Mitsubishi Chemical - Unlocked PDF
Mitsubishi Chemical - Unlocked PDF
Mitsubishi Chemical - Unlocked PDF
INDEX
Message from the President...............02
Aiming to Realize KAITEKI..................04
Management Structure.......................08
Responsible Care Activities.................22
Together with Stakeholders................44
About Mitsubishi Chemical.................67
Hitoshi Ochi
President & CEO
Alongside these changes, the operating environment is transforming. We can no longer expect steady eco-
nomic growth; as the pace of external change increases, numerous factors are interacting in complex ways,
making the operating outlook less certain and more volatile.
The enhancement of financial value through business activities is necessary to corporate survival and sustainable
growth. Also crucial, however, are activities that support non-financial value, such as those aimed at spurring
innovation, contributing to sustainability, ensuring safety, security and stability, maintaining thoroughgoing compli-
ance, and enhancing health and comfort. Non-financial value helps us maintain and enhance the trust of stake-
holders while guiding our way forward in an uncertain operating environment and helping us see opportunities in
change. If we are to ensure sustainable corporate growth, we cannot divide our efforts between creating these
two forms of value; we must forcefully advance a virtuous cycle in which we create non-financial value through
our businesses and reinforce said businesses by clearly declaring our approach to non-financial value.
Our KAITEKI Management is based on this approach. With our vision defined as realizing KAITEKI, we are
implementing management that simultaneously improves capital efficiency, fosters innovation and enhances
social value through advances in sustainability, always informed by an awareness of shifting trends and oppor-
tunities. By doing so, we are not only providing solutions to environmental and social problems, but broadly
contributing to the sustainable development of people, society and the Earth.
The first initiative is health and productivity management. With the dual focus of health support and workstyle
reforms, this initiative aims to maximize the performance of one of the greatest assets of any company—the
people who work there—from the perspective of health. On the health support side, we are encouraging
employees to change both their mindsets and behavior to ensure physical and mental health. Workstyle
reforms, meanwhile, are aimed at achieving radical innovations at the workplace level under the leadership of
on-site managers to free up time that can be used to improve work-life balance or for value-creating work.
The second initiative is UP!20, a company-wide productivity improvement initiative aimed at ensuring efficient
operations. This initiative combines the company-wide initiatives previously undertaken by the three pre-
merger operating companies. All employees are working to identify how their work specifically contributes to
ROIC,2 each division has adopted indicators relevant to its own operations, and each workplace is striving to
achieve the initiative’s goals. Furthermore, we are reexamining work processes at all levels to eliminate waste,
improve efficiency and accelerate innovation. These initiatives are being implemented on a company-wide
basis, with every employee participating.
Health management and UP!20 are not independent of one another. Rather, we are undertaking an organically
integrated implementation, mainly in the area of workstyle reforms, aimed at energizing employees and the
organizations they belong to, improving productivity and spurring innovation. These efforts truly embody
KAITEKI Management, which is focused on the integrated enhancement of financial and non-financial value.
To Our Stakeholders
Harmonious relationships with our stakeholders are indispensible to our vision of realizing KAITEKI—achieving
the sustainable development of people, society and the Earth. As we advance our corporate activities, we will
continue to share our goals and the challenges we face with stakeholders through dialogue and disclosure.
We ask for your continued understanding and support as we move forward under the banner of the new
Mitsubishi Chemical.
1 KAITEKI: An original concept espoused by the MCHC Group defined as “a sustainable condition which is comfortable for people, society
and the Earth, transcending time and generations.”
2 ROIC: Return on invested capital, a management efficiency indicator calculated as core operating income before taxes divided by the sum
of fixed assets and net working capital.
As a core operating company of the Mitsubishi Chemical Holdings (MCHC) Group, Mitsubishi Chemical (MCC)
shares the MCHC Group’s philosophy, vision and motto, working to realize KAITEKI by providing solutions to
environmental and social issues and contributing to the sustainable development of people, society and the
Earth.
What is KAITEKI ?
Humanity has advanced to where it is today as a result of diverse economic activities as well as scientific and
technological progress. At the same time, however, we have upset the natural balance of the global environ-
ment and are now confronted with complex problems ranging from climate change and natural resource and
energy depletion to the uneven distribution of food and water. In addition to addressing these global issues,
corporations are being asked by society to contribute to the fields of healthcare and medicine and to explore
ways to improve convenience and advance technology while coexisting harmoniously with the planet.
KAITEKI refers to “a sustainable condition which is comfortable for people, society and the Earth, transcend-
ing time and generations.” An original concept coined by the MCHC Group, KAITEKI points to a way forward
in the sustainable development of society and the planet in addition to serving as a guide for solving environ-
mental and social issues.
MCC shares the vision of realizing KAITEKI with MCHC and, building on a foundation of chemistry, provides
solutions to environmental and social issues through businesses related to performance products and indus-
trial materials. In addition, MCC aims to more broadly contribute to the sustainable development of people,
society and the Earth.
To advance corporate activities under the vision of realizing KAITEKI, we must earn the trust of stakeholders,
and to do that, we must work in harmony with our stakeholders. As we advance our corporate activities, we
will invite our stakeholders to share in our goals and the challenges we face through dialogue and disclosure.
Envir
onme g
nt Electronics & Livin
Energy Health & Information
Medical Care Technology
Business
Domains
Decision Criteria
for Corporate Sustainability Health Comfort
Activities
Group Philosophy
MOT Axis
Management of Economics (MOE)
The value created from MOT
OE
Decade
M
m
fro
re
ec
M
alu
ev
Materiality Assessment
Mitsubishi Chemical Holdings (MCHC) conducts materiality assessments to identify important management
issues (materiality) and further enhance KAITEKI Value. While referring to processes outlined in international
sustainability guidelines and incorporating the viewpoints of stakeholders, MCHC identifies and prioritizes
important management issues that it needs to work toward resolving to realize KAITEKI. MCHC has reviewed
its materiality assessments in light of the management strategies and corporate activities for APTSIS 20, the
medium-term management plan that ends in fiscal 2020. Mitsubishi Chemical, too, is implementing activities
based on the results of the MCHC Group’s materiality assessments.
Materiality Matrix
Key management issues that the MCHC Group should
PROCESS 1
Key Issues Related to address through its corporate activities, innovation, and
the Global Environment provision of products and services in the aim of achieving
Set issues to be comfort for the Earth.
researched and analyzed
As a starting point, ordered corporate Key management issues that the MCHC Group should
activities under APTSIS 20 by analyzing Key Issues Related to address through its corporate activities, innovation, and
macro trends. Reviewed material Social Systems provision of products and services in the aim of creating
issues identified in the previous a more comfortable society.
assessment and added new issues.
Key Issues Related to Key management issues that the MCHC Group should
the Company and Its address in its internal operations and external relations
Organizational Structure as a corporate group aiming to realize KAITEKI.
PROCESS 2
Assess issues from the
viewpoint of stakeholders Most Important Key Management Issues Compliance, Process Safety,
Ordered and quantitatively assessed Related to the MCHC Group’s Existence: Corporate Governance
the importance of the issues
based on public sustainability data,
questionnaires, and interviews with Energy
Extremely High
CSR in Contribution to
supply chain communities Human rights
awareness
PROCESS 4 Information security
and privacy
Create
the materiality matrix
Created the matrix along the two axes
of importance (the magnitude of effect)
for stakeholders and importance for
the MCHC Group. Biodiversity
technology
of materiality assessment and the
materiality matrix in the MCHC
Management Committee and the Board
High Very High Extremely High
of Directors.
Importance for the MCHC Group
As part of its efforts to promote KAITEKI Management, Mitsubishi Chemical Holdings (MCHC) has created the
MOS (Management of Sustainability) Indices to gauge its contribution to people, society and the Earth. MCHC
uses these indices to evaluate progress made with regard to MOS, one of its management axes, which aims
to enhance social value through improvements in sustainability. The MCHC Group has revised the MOS
Indices and the ways it is using them in line with updates to its materiality assessments and the formulation of
the medium-term management plan. The Group has been applying the new MOS Indices since fiscal 2016.
As an operating company, Mitsubishi Chemical also implements and evaluates management aimed at improv-
ing sustainability based on the new MOS Indices.
