition to supporting work and life styles, we are committed to maintaining a workplace that provides all employees, including non-Japanese employees, with a good work environment and employing talented people.

Specific Examples of Assistance Provided to Non-Japanese Employees

Assisted with Japanese language training
Assisted with visa procedures
Addressed daily inquiries about HR systems, initiatives, company rules such as work regulations, etc.
Conveyed information required for working in Japan in English and Japanese
Conduct inclusion seminars (promote awareness of cultural differences)
Created English manuals for HR-related applications
Responses to consultations from non-Japanese employees (assigned staff in charge to each business site)

Enabling Employees with Disabilities to Reach Their Full Potential in the Workplace

In hiring employees with disabilities, the Company goes beyond achieving the statutory employment ratio and is committed to maintaining an environment in which people with disabilities can play an active role while accumulating their skills, and feel accepted as members of the organization. Before assigning an employee with a disability into a certain position, we select the most appropriate place for the employee so as to avoid putting under pressure on the employee to adapt to the work environment. In addition to conducting training sessions at sites that accept employees with disabilities to help other employees understand what a disability entails, we set incubation periods and adaptation/learning periods for a certain period after hiring, and introduce measures suited to the employee’s particular disability to enable them to work smoothly. We also provide regular interviews for both employees with disabilities and their superiors to help to retain employees with disabilities in the workplace. Listening to difficulties and issues from both sides helps to improve the workplace environment and work styles and creates a comfortable work environment.

We also offer subsidies for learning skills that are useful to employees with disabilities in their work, such as language and computer skills, to help improve their skills in a way that is suited to their individual talents.

In FY2023, we conducted in-person training on the theme of "Assertion" aimed at employees working in the head office under the disability employment framework, particularly those with mental and developmental disabilities, to help them develop communication skills that reduce stress.

Participation in Initiatives

The Mitsui Chemicals Group has endorsed and signed on to "The Valuable 500" in October 2019. Launched at the World Economic Forum’s Annual Summit, the Valuable 500 is an initiative created to promote the participation of people with disabilities. The initiative looks for business leaders to carry out reform that allows disabled people to fulfil their potential in business, society and the economy.

The Mitsui Chemicals Group joins "The Valuable 500."

Ratio of Employees with Disabilities (Mitsui Chemicals, Inc. registered employees)

Breakdown of Disabilities among Employees with Disabilities (Mitsui Chemicals, Inc. registered employees)

*As of June 1, 2023. Severe disabilities are not counted as double; each individual is counted as one.

Employee Comments

"A workplace where I can improve myself"

I feel that my workplace is "a place where I can make the most of my strengths and refine myself through my work." I had no working experience, so when I first joined the company, I didn’t know anything, and was simply anxious, but with the support of the people around me, I was able to settle in.

Currently, the main part of my job is to assist with accounting. I originally came from a science background, and did not know the first thing about accounting when I joined the company. But from my first year I was involved in accounting work and was able to learn accounting knowledge not only through classroom learning but also through practical experience. In FY2022, my third year, I was able to participate in project meetings with people from other companies, and I feel that my work is not only rewarding but also that I am growing through it.

In the future, I would like to work with ambition and positive attitude, and grow together with Mitsui Chemicals, unbound by the framework of employment of people with disabilities.

Joined the company in 2020 (developmental disability)

Retired Employees’ Active Participation in the Workplace　

Mitsui Chemicals is moving forward in making use of the wealth of experience possessed by senior human resources, and to those retired employees who wish to continue working, calls for ongoing employment through its system of rehiring. We do this to address the challenges presented by the shortage of human resources associated with our expanding business operations and the generational retirement of whole generations of employees who were recruited in large groups, as well as to utilize employees who are highly motivated to work, even after their retirement. From fiscal 2018, we will improve the level of compensation offered when rehiring to increase the numbers of employees who wish to continue working.

ESG Performance Data (Service and Turnover)

LGBTQ Awareness

The Mitsui Chemicals Group Human Rights Policy prohibits all forms of discrimination whatsoever, including discrimination against sexual orientation and gender identity. In 2021, we launched a project involving business sites and began studying initiatives to improve the ease of working for the LGBTQ community, leading to the current measures. Many of the early project members are promoting the initiative as LGBTQ contact persons at their business sites.

