Mitsubishi Chemical Holdings Corporation (MCHC) aims to perfome KAITEKI Management, which MCHC has advocated to the world by basing its corporate activities on three criteria for determining sustainability (the environment and resources), health, and comfort under its Group philosophy. To realize KAITEKI, MCHC approaches management by balancing a four-dimensional axis, which is created by adding Management of Sustainability (MOS) indexes that bring the view of KAITEKI for society and communities to traditional management indexes. In the current fiscal year, it is to MCHC’s credit that it has made progress in its efforts to address social issues by clarifying its approach to the issues so as to resolve the relationships between the MOS indexes and social agendas, set its own agenda, and incorporate external opinions. In particular, the positioning of the MOS Axis in management has been clarified by explaining the scheme of KAITEKI and initiatives toward KAITEKI in an easy-to-understand manner in the special feature and showing the relationships between the MOS Axis and value creation. It is notable that this has also been made clear by practical reporting, such as indicating specific approaches and specific efforts for social agendas through MCHC’s core business, by covering its efforts in the MOS Axis as important topics in which the Mitsubishi Chemical Holdings Group as a unit is striving to increase common values in an integrated manner.

As a challenge for the future, it is necessary to go further with regard to a method of identifying social issues and responding to them. In particular, with the establishment of ISO26000, there is a need to disclose how an organization is dealing with what social issues. It is important, therefore, to identify core challenges to deal with specifically and to reveal the process of addressing them with whom (with which stakeholders). MCHC would be recommended to indicate agendas that are clearly demonstrated as specific social issues to address as the MOS Axis that KAITEKI Management targets and to put them into practice. For example, it is desirable to show how to deal specifically with important social issues such as participation in communities and responding to developments from a supply chain standpoint, while mentioning such areas as a human-rights issue and fair business practice.

Generally, this report is very comprehensive, given that the process to increase the corporate value of MCHC is clearly and specifically stated by incorporating the promotion of corporate social responsibility (CSR) into management strategies through the practice of KAITEKI Management. To add further value to the report, it is important to incorporate a perspective that considers how to address what social issues and with whom, as well as how to give back to society the results that MCHC has achieved. It is hoped that MCHC will pursue its efforts from a standpoint even more entrenched in society by viewing specific social issues in relation to its management issues and working to solve them, while involving various stakeholders.