Basic Policy
As a member of the Mitsubishi Chemical Holdings (MCHC) Group, the Mitsubishi Chemical (MCC) Group
abides by MCHC’s basic Group management guidelines and shares specific Group management policies and
strategy determined by MCHC. The MCC Group also adheres to MCHC Group policies and rules to ensure
that it fulfills its corporate social responsibility in areas such as internal controls, risk management and compli-
ance (with laws and corporate ethics) and actively implements management initiatives to enhance corporate
value as a core operating company of the MCHC Group.
The Mitsubishi Chemical Group strives to ensure compliance based on the Mitsubishi Chemical Holdings
Group Charter of Corporate Behavior, a common set of compliance regulations shared throughout the Group.
To this end, we shall act based on the concept of MOS (Management of Sustainability) with sound ethics and
good common sense in every aspect of our corporate activities as outlined below, to ensure sustained devel-
opment as a corporate group that engenders society’s trust.
Valuing Stakeholders
We shall respect and communicate closely with all stakeholders including customers, suppliers, shareholders,
business partners, government agencies, local communities, and employees, and consider the outcomes of
such communication in our corporate activities.
Basic Regulations
Customer Satisfaction
We shall constantly strive to satisfy our customers by keeping the promises made in contracts with them,
doing our utmost to ensure the safety and quality of the products and services we supply, and engaging in
dialogue and R&D.
Information Management
We shall, in the course of our corporate activities, maintain appropriate records and make reports as required
by law and regulation. We shall manage information carefully to prevent leakage of confidential data relating to
customers, business partners, or our own business.
Community Involvement
We shall contribute broadly to society through our businesses. In addition, we shall respond to the desires
and expectations of local communities by enhancing our understanding of their cultures and customs and
acting as a good corporate citizen.
Shared Standards
Mitsubishi Chemical Holdings Group managers shall recognize their responsibility to embody the spirit of this
charter and shall ensure that employees are fully aware of its content. We shall expect our suppliers and other
business partners to share all the standards set out in this charter, including but not limited to standards
relating to human rights, employment, and labor.
The top priorities for corporate governance of the Mitsubishi Chemical (MCC) Group are to ensure fast and
efficient decision making and business execution, clarify management responsibilities, ensure compliance and
strengthen risk management.
The MCC Group’s basic corporate governance structure is illustrated below. The company has adopted an
executive officer system to separate management and executive functions. Furthermore, MCC has defined
the extent of the authority of such decision-making bodies as the Board of Directors and various management
positions in its internal rules. Through these and other measures, MCC ensures proper, efficient managerial
decision making and business execution.
Corporate Governance Structure of the Mitsubishi Chemical Group (as of June 26, 2017)
Shareholders’ Meeting
Appointment Appointment Appointment
Audit
Board of Directors
Corporate auditors Audit
Accounting auditor (Members of the board)
Accounting
Accounting audit
audit Appointment & supervision
Auditing
Audit
assistance
Coordination
Internal auditing
Investigation
Mitsubishi Chemical Group
Board of Directors
The Board of Directors meets once a month in principle. In accordance with the regulations of the Board of
Directors and other relevant rules, the board makes decisions on important managerial matters and basic
matters concerning Group management and provides oversight of the execution of duties by directors. The
five directors (four of whom concurrently serve as executive officers) form a management structure capable of
quickly adapting to environmental changes. To further clarify the managerial responsibilities and role of each
director, the term of office for a director is one year. Human resources judged to possess the necessary skills
and qualities to realize the Group’s corporate philosophy are selected as candidates for director by the Board
of Directors. Candidates are then proposed at the Shareholders’ Meeting, where they may be elected by a
resolution of shareholders.
Corporate Governance
Corporate Auditors
MCC has corporate auditors to audit and supervise its activities. The corporate auditors attend Board of
Directors, various committee and other important meetings, verify the contents of reports submitted by direc-
tors of the board and other relevant parties, investigate the status of the company’s business and property,
and audit the execution of duties by directors of the board. MCC does not have a Board of Corporate
Auditors, but maintains a Corporate Auditors Liaison Committee, meetings of which are attended on a volun-
tary basis, to facilitate coordination and cooperation among the corporate auditors. The Corporate Auditors
Liaison Committee meets once a month in principle. At meetings, the corporate auditors discuss audit plans
and other important audit-related matters. As of the end of June 2017, MCC has five corporate auditors.
Corporate auditors, the accounting auditor and the Internal Audit Department work in close coordination,
exchanging opinions on their respective audit processes and results.
Committees
The company maintains a number of committees, including the Compliance Promotion Committee, Risk
Management Committee, Information Security Committee, Environmental and Safety Promotion Committee, and
Human Rights and Diversity Promotion Committee. These committees refer or report important matters to the
Board of Directors or the Executive Management Committee.
Basic Policy
Based on the Basic Internal Control System Maintenance Policy established by the Board of Directors,
Mitsubishi Chemical (MCC) maintains an internal control system that encompasses MCC Group systems
related to enforcing compliance, risk management, ensuring efficacy and efficiency, and information archiving.
By doing so, MCC strives to ensure appropriate operations and enhance corporate value. The Board of
Directors receives reports on and verifies the maintenance and operational status of the internal control sys-
tem once a year, and MCC works to strengthen and improve the system as needed.
Compliance
The Mitsubishi Chemical (MCC) Group regards compliance as a top priority in its corporate activities. The
MCC Group has in place a Compliance Promotion Program that comprises basic regulations concerning
compliance, a structure for compliance promotion, education and training programs, auditing and monitoring
systems, and a consultation and reporting hotline. Based on this program, the MCC Group works to ensure
appropriate and precise operations and management.
The CCO has the authority to direct and supervise the MCC business domains and Group companies in
matters related to compliance. The CCO also chairs the Compliance Promotion Committee and reports to the
Board of Directors and CCO of the Mitsubishi Chemical Holdings (MCHC) on the status of compliance and
important issues.
The Compliance Promotion Committee deliberates on such matters as basic policy concerning the develop-
ment and operation of the MCC Group's Compliance Promotion Program, the performance of the program
and responses to compliance violations. The committee also makes proposals to the CCO as necessary.
Furthermore, our designated domain compliance officers, compliance promotion leaders and compliance
promotors in each domain coordinate to promote compliance in the course of daily operations.
Subsidiaries
Compliance
MCC Group of Group
Working groups, promotor
Compliance companies
subcommittees, etc.
Liaison Council
Compliance Regulations
The MCC Group maintains and operates according to internal compliance-related regulations, including
regulations concerning the compliance promotion structure, hotlines and responses to compliance violations.
In fiscal 2017, in Japan, we are implementing group training for compliance promotion leaders and compli-
ance promotors, including those at Group companies. In addition to lectures, such training incorporates
role-playing using highly realistic case studies prepared in-house in order to help participants gain a first-hand
understanding of the importance of compliance and the difficulty of making decisions when confronted with
such situations. We also provide e-learning for all members of the Group, seeking to enhance each and every
Overseas, in the Americas, Europe and China, such activities are entrusted to MCC’s regional headquarters,1
which carry out training and awareness-raising tailored to the circumstances of each region. We are also
bolstering initiatives in other regions (Taiwan, Singapore, Thailand, Indonesia, India and South Korea) through
such means as local training and e-learning.
1 The following four companies, established to accelerate Mitsubishi Chemical’s overseas business development by supporting business and
revenue growth in their respective regions.
• Mitsubishi Chemical America, Inc. • Mitsubishi Chemical Europe GmbH
• Mitsubishi Chemical (China) Co., Ltd. • Mitsubishi Chemical Asia Pacific Pte Ltd.
The policy prohibits bribes to public officials and includes provisions concerning accounting records, compli-
ance structures and penalties for violations.
Risk Management
The Mitsubishi Chemical (MCC) Group has established basic regulations for risk management and implements
risk management activities related to the execution of its businesses and operations. Specifically, the Group’s
policy is to accurately identify and evaluate risks that could significantly impact the Group, deal with such risks
appropriately, and minimize the impact of such risks on its businesses and society, including shareholders.