Gender Non-Response in Recruitment

In November 2020, we endorsed the LUX Social Damage Care Project announced by Unilever Japan Customer Marketing K.K., by abolishing the requirement for gender description when applying for a job.

Mitsui Chemicals LGBTQ Ally Declaration and Establishment of Dedicated Contact Point

The "Mitsui Chemicals LGBTQ Ally Declaration" is aimed at increasing the number of "allies (supporters)" who show an attitude of understanding the LGBTQ community. The Declaration demonstrates a desire to actively learn to understand LGBTQ on their own and to be there for the LGBTQ community. President Hashimoto was the first person to sign the Declaration, and others are also promoting activities to increase the number of Allies.

In addition, a dedicated LGBTQ consultation service has been established to respond to LGBTQ-related harassment and coming out cases (consultation requires the consent of the person who has come out), as well as inquiries regarding the use of company-provided benefits.

Benefits Coverage for Same-Sex Partners

Effective October 2022, employees who inform the company of their same-sex relationship will have their same-sex partners viewed in the same way as opposite-sex partners with respect to certain leave, leave of absence, and benefit programs. In the second phase, from January 2024, condolence payments and partial application of mutual aid association benefits have been initiated.

In order to create a climate conducive to the use of the system, the Company is working on the development of an environment in which LGBTQ employees can work with peace of mind, and on the consideration of measures to facilitate their use of the system.

Application Overview

Company systems affected	Paid leave relating to marriage, bereavement, caregiving or nursing Unpaid leave relating to childcare or nursing Rental of company housing Condolence payments Mutual aid association: Family condolence payments, childbirth support payments, childcare assistance payments (for reduced working hours), caregiver usage subsidies
Applicable to*	Mitsui Chemicals, Inc. registered employees (working within Japan) Contract employees (temporary, permanent, or those entering re-employment), depending on the scope of each individual system

Company systems affected

Paid leave relating to marriage, bereavement, caregiving or nursing

Unpaid leave relating to childcare or nursing

Rental of company housing

Condolence payments

Mutual aid association: Family condolence payments, childbirth support payments, childcare assistance payments (for reduced working hours), caregiver usage subsidies

Applicable to*

Mitsui Chemicals, Inc. registered employees (working within Japan)

Contract employees (temporary, permanent, or those entering re-employment), depending on the scope of each individual system

*The coverage of the system will be expanded in stages.

Training

Education on the subject of harassment (e-learning):
As part of legal compliance education, we provide a workplace “harassment” course, which included prohibition of discrimination and harassment based on sexual orientation, in addition to sexual harassment and power harassment (abuse of power). All employees take the course every year.
Workplace discussion on Sexual Orientation Gender Identity (SOGI) harassment:
We have added Sexual Orientation Gender Identity (SOGI) harassment as an option for the topics to be discussed during the Workplace Discussion, where employees talk about various topics related to legal compliance at their workplaces.
New line manager training program (Diversity Seminar)
In the Diversity Seminar, employees are educated through group work on harassment related to SOGI and the actions to take when consulted by LGBTQ employees.
Training for LGBTQ Contact People
Practical education is provided for contact people at each business site, including role-plays of actual cases in which external experts pretend to be facing an issue and consult the contact people.
Education for personnel in charge
Since some of our benefit programs began to apply to same-sex partners of employees in 2022, we have been educating relevant application category information handlers and company housing staff about promoting LGBTQ understanding and to deepen their understanding of how to operate the programs.

Participation in Initiatives

In the PRIDE Index*, the Company has received its first "Gold" certification in 2024, which evaluates the Company's efforts to address issues facing LGBTQ+ and other sexual minorities, established by "Work with Pride," a general incorporated association that supports the promotion and establishment of diversity management related to the LGBTQ community.

*PRIDE Index:
Japan's first index for the evaluation of LGBTQ+ initiatives in the workplace, created by the general incorporated association "Work with Pride." Initiatives are categorized into five assessment indices that match each letter of "PRIDE" (Policy: declaration of action; Representation: network of LGBTQ+ parties; Inspiration: awareness-raising activities; Development: HR systems/programs; and Engagement/Empowerment: social contribution and external relations activities).

