Mitsui Chemicals, Inc. · TSE:4183

Mitsui Chemicals — ESG Presentation (July 2024)

34 slides from Mitsui Chemicals's sustainability presentation, Jul 9, 2024

  1. Slide 1: ESG Presentation

    July ９, 2024 ESG Presentation MCI Group’s Promotion of ESG HASHIMOTO Osamu Representative Director, Member of the Board, President & CEO 1. Group-wide risk management ICHIMURA Satoshi Managing Executive Officer & CSO YOSHINO Tadashi Representative Director, Member of the Board, Senior Managing Execu

  2. Slide 2: MCI Group's Promotion of ESG

    MCI Group’s Promotion of ESG HASHIMOTO Osamu 橋本 修 Representative Director, Member of the Board, President & CEO Mitsui Chemicals, Inc. July ９, 2024 Copyright © 2024 Mitsui Chemicals, Inc. 2

  3. Slide 3: 1. Corporate Vision

    3 1. Corporate Vision July 9, 2024 Corporate Mission Contribute broadly to society by providing high-quality products and services to customers through innovation and the creation of materials, while keeping in harmony with the global environment Corporate Target To be a corporate group that continu

  4. Slide 4: 2. Working to Bring VISION 2030 to Fruition

    4 2. Working to Bring VISION 2030 to Fruition July 9, 2024 Pursuing VISION 2030, which incorporates both our corporate vision and material topics, while responding to environmental changes by updating our initiatives. Ideal future society A circular society An inclusive society A comfortable society

  5. Slide 5: 3. VISION 2030 Basic Strategy

    5 3. VISION 2030 Basic Strategy July 9, 2024 Pursuing business portfolio transformation, along with the transformation of our business models and our corporate and business infrastructure by driving digital transformation STRATEGY ▶ Rolling out a social issue perspective in all of our businesses Pur

  6. Slide 6: 1. Group-wide risk management

    1. Group-wide risk management ICHIMURA Satoshi 市村 聡 Managing Executive Officer & CSO Mitsui Chemicals, Inc. July ９, 2024 Copyright © 2024 Mitsui Chemicals, Inc. 6

  7. Slide 7: Contents/Agenda

    Contents/Agenda ▶ 1. Corporate Sustainability Policy ▶ 2. Group-wide risk management ▶ 3. Key Group-wide risks ▶ 4. Efforts to Address the Most Important Risks Copyright © 2024 Mitsui Chemicals, Inc. 7

  8. Slide 8: 1. Corporate Sustainability Policy

    8 1. Corporate Sustainability Policy July 9, 2024 The Mitsui Chemicals Group’s policy on ESG promotion is to achieve sustainable development by maximizing value and minimizing risk Incorporating ESG into our corporate management and strategy is part of risk management Corporate Sustainability Policy

  9. Slide 9: 2. Group-wide risk management

    9 2. Group-wide risk management July 9, 2024 ➢ Fiscal 2023 saw us overhaul our risk management system in order to minimize threats to growth and take full advantage of opportunities ➢ After objectively evaluating risks identified and proposed by executives, the Board of Directors identifies the key

  10. Slide 10: 3. Group-Wide Risk Management & Review of Material Topics/Non-financial KPIs

    10 3. Group-Wide Risk Management & Review of Material Topics/Non-financial KPIs July 9, 2024 After checking the consistency of the responses to the key Group-wide risks identified with the material topics/non-financial KPIs, we have made some revisions Material topics Non-financial KPI Climate chang

  11. Slide 11: 4. Efforts to Address the Most Important Risks

    11 4. Efforts to Address the Most Important Risks July 9, 2024 Having identified business continuity risks as the most important risks, we have made provision for them in the budgets of all departments and are working to flesh out our response measures Envisaged events Main response measures Root ca

  12. Slide 12: 2. Innovation, Digital Transformation

    2. Innovation, Digital Transformation YOSHINO Tadashi SHIBATA Shingo SAMBE Masao 芳野 正 柴田 真吾 三瓶 雅夫 Representative Director, Managing Executive Officer, Managing Executive Officer, CDO, Member of the Board, Center Executive, Sector President, Senior Managing Executive Officer, CTO R&D Center Digital T

  13. Slide 13: Contents/Agenda

    Contents/Agenda ▶ 0. Introduction ▶ 1. Accelerating R&D ▶ 2. Transforming Production Sites ▶ 3. Supporting Business Activities ▶ 4. Conclusion Copyright © 2024 Mitsui Chemicals, Inc. 13

  14. Slide 14: 0. Introduction –Importance-

    14 0. Introduction –Importance- July 9, 2024 Positioned among the key challenges we should address, innovation and digital transformation serve as boosters of business portfolio transformation Copyright © 2024 Mitsui Chemicals, Inc.

  15. Slide 15: 1. Accelerating R&D -Towards achieving innovation-

    15 1. Accelerating R&D -Towards achieving innovation- July 9, 2024 Pursuing initiatives aimed at achieving wide-ranging changes in people, organizations and society via the catalyst of digital transformation that overcomes a variety of boundaries Contributing broadly to society by creating new value

  16. Slide 16: 1. Accelerating R&D –R&D Strategy–

    16 1. Accelerating R&D –R&D Strategy– July 9, 2024 As well as bolstering and expanding the revenue base of Mitsui Chemicals’ businesses, we will continually create new value through innovation that yields solutions to social challenges, and thereby serve as the driving force for shaping the future o

  17. Slide 17: 1. Accelerating R&D –Examples of Initiatives–

    17 1. Accelerating R&D –Examples of Initiatives– July 9, 2024 Improving the level of virtual screening to achieve greater efficiency in chemical and biological experiments, thereby substantially speeding up R&D Experiment data • Database construction Using AI Efficient, effective R&D and R&D Researc