The supervising officers of each business domain and corporate function domain serve as domain risk man-
agement officers charged with maintaining, operating, directing and overseeing the risk management systems
within their respective units, including those of MCC Group companies. Meanwhile, the Risk Management
Committee, established to support the Chief Risk Management Officer as a supplementary decision-making
organ, regularly confirms the operational status of the MCC Group’s risk management system and deliberates
on important matters related to the development and operation of said system, basic policy and plans regard-
ing risk management activities, and management objectives and countermeasures related to serious risks.
The Risk Management Committee regularly reports to the MCC Board of Directors and the Mitsubishi
Chemical Holdings Corporation Chief Risk Management Officer regarding the operational status of the risk
management system.
Board of Directors
Vice-chairperson
Secretariat
Specifically, we are creating manuals for responding to such crises as a major earthquake in the Nankai
Trough or a pandemic. While giving greatest priority to assuring the safety of human life, including the lives of
employees, their families, business partners and local residents, these manuals lay out how to maintain or
quickly resume the supply of key products essential to society and thus fulfill our product supply obligations to
our customers. In addition, we are making arrangements to ensure that operations important to the whole
Group can be continued elsewhere should the head office be incapacitated by a major earthquake striking the
Tokyo metropolitan area.
With socioeconomic globalization advancing and markets growing larger and more complex, the Mitsubishi
Chemical Holdings (MCHC) Group believes that it is essential to expand and strategically utilize the value of its
patents, expertise, trademarks and other accumulated intellectual capital in order to realize synergies between
its operating companies and achieve further growth.
In line with this conviction, Mitsubishi Chemical (MCC) formulates and executes its intellectual property strat-
egy with a focus on the type of intellectual property environment it seeks to create and the nature of the
technologies and other intellectual property that each of its businesses creates and utilizes. Alongside these
efforts, MCC works to reinforce the legal protections and improve the effectiveness of its intellectual property.
Accordingly, the company endeavors to respect the valid intellectual property rights of other parties and takes
appropriate measures when its own intellectual property rights are infringed upon.
Furthermore, aiming to expand the operating revenue of the MCHC Group as a whole, we actively promote
coordination between operating companies in the area of intellectual property. By sharing intellectual property,
we aim to enhance the MCHC Group’s overall competitiveness and R&D productivity. At the same time, we
work with third parties to employ the intellectual property of the operating companies in mutually complemen-
tary ways. By doing so, the entire MCHC Group works as one to maintain the value of its intellectual property
and exercise and protect its rights.
To ensure that research is carried out responsibly, the Code of Research Conduct includes provisions
regarding the proposal of research topics and execution of related research, data management, the
presentation of results, communication between researchers and procedures for addressing compli-
ance problems.
MCC utilizes a variety of opportunities to implement and reinforce education related to the Mitsubishi
Chemical Holdings Group Charter of Corporate Behavior, MCHC’s basic regulations concerning com-
pliance, and the Code of Research Conduct to ensure that researchers act with an awareness of such
rules as they carry out their duties.
Reflecting these efforts, MCC’s researchers bring a strong sense of ethics, sincerity and humility to
their R&D work, seeking to live up to the trust and expectations of society by respecting both our own
intellectual property and that of other parties while contributing to the growth and development of the
MCHC Group as a whole on an ongoing basis.
Basic Policy
The Mitsubishi Chemical (MCC) Group undertakes information management in line with the Mitsubishi
Chemical Group Information Security Policy. Under this policy, the MCC Group strives to protect its informa-
tion assets and, in the event of an information security incident, acts to minimize the impact on its businesses
and quickly resume any interrupted operations. Furthermore, the MCC Group works to raise employee aware-
ness of the importance of protecting information assets while striving to maintain and improve the efficacy of
its information security as part of efforts to prevent business interruptions and the loss of society’s trust due to
such problems as information leaks or falsification.
Main Activities
The MCC Group maintains, manages and works to enhance information security on a Group-wide basis
under the leadership of the Information Security Committee, established per the Mitsubishi Chemical Group
Information Security Policy.
In addition, to counter increasingly sophisticated cyber attacks, the Mitsubishi Chemical Holdings Group
Information System Security Subcommittee enforces a PDCA cycle for the entire Mitsubishi Chemical
Holdings Group, working to maintain and strengthen information security.
As part of measures to prevent information leaks, MCC is taking such steps as strengthening the manage-
ment of electromagnetic recording media and restricting access to the Internet.
Basic Policy
Amid rising international tensions that reflect such factors as armed conflicts, military provocations and fre-
quent terrorist attacks around the world, security export control initiatives are growing more important than
ever.
Mitsubishi Chemical (MCC) produces and possesses numerous products and technologies that can be used
for both civilian and military applications (“dual-use” goods), such as carbon fiber. Appropriate security export
control compliant with the Foreign Exchange and Foreign Trade Law and other relevant laws is necessary to
prevent MCC’s broad-ranging products and technologies from reaching countries under export bans, coun-
tries of concern, terrorist organizations or other improper destinations or recipients.
Item classification is the process of determining whether the product or technology being exported or supplied
is subject to legal restrictions (namely, listed as a restricted item). We implement a double-check process
wherein, based on the latest versions of restricted item lists, the exporting departments perform the initial
check and the Export Control Department grants final approval.
Customer screening entails using the export control system, which contains the latest risk information to
screen customers, including both customers in Japan who indirectly export and end-users at the item’s final
destination. This screening system is highly effective in preventing the circumvention of regulations by export-
ing through a third country. As with item classifications, a double-check process is applied to customer
screenings.
For transaction verification, the exporting departments fill out a transaction verification form using the results of
the item classification and customer screening. Based on this form, the export control system then automati-
cally assesses the riskiness of the transaction and determines who will be responsible for granting final
approval. The Export Control Department grants final approval for items listed as restricted that are consid-
ered high-risk, such as carbon fiber.
The Internal Audit Department, which is independent of business and administrative operations, conducts
internal audits to assess the effectiveness of internal controls at Mitsubishi Chemical Corporation and its
Group companies, monitoring such factors as the adequacy and the efficiency of each organization’s gover-
nance, risk management and operating processes. The Internal Audit Department contributes to the improve-
ment of the internal controls in close collaboration with the relevant organizations.
Basic Policy
Mitsubishi Chemical carries out Responsible Care (RC) activities,1 which are self-initiated activities in the
chemical industry for ensuring environmental conservation, health and safety. In line with the Mitsubishi
Chemical Holdings Group Charter of Corporate Behavior and with the aim of realizing KAITEKI, we implement
RC activities based on the five pillars of process safety and disaster prevention, occupational safety and
health, environmental conservation, chemical and product safety, and logistics safety.
1 Responsible care activities: Voluntary activities undertaken by companies that handle chemical substances to protect the environment,
health and safety across all related processes, from the development of such substances to their manufacturing, distribution, use, final
consumption and disposal. These activities also encompass the publishing of the results of such efforts and dialogue and communication
with society.
Mitsubishi Chemical (MCC) has designated departments responsible for promoting each of the five pillars of
its Responsible Care (RC) activities. These departments work together to carry out RC activities. The desig-
nated departments draft annual RC action plans that are then deliberated by the Environmental and Safety
Promotion Committee, comprising the director in charge of RC, representatives of the business domains and
plant general managers, before being discussed by the Executive Management Committee and then going to
the President for final approval. The director quickly informs employees of the approved plans and orders the
creation of action plans for plants and business domains based on said plans. The departments responsible
for implementing RC activities monitor the action plans of the plants and business domains and their imple-
mentation status and provide support and instruction aimed at improvement, thereby helping to improve the
RC activities of the MCC Group as a whole.
Environmental conservation
Basic Policy
Mitsubishi Chemical (MCC) has established the Environment and Safety Principles as well as Policies Related
to Environment and Safety, and it implements activities related to process safety and disaster prevention,
occupational safety and health, and environmental conservation. MCC has published these principles and
policies, as laid out below.
Based on the above environment and safety principles and policies, every year, MCC creates a Group envi-
ronment and safety action plan. The plan reflects the results of the previous year’s plan and audits and lays
out yearly targets, policies and key measures.
