Corporate Governance & Human Resources

Promoting Diversity Management

Mitsui & Co.'s Diversity Management Vision

People who work for Mitsui & Co. come from a wide variety of backgrounds in terms of gender, nationality, values and other attributes. We carry out diversity management initiatives to enhance Mitsui's competitiveness through its continued evolution as a company within which people can generate new value in business and create innovations by stimulating one another, with mutual understanding and respect for diversity.

We strive to build a foundation on which we can realize this vision, primarily through the sharing of our management philosophy, by fostering a corporate culture within which diverse individuals can reach their full potential, by reforming employee mind-set, and by creating and continually reviewing work-related systems to support diversity, while training and deploying diverse human resources and working to enhance our corporate competitiveness by realizing the full strategic mobilization of our diverse workforce.

Mitsui & Co.'s Diversity Management Vision

These diversity management initiatives are coordinated by the Diversity Management Department, which was established in October 2005. The Diversity Promotion Committee, which was formed in April 2006 to advise the Corporate Management Committee, regularly deliberates and makes decisions on diversity management policies and measures.

Work Style Innovation

In order to continue evolving our diversity management initiatives, we review our traditional work styles from the perspectives of productivity and efficiency, and where necessary we introduce innovations based on new policies implemented across our entire corporate organization.

By implementing Work Style Innovations, we aim to create workplace environments in which diverse individuals can reach their full potential and are strongly motivated about their own work. The ultimate goal is to strengthen our overall competitiveness as a company.

Employee Opinion Surveys on Work Style

We conducted an employee opinion survey on work styles in October 2016. The objective was to first gain an accurate understanding of the actual practices implemented in workplaces and individual employees' views on work styles. In this survey, we placed a greater focus on work styles, while referring to the contents of previous regular employee surveys aimed at enhancing our management and organizational strengths. The questions and responses in the employee opinion survey cover a variety of topics, including individual employees' view on work styles in general, work styles trends in workplaces, as well as factors that could hinder highly efficient and productive ways of working. The responses were then analyzed.

Initiatives Based on Employee Opinion Survey Results on Work Style

As a result of the first employee opinion survey conducted in October 2015, we identified two company issues. One is the need to improve efficiency in terms of working place and working hours, and the other is the need to increase business process efficiency. In response to the former issue, we introduced new company-wide systems of "annual paid leaves on an hourly basis" and "mobile work", and also implemented on a trial basis an individual-based staggered working hour scheme in the fiscal year ended March 2017. For the latter issue, practical improvement measures were implemented as required in each workplace, after discussions and reviews on business process among employees at respective units.

New company-wide measures that were introduced

Please scroll horizontally to look at table below.

Measures Time of introduction Description of measures Effect and Aim
Annual paid leave on an hourly basis From April 2016 Employees can choose to take hourly-based paid leave up to the accumulated number of such hours equivalent to 5 days per fiscal year as part of their annual paid leave. (For nursing care for a child and family leave, employees can take them in units of one hour for 10 days per fiscal year.) Being able to take leave for just the hours needed allows employees to better concentrate on their work.
80% of employees used this hourly leave system in the fiscal year ended March 2017.
Mobile work From June 2016 Employees are permitted to take their company computers with them after regular working hours or for customer visits, in order to work outside the company (including at their homes). By eliminating unproductive time, such as unnecessary travel time, employees can work with high levels of efficiency and productivity.
70% of users of this scheme appreciated the improvement in efficiency and productivity in their work.
Individual-based staggered working hours · From June 2016: Trial done with 1,400 employees
· From June 2017: Officially implemented
While maintaining the prescribed daily working hours, employees can individually choose on a daily basis to start working anytime between 90 minutes before and 90 minutes after the normal work starting time. By urging each individual employee to seriously consider the working hours that maximize not only their own performance, but also that of the organization, we aim to develop organizational units that achieve the best performance.

These initiatives are gradually showing some targeted results. In the second employee opinion survey on work styles conducted in 2016, there was an increased individual consciousness toward business process efficiency and productivity as well as an improvement in excessive internal reporting, which in the previous survey was considered to be one of the main factors reducing productivity. As shows in the diagram below, with continual focus on the results of employee opinion surveys, we will implement a plan-do-check-act (PDCA) cycle aimed at improving productivity and accelerating our pursuit of measures and implementation of work style innovations that contribute to enhancing the competitiveness of the company as a whole.

Initiatives Based on Employee Opinion Survey Results on Work Style

Career Development Initiatives for Female

We identify career advancement for female as a particularly urgent priority for the realization of our diversity management aims. We work to create an environment in which female employees can achieve their full potential, focusing on their human resource development and career advancement.

Career Development Initiatives for Female

Supporting the Active Participation of Senior Personnel

Mitsui & Co. has introduced a "re-employment system" that provides employees who wish to continue working after reaching the mandatory retirement age of 60 the opportunity to continue working up to a maximum age of 65. We are working to build an environment that enables active participation of senior personnel by continuing to make use of their work experience, knowledge, and skills even after reaching the mandatory retirement age.
Furthermore, we offer training, including career design training, and one-to-one interviews, etc., to our senior personnel aged over 50 in order to support their more active participation and promote self-directed career-building.

Hiring of disabled persons

In 1981, in accordance with the then Law for the Employment Promotion of the Disabled, we established Mitsui Bussan Business Partners Co., Ltd. (formerly Bussan Service Co., Ltd.), a trailblazing special-purpose subsidiary for the employment of people with disabilities. A large number of disabled persons are currently employed and posted in accordance with the "normalization" policy, co-working with non-handicapped persons in a variety of personnel and administrative capacities including printing, mailing, various kinds of data processing, business travel arrangement and settlement, personnel, payroll and benefits administration and office layout management. Employees with disabilities represented 2.48% of our workforce as of March 2017. For over 20 years we have exceeded the statutory employment rate for people with disabilities.
We will continue to promote hiring disabled persons with the objective to exceed the legally mandated level.