The chemicals sector is on a transformational journey as leaders explore how to future–proof the industry’s business model in a post–pandemic world shaped by unprecedented and escalating uncertainties. Challenges include everything from severe supply shortages and price volatility in energy and raw materials to labor shortages caused by changing attitudes and demands among the workforce. Of course, on top of these more cyclical disruptions are the mounting pressures to decarbonize an industry still highly dependent upon fossil fuels.

While transformation is certainly not a new theme in the industry, there is a new focus around the need to transition into relatable organizations. Relatable companies align both their corporate and workforce agendas around the kind of values and goals found in most environmental, social, and governance (ESG) agendas and diversity and inclusion platforms. Their goal: to become a company where people want to work, and employees feel connected.

Yet so far, new workforce priorities have failed to attract adequate industry attention — especially from the human resource function.

In this new paper, we explore the results of Mercer’s Global Talent Trends survey for the chemicals industry, and lay out the key themes for chemicals players to address the workforce challenges ahead, including:

• Aligning senior executive initiatives and HR priorities around a purpose–driven agenda
• Developing business resilience through a redesign of work to provide more flexibility to workers and improve agility
• Creating transparency through diversity, equity, and inclusion (DEI) and fair pay policies