The fiscal 2017 plan includes the annual targets of zero serious accidents,1 zero serious occupational acci-
dents,2 zero environmental accidents3 and contribution to the global environment. The annual policy under the
plan is to effectively understand workplace weaknesses and steadily make improvements. In line with this plan
and the status of each workplace, we are carrying out environment and safety activities.
1 Serious accidents: Accidents deemed by MCC to have a major social impact.
2 Serious occupational accidents: Occupational accidents resulting in four or more days of lost work or the incurrence of a certified graded
disability.
3 Environmental accidents: Incidents of non-compliance with legal or regulatory standards reported to the government (excluding transient
incidents).
Furthermore, MCC conducts environmental audits of 16 plants, one R&D center and 30 domestic Group
companies. Through these audits, MCC checks and evaluates compliance with environmental laws and the
status of PDCA cycles related to environmental conservation activities and provides guidance related to
needed improvements.
In response to guidance provided as a result of such audits, audited plants and Group companies are working
to make necessary improvements by, for example, improving their facilities or reviewing their standards.
As of October 2017, no serious facility-related accidents have occurred in fiscal 2017. There have, however,
been 20 incidents, including small fires and leaks, 14 of which were leaks of chlorofluorocarbon gases from
cooling machines. Going forward, in addition to implementing the priority measures, we will work to prevent
chlorofluorocarbon gas leaks by reinforcing inspections and systematic repairs.
15
10
20
15 16
14
12
5
0 1
2013 2014 2015 2016 2017 (FY)
(Apr.–Oct.)
* Data for fiscal 2016 and before are the totals of the figures for the previous Mitsubishi Chemical, Mitsubishi Plastics and Mitsubishi Rayon
groups. The same applies hereinafter.
Although MCC has worked to thoroughly reinforce basic safety practices and basic operations, in fiscal 2017,
four serious occupational accidents resulting in four or more days of lost work have occurred in Japan (as of
October 2017). These accidents were due to falls on level surfaces and from elevated surfaces and getting
caught in machinery. To prevent such accidents, MCC has ordered facility inspections and safety countermea-
sures. We continue to work to prevent occupational accidents.
0.85 0.88
0.82 0.81
80 0.8 0.76
60 0.6
0.55
72
45 0.40
40 0.4 0.35
53 50 0.34 0.33
in line with the Ministry of Health, Labour and Falls from elevated surfaces
10%
Welfare’s “STOP!” project aimed at preventing falls on
level surfaces. However, these efforts have not Collisions
3%
Being caught
and entangled
eliminated such accidents. In addition to the above- Reaction to motion/ in equipment
5%
improper motion 27%
mentioned measures, we have therefore determined
that employees must have the physical strength and Contact with 5%
hot or cold objects
dexterity to prevent such falls. We have therefore
rolled out KAITEKI exercises, which help improve 9%
Falls on
Chemical burns and toxicosis
strength and physical skills that are effective in pre- level surfaces
26%
venting falls, on a company-wide basis.
Risk Assessment
MCC implements risk assessments as described below, striving to prevent process safety incidents and
occupational injuries.
In addition, to ensure legal compliance, we carry out training on environmental laws and regulations and
regularly hold liaison meetings at which MCC Group managers in charge of environmental issues exchange
the latest information about legal amendments and other issues.
Focus: Kurosaki Plant Receives Award from the Minister of the Environment
The Kurosaki Plant received the Exemplary Environmental Initiative
Award in the fiscal 2016 Environment Minister’s Awards. This
award recognized the plant’s ongoing initiatives to improve and
deepen employee awareness related to the prevention of environ-
mental incidents and other problems as well as environmental
conservation and the results of said initiatives as exemplary in
contributing to the prevention of pollution from industrial activities.
Environmental Conservation
Going forward, we will expand the range covered by this measure to include overseas Group companies and
advance initiatives to further reduce greenhouse gas emissions as we aim for the targets of the MCC Group
medium-term management plan.
1,500
7,000
1,000
6,000
500
0 5,000
2012 2013 2014 2015 2016 (FY) 2012 2013 2014 2015 2016 (FY)
* Data shown above are the totals of the figures for the previous Mitsubishi Chemical, Mitsubishi Plastics and Mitsubishi Rayon and their
respective domestic group companies. The same applies to the environmental data hereinafter.
We have been reducing or maintaining at a steady level the environmental burden our businesses place on
atmospheric and water quality, as measured by NO x , SO x and dust emissions as well as chemical oxygen
demand (COD). MCC’s emissions of PRTR-regulated substances1 and VOCs 2 rose in fiscal 2014, due in part
to increased production volume, but decreased in fiscal 2015 as a result of revisions to manufacturing meth-
ods and other reduction efforts. They have continued to decrease since.
Reducing Our Environmental Burden on the Atmosphere and Public Water Sources
NOx
SOx
COD (t) Dust (t)
12,000 NOx SOx COD Dust 300
10,900
4,000 100
3,100 3,200 3,000 3,100 2,900
2,000 50
2,000 1,900 1,700 1,700 1,700
0 1 0
2012 2013 2014 2015 2016 (FY)
1 Pollutant Release and Transfer Register (PRTR): A system for filing notifications of the amounts of chemical substances released and
transferred. This system enables the identification, aggregation and publishing of data on the types, sources and amounts of hazardous
chemical substances that have been released into the environment or transferred outside facilities as waste.
2 Volatile organic compound (VOC): Typical substances include toluene and xylene. These compounds became subject to regulation by the
amended Air Pollution Control Act of 2006 as source substances of photochemical oxidants (photochemical smog).
2,000
500
1,000
0 0
2012 2013 2014 2015 2016 (FY) 2012 2013 2014 2015 2016 (FY)
Environmental Conservation
* Zero emissions: MCC defines achieving “zero emissions” as keeping the percentage of industrial waste
ultimately disposed of in landfills at 1% or less.
0 50 0 1.0
2012 2013 2014 2015 2016 (FY) 2012 2013 2014 2015 2016 (FY)
Biodiversity Conservation
We are aware that our business activities are made possible by the benefits we receive from biodiversity, and
that our business activities impact the natural environment and ecosystems. For this reason, MCC pursues
initiatives that contribute to the global environment and thus conserve biodiversity. Through these initiatives,
we work to reduce environmental risk and impact while conserving the natural environment by cleaning up
neighboring areas and coastal areas and protecting green areas.
Environmental Accounting
To fulfill its environment-related social responsibilities, MCC engages in environmental conservation activities.
In the interest of maximizing the effectiveness and efficiency of these activities, we have introduced environ-
mental accounting—a methodology used in environmental management that links environmental and eco-
nomic activities. MCC uses environmental accounting to better understand the costs and effects of its
environmental burden reduction and conservation efforts.
Fiscal 2016 environmental accounting totals included ¥3.6 billion in investment in such areas as reinforcing
wastewater management and air pollution prevention as well as ¥32.0 billion in expenses, including those for
the operation and maintenance of pollution prevention equipment and proper waste disposal. Meanwhile,
such positive factors as revenue from the sale of valuable materials and savings from reduced raw material
and energy use totaled ¥2.6 billion.
FY2015 FY2016
Category Main initiatives
Investment Expenses Investment Expenses
FY2015 FY2016
Revenues Sale of recycled valuable materials 1,403 1,249
Raw material cost savings 550 438
Energy cost savings 723 883
Water cost savings 0 5
Cost savings
Waste disposal cost savings 74 61
Savings of costs of dealing with environmental damage 0 0
Other cost savings 2 0
Product Stewardship
Basic Policy
Based on a product stewardship approach, the Mitsubishi Chemical (MCC) Group strives to minimize the
adverse effects of its products on human health and safety and the environment. To this end, we evaluate and
share information on risks related to product safety throughout product life cycles (raw materials procurement,
development, manufacturing, marketing and sales, distribution, use, and disposal and recycling), working with
stakeholders to proactively advance initiatives to secure the safety and wellbeing of society at all stages of the
value chain.
These initiatives are in line with the Strategic Approach to International Chemicals Management (SAICM).1
Along with process safety and disaster prevention, occupational safety and health, environmental conserva-
tion, chemical and product safety, and logistics safety, these initiatives are aimed at realizing KAITEKI through
risk-based chemicals management across product life cycles.
