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 Mitsubishi Chemical Group is deeply committed to ensuring employees' understanding of management's direction and strengthening mutual understanding. We continually hold town hall meetings at business sites in Japan and overseas, where the CEO and other executives communicate our management policies and business strategies while engaging in open dialogue with employees.
As a result of these initiatives, our employee engagement survey has shown improvement in many categories. The overall employee engagement score has increased for two consecutive years, from 69% in fiscal 2023—prior to the announcement of KAITEKI Vision 35 and Medium-Term Management Plan 2029—to 70% in fiscal 2024 and 71% in fiscal 2025.
In particular, with regard to "Productivity / Speed," scores improved in this category through improvement activities involving our entire workforce. By having each worksite identify operational challenges and submit proposals for revision or discontinuation and responding promptly to these proposals, we have improved productivity while enlivening communication within the workplace.
In terms of "Leadership," which was found to be in need of improvement, the management team has been conducting workshops and implementing specific action plans to strengthen leadership skills throughout the organization. To improve understanding of and alignment with the "Company's Corporate Image" and "Corporate Value, Goals, and Objectives," we are promoting brand engagement initiatives and strengthening communication.

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

The president and CEO holds town hall meetings and individual dialogue sessions at our head office, domestic plants and subsidiaries, and overseas bases. A total of 44 meetings and sessions were held in fiscal 2024 and 36 meetings and sessions were held in fiscal 2025. The president and CEO took this opportunity to discuss KV35 and Medium-Term Management Plan 2029 in person while visiting manufacturing and R&D facilities to gain firsthand insight into employee perspectives and challenges. These initiatives foster mutual understanding through the candid exchange of opinions.

Dialogue sessions held at various sites