We are currently in an operating environment characterized by volatility, uncertainty, complexity, and ambiguity, which is why we embrace KAITEKI, our guiding Purpose, as the North Star for our aspirations. As the chief human resource officer (CHRO), my primary responsibility is achieving our Purpose by maximizing our human capital and making the best use of its power as a driving force.
Promoting Human Resource Strategy as a Part of Management Strategy
In November 2024, the Mitsubishi Chemical Group formulated and announced its management vision KAITEKI Vision 35 to serve as its medium- to long-term management strategy and its Medium-Term Management Plan 2029, covering the period up to fiscal 2029. We operate a diverse range of businesses globally, which requires us to address diverse human resource needs. In response, we are aligning our management and human resource strategies in addition to enhancing our system for recruiting, assigning, developing, and appointing personnel based on the talent necessary to successfully implement these strategies.
Assigning and Appointing the Right People to the Right Positions
One of the most important aspects of maximizing human capital is ensuring that the right individuals are placed in the right roles.
The Group is fortunate to have employees who are highly skilled, knowledgeable, and experienced across various fields. To collectively monitor each of these individuals, we launched a centralized global human resource management system in fiscal 2024. This system allows us to monitor and evaluate our talent pipeline more comprehensively and from multiple perspectives, enabling the development of optimal succession plans. In formulating and executing these succession plans, management will engage in thorough discussions on the appointment of female and non-Japanese employees for leadership roles by incorporating diverse viewpoints. We will continue to ensure that the right people are placed in the right positions while taking diversity into consideration.
The Group is fortunate to have employees who are highly skilled, knowledgeable, and experienced across various fields. To collectively monitor each of these individuals, we launched a centralized global human resource management system in fiscal 2024. This system allows us to monitor and evaluate our talent pipeline more comprehensively and from multiple perspectives, enabling the development of optimal succession plans. In formulating and executing these succession plans, management will engage in thorough discussions on the appointment of female and non-Japanese employees for leadership roles by incorporating diverse viewpoints. We will continue to ensure that the right people are placed in the right positions while taking diversity into consideration.
Creating Work Environments That Bring Out the Best in All Employees
Another crucial aspect of maximizing human capital is fully harnessing the potential of each employee. To achieve this, the Group is committed to creating work environments and cultivating an organizational culture that enable every employee to grow and fully demonstrate their abilities. We strive to build a mutually beneficial relationship with our employees, encouraging them to think proactively about their careers by providing opportunities for growth and challenges that align with their goals. To support this, we will continue implementing human resource initiatives that prioritize autonomy, such as internal open recruitment and comprehensive career support, alongside our systematic approach to personnel placement. Additionally, we will continue to offer flexible work arrangements, including remote work options, to accommodate individual circumstances like childcare or eldercare. We will also refine our superior–subordinate interview system and maintain our commitment to eliminating workplace harassment. Through these and other initiatives, we aim to create companies and work environments where every employee can experience personal growth and fulfillment in their work.