1 Strategic Approach to International Chemicals Management (SAICM): A strategic approach to international chemicals management
adopted by the International Conference on Chemicals Management (ICCM) and the United Nations Environment Programme (UNEP) in
2006.
Raw materials procurement Development Manufacturing Marketing and sales Distribution Customers
(Value chain)
- Use
Regulatory compliance - Disposal
- Recycling
Green procurement Green processes
Risk assessment
Product Stewardship
To effectively utilize the favorable properties of its chemical raw materials, MCC collects and shares informa-
tion on all substances related to its products, including that on chemical hazards, applicable domestic and
international regulations, and the results of risk assessments. In addition, we have built a support structure to
better enable the business domains to implement proper chemicals management.
Because chemical regulations vary by country and region, MCC has appointed a person responsible for
overseeing chemicals management at each of the regional headquarters1 to reinforce the global management
system.
We have laid out the essentials of chemicals management in our Chemicals Management Regulations,
Standards for the Safe Management of Chemicals and Standards for Product Safety Management.
Furthermore, we have formulated guidelines and manuals that provide concrete methods for working within
regulations, authoring and issuing SDSs,2 and implementing voluntary chemicals management. These efforts
help ensure proper management.
1 The following four companies, established to accelerate Mitsubishi Chemical’s overseas business development by supporting business and
revenue growth in their respective regions.
• Mitsubishi Chemical America, Inc. • Mitsubishi Chemical Europe GmbH
• Mitsubishi Chemical (China) Co., Ltd. • Mitsubishi Chemical Asia Pacific Pte Ltd.
2 Safety data sheet (SDS):
A document for providing information on the properties, hazards and toxicity, safety measures and emergency responses concerning
chemical substances when transferring or providing chemicals to other business entities.
Chemicals Management
Furthermore, to prevent the theft and/or abuse of chemicals, MCC has established its own list of MCC speci-
fied chemicals, which includes voluntarily designated substances in addition to legally designated or restricted
substances. We have established safety management guidelines for managing these substances at plants
and laboratories, during logistics operations and during transfer to customers. In this way, we are working to
reinforce the management of such substances.
8 Global Product Strategy (GPS):
A voluntary initiative wherein companies appropriately manage and conduct risk assessments of their chemical products in order to
minimize risks posed by chemical substances throughout the supply chain.
9 International Council of Chemical Associations
10 Chemical Policy and Health Leadership Group
11 Japan Initiative of Product Stewardship (JIPS):
A voluntary initiative promoted by the Japan Chemical Industry Association aimed at reinforcing risk-based chemicals management at
companies.
12 GPS Safety Summary (sometimes abbreviated as GSS):
Documents that clearly explain methods for handing chemical substances and other information in detail that cannot be fully included on
SDSs. These summaries are used in risk management-based chemicals management.
The systems comprise databases of the chemical substances and components of products handled by MCC,
their hazardous properties, relevant domestic and international laws and regulations, and other information.
The system is capable of performing the GHS14 classification of chemical substances, determining the appli-
cability of laws and regulations, and producing SDSs and labels in line with the laws and standards of a wide
range of countries and regions, including Japan, Europe, the United States and East Asian and ASEAN coun-
tries for review by expert staff. The system uses highly reliable data that is carefully reviewed by experts at
Mitsubishi Chemical Research, an MCC Group company, to generate GHS classifications. Furthermore, we
are implementing proactive management using a function of the system that enables users to search chemical
substances and products in the MCC database that may be subject to anticipated legal or regulatory
amendments.
13 KAITEKI-integrated System of Risk Management & Technical Information Supports on Chemicals
14 Globally Harmonized System of Classification and Labelling of Chemicals (GHS):
A system for classifying chemicals by the type and degree of their hazardous properties based on globally harmonized rules and commu-
nicating this information using labeling and the provision of SDSs.
Quality Assurance
Basic Policy
The Mitsubishi Chemical (MCC) Group believes that implementing thorough quality control (QC) is important to
ensuring product safety and continuously improving quality so that MCC Group customers can use MCC
Group products safely and with confidence.
As an integrated chemical company that provides a wide array of products and services to customers in a
broad range of industries, it is MCC’s duty to prevent quality and product liability issues while working to
further increase customer satisfaction by offering safe, reliable products. We strive to fulfill this duty in line with
the following basic policy.
M In order to realize KAITEKI for customers, we provide products and services that customers can use with
confidence.
M We listen carefully to each customer’s requests and respond rapidly and sincerely.
M In accordance with the basis of our responsible care activities, we strive to achieve continuous improve-
ment in quality.
MCC is working with its business partners and customers to contribute to the creation of a social system
capable of managing chemicals throughout the supply chain.
1 chemSHERPA: A new private-public information communication scheme aimed at standardizing communications about the chemicals
included in products.
2 JAMP: A cross-industry organization that works to promote the appropriate management, disclosure and communication of information on
chemicals contained in “articles” (parts and final products) throughout the supply chain.
3 Conflict minerals: Tantalum (Ta), tin (Sn), gold (Au), tungsten (W) and other minerals extracted in the Democratic Republic of the Congo and
neighboring countries that are used to fund armed groups.
Basic Policy
Mitsubishi Chemical (MCC) strives to put safety first and promote strict compliance, risk management, respect
for human rights and communication with business partners in order to realize KAITEKI. Based on a product
stewardship approach, we are promoting KAITEKI logistics to earn the trust of customers and society in
logistics operations.
MCC’s business domains regularly hold responsible care meetings with logistics subsidiaries, maintaining
close communication and implementing measures aimed at reducing problems, accidents and occupational
injuries.
We work with logistics subsidiaries to ensure that all shipments are accompanied by yellow cards1 and edu-
cate our business partners about the chemical properties of our products. In these ways, we work to enhance
understanding of the products being transported and sensitivity to safety.
In addition to initiatives aimed at preventing accidents, we also conduct regular disaster drills with logistics
subsidiaries and are taking steps to address the risk of a serious road accident through a contract with the
Maritime Disaster Prevention Center. Furthermore, for products that present particularly high risk if stolen or
lost, we have established our own management standards that we use in the transportation and storage of
such products.
1 Yellow card: A document that contains emergency safety procedures to be taken in the event of a transportation accident and contact
information for fire departments and other relevant parties.
We are working with logistics subsidiaries to improve energy efficiency and reduce CO 2 emissions.
Specifically, we are implementing such measures as increasing transport lot sizes and promoting weight
reductions by utilizing ship propellers made with carbon fiber, an MCC product. MCC is also actively advanc-
ing modal shifts to rail transport. As a result of these efforts, MCC has received Eco Rail Mark certification
from the Ministry of Land, Infrastructure, Transport and Tourism in recognition of its efforts to promote environ-
mentally friendly logistics.
Corporate Domain
Mitsubishi Chemical Logistics
Ryowa Logitem
Mitsubishi Chemical Engineering Corporation
Ryouei
Ryoko Tekunika
Hokuryo Mold
Mitsubishi Chemical High-Technica
Safety Data
All data below for years prior to and including fiscal 2016 are the sums of the figures for the previous
Mitsubishi Chemical, Mitsubishi Plastics and Mitsubishi Rayon, before the formation of the current Mitsubishi
Chemical.
FY2017
Classification FY2013 FY2014 FY2015 FY2016
(Apr.–Oct.)
Incidents 15 14 12 16 20
Serious incidents 1 0 0 0 0
FY2017
Classification FY2013 FY2014 FY2015 FY2016
(Apr.–Oct.)
