Working Environments That Maximize Potential

In Medium-Term Management Plan 2029, we have defined the type of people we seek. To nurture the human resources we desire, we provide each employee with opportunities for growth and challenges for them to take on. By appropriately delegating authority, we create working environments where employees can learn and take on challenges in unique ways, while employees with exceptional strengths can fully demonstrate their capabilities, leading to career advancement and more significant roles. Furthermore, by developing a foundation that recognizes employees’ individual strengths and expanding opportunities for the taking on of challenges, we aim to build an even stronger organization.

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Human Resource System

We are reviewing our human resource system to create an environment where employees’ strengths and willingness to take on challenges are appropriately recognized, enabling them to demonstrate their full potential.
Within our human resource system for managerial employees, we have introduced a double ladder framework for both management and specialists and revised the grading system to better reflect differences in roles and responsibilities. This framework is designed to appropriately recognize the Company’s diverse job functions, employees’ distinctive strengths, managerial responsibilities, and contributions to the organization.
We have also revised certain aspects of our employee evaluation system. In addition to our existing contribution targets, we have established behavioral goals related to safety and compliance and the qualities we seek in our employees: a sense of ownership, distinctive skills and strengths, a challenging spirit, and a collaborative mindset. This allows us to assess employees’ overall contributions to the Company and their organization based on not only results but also their actions and behaviors.
Through these enhancements to our human resource systems, we aim to foster an environment where diverse talent can leverage their unique strengths and take on new challenges, thereby facilitating individual growth and driving the organization’s sustainable growth.

Human resource development system

We have a human resource development system in place that supports the growth of each employee. For new-graduate hires and mid-career employees, we not only help them develop basic skills as members of society but also provide them with opportunities to enhance their knowledge and interact with others so that they are able to smoothly acclimate to their new roles and take on more significant roles in the future. We also support management personnel at all levels of the hierarchy, from new managers to existing managerial personnel, through management programs that enable them to gradually gain the requisite skills, knowledge, and mindset. These efforts lead to the creation of working environments where management personnel can lead their organizations and teams in achieving their goals as well as fully demonstrate their abilities.

Human resource development system

Support for self-directed learning

We are also committed to helping employees achieve their career goals through self-directed learning. We have provided a venue via which employees can freely access the content they would like to learn through a platform by using our online self-learning tools. We also share recommended learning models and information on popular content.
Furthermore, we launched Learning City, a platform for self-directed learning. Here, employees act as a guide to share knowledge and learn from each other through a number of opportunities to gain new insight and grow together.

Internal job postings

We promote the use of an internal recruitment system based on the belief that the Company and its employees should choose and empower each other. Positions that need to be filled are disclosed on the in-house portal, and employees can apply for these positions freely without the approval of their supervisor. Through this internal recruitment system and our company-initiated transfers, we provide opportunities for employees to pursue their desired career paths on their own volition while ensuring the strategic and flexible deployment of personnel. This allows us to create growth opportunities based on individual aspirations and expertise while optimizing our organizational structure.

We are working to build a more diverse organization and create an environment that encourages the exchange of diverse opinions. We believe the active participation of individuals with different views and characteristics leads to the creation of new value and invigorates the workplace. Accordingly, we place great importance on respecting the individuality of one another.

Diversity at the decision-making level

We promote diversity at the decision-making level by incorporating the ratios of female employees, non-Japanese employees, and multi-career employees at the decision-making level into our management of sustainability (MOS) indices, a sustainability indicator. By advancing succession planning and leadership development programs that take diversity into account, we will enhance diversity among decision-makers and leverage more multifaceted perspectives in our management practices.

Promoting employment of people with disabilities

In addition to actively providing employment opportunities to people with disabilities at its various business sites, the Group has established special-purpose subsidiaries. Along with administrative duties, these subsidiaries have expanded the scope of their operations to include video editing, data processing, programming, and other work involving the use of digital technology as well as remote operations through an online environment with the aims of enhancing the skill sets of employees with disabilities and improving the Group’s overall productivity.

Reception work being conducted remotely online

Fostering an inclusive corporate culture

We hold an event week each year in conjunction with United Nations International Women’s Day on March 8. In 2026, regional leaders from across the Group delivered video messages highlighting the importance of an organizational culture that respects diversity.
To help employees view diversity, equity, and inclusion as a topic of personal relevance, we organized a wide range of programs, including a keynote address on “Diversity as a Driver of Sustainable Corporate Growth,” a seminar on generational gaps and balancing work and caregiving responsibilities, and a lecture aimed at fostering understanding of LGBTQ+ issues. We also held seminars focused on balancing work and well-being and deepening understanding of disabilities.
Furthermore, we organized internal networking events for women in shift-based roles and provided opportunities for interaction with female managers from other companies. Through dialogue that transcended workplaces and locations, participants were able to share experiences and challenges, gain new perspectives, and build valuable networks.
In recognition of these initiatives as well as our efforts to ensure an inclusive workplace culture, we were presented with the Best Workplace Award, the highest honor in D&I AWARD 2025, which recognizes companies that demonstrate outstanding commitment to diversity and inclusion.

Riko Challenge

We are participating in Riko Challenge, an initiative launched by the Gender Equality Bureau Cabinet Office to foster interest in the science and engineering fields among female junior and senior high school students. Currently, the percentage of female students entering science universities in Japan is extremely low, and this poses a significant barrier to our diversity, equity, and inclusion efforts, as we primarily recruit graduates from science universities. We believe this initiative is essential not only from a social responsibility perspective but also from the standpoint of securing talented people for the Group. Accordingly, we have also become a member of the Riko Challenge Support Group, actively conducting activities to raise awareness of the science and engineering fields, such as organizing study tours for female students.

Recognition at HR Award 2026 by Nihon no Jinjibu

The Mitsubishi Chemical Group is committed to developing future talent in the science and engineering fields and empowering a diverse workforce. As part of these efforts, we conduct the Girls STEM One-Stop Development Initiative, a next-generation development program that provides continuous support to students ranging from elementary school to university. The program is designed to foster interest in science and chemistry and guide educational and career paths.
The initiative provides learning and experiential opportunities tailored to each stage of development, helping to nurture future talent in the science and engineering fields. In recognition of these efforts, the program was recognized by Nihon no Jinjibu at HR Award 2026, an award program supported by Japan’s Ministry of Health, Labour and Welfare.

Please refer to the website below for more information on our selection for HR Award 2026 (Japanese only).

https://www.mcgc.com/information/02712.html

Paternity leave

We are working to create an environment that allows our male employees to actively participate in childcare. Our various initiatives in this regard include posting testimonials from other fathers who have taken paternity leave on the intranet, conducting interviews and training sessions on special days dedicated to childcare leave, and holding online seminars for fathers. As a result of these efforts, the ratio of male employees taking paternity leave increased to 90% in fiscal 2025.

We are committed to creating psychologically safe workplace environments so that our employees can continue to grow by confidently performing to the best of their abilities. To eliminate harassment and create respectful and open workplace environments, we conduct human rights awareness training, implement workplace-specific measures based on employee survey results, and promote other initiatives to enhance psychological safety.