History of LGBTQ Efforts

FY2016	Voluntary learning session inviting a transgender person (Head office)
FY2017	LGBT awareness training for harassment contact officers in domestic Mitsui Chemicals Group
FY2018	Lecture by a transgender person
FY2018	LGBT awareness-raising lecture as a part of New Line Manager Training Program (held annually since then)
FY2019	A movie to encourage understanding of sexual minorities
FY2020	LGBT lecture as a part of new employee training (introducing the consultation contact, etc.)
	Study group on the Act on Comprehensive Promotion of Labor Measures and SOGI harassment for the Mitsui Chemicals Group HR officers
	SOGI harassment lecture to General Managers and Group Leaders across the Company (450 persons)
FY2021	Conducted lectures on SOGI harassment for team leaders across the company (approx. 430 leaders)
FY2021	Launched Mitsui Chemicals LGBTQ Ally Declaration
FY2022	Launched a hot line dedicated to LGBTQ support
FY2022	Started benefits coverage for same-sex partners
FY2023	Pride Month: Joint film screening and film director talk event with three companies at the head office building.
FY2023	Lecture featuring a guest speaker from the LGBTQ community.

Training and Lectures Related to Diversity Promotion

Unconscious Bias Training for General Manager-level

In order to build a pipeline that extends to the appointment of female employees as directors, we provide training on unconscious bias to general managers based on the belief that it is important for executives to understand unconscious bias and face the challenges of organizations for which they are responsible. In FY2023, the third year of this training, we conducted workshop-style training that delved deeper into unconscious bias within each workplace and discussed challenges and solutions. Additionally, new general managers participated in e-learning designed to help them recognize their own unconscious biases as part of their training.

Diversity Seminar in the New Line Manager Training Program

The New Line Manager Training Program is mandatory for all newly appointed line managers who will be responsible for other staff members. The program will teach them about the roles and necessary skills of a line manager and nurture their work awareness. As part of this training, a diversity seminar is conducted. Running for approximately two hours, the seminar consists of two parts: the first is a lecture on the importance of diversity in organizations and unconscious bias, while the second involves a workshop where participants discuss harassment issues. During the workshop, participants are divided into groups to discuss how they would respond to harassment-related consultations from subordinates, such as SOGI harassment or paternity harassment, learning from each other's perspectives.

Training for Female Skilled Staff (factory operators engaged in technical work)

Training is provided for women in key technical positions who work as operators at Works, with the aim of providing opportunities to interact with female operators at other Works and to think about their careers. In FY2023, the training was held in person for the first time in four years. To emphasize on-the-job learning, the training was conducted at Nagoya Works, with participants gathering from across Japan. A new feature of the training was a program where participants engaged in active discussions with Works executives about career paths and challenges. We will continue to explore and implement measures and initiatives to address challenges in this area.

Women's Careers and Health

Women often work while dealing with health issues like monthly periods, PMS, or menopause, which can be difficult to talk about. We provide opportunities to learn about women's health so that women can take preventive measures and receive support from supervisors or colleagues, ensuring that they do not have to give up on their careers. In FY2023, we held a seminar on "Women's Health Issues by Age Group," with a gynecologist as the lecturer.

Introduction of online health consultation service for obstetrics, gynecology, and pediatrics
Starting in FY2023, we introduced an online consultation service for women's specific concerns, such as menstrual pain, PMS, pregnancy, menopause, and children's health. The purpose of this service is to reduce the time needed and emotional burden of child and obstetric health issues for employees and their families, and to create a time of peace of mind for them.

Dispatching Female Employees to External Career Training Programs

Every year, Mitsui Chemicals dispatches 10 to 20 employees to external training programs designed to improve the management skills and motivation of female employees who are aiming for managerial positions, as well as programs designed to help female candidates for general manager and director positions learn about business management and building external networks. Exchanges with other business women in similar positions from different companies give employees an opportunity to meet women who can become a role model and raise their career awareness.