Non-lost-time accidents 72 53 45 50 38
Lost-time accidents 5 4 7 5 0
Serious accidents 15 11 20 11 4
Chemical burns
2 2 2 3 6 15
and toxicosis
Contact with
2 1 3 2 8
hot or cold objects
Reaction to motion/
3 4 1 8
improper motion
Collisions 2 3 5
Falls from
1 5 3 3 4 16
elevated surfaces
Flying/falling objects 1 3 1 5
Others 2 1 1 2 2 8
Mitsubishi Chemical Group Emissions of Pollutants into the Atmosphere and Water Systems (t)
Certification Certification
Plant Registration date Plant Registration date
body body
1 Mizushima
Otake Plant LRQA March 2016 JCQA March 2000
Plant
2
Kurosaki Plant JQA July 2000 Kashima Plant JCQA March 2001
Nagahama and
JQA December 1999 Sakaide Plant LRQA December 2000
Azai Plants
3
Yokkaichi Plant JCQA July 1999 Tsukuba Plant JCQA February 2000
Toyama Plant LRQA July 2016 Santo Plant JCQA December 2001
Hiratsuka Plant JQA March 2000 Tsurumi Plant LRQA October 2016
Toyohashi Plant LRQA July 2016 Ueda Plant JCQA October 2003
Basic Policy
The Mitsubishi Chemical Holdings Group identifies its stakeholders as its customers, shareholders, investors,
communities, employees, business partners and everyone else who supports its corporate activities, as well
as society at large and the foundation upon which it is built, the Earth. Based on this understanding,
Mitsubishi Chemical works to earn the trust of its stakeholders by valuing and respecting stakeholders,
engaging in dialogue and proper disclosure, and reflecting the fruits of such efforts in all its corporate
activities.
Basic Policy
In line with the Mitsubishi Chemical Holdings Group Charter of Corporate Behavior, Mitsubishi Chemical
(MCC) constantly strives to achieve customer satisfaction by keeping the promises made in contracts with
them, ensuring the safety and quality of all the products and services it supplies, engaging in close customer
communications and advancing R&D.
For product information, please contact the department or Group company that handles the product in ques-
tion. Lists of MCC’s departments and Group companies with information on the products they handle are
available on MCC’s website.
If you are unsure which department to contact, please contact the call center for guidance.
KAITEKI SQUARE
KAITEKI SQUARE was established in October 2012 in our Tokyo headquarters as a showroom for the
MCHC Group. It is an important platform for communication with our customers and clients, a place
where we can interact and exchange ideas about a better future.
KAITEKI SQUARE comprises three zones. The first zone is the Special Exhibition Zone, which focuses
on the role of science and technology in solving various challenges facing 21st-century society. The
second zone is the Permanent Exhibition Zone, which highlights the technological capabilities and
collective strength of the MCHC Group by showcasing products and technologies that the Group is
working on that are aimed at realizing KAITEKI. The last is the Concept Zone, an interactive video
exhibition that offers a glimpse into the societies of the future.
We look forward to welcoming more and more visitors to our showroom and having meaningful dis-
cussions on how to realize KAITEKI in the future together.
Aiming to realize KAITEKI, an original concept created by the Mitsubishi Chemical Holdings (MCHC) Group,
Mitsubishi Chemical (MCC) works with business partners to promote purchasing and procurement that take
into account CSR-related considerations based on the Mitsubishi Chemical Holdings Group Charter of
Corporate Behavior.
Promoting Communication
We facilitate communication with raw materials and packaging materials suppliers using a guidebook and
survey to ensure that said suppliers share our understanding of CSR issues and to confirm the status of
related initiatives.
We utilize survey results to provide feedback to business partners and engage in dialogue about making
specific improvements. By doing so, MCC aims to build sound relationships with its business partners that
enable mutual growth and improvement.
In fiscal 2017, we plan to completely revamp the content of our business partner survey. We believe that
updating the survey to reflect the new MCC’s management policy and changes in external demands will allow
us to more accurately express our commitments and priorities, and improve the quality of communications
with business partners.
Business partners
We ask business partners to consider establishing PDCA cycles to address
items covered in surveys in light of survey results.
Through dialogue using the guidebook
and survey, we aim to advance initiatives
with business partners that will realize
Mitsubishi Chemical (purchasing departments) mutual sustainable growth.
1. Guidebook: Principles We Ask Our Business Partners to Embrace
(Request for Suppliers)
2. Survey: Business Partner Survey on CSR
We provide feedback based on survey results.
Mitsubishi Chemical (MCC) is implementing a range of initiatives aimed at enabling employees—upon whom
realizing KAITEKI depends—to exercise their abilities to the fullest as well as at achieving sustainable corpo-
rate development based on a new relationship of trust between employees and management.
Basic Policy
“Utilizing people’s capabilities” is one of the fundamental management policies of the MCC Group. We prac-
tice health and productivity management and carry out management with the aim of empowering all Group
members to work with enthusiasm, motivation and initiative, allowing each individual to exercise their abilities
to the fullest while promoting diversity and viewing the diversity of human resources as a strength.
• Think deeply about, take action according to, and take responsibility for our own duties and roles.
• Proactively embrace differences, respect one another and broadly connect with others.
• Look beyond the status quo and take new action to continuously and ambitiously seek to create value.
• Share common goals and a common direction and create an organization where we can all thrive.
• Anticipate change and work together to take action quickly.
• Leverage diverse individuality and ways of thinking to continually seek value creation that is greater
than the sum of our individual contributions (1 + 1 > 2).
Kazuyuki Futamata
Director of the Board and Managing Executive Officer
Mitsubishi Chemical
In implementing initiatives related to the first of these, KAITEKI Health and Productivity Management,
we are focusing on both health support and workstyle reforms, aiming to improve health at the indi-
vidual and workplace levels. That is, we are working to realize workstyles that facilitate health and job
satisfaction for every employee as well as workplace environments that allow each individual to thrive
and utilize their abilities to the fullest. MCC is working strategically—investing and building frame-
works—to make this happen. We are encouraging every employee to proactively examine their own
health, work and workplace, ask what they can do to enhance their own health and vigor at work,
and take action accordingly. We believe that this approach will help each employee achieve a greater
sense of satisfaction and achievement both at work and in their everyday lives. Furthermore, individu-
als and organizations backed up by health exert a positive influence their families and communities. In
this way, I am confident that we can contribute to society through our businesses and thus contribute
to realizing KAITEKI.
As for the second issue, respect for human rights and promoting diversity, we want the MCC Group
to be an organization in which all employees respect one other’s diverse individuality and values,
including nationality, race, religion, age, gender, sexual orientation and disability or lack thereof, and
together fulfill the Group’s corporate social responsibility while enabling every individual in the Group to
exercise their abilities to the fullest. Aiming to lay the foundations and create support to enable diverse
human resources to thrive, we are further developing our existing initiatives related to respect for
human rights, hiring people with disabilities, enabling woman to succeed, and providing support for
child care and nursing care. At the same time, we are working to create environments that are
accommodating of all employees, regardless of nationality, and to foster understanding and provide
support for LGBT individuals.
The third issue is effective placement and human resource development, an area in which we aim to
enable every employee to work with enthusiasm, motivation and initiative and to exercise their abilities
to the fullest. Specifically, we are engaging in personnel placement on a Group-wide basis to meet the
demands created by globalization. We have also adopted a career development program—a system
for medium- to long-term strategic personnel placement and development with the aim of encourag-
ing employees to pursue self-directed growth. Going forward, based on this program, while clearly
delineating the roles of the Group in Japan and the regional headquarters, we will advance effective
placement and human resource development across the MCC Group as a whole.
Basic Policy
Mitsubishi Chemical (MCC) is implementing KAITEKI Health and Productivity Management, aiming to ensure
not only employee safety and health but that every employee can thrive and find purpose and satisfaction in
their job. Before the merger, the three companies that formed the new MCC were each implementing their
own health and productivity management initiatives. We have redefined these initiatives and their goals under
a new name that incorporates our ideal of KAITEKI—KAITEKI Health and Productivity Management.
Accordingly, we are strategically investing management resources in order to maximize the performance of
one of the greatest assets of any company—the people who work there—from the perspective of health.
ICT/IoT utilization
Community and social wellness
We are implementing KAITEKI Health and Productivity Management initiatives with the dual focus of health
support and workstyle reforms. To achieve the goals of these initiatives, we have designated themes like those
shown above and are carrying out concrete activities and measures in line with said themes. Furthermore, we
have built a framework to implement a PDCA cycle, including monitoring criteria to confirm the progress of
such activities.
We are advancing KAITEKI Health and Productivity Management with particular awareness of the three forms
of wellness shown below. We are also working with our health insurance union and promoting information
sharing and coordination with Group companies.
