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| Item | Indicator | Contents |
|---|---|---|
| 1.1 | Statement from the most senior decision-maker of the organization (e.g., CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and its strategy. | Message from the President |
| 1.2 | Description of key impacts, risks, and opportunities. | Message from the President Part1：KAITEKI Management Initiatives Part3：Initiatives toward KAITEKI |
| Item | Indicator | Contents |
|---|---|---|
| 2.1 | Name of the organization. | Group Information |
| 2.2 | Primary brands, products, and/or services. | Group Information Group Businesses |
| 2.3 | Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures. | Group Information Group Outline |
| 2.4 | Location of organization's headquarters. | Group Information |
| 2.5 | Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report. | Corporate Citizenship Activities Global Network |
| 2.6 | Nature of ownership and legal form. | Group Information |
| 2.7 | Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). | Group Information Worldwide Activities |
| 2.8 | Scale of the reporting organization, including:
|
Communication with Shareholders and Investors Group Information Data |
| 2.9 | Significant changes during the reporting period regarding size, structure, or ownership including:
|
Response to the Great East Japan Earthquake Group Information |
| 2.10 | Awards received in the reporting period. | Towards Becoming a Corporate Group Enlivened by its Human Resources |
| Item | Indicator | Contents |
|---|---|---|
| Report Profile | ||
| 3.1 | Reporting period (e.g., fiscal/calendar year) for information provided. | Editorial Policy |
| 3.2 | Date of most recent previous report (if any). | Editorial Policy |
| 3.3 | Reporting cycle (annual, biennial, etc.) | Editorial Policy |
| 3.4 | Contact point for questions regarding the report or its contents. | Editorial Policy |
| Report Scope and Boundary | ||
| 3.5 | Process for defining report content, including:
|
Editorial Policy |
| 3.6 | Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). | Editorial Policy |
| 3.7 | State any specific limitations on the scope or boundary of the report. | Initiatives to reduce greenhouse gas emissions Towards Becoming a Corporate Group Enlivened by its Human Resources |
| 3.8 | Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations. | not applicable |
| 3.9 | Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report. | Initiatives to reduce greenhouse gas emissions Communication with Shareholders and Investors |
| 3.10 | Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g., mergers/acquisitions, change of base years/periods, nature of business, measurement methods). | Editorial Policy |
| 3.11 | Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. | Editorial Policy |
| GRI Content Index | ||
| 3.12 | Table identifying the location of the Standard Disclosures in the report. | GRI Guidelines Reference Table |
| Assurance | ||
| 3.13 | Policy and current practice with regard to seeking external assurance for the report. If not included in the assurance report accompanying the sustainability report, explain the scope and basis of any external assurance provided. Also explain the relationship between the reporting organization and the assurance provider(s). | Third-party Opinion |
| Item | Indicator | Contents |
|---|---|---|
| Governance | ||
| 4.1 | Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight. | KAITEKI Project Organizational Structure Corporate Governance Internal Control / Risk Management / Compliance |
| 4.2 | Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organization's management and the reasons for this arrangement). | Corporate Governance |
| 4.3 | For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members. | Corporate Governance |
| 4.4 | Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. | Corporate Governance |
| 4.5 | Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization's performance (including social and environmental performance). | Annual Report |
| 4.6 | Processes in place for the highest governance body to ensure conflicts of interest are avoided. | Corporate Governance |
| 4.7 | Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization's strategy on economic, environmental, and social topics. | Corporate Governance |
| 4.8 | Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation. | Message from the President Mitsubishi Chemical Holdings' Social Responsibilities Part1：KAITEKI Management Initiatives Part2：The Process of Creating MOS Indexes Initiatives concerning Human Rights and Labor Corporate Citizenship Activities Group Information |
| 4.9 | Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles. | KAITEKI Project Organizational Structure |
| 4.10 | Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance. | KAITEKI Project Organizational Structure Annual Report |
| Commitments to External Initiatives | ||
| 4.11 | Explanation of whether and how the precautionary approach or principle is addressed by the organization. | Risk Management Strengthening and improving total Group power regarding safety and the environment Initiatives for safety management regarding chemicals |
| 4.12 | Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. | Basic approach to social responsibilities Initiatives for biodiversity |
| 4.13 | Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization:
|
Corporate Citizenship Activities |
| Stakeholder Engagement | ||
| 4.14 | List of stakeholder groups engaged by the organization. | Communication with stakeholders Communication with Shareholders and Investors Communication with Customers and Business Partners Third-party Opinion |