Understanding Multiculturalism

Since fiscal 2014 we have provided Global Business Skill Training, which teaches the skills needed when working with multicultural teams. This training program is targeted specifically at employees who have been assigned abroad and engaged in overseas business, and involves managing multicultural teams and negotiating with business partners from different cultural backgrounds. About 30 employees are selected to participate in this program each year. Participants learn about the religions, cultures, and ways of thinking of people in various countries and regions, and their backgrounds, through specific case studies under the theme of business communication.

Inclusion Study Session

With the aim of fostering an organizational culture that embraces diversity, we hold "Inclusion Study Sessions" to deepen understanding of people with disabilities, racial and national minorities, LGBTQ community, different cultures, and other issues. Employees with disabilities or illnesses serve as lecturers to talk about their disabilities and their own experiences, and we also invite external experts to conduct online study sessions with participants from business sites across the country.

In FY2023, we offered opportunities to learn about "hearing impairments" and "visual impairments." During the session on visual impairments, three visually impaired employees talked about how their vision varies, the use of white canes and guide dogs, and how to support them appropriately. Additionally, we conducted an "Office Restroom Seminar" for HR and General Affairs personnel at Mitsui Chemicals' various business sites and affiliates, educating them on important considerations when installing new restrooms, including generational, gender, and disability-related needs, with insights from a restroom manufacturer.

By learning to understand and support minorities, we are enhancing awareness of equity and inclusion, thereby contributing to organizational diversity and employee engagement.

Training and lectures for diversity promotion: Fiscal 2023 Results (Total participants: 2,830 people)

Themes	Lecturer	Target Audience
Inclusion Study Session: "Learning About Hearing Impairments"	External lecturers	Employees
Inclusion Study Session: "The Reality of Visual Impairments"	Internal lecturer	Employees
Unconscious Bias Training	External lecturers	General managers, general managers of laboratories, general managers of each Works
Unpacking Gender Differences Through Nobel Prize-winning Research		Employees
Empowerment of Women in the Workplace (Diversity) Training		Business sector line managers
Empowerment of Women in the Workplace (Diversity) Training		Production/technology division executives
Organizational Management Respecting Diversity for Line Managers	Internal lecturer	New line managers
Shift Work Women's Training	External lecturers	Women working in shifts
Pride Month Movie Screening	External lecturers	External and internal employees
Role Model Seminar: 5-Part Series	Internal and external lecturers	Employees
Office Restroom Seminar: Learning from a Restroom Manufacturer	External lecturers	General Affairs and HR personnel
Training on Communication Methods That Respect Both Yourself and Others		Employees with mental or developmental disabilities
LGBTQ Awareness and Understanding Training		Employees
PC Skills Enhancement Seminar (Dispatch)		Employees with disabilities
Parenting Class for Fathers		Employees
Parental Leave Training for Male Line Managers		Managerial personnel
Training to Enhance Support for Balancing Work and Caregiving		Managerial personnel

Lean In Mitsui Chemicals Initiatives

Diversity in Leadership! The Lean In Circle celebrated its third anniversary with over 90 members under the mission "Diversity in Leadership!" It provides a place to learn and practice new skills through dialogue, and promotes horizontal communication among members while ensuring psychological safety and confidentiality. Monthly sessions and special events are conducted in small groups of three to five people online during lunchtime for dialogue, with participants preparing for assignments such as by reading, watching videos, and self-analysis in advance of the session. In its third year, two younger members were newly welcomed as organizers, aiming to further strengthen the group. Based on our experience so far, we will continue to contribute to Lean In's philosophy of "creating a society where all genders are able to take on challenges with ambition," and continue our efforts in leadership development and promoting diversity.

Monthly Sessions

HRIS and People Analytics

Using People Analytics

The Mitsui Chemicals Group is promoting the visualization of organizational issues using various HR-related data, including employee engagement surveys, overtime hours, competency assessments, and recruitment data. We aim to strengthen organizational capabilities by utilizing this data and applying statistical data analysis methods to formulate solutions.