Self Wellness
Being Healthy Ourselves
In line with the principle that the primary responsibility for one’s health lies with oneself and to ensure
that we can work effectively, we will each take the initiative to manage our own well-being.
Workplace Wellness
Creating Healthy Workplaces
We will respect the individuality of the people we work with and support one another in order to build
vibrant, creative workplaces by improving workplace environments and work processes.
Social Wellness
Building Healthy Families and Nurturing Our Ties to the Community
By enhancing self wellness and workplace wellness, we will aim to broadly contribute to society as
members of our respective families and communities.
Health Support
Basic Policy for Managing and Enhancing Health
MCC has laid out necessary rules for managing employees’ physical and mental health in its Health
Management Regulations. We maintain a health and safety management system and provide health check-
ups and stress check tests in compliance with relevant laws and regulations. While duly respecting our
employees’ privacy, we actively work to maintain and improve their physical and mental health and implement
health management activities. Managers and specialized staff, including human resource department staff and
industrial physicians, each aware of their own roles and duties, coordinate to maintain and improve conditions,
namely working hours, work content and burden, and work environments. Furthermore, should any physical
or mental health problems that may affect an employee’s ability to do their job arise, said staff responds
appropriately.
To address this problem, in addition to existing measures, we have begun focusing on human factors, namely
physical strength and dexterity. Specifically, we are advancing fall-prevention physical training as part of
KAITEKI exercises and carrying out safety fitness tests to assess employees’ ability to avoid falls. Though
such measures, we are working to help employees of all ages develop the physical strength and skills to
prevent falls.
To this end, we are loaning wearable activity tracking devices to employees who request them. Fitting like a
wristwatch, such devices allow users to monitor their physical condition, including heart rate and the amounts
of exercise and sleep they are getting. Data collected from such devices are being used with the i 2 Healthcare
system to enhance employee health.
Workstyle Reforms
Work Reform
By achieving radical innovations at the workplace level under the leadership of on-site managers, we are
eliminating inefficiencies and freeing up time. By doing so, we aim to pursue more value-creating work and
improve work-life balance. To support such work reforms, shared function departments, such as human
resources and administration, suggest guidelines for running meetings and preparing documents and e-mails
while providing enhanced IT communication tools. We are advancing work reforms in coordination with the
UP!20 company-wide productivity improvement initiative.
We are also implementing awareness-raising activities, such as presentations for managers about the proper
management of working hours, aimed at reducing overtime through self-directed work improvement in each
department.
Furthermore, we are working to make it easier for employees to take time off using such programs as the
refresh leave system 1 and by setting planned annual days off. 2 Furthermore, to support employees’ self-
directed social contribution efforts, we have established a volunteer leave system (up to five days per year)
and donor leave system (as many days as needed).
Main Leave Systems ( Besides Child Care and Nursing Care Leave)
Leave to accompany a spouse on overseas assignment; volunteer leave with the Japan Overseas
Cooperation Volunteers; fertility treatment leave
Basic Policy
Mitsubishi Chemical (MCC) regards respect for human rights as the basis of its management and the develop-
ment of diversity as part of its management strategy. MCC has established its Basic Policy on Respect for
Human Rights and the Development of Diversity to focus efforts on these issues.
Basic Policy on Respect for Human Rights and the Development of Diversity
Within the MCC Group, all employees shall respect one other’s diverse individuality and values, includ-
ing nationality, race, religious beliefs, age, gender, sexual orientation and disability or lack thereof, and
together fulfill the Group’s corporate social responsibility. Building on this foundation, we aim to enable
every individual in the Group to develop their abilities to the fullest.
Developing Diversity
In line with the Mitsubishi Chemical Holdings Group Charter of Corporate Behavior, we shall build
organizations that take strength from diversity, in which each individual is aware of their role, strives to
enhance their abilities as needed, and utilizes said abilities to the fullest to contribute to the creation of
KAITEKI value. Furthermore, we shall endeavor to balance our work and personal lives and, by deep-
ening dialogue and mutual understanding, create a workplace culture that is rich in drive and energy
and that realizes KAITEKI.
To promote respect for human rights and diversity on a company-wide basis, we have established the Human
Rights and Diversity Development Committee, chaired by the Supervising Officer (in charge of Human
Resources) and comprising the chief operating officer of each business domain and common function depart-
ment. The members of this committee implement PDCA cycles, discuss their implementation policies and
plans and monitor and periodically and report on performance.
In addition to implementing the necessary education to ensure respect for individual dignity and rights, MCC
forbids child labor and forced labor and strives to maintain proper working conditions. Through these efforts,
MCC seeks to fulfill its corporate social responsibility to ensure that the rights of all its stakeholders are
respected.
To this end, we maintain systems for dealing with issues in this area appropriately. Specifically, we are imple-
menting a variety of educational and other initiatives, including rank-specific training, aimed at deepening
awareness and knowledge of human rights. In addition, at each plant, we have appointed harassment coun-
selors, to whom employees can go to seek help or guidance related to harassment or human rights issues.
1. Plan Duration
April 1, 2017–March 31, 2021 (four years)
2. Numerical Target
Double the percentage of management positions (line manager or equivalent and above) held by
women from the 2017 level
3. Initiatives
(1) Implement systematic career development support for female employees
(2) Develop female managers
(3) Enhance educational opportunities for motivated employees
(4) Implement workstyle reforms and develop workplace culture
Main Systems to Support Employees in Balancing Their Work and Personal Lives
M Child care leave: Until the April 30 after the child’s third birthday
M Reduced work hours for child care: Until the end of the child’s third grade school year
M Nursing care leave: One year per qualifying family member
M Reduced working hours for nursing care: Maximum two-hour reduction in working hours per day (as long
as necessary)
M Reduced work days for nursing care: Maximum five-day reduction in working days per month (as long as
necessary)
M Life support leave (system for accumulating expired annual paid leave): Can be used for recovery from
illness or injury, child care, nursing care, etc.
M Declaration of desired place of work: Allows employees to specify their desired place of work to accom-
modate family circumstances
M Leave to accompany a spouse on overseas assignment: Allows employees to take leave of up to three
years to accompany their spouse on an overseas work assignment
M Remote work system: Employees whose work is suitable for telecommuting can do so up to two days a week
M Day care cost stipends
M Day care information service
M Nursing care stipends and financial support
M Home care worker stipend
M Establishment of external nursing care consultation points
In addition, we have formulated the action plan below based on the Act for the Promotion of Measures to
Support the Nurturing of the Next Generation. We are advancing measures in line with said plan.
1. Plan Duration
April 1, 2017–March 31, 2021 (four years)
Target 1: Create environments that facilitate the success of employees engaged in child care
• Monitor the usage of systems to support employees in balancing their work and personal lives as
well as the results of related initiatives and share findings broadly with employees
• Provide support to help employees continue working and return to work smoothly and promptly
after child care leave
Target 2: Develop a workplace culture that is supportive of employees balancing work and home
responsibilities
• Foster increased understanding of company systems
• Respect employees’ diverse values and workstyles while creating a workplace culture in which each
employee recognizes their role and can exercise their abilities to the fullest
• Reduce working hours
• Encourage the use of paid leave
Target 3: Carry out other initiatives to support the development of the next generation
• Provide opportunities for children to come into contact with workplaces, such as plant tours
• Foster understanding of the meaning of work among young people and provide work experience
opportunities
In 1993, we established the special subsidiary Kasei Frontier Service, Inc., which provides PC data entry and
printing services, to help people with disabilities achieve growth by taking on work responsibilities and thus
contribute to society. As of June 2017, said company had 69 employees with disabilities (of 105 total
employees).
Koji Nakano
Managing Director
Kasei Frontier Service, Inc.
At Kasei Frontier Service, Inc., although we provide both
tangible and intangible accommodations to enable people with
disabilities to thrive at work, we do not give such employees
special treatment. This is because our aim is to be a company
where people with and without disabilities work as one to take
on ambitious goals.
In June 2017, 2.05% of Group employees were people with disabilities, above the legally mandated
rate of 2.00%. MCC’s basic policy is to ensure that the individuality of every employee, disabled or
not, is respected and that all employees can thrive. At each site and at Kasei Frontier Service, we are
encouraging the hiring of people with disabilities and providing support to enable such employees to
exercise their abilities on an ongoing basis.