  18. Slide 18: 1. Accelerating R&D –Achievements and Efforts Going Forward–

    18 1. Accelerating R&D –Achievements and Efforts Going Forward– July 9, 2024 Leveraging the technology and knowledge we have amassed on MI, and speeding up new materials development by introducing HPC Shorter development period More efficient development through the use of MI* through the use of HPC

  19. Slide 19: 2. Transforming Production Sites –Ideal Vision for 2030–

    19 2. Transforming Production Sites –Ideal Vision for 2030– July 9, 2024 Operating plants efficiently, safely and stably by proactively introducing the IoT, AI and other advanced technologies Using AI & digital twins to upgrade: Efficiency - Process simulations - Control data analysis (Productivity)

  20. Slide 20: 2. Transforming Production Sites –Examples of Implementation–

    20 2. Transforming Production Sites –Examples of Implementation– July 9, 2024 Pursuing infrastructure development by introducing various advanced technologies that help to enhance decision-making Digitalization & visualization Operational efficiency Enhanced decision-making of information improvemen

  21. Slide 21: 2. Transforming Production Sites –Looking Forward–

    21 2. Transforming Production Sites –Looking Forward– July 9, 2024 Looking beyond 2030 as we take on the challenge of creating the plants of the future Aiming for 2030 Looking beyond 2030 ◼ Designing the plants of Efficiency Safety Stability the future based on (productivity) (Equipment reliability)

  22. Slide 22: 3. Supporting Business Activities –DX Vision & DX Strategies–

    22 3. Supporting Business Activities –DX Vision ＆ DX Strategies– July 9, 2024 MCI DX Vision By having all members of the Mitsui Chemicals Group utilize data and digital technologies, we aim to create innovative products, services and business models in an agile manner, leading a corporate, industria

  23. Slide 23: 3. Supporting Business Activities –Example 1–

    23 3. Supporting Business Activities –Example 1– July 9, 2024 Realize standardization, efficiency improvements, and stabilization of chemical logistics by combining DX technology with chemical logistics expertise, in response to the driver shortage and reduction of GHG emissions VISION 2030 Accelera

  24. Slide 24: 3. Supporting Business Activities –Example 2–

    24 3. Supporting Business Activities –Example 2– July 9, 2024 Responding to demand from the Japanese plastic collection and distribution sector by building a blockchain-based platform VISION 2030 Promotion of plastic resource recycling Supports Pursuing a Group-wide digital transformation strategy P

  25. Slide 25: 3. Supporting Business Activities –Example 3–

    25 3. Supporting Business Activities –Example 3– July 9, 2024 Seeking out new material themes by building a proprietary dictionary using external information (e.g., patents, news) VISION 2030 Generative AI analysis Supports Examples Pursuing a Group-wide digital transformation strategy Large volumes

  26. Slide 26: 3. Supporting Business Activities –Our Targets–

    26 3. Supporting Business Activities –Our Targets– July 9, 2024 Achieving corporate transformation by adding elements of the future to what we have now as we pursue VISION 2030 Now Future Product Basic Materials Solution Solution Service Product One-time Product XaaS Subscription Pull Inbound Push O

  27. Slide 27: 4. Conclusion –Innovation Through Digital Transformation–

    27 4. Conclusion –Innovation Through Digital Transformation– July 9, 2024 Pursuing corporate transformation (CX) by accelerating business portfolio transformation through digital transformation, and contributing broadly to society by creating new value CX Business The portfolio Innovation will be fa

  28. Slide 28: 3. Outside Director's Perspective

    3. Outside Director’s Perspective MIMURA Takayoshi 三村 孝仁 Member of the Board Mitsui Chemicals, Inc. July9, July ９,2024 2024 Copyright © 2024 Mitsui Chemicals, Inc. 28

  29. Slide 29: Contents/Agenda

    Contents/Agenda ▶ 1. Self-Introduction ▶ 2. Evaluating the Board’s Effectiveness ▶ 3. Hopes for Mitsui Chemicals Copyright © 2024 Mitsui Chemicals, Inc. 29

  30. Slide 30: 1. Self-Introduction

    30 1. Self-Introduction July 9, 2024 Outside Director MIMURA Takayoshi Apr. 1977 Joined Terumo Corporation Jun. 2002 Executive Officer of Terumo Corporation Jun. 2003 Director and Executive Officer of Terumo Corporation Jun. 2007 Director and Managing Executive Officer of Terumo Corporation Jun. 201

  31. Slide 31: 2. Evaluating the Board's Effectiveness

    31 2. Evaluating the Board’s Effectiveness July 9, 2024 ➢ Board of directors and related Committee management/discussions : Accelerating shift to an investor/ shareholder perspective, including fundamental changes to the compensation system ➢ Board of directors Support System, Discussions by outside

  32. Slide 32: 3. Hopes for Mitsui Chemicals

    32 3. Hopes for Mitsui Chemicals July 9, 2024 ➢ VISION 2030 • Praise for the setting of clear quantitative targets that include non-financial targets, and for the points covered by KPIs. • Vital to ensure widespread understanding of the company’s intentions internally and externally, and also to dem

  33. Slide 33: A global solutions company that leads change and contributes to a sustainable future

    A global solutions company that leads change and contributes to a sustainable future Copyright © Copyright © 2024 2024 Mitsui Mitsui Chemicals, Chemicals, Inc. Inc. 33

  34. Slide 34: Chemistry for Sustainable World

    Chemistry for Sustainable World Challenge Diversity One Team Statements made in this document with respect to Mitsui Chemicals' current plans, estimates, strategies, and beliefs and other statements that are not historical facts are forward-looking statements about the future performance of Mitsui C

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