Materiality

Targets
Category

Materiality

Why it is material

Risks

Opportunities

Action plan

Grow UP 2026 KPIs

Reporting boundary
Domestic
Overseas
Nonconsolidated consolidated consolidated

Contribution tosolving social
issues throughbusiness

Through business and products that balance
economic and social value, we will realize ouraim of “creating value to share with society.”

CSV
Promotion ofinnovative R&D• Delay in achievement of a more resilientbusiness portfolio• Failure to achieve carbon neutrality due todelay in business creation• Delay in creation of new products andbusinesses due to reduced competitiveness in
R&D

Proactive response
to environmental
problems

Addressing environmental problems is• Increase in risk of abnormal weather andimperative for all of humanity. Companies must natural disasters due to climate change
proactively do so as a prerequisite for their• Reputational risks regarding environmental
existence and activities.
protection

Highly energy- andresource-efficient
production

Companies have a responsibility to takecountermeasures for environmental issues,and must engage proactively in such activities
as they also contribute to increasing thecompetitiveness of their products.

Cultivating a
corporate culture ofjob satisfaction

An organizational culture that enables all
employees to confidently give full play totheir abilities over the long term while finding
individualized meaning in their jobs is thefoundation of corporate value creation.

E

Promotion ofdiversity andinclusion

Respect for humanrights

SEnsuringoccupationalsafety and health /Process safety anddisaster prevention

Chemical/productquality and safetyassurance

Promotion ofsocially responsible
sourcingG• Achieve a more resilient business portfolio• Create new businesses for achieving carbon
neutrality• Promote R&D through use of DX technology• Fall in share price due to decrease in futurevalue• Decrease in demand for products due tochanges in market needs• Shift in share of low-cost alternative materials• Existing product obsolescence

Strengthening
governance andinternal control/risk management/compliance• Creation of new markets through diversification• Transform business portfolioof market needs• Commercialize products that balance social• Customer credibility backed by multiple
and economic value
industry standards• Create new businesses that contribute to• Expansion of portfolio of distinctive,
solving social issues
differentiated products

Sales of MGC Group eco-friendlyproducts• Allocate management resources to• P romotion of a more resilient business portfolio differentiating businesses and new/next• Creation of new markets through establishment
generation businessesof environmental solution businesses• Set solving climate change issues as a•C reation of new products and businesses
strategic research area
through use of DX technology• Develop DX human resources into MGCGroup research personnel

Percentage of R&D cost contributing
to increased resilience of businessportfolio*1
Percentage of research personnel
contributing to solving climatechange issues
Percentage of DX human resourcesamong research personnel(those who have taken DX
fundamentals courses)• Development of CCUS (particularly CCS)
and CO2-based methanol and polycarbonate
businesses, and development of chemicals
that use CO2• Commercial development of ammonia as ahydrogen carrier and CO2-free fuel• Acquisition and cross-company deployment ofDecline in competitive advantage due to delays
energy-saving technologies
in technological response to resource and energy• Advancement in utilization of digitalconservation needstechnologies• Reduce GHG emissions in the manufacturing
process• Develop and introduce new technologies tohelp reduce GHG emissions• Reduce supply chain GHG emissions• Stabilize equipment through improvementof control• Prevent accidents and issues• Cultivate and visualize a culture in which theCompany values the human resources that it
Declines in labor productivity and corporate value• Strengthened foundation for creating innovation has developed(economic and social value) due to outflow of• Improved employee engagement• Examine various personnel systems (includingpersonnelwelfare) and design systems suitable for an
era of contributing to increased engagement• Diversify hiring formats (methods, humanresources)
Establishing a corporate culture through• Conduct awareness-raising activities in groupcollaboration incorporating diverse values
Uniform thinking and loss of new business
Nurturing of a culture of collaboration
training
fosters a foundation for generating new ideas opportunities due to imbalance in personnel
incorporating diverse values that is conducive to• Create opportunities for interaction between
and technological innovation and creating
attributes and skills
new ideas and technological innovationdifferent departments and offices throughcorporate value.
internal events, training, etc. (including useof MGC Commons)• B oycotts on purchasing products and services • Contribution to realization of a sustainableAs entities conducting business activities,• Formulate human rights policy and fully
due to human rights infringement
economy and society
companies have a responsibility to avoid
accept responsibility for respecting human•D ecline in evaluation as a recipient of• Maintenance and securing of trust from society
infringing on the human rights of others andrights
investment• Maintenance and increase in corporate value
rectifying any negative impact they have on• Establish a human rights consultation desk to• P otential for elimination as an investment• Recruitment and retention of talented human
human rights.
conduct appropriate remedial measures
candidate or withdrawal of investment
resources• Share examples of accidents and disasters,
and utilize this information for process risk
Safety is the foundation of business activities. • R ecurrence of similar disasters and problems • Nurturing of a culture of safetyassessment
Companies have a societal duty to ensure• L oss of societal trust due to accidents or• Accumulation of expertise in preventive• Eliminate dangers and hazards bysafety.
scandalsmaintenanceconducting occupational health and safety
risk assessments and build comfortableworkplaces• L oss of business opportunities due to non• Share information through the activities of the• Enhancement of business profitability throughChemical/product quality and safety assurancecompliance with chemical regulations in each
Environment and Safety Council and provide
proper compliance with laws and regulations
is required by stakeholders, and the Company is country
education and support to associates from our• Enhancement of customer satisfaction andresponsible for providing products and services • L oss of societal trust due to inaccuratecompanysocietal trust in the entire Company and Group
with a high degree of safety and reliability.
data handling and shipping of inappropriate• Promote Q-MGC conducted companywidecompanies
products
and throughout the Group
Companies have a societal responsibility to
Negative impacts on business activity due toupgrade CSR compliance throughout theirillegal actions and compliance violations bysupply chains with respect to the environment,
suppliers
working conditions, human rights, etc.

