Aiming for Sustainable Growth through Innovation

  • Japanese

The year 2015 was one in which the international community unanimously agreed to address sustainability-related issues, including poverty, famine, natural resources and energy, climate change, and the environment. Adopted at the United Nations Sustainable Development Summit in September 2015, the Transforming our World: the 2030 Sustainable Development Agenda called for the participation of all the international community’s stakeholders in working toward the achievement of 17 Sustainable Development Goals (SDGs). Advanced and emerging countries alike also earnestlyagreed to address the implementation of those SDGs under the Paris Agreement adopted at the 21st Conference of the Parties (COP21) of the United Nations Framework Convention on Climate Change held in December 2015. It was an epoch-making year for a number of global stakeholders who are aiming to build a sustainable society.
In the meantime, having reached the stage at which increased dialogue with stakeholders and enhancements to corporate governance were being demanded, the Stewardship Code was followed by the introduction of the Corporate Governance Code in Japan.

Toward Contributing to Resolve Social Issues

Chemistry has a prominent role to play with respect to social issues.
Based on its management philosophy of keeping in harmony with the global environment, the Mitsui Chemicals Group will identify a Future Vision that aims for sustainable development by working to resolve social issues in which economic, social, and environmental standpoints are connected. The Group will advance its 2014 Mid-Term Business Plan toward bringing that Future Vision to reality.
Having set the Mobility, Healthcare, Food & Packaging as its three growth target domains, the Group launched the overarching Plan under the theme “Creating Customer Value through Innovation.” I consider the Group’s ongoing important mission to be the supply of the basic materials that underpin society at large and industry.
In 2016, the Group implemented an organizational restructuring into a four-business sector structure consistent with its strategic direction to realize the synergies between them. While increasing speed and heightening accuracy in the implementation of its strategies, the Group will contribute to resolve social issues by the continuous creation of new products and businesses as well as by the stable supply of industrial materials.

Selecting Key Issues

As a member of society, the Group reorganized its management issues and selected key issues in 2015 to continue being trusted by its stakeholders and fulfill its corporate social responsibility.
The first key issue category, the impact of the Group’s business on society, mentions minimizing any risk to society and issues deemed to present a strong challenge to the Group’s management foundation. Of these, safe production operations are an absolute requirement of management and a basic premise of corporate survival. Under the management policy of “putting safety first in everything that we do,” the Group is expanding and improving efforts to instill fundamental safety, hand down accumulated production technologies, and foster a culture of safety, while deploying the same efforts made in Japan to its overseas production bases. The Group will continue its steady efforts and keep in mind that there are no shortcuts on the road to ensuring safety.
Human resources provide the power to create innovation in response to the demands from society. We are promoting global human resources management to secure and develop human resources that have diverse backgrounds and to enhance our global management foundation.
In terms of corporate governance, these key issues are positioned as forming the basis of challenges for the entire Group, and we have redoubled our efforts. On the basis of the Corporate Governance Guidelines established in 2015, that same year we made revisions to have a flexible structure to enable increased transparency and speed in management and the performing of timely, strong-minded decision-making. We increased the ratio outside directors and strengthened the management oversight function of the Board of Directors. Operations are primarily conducted by executive officers.

In Conclusion

We are making progress with the 2014 Mid-Term Business Plan at a speed far in excess of that originally foreseen, and fiscal 2016 marks its final year. The global situation is full of turbulent uncertainties, but the Mitsui Chemicals Group will steadily proceed toward the next stage one step at a time. Bringing to fruition management that will strike a balance in its active responses to issues—not only from the economic standpoint but also from the environmental and social standpoints demanded by the supply chain and various stakeholders—we will aim for the sustainable growth of society and of the Mitsui Chemicals Group through business activities.