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Management Plan

Long-Term Management Vision

Mitsui’s Long – Term Management Vision
- Dynamic Evolution as a 21st Century Global Business Enabler -

Mitsui’s vision for the coming ten years

We intend to evolve as a company that is :

  1. Providing industrial solutions to meet the changing needs of the times and continuously creating new value by drawing deeply from our experience in real business
  2. Contributing to the well–being of the world economy as a company with true global presence
  3. Ensuring an even greater commitment to Yoi-Shigoto (Good Quality Work)
  4. Cultivating a corporate culture that facilitates dynamic and flexible evolution in response to changes in the business environment
    • Business model evolution : developing new business models with high added value
    • Portfolio evolution : flexibly and strategically adapting and optimizing our business portfolio
    • Human resources evolution : building a strong human resources base through globalization
  5. Enhancing operational efficiency by strengthening our earning power and financial structure

1.INTERPRETING THE EXTERNAL ENVIRONMENT

(1) Global economic trends through 2050 : Growth supported by structural elements and technological breakthroughs

  1. Despite the current drastic slowdown of the world economy, underlying elements indicate a return to a stable GDP growth rate of 2.0-2.5%
    • World population will continue to increase, from 6.7 billion people in 2007 to 9.2 billion people in 2050. (In contrast, the population in Japan will gradually decline )
    • Emerging economies will continue to expand with a proliferation of urban living (50% of the world's population will reside in cities)
    • Demand for basic infrastructure (water, energy, food, etc.) will continue to increase, and the environment will face a greater burden
  2. The world economy will see a long-term structural shift to Asia
    • Asia's share of world GDP is currently around 25%, with an expected rise to 35% in 2030 and50% in 2050
  3. Technological breakthroughs can be expected in the areas of Information and communication technology, life sciences, environment and energy, nanotechnology and new materials, robotics, and in space and marine frontiers

(2) A Paradigm shift at the beginning of the 21st century: Structural changes amid a worldwide recession

  1. Reduce presence of the United States in world affairs is leading to "non-polarization" of the global economic and political landscape, stimulating the formation of a new order with greater participation by multiple economic powers
  2. The global financial crisis is stimulating structural changes
    • Business managers and policy makers are getting back to basics and recognizing the importance of the real economy, having learned hard lessons from overindulgence in financial capitalism and money games
    • Excessive reliance on competition and free market mechanisms has subsided, with a move toward disciplined capitalism based on greater government and public sector intervention
    • Despite the decline of purely financial capitalism, financial engineering expertise will make an increasingly important contribution to real business (the financialization of industry)
  3. Extreme volatility in energy and mineral resource markets is necessitating careful and informed assessment of future trends and outlooks.

2. SIX BUSINESS MANAGEMENT CONCEPTS FOR DYNAMIC EVOLUTION

SIX BUSINESS MANAGEMENT CONCEPTS FOR DYNAMIC EVOLUTION

3. REVISITING OUR CORE CAPABILITIES TO SUPPORT MITSUI'S DYNAMIC EVOLUTION

  • Enhance our synthesizing capability: Provide solutions by integrating diverse functions in response to customer needs
    • - Core functions of a general trading company: Marketing, finance, logistics optimization and risk management
    • - Business intelligence: Knowledge of goods and industries accumulated through real business experience, professional networks, know-how in managing a variety of business, etc.
  • Build our risk management capability to support proactive engagement in business operation and management
  • Commit to long-term initiatives for business development, accumulating knowledge from experience and nurturing relevant human resources
  • Allocate management resources to achieve total optimization from a global group management