| 4.15 | Basis for identification and selection of stakeholders with whom to engage. | Basic approach to social responsibilities Communication with Shareholders and Investors Communication with Customers and Business Partners Initiatives concerning Human Rights and Labor Corporate Citizenship Activities |
| 4.16 | Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. | Communication with Shareholders and Investors Communication with Customers and Business Partners |
| 4.17 | Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. | Third-party Opinion Feedback |
| Item | Indicator | Contents |
|---|---|---|
| Economic | ||
| Management Approach | Part1：KAITEKI Management Initiatives | |
| Economic Performance Indicators | ||
| Aspect: Economic Performance | ||
| CORE EC1. |
Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments. | Response to the Great East Japan Earthquake Communication with Shareholders and Investors Data Group Information Annual Report |
| CORE EC2. |
Financial implications and other risks and opportunities for the organization's activities due to climate change. | Message from the President Part1：KAITEKI Management Initiatives Part3：Initiatives toward KAITEKI |
| CORE EC3. |
Coverage of the organization's defined benefit plan obligations. | - |
| CORE EC4. |
Significant financial assistance received from government. | - |
| Aspect: Market Presence | ||
| ADD EC5. |
Range of ratios of standard entry level wage compared to local minimum wage at significant locations of operation. | - |
| CORE EC6. |
Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation. | - |
| CORE EC7. |
Procedures for local hiring and proportion of senior management hired from the local community at locations of significant operation. | - |
| Aspect: Indirect Economic Impacts | ||
| CORE EC8. |
Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement. | Corporate Citizenship Activities |
| ADD EC9. |
Understanding and describing significant indirect economic impacts, including the extent of impacts. | - |
| Environmental | ||
| Management Approach | Part1：KAITEKI Management Initiatives | |
| Environment Performance Indicators | ||
| Aspect: Materials | ||
| CORE EN1. |
Materials used by weight or volume. | - |
| CORE EN2. |
Percentage of materials used that are recycled input materials. | - |
| Aspect: Energy | ||
| CORE EN3. |
Direct energy consumption by primary energy source. | - |
| CORE EN4. |
Indirect energy consumption by primary source. | - |
| ADD EN5. |
Energy saved due to conservation and efficiency improvements. | Initiatives to reduce greenhouse gas emissions |
| ADD EN6. |
Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives. | Initiatives to reduce greenhouse gas emissions Part3：Initiatives toward KAITEKI |
| ADD EN7. |
Initiatives to reduce indirect energy consumption and reductions achieved. | Response to the Great East Japan Earthquake |
| Aspect: Water | ||
| CORE EN8. |
Total water withdrawal by source. | Data |
| ADD EN9. |
Water sources significantly affected by withdrawal of water. | - |
| ADD EN10. |
Percentage and total volume of water recycled and reused. | - |
| Aspect: Biodiversity | ||
| CORE EN11. |
Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas. | - |
| CORE EN12. |
Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas. | - |
| ADD EN13. |
Habitats protected or restored. | - |
| ADD EN14. |
Strategies, current actions, and future plans for managing impacts on biodiversity. | Initiatives for biodiversity |
| ADD EN15. |
Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk. | - |
| Aspect: Emissions, Effluents, and Waste | ||
| CORE EN16. |
Total direct and indirect greenhouse gas emissions by weight. | Initiatives to reduce greenhouse gas emissions Data |
| CORE EN17. |
Other relevant indirect greenhouse gas emissions by weight. | - |
| ADD EN18. |
Initiatives to reduce greenhouse gas emissions and reductions achieved. | Initiatives to reduce greenhouse gas emissions Part3：Initiatives toward KAITEKI |
| CORE EN19. |
Emissions of ozone-depleting substances by weight. | - |
| CORE EN20. |
NO, SO, and other significant air emissions by type and weight. | Data |
| CORE EN21. |
Total water discharge by quality and destination. | Data |
| CORE EN22. |
Total weight of waste by type and disposal method. | Data |
| CORE EN23. |
Total number and volume of significant spills. | - |
| ADD EN24. |
Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally. | - |
| ADD EN25. |
Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organization's discharges of water and runoff. | - |
| Aspect: Products and Services | ||
| CORE EN26. |
Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. | Part3：Initiatives toward KAITEKI |
| CORE EN27. |
Percentage of products sold and their packaging materials that are reclaimed by category. | - |
| Aspect : Compliance | ||
| CORE EN28. |
Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with environmental laws and regulations. | Compliance: Basic Approach and Promotion Structure |
| Aspect : Transport | ||
| ADD EN29. |
Significant environmental impacts of transporting products and other goods and materials used for the organization's operations, and transporting members of the workforce. | - |
| Aspect : Overall | ||
| ADD EN30. |
Total environmental protection expenditures and investments by type. | Data |
| Social Performance Indicators | ||
| Labor Practices and Decent Work | ||
| Management Approach | Part1：KAITEKI Management Initiatives | |
| Labor Practices and Decent Work Performance Indicators | ||
| Aspect: Employment | ||
| CORE LA1. |
Total workforce by employment type, employment contract, and region. | Group Information Data |
| CORE LA2. |
Total number and rate of employee turnover by age group, gender, and region. | Data |
| ADD LA3. |
Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations. | Towards Becoming a Corporate Group Enlivened by its Human Resources |
