We recognize that our employees are not only important stakeholders of the Group but also a source of value creation. By increasing the value of our human capital, we aim to improve the performance of our human assets and organization, thereby sustainably expanding our corporate value. To this end, we are committed to not only ensuring the health and safety of each and every employee, but also to creating a rewarding work environment where everyone can maximize their abilities and play an active role, and implementing various initiatives to provide growth opportunities.

The Human Resources Subcommittee of the Sustainability Committee plays a central role in promoting initiatives related to various personnel measures. The Human Resources Subcommittee consists of three departments: the HR & General Affairs Management Division, the Personnel Department, and the Management & Planning Division. The Subcommittee proposes and recommends HR policies as part of the Company’s overall strategy. The Sustainability Committee monitors the status of such efforts by the Human Resources Subcommittee.

In line with the basic policy of the medium-term management plan, the Group clarified its approach to human resources and, as part of its shift toward full-scale human capital management, formulated and began implementing its human resources strategy in April 2024.

The main themes of our HR strategy are “Empowering diverse talent on a global scale” and “Achieving employee well-being (happiness and fulfillment).” We aim to create an environment where individuals from diverse backgrounds come together and fully utilize their abilities, both in Japan and overseas. At the same time, we will prioritize ensuring that each employee works with vitality, maintains good physical and mental health, and leads a fulfilling life. By fostering such an environment, we seek to enhance employee engagement, strengthen our competitiveness in attracting talent, and ultimately maximize the performance of both our human capital and organization.

To realize our vision and continuously maximize organizational performance in response to a changing environment, we recognize the importance of recruiting self-driven individuals who take initiative and act proactively. We are committed to cultivating such talent through our talent development cycle, encompassing recruitment, placement, education, demonstrating full potential and rewards and recognition.

We have identified four key areas of focus: reforming the HR system to foster self-driven employees; rebuilding the talent development system with an emphasis on employees’ career development; empowering women and non-Japanese employees; and diversifying work locations. Going forward, we will successively develop and implement specific measures for each of these initiatives. Please note that the “Human Resources System Reform” mentioned above was implemented in April 2026.

To encourage employees to take ownership of their career development, we have established programs that provide financial assistance for obtaining qualifications. For national, public, and private qualifications recognized by the Company, we offer support covering tuition and examination fees, as well as transportation and accommodation expenses.
In addition, under our self-development support program, we have entered into corporate agreements for the use of external English learning tools and the TOEIC IP test, thereby creating an environment that enables employees to study English independently with only minimal personal expense.

In addition to the legally mandated leave system, CMP has established an accumulated paid leave system, which can also be used for child care of preschool children. To encourage male employees to participate in child care, we encourage eligible employees to use the child-care leave system as well as the accumulated paid leave system. Furthermore, we are advancing the establishment of systems designed to support child-rearing, including extending the eligibility for reduced working hours for child care from age three up to enrollment in junior high school.

At CMP, in addition to taking paid leave on a full-day or half-day basis, employees can also take annual leave on an hourly basis. Furthermore, through various systems such as staggered working hours and telecommuting arrangements available to eligible employees, we support a balance between work and family responsibilities, including childcare and nursing care. We will continue to further enhance these systems to help employees achieve a better work-life balance.

CMP has formed a labor union and participates in its upper-tier union, the Japanese Federation of Energy and Chemistry Workers Unions. Labor and management have been working to resolve various issues related to working conditions through the Labor Management Council, and have had a smooth and longstanding relationship following a cooperative labor–management approach.

Through the Labor-Management Council, we are striving to improve the work environment, thoroughly implement safety measures and strengthen the welfare system, in order to create a more pleasant and satisfying workplace environment. As a result of these efforts, our voluntary turnover rate has remained at a low level, and the voluntary turnover rate in fiscal 2024 was approximately 1.0%.

To prevent various types of harassment, including sexual and power harassment, we have established relevant provisions in our standards of conduct, which are set out in the work regulations, and have conducted awareness-raising and educational activities. We also provide regular training on harassment prevention and compliance. Furthermore, we have established dedicated internal and external contact points for consultations, including complaints, and have put in place a system to take appropriate measures.

CMP has been working to improve the office environment to ensure that employees can work energetically and comfortably. Recently, we relocated our Tokyo Headquarters and Imabari Sales Office to new premises. At the Tokyo Headquarters, offices that had previously been located on two separate floors were consolidated onto a single floor, and a refreshment space was newly created for use during meetings and breaks. This new layout has enhanced communication among employees and transformed the office into a more vibrant and engaging workspace.
At the Imabari Sales Office, the relocation enabled a new office layout and the addition of a conference room, facilitating smoother communication. In addition, facilities were upgraded to create a workplace environment where women can work more comfortably.
We will continue striving to provide a comfortable and supportive working environment for all employees.