Basic Policy
At Mitsubishi Chemical (MCC), we aim to achieve our vision—realizing KAITEKI. To that end, we strive to
secure and retain human resources who are understanding of diverse values, identify issues on their own, and
involve those around them as they continually take on new challenges.
Hiring
We do not hire individuals less than 18 years old, and practice fair, non-discriminatory hiring.
With regard to the next generation of executive management candidates, we are working with the regional
headquarters 2 established in April 2017 to implement unified global management, identifying key positions
and preparing succession plans for them as well as monitoring the placement of management candidates
who are expected to fill such positions in the future. The company-wide HR Committee convenes on a regular
basis to manage such efforts. Furthermore, we are applying these initiatives not only to MCC employees but
expanding them to include the entire MCC Group, including overseas companies, working to implement more
systematic and efficient human resource development and placement.
At the same time, with regard to promising resources in each region, the regional headquarters implement
systematic human resource development and placement within their respective regions.
Based on the above policies, in April 2017 we introduced a new personnel system for employees of MCC in
Japan as described below.
1 Refers to the four regions that the MCC Group has designated as its units for global business development, namely the Americas; Europe,
the Middle East and Africa; the ASEAN region, India and Australia; and China and Hong Kong.
2 The following four companies, established to accelerate Mitsubishi Chemical’s overseas business development by supporting business and
revenue growth in their respective regions.
• Mitsubishi Chemical America, Inc. • Mitsubishi Chemical Europe GmbH
• Mitsubishi Chemical (China) Co., Ltd. • Mitsubishi Chemical Asia Pacific Pte Ltd.
Career Design
As a part of personnel measures designed to encourage employees to think about their careers, we have
introduced career design interviews. Such interviews involve an employee and their supervisor discussing the
employee’s current situation and how said employee plans to grow over the medium to long term. This
approach is designed to help employees take the initiative and grow.
Employees work to identify their own strengths and consider how they can hone and utilize those strengths to
contribute to society. At the same time, the company systematically examines ways to utilize and enhance
each individual’s strengths in order to achieve corporate growth.
To support and reinforce this process, we have introduced measures to enable employees to proactively
design their own careers. We also maintain an off-the-job training program that enables employees to learn
how to fulfill their expected roles.
Furthermore, we organize training programs according to five perspectives that are based on business,
workplace and individual needs. These are the junior employee development perspective, management
perspective, global perspective, skill and specialist knowledge perspective and career perspective. Using such
training programs, we support the growth of each employee while encouraging self-directed career
development.
Career design
training Management
Supervisors New supervisor training (career Seminars
management
course)
中国ビジネス研修
Career design training (e-learning)
Managers
Management Management
Diversity communication training
basics basics
training I training II
Professional career group
Self-management training
General career group
Presentation training
At the same time, Mitsubishi Chemical Holdings (MCHC) holds such programs as Management Seminars and
Junior Management Seminars that provide management literacy training as well as a Global Executive
Program and Group New Executive Training for executives. The MCC Group actively sends its employees to
participate in these programs, which offer opportunities for employees to develop themselves through friendly
competition within the MCHC Group.
The development of globally oriented management personnel requires the cultivation of global mindsets and
amassing of global experience. To this end, we offer rank-specific programs to develop global mindsets in
Japan. We also provide overseas dispatch programs, including the Overseas Business Challenge Program,
which combines foreign language training with internship programs at overseas Group companies, and the
Overseas Survival Experience, a short-term program in which participants work to solve problems on their
own in a multicultural environment. Through such work experience, overseas experience, language study and
other programs, we provide opportunities for employees to gain global business and living experience tailored
to the specific level of each individual.
Basic Policy
In line with the Mitsubishi Chemical Holdings Group Corporate Citizenship Activities Policy, the Mitsubishi
Chemical (MCC) Group provides not only monetary and material support, but contributes to actual activities
(providing human support) in such areas as creating an inclusive society, fostering the development of the next
generation, protecting the global environment, communicating with local communities and disaster support.
Approach
• Conduct corporate citizenship activities in communities and countries where we operate from a
viewpoint of sustainability, health, and comfort.
• Deepen our understanding of social needs through communication with various stakeholders and
other organizations.
• Conduct activities together with employees and encourage their positive participation.
• Support employees in their volunteer activities.
Furthermore, by performing chemistry experiment shows for children at events held by the Yume Kagaku-21
Committee, we actively support the committee’s activities. (The Yume Kagaku-21 Committee comprises the
Chemical Society of Japan; Society of Chemical Engineers, Japan; Japan Association for Chemical
Innovation; and Japan Chemical Industry Association.)
Disaster Support
The MCHC Group provides ongoing support to the areas
affected by the Great East Japan Earthquake through mon-
etary and material donations and by backing the volunteer
June 2017 Tokyo Greenship Action
activities of employees. (Kiyose Matsuyama nature
conservation area)
As part of efforts to support recovery in the Tohoku region,
every year we hold exhibitions of local specialty products from
Iwate, Miyagi and Fukushima prefectures at the Group head-
quarters, where many employees buy a wide variety of prod-
ucts, supporting recovery.
Basic Policy
Based on Mitsubishi Chemical Holdings Corporation’s medium-term management plan, we are working to
effectively use internal and external technological resources to expand and deepen our existing technologies,
accelerate the development of current and new technologies, and thus contribute to new business creation.
To achieve this, we are implementing measures in the following three areas.
2. China
• Comprehensive partnership with Dalian University of Technology for organic synthesis and process
development
3. Japan
• Summer internship program for students of the University of Tokyo Graduate School of Engineering
Department of Chemical System Engineering (“Todai Practice School”)
• Partnership with the National Research and Development Institute for Materials Science (NIMS) for func-
tional inorganic materials development
• Evaluation of organic devices as a member of Chemical materials Evaluation and REsearch BAse (CEREBA)
All of the above are collaborative efforts undertaken by the pre-merger Mitsubishi Chemical.
Employee Composition
29 or 1,778
Open ended 11,980 younger
Male 11,178
30 to 39 3,259
Fixed term (rehired retirees,
975 40 to 49 4,242
contractors)
50 to 59 2,855
Female 1,777
Other (part-time, etc.) -
60 to 69 812
Total: 12,955
As of April 2017
3,911
Female 2,328
Auxiliary organizations
Total: 16,635
As of April 2017
Percentage of employees
2.05%
with disabilities
New Hires to Mitsubishi Chemical
As of June 1, 2017
Male 181 ( 83%)
Male 5.4%
Paid time off usage rate 73.4%
Female 9.7%
Employees who used maternity leave 76
Average 6.3%
* D ata for the year ended or as of March 31, 2017 are totals or averages of the figures for the previous Mitsubishi Chemical,
Mitsubishi Plastics and Mitsubishi Rayon prior to the merger that formed the new Mitsubishi Chemical.
The new Mitsubishi Chemical Corporation was formed on April 1, 2017 through the merger of the previous
Mitsubishi Chemical Corporation, Mitsubishi Plastics, Inc. and Mitsubishi Rayon Co., Ltd. As of September
2017, Mitsubishi Chemical Corporation and its 368 Group companies operate in business areas that include
performance products and industrial materials.
Listings Unlisted
Website https://www.m-chemical.co.jp/en/
As of April 2017
Group Overview
Subsidiaries 311
Affiliates 57
Total 368
Group Network
Europe,
the Middle East
and Africa
78 companies
Japan
140 companies The Americas
50 companies
China and Hong Kong
48 companies
ASEAN region,
India and Australia
52 companies
Regional headquarters
Business Domains
By providing solutions to issues related to people, society and the Earth, Mitsubishi Chemical is accelerating
the growth of its businesses. As challenges in such areas as the intensification of climate change, uneven
distribution of water resources, growing and graying populations, and food and agriculture continue to emerge
and evolve, the company’s business domains related to each will work together to create new value and
provide comprehensive solutions.
Business Domains
• Petrochemicals
• Carbon
• MMA
• Advanced Polymers
• High Performance Chemicals
• Electronics & Displays
• High Performance Films
• Advanced Moldings & Composites
• Environment & Living Solutions
• New Energy
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