| Aspect: Labor/Management Relations | ||
| CORE LA4. |
Percentage of employees covered by collective bargaining agreements. | Data |
| CORE LA5. |
Minimum notice period(s) regarding operational changes, including whether it is specified in collective agreements. | - |
| Aspect: Occupational Health and Safety | ||
| ADD LA6. |
Percentage of total workforce represented in formal joint management?worker health and safety committees that help monitor and advise on occupational health and safety programs. | Data |
| CORE LA7. |
Rates of injury, occupational diseases, lost days, and absenteeism, and number of workrelated fatalities by region. | Data |
| CORE LA8. |
Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases. | Towards Becoming a Corporate Group Enlivened by its Human Resources |
| ADD LA9. |
Health and safety topics covered in formal agreements with trade unions. | - |
| Aspect: Training and Education | ||
| CORE LA10. |
Average hours of training per year per employee by employee category. | - |
| ADD LA11. |
Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings. | Towards Becoming a Corporate Group Enlivened by its Human Resources |
| ADD LA12. |
Percentage of employees receiving regular performance and career development reviews. | - |
| Aspect: Diversity and Equal Opportunity | ||
| CORE LA13. |
Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity. | Data |
| CORE LA14. |
Ratio of basic salary of men to women by employee category. | - |
| Human Rights | ||
| Management Approach | Part1：KAITEKI Management Initiatives | |
| Human Rights Performance Indicators | ||
| Aspect: Investment and Procurement Practices | ||
| CORE HR1. |
Percentage and total number of significant investment agreements that include human rights clauses or that have undergone human rights screening. | - |
| CORE HR2. |
Percentage of significant suppliers and contractors that have undergone screening on human rights and actions taken. | - |
| ADD HR3. |
Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained. | Initiatives to Promote Human Rights |
| Aspect: Non-discrimination | ||
| CORE HR4. |
Total number of incidents of discrimination and actions taken. | - |
| Aspect: Freedom of Association and Collective Bargaining | ||
| CORE HR5. |
Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights. | - |
| Aspect: Child Labor | ||
| CORE HR6. |
Operations identified as having significant risk for incidents of child labor, and measures taken to contribute to the elimination of child labor. | Internal Control / Risk Management / Compliance Initiatives concerning Human Rights and Labor |
| Aspect: Forced and Compulsory Labor | ||
| CORE HR7. |
Operations identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of forced or compulsory labor. | Internal Control / Risk Management / Compliance Initiatives concerning Human Rights and Labor |
| Aspect: Security Practices | ||
| ADD HR8. |
Percentage of security personnel trained in the organization's policies or procedures concerning aspects of human rights that are relevant to operations. | - |
| Aspect: Indigenous Rights | ||
| ADD HR9. |
Total number of incidents of violations involving rights of indigenous people and actions taken. | - |
| Society | ||
| Management Approach | Part1：KAITEKI Management Initiatives | |
| Social Performance Indicators | ||
| Aspect: Community | ||
| CORE SO1. |
Nature, scope, and effectiveness of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating, and exiting. | - |
| Aspect: Corruption | ||
| CORE SO2. |
Percentage and total number of business units analyzed for risks related to corruption. | Internal Control / Risk Management / Compliance |
| CORE SO3. |
Percentage of employees trained in organization's anti-corruption policies and procedures. | Internal Control / Risk Management / Compliance |
| CORE SO4. |
Actions taken in response to incidents of corruption. | Internal Control / Risk Management / Compliance |
| Aspect : Public Policy | ||
| CORE SO5. |
Public policy positions and participation in public policy development and lobbying. | - |
| ADD SO6. |
Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country. | - |
| Aspect: Anti-Competitive Behavior | ||
| ADD SO7. |
Total number of legal actions for anticompetitive behavior, anti-trust, and monopoly practices and their outcomes. | not applicable |
| Aspect: Compliance | ||
| CORE SO8. |
Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with laws and regulations. | Internal Control / Risk Management / Compliance |
| Product Responsibility | ||
| Management Approach | Part1：KAITEKI Management Initiatives | |
| Product Responsibility Performance Indicators | ||
| Aspect: Customer Health and Safety | ||
| CORE PR1. |
Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures. | Initiatives for safety management regarding chemicals |
| ADD PR2. |
Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes. | - |
| Aspect : Product and Service Labeling | ||
| CORE PR3. |
Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements. | Contribution to the Reduction of Greenhouse Gas Emissions During Product Use |
| ADD PR4. |
Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes. | - |
| ADD PR5. |
Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. | Mitsubishi Chemical Holdings Information Center |
| Aspect : Marketing Communications | ||
| CORE PR6. |
Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship. | - |
| ADD PR7. |
Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes. | not applicable |
| Aspect : Customer Privacy | ||
| ADD PR8. |
Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data. | not applicable |
| Aspect: Compliance | ||
| CORE PR9. |
Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services. | not applicable |