Examples of Past Initiatives

Correlation analysis for improving employee productivity
We inferred causal relationships based on correlations between labor productivity and overtime hours worked and between competency and performance, derived hypotheses about how to increase employee productivity, and tested these hypotheses.
Analysis of ISO 30414 for improving employee productivity
With regard to human capital, we are currently extracting and analyzing data related to the 11 items and 58 indices set out in ISO 30414. As for productivity, which is represented by one of the indices, we are internally monitoring the EBIT, sales, and profit per employee and the human capital ROI over time to improve the Group's employee productivity.
Applying AI to eliminating bias in hiring
Using exploratory AI-based data analysis, we explored the quantification of objective recruitment decision-making indices to avoid various human biases that arise from inductive reasoning, with the aim of refining our recruitment processes.

Introduction of a Group-wide Integrated Human Resources Platform (Workday HCM)

To effectively promote various measures for the human resources strategy, the Mitsui Chemicals Group has been operating Workday Human Capital Management (Workday HCM), provided by Workday Inc. of the U.S., on a group and global basis since February 2023.

Using Workday HCM to centrally manage organizational and human resource information within the Group will enable us to meet the growing need to disclose information about human capital, which is an intangible asset, in a timely and appropriate way while promoting the study of assigning the right people to the right roles across the entire organization. In addition, we will provide support for autonomous career development through information dissemination from management to employees within the Group and globally, as well as visualization of positions and duties.

Workday HCM-based initiatives

Organize and manage existing talent management processes that differ from company to company, as well as organizational and employee information within the group, managing them of the same platform using the same database and standards.
Timely delivery of optimal content using Workday HCM's digital technology, and an appropriate communication style customized for each Group employee.
Strategic personnel planning on a Group and global basis with a view to transforming the business portfolio, and strengthening the promotion of people analytics.
Proactive disclosure of information on human capital and investments in response to stakeholder requests.

We will continue to utilize this platform to improve the effectiveness of our Group and global human resource strategies for business portfolio transformation.

Human Resources Information

The global business that Mitsui Chemicals Group conducts is based on its business strategies, including its Long-term Business Plan. Alongside, we are also monitoring the status of our Group employees.

Number of Employees in the Mitsui Chemicals Group

As of the end of FY2023, the number of employees of the Mitsui Chemicals Group was 19,681, an increase of approximately 930 since FY2022. Of these, the number of employees registered with Mitsui Chemicals increased by 192 to 7,265. Compared to FY2020, the increase is seven percent for Mitsui Chemicals Inc. registered employees and more than ten percent for Group employees. The growth is due to the promotion of domestic and international M&A to transform the business portfolio and aggressive hiring of human resources to handle new areas of business.

Number of Employees in the Mitsui Chemicals Group by Business Segment

As of the end of FY2023, the Mobility Solutions segment had the highest number of employees in the Mitsui Chemicals Group, with 6,221 employees, followed by the Life & Health Care Solutions and ICT Solutions business areas. These three target domains have seen active recruitment, along with an increase in talent due to M&A activities, such as Mitsui Chemicals EMS Corporation, which took over the pellicle business from Asahi Kasei, and the establishment of Mitsui Chemicals Asahi Life Materials through a joint new incorporation split with Mitsui Chemicals EMS Corporation regarding the nonwoven fabrics business.

*Business segments are as of the time of publication.

Employees of the Mitsui Chemicals Group by Region

In the Mitsui Chemicals Group, the mix of employees by region reflects the progress of globalization associated with the business portfolio transformation under the long-term business plan and building solutions-based business models. In particular, during the past decade the Group has focused on expanding functions in Europe and the United States, with the aim of developing new business models, strengthening the functions of the production and sales research center, and creating new commercial distribution channels.

As of the end of fiscal year 2023, Japan accounted for approximately 60% of the Group's employees by region, which is almost unchanged from the previous fiscal year. Among the approximately 40% of employees that are besed overseas, the largest ratio (15.8%) is found in Europe, which is home to the ARRK Group's engineering company (ARRK Engineering) under the jurisdiction of the Mobility Solutions Business Sector, and Kulzer GmbH under the jurisdiction of the Life & Healthcare Solutions Business Sector. As the number of employees at those companies increased, the percentage of employees in the district also increased compared to the previous year. In addition, the ratio in Southeast Asia also saw a slight increase compared to the previous year due to the addition of a nonwoven fabrics-related company in Thailand to the Group following the establishment of Mitsui Chemicals Asahi Life Materials.