Attractive Corporate Group

We are taking wide-ranging measures to become an attractive corporate group where highly motivated and qualified individuals come together and inspire one another. We are also working to strengthen our recruitment capabilities for specialists in various fields and promoting the development of an organization where individuals with diverse expertise and perspectives can fully utilize their potential.

Efforts to recruit talented people

Amid intensifying competition for human resources, we are actively improving our recruitment activities to ensure diversity and improve our matching and retention rates.
As part of new-graduate recruitment, Mitsubishi Chemical Corporation provides students with opportunities to learn about its business and what makes the company attractive through in-person events, such as tours of business sites, and various media channels. In fiscal 2022, we began notifying candidates, regardless of their major or skills or expertise, of their initially assigned areas and positions at the time of a job offer. This is intended to prevent employees from leaving too soon after joining the Company and create workplaces where highly motivated and qualified individuals can confidently perform to the best of their abilities. In addition, we are placing more emphasis on communication during the hiring process to increase the number of applications from women and those with science and engineering backgrounds and to eliminate mismatches after joining their company.
For our recruitment of mid-career persons, we hire people through referrals by current employees, via those who worked for the Group previously and gained experience elsewhere, and through communication on social networking services, among a variety of other methods.

PR videos on various media channels (image: YouTube channel for students)

We periodically conduct a global engagement survey to understand how employees perceive their organization’s policies, culture, work environment, and career opportunities. The results of the survey are used to provide feedback on an organizational basis, conduct root cause analysis, and share best practices. By identifying strengths and issues in each department and implementing measures for improvement, we aim to strengthen relationships between employees and their companies.

Efforts to enhance employee engagement

The president and CEO and the rest of the management team have been focusing on raising awareness of our employee engagement strategies through face-to-face interactions by visiting business sites and offices in Japan and overseas. As a result, our employee engagement score for fiscal 2024, which took into account KV35 and Medium-Term Management Plan 2029, reached 70 points, showing overall improvement over previous fiscal years. These efforts have led to significant results, particularly for questions related to awareness of the management philosophy. On the other hand, further improvement is needed in terms of the Company’s corporate image, leadership, innovation, human resource management, and performance management. Going forward, we will analyze the results on an organizational basis and incorporate them into specific measures for improvement.

Results of employee engagement survey^*1

• *1Graph provided by Towers Watson K.K.
• *2□ indicates year-on-year comparison
• *3MOS (Management of Sustainability) indices are indicators that measure targets and progress against materiality issues

In fiscal 2024, a total of 44 CEO town hall meetings and individual dialogue sessions were held at our head office, domestic plants and subsidiaries, and overseas bases. The president and CEO took this opportunity to discuss KV35 and Medium-Term Management Plan 2029 in-person and foster understanding through the candid exchange of opinions.

Dialogue sessions held at various sites