Improved sustainability of society and long-termcompetitiveness

It is a system for developing disciplined ways
to steadily execute strategies in order to bringbusiness models to fruition and sustainably
grow corporate value.

• Establishment of a stable managementfoundation by improving decision-making
transparency and responding appropriately tochange• Gaining of stakeholder trust

Slumping business activity, loss of societal trustand damage to corporate value*1 Percentage of total value of R&D expenditure in the differentiating business and new/next-generation business categories*2 Amount of final disposal/total amount of industrial waste generated*3 R
 eduction in energy usage resulting from energy-saving improvements (based on 100% capacity utilization)/average annual energy usage for fiscal 2021 to fiscal 2023

MITSUBISHI GAS CHEMICAL COMPANY, INC.

Results/forecasts

Fiscal 2026

Fiscal 2030

RelevantSDGs
targets

3.9, 8.2,9.4, 9.5,12.3

●

●

●

¥199.4 billion(Fiscal 2023 forecast)¥270.0 billion¥500.0 billion

●

●

●

64%
(Fiscal 2023 forecast)

60% or higher

60% or higher

●

●

●

28％
(Fiscal 2023 forecast)

25% or higher

25% or higher

●

●

●

67%
(Fiscal 2023 forecast)

75%

80%

Reduction in GHG emissions(compared to fiscal 2013)

●

●

●

25%
(Fiscal 2022 result)

33%

39%

Zero waste emission rate*2

●

●

1.4%
(Fiscal 2022 result)

1.2%

1.0%3.9, 6.3,7.2, 11.6,12.5, 13.3,14.1, 14.3

Energy usage reduction rate*3(compared to fiscal 2023)

●

●

—

–3.0%

–7.0%

7.3, 12.2

Percentage of employees that feelsatisfied at work●

65％
(Fiscal 2021 result)

70%

75%

4.4, 5.4,8.5

Number of female managerial
personnel●

40(Fiscal 2023 forecast)

60

90

4.4, 5.1,5.5, 8.5●

Respect for human rights

●

●

●

—

Serious occupational accidents,*4
serious accidents*5

●

●

●

4,*6 0(Fiscal 2023
Q1-3)

●

0(Fiscal 2023
Q1-3)

Product liability incidents, serious*7
legal and regulatory violations,serious*7 quality issues• Inform suppliers of the Company’s basic
approach to raw material procurement
activities and its CSR procurement guidelines,
and conduct regular questionnaires• Conduct evaluations based on questionnaires
and multiple dialogues 

Percentage of suppliers in agreementwith Company’s basic approach toraw material procurement activities
and its CSR procurement guidelines
Percentage of consolidated
subsidiaries required to conduct CSR
procurement activities• Conduct compliance education andawareness-raising activities• Identify risk of compliance infringement andconduct risk assessment• Improve awareness compliance throughout
the entire MGC Group

Number of serious complianceviolations

●

●

●

8.2, 9.4,
9.5

Establish human rights
Human rights due
management and
4.7, 8.7,
diligence conductedensure support for 10.2, 10.3,
100%
human rights policy by 16.3, 16.10
all stakeholders

0000(Non-consolidated(Non-consolidated ++ Domestic andDomestic consolidated
overseas consolidatedcompanies)
companies)—

80%

100%100%(Domestic andoverseas consolidated)

03.9, 8.5,11.6, 12.4,13.3

3.9, 12.4

12.2, 16.2
●

●

●

—60%
(Domesticconsolidated)

●

●

●

0(Fiscal 2023
Q1-3)

0

8.7, 10.2,10.3, 16.2,16.3, 16.5,
16.10*4 Accidents resulting in lost work days eligible for disability compensation, including death and permanent disability, or potential disability, and those with four or more lost work days
*5 Accidents that threaten third parties, including those resulting in environmental pollution involving the community or that cause damage to local residents, and other accidents involving serious damage*6 Four incidents occurred within the consolidated Company*7 Losses over ¥1.0 billion or more