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
To realize KAITEKI Vision 35 (KV35) and Medium-Term Management Plan 2029, the Mitsubishi Chemical Group is advancing initiatives that align management strategy with human resource strategy.
We operate a diverse range of businesses globally, which requires us to address diverse human resource needs. In response, we have established five key initiatives within our human resource strategy and developed implementation plans, concrete action programs, and key performance indicators for each of them to drive execution. We are also enhancing our systems for recruiting, assigning, developing, and appointing personnel based on the talent required to successfully implement these strategies.
Among these initiatives, I would like to highlight two particularly important ones: assigning and appointing the right people to the right positions and creating work environments that maximize employee potential.
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 people are placed in the right positions. The Group is fortunate to have employees who are highly skilled, knowledgeable, and experienced across various fields.
Ensuring optimal personnel assignment and appointment is one of our key management priorities. To identify and appropriately place the next generation of leaders, we have established a framework under which management engages in thorough discussions and takes action accordingly. We have also implemented a centralized global human resource management system and are actively utilizing it to support these efforts.
Building on our efforts to gain a comprehensive understanding of our talent pipeline, we place particular emphasis on incorporating diverse perspectives into these discussions, including the appointment of female and non-Japanese employees to leadership positions. While we have seen steady progress in broadening the diversity of our talent pool, we recognize that there is still more to be done. By further accelerating these efforts, we aim to support the sustainable growth of the Group.
Building on our efforts to gain a comprehensive understanding of our talent pipeline, we place particular emphasis on incorporating diverse perspectives into these discussions, including the appointment of female and non-Japanese employees to leadership positions. While we have seen steady progress in broadening the diversity of our talent pool, we recognize that there is still more to be done. By further accelerating these efforts, we aim to support the sustainable growth of the Group.
Creating Work Environments That Maximize Employee Potential
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 enables every employee to grow and fully demonstrate their abilities.
We strive to build a mutually beneficial relationship with our employees. In addition to managers taking an active and sincere role in developing their team members, we encourage employees to proactively shape their own careers by taking advantage of internal job posting programs and open-enrollment training opportunities. Through these efforts, we aim to create an environment where employees can seek growth opportunities and new challenges on their own initiative.
We believe that individual growth contributes to the growth of the Group, creating a mutually beneficial relationship in which the two strengthen one another.
We believe that individual growth contributes to the growth of the Group, creating a mutually beneficial relationship in which the two strengthen one another.
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. Although employee engagement survey results have shown improvement through these initiatives, we will continue promoting talent development and strengthening people management capabilities across the Group.
I aspire to build an organization where every employee takes on challenges and grows, and where that growth becomes a driving force for business transformation and value creation. Through ongoing dialogue with fellow members of the management team, I will continue advancing our human resource strategy in close alignment with both our management and business strategies. By fostering an environment in which both employees and the Group can grow together, we will contribute to the sustainable growth and long-term value creation of the Mitsubishi Chemical Group.
