Non-consolidated： Data of Mitsui & Co., Ltd., refers to regular employees (employees who are directly employed without a specified term) unless otherwise noted.

Consolidated： Data of Mitsui & Co., Ltd. and its consolidated subsidiaries, unless otherwise noted, refers to general employees of the company plus employees of consolidated subsidiaries who are directly employed without a specified term.

1. Basic Information

1) Number of Employees

		Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025
Non-consolidated	Total	persons	5,587	5,494	5,449	5,419	5,388
	Male	persons	3,995	3,894	3,842	3,799	3,751
	Female	persons	1,592	1,600	1,607	1,620	1,637
	Percentage of Female Employees	%	28.5	29.1	29.5	29.9	30.4
Overseas Offices	Total	persons	2,631	2,535	2,512	2,521	2,512
	Male	persons	1,060	1,029	1,023	1,011	1,002
	Female	persons	1,571	1,506	1,489	1,510	1,510
	Percentage of Female Employees	%	59.7	59.4	59.3	59.9	60.1
Consolidated	Total	persons	44,509	44,336	46,811	53,602	56,400
	Male	persons	29,764	29,257	30,884	31,729	32,726
	Female	persons	14,745	15,079	15,927	21,873	23,674
	Percentage of Female Employees	%	33.1	34.0	34.0	40.8	42.0

2) Number of Employees by Operating Segments

		Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Definition
Non-consolidated	Total	persons	5,587	5,494	5,449	5,419	5,388
	Mineral ＆ Metal Resources	persons	281	273	284	292	356
	Energy	persons	435	448	459	465	543
	Machinery & Infrastructure	persons	828	790	809	779	915
	Chemicals	persons	749	756	766	758	867
	Iron & Steel Products	persons	288	261	256	244	288
	Lifestyle	persons	883	840	841	811	939
	Innovation & Corporate Development	persons	476	474	492	493	600
	All Other	persons	1,647	1,652	1,542	1,577	880	Including Corporate Staff Divisions
Consolidated	Total	persons	44,509	44,336	46,811	53,602	56,400
	Mineral ＆ Metal Resources	persons	624	620	619	631	655
	Energy	persons	980	992	1,093	1,212	1,314
	Machinery & Infrastructure	persons	16,249	16,279	17,174	13,363	13,798
	Chemicals	persons	5,957	6,745	7,286	7,346	7,124
	Iron & Steel Products	persons	1,257	1,254	1,262	1,667	1,626
	Lifestyle	persons	9,798	8,586	8,772	18,159	20,529
	Innovation & Corporate Development	persons	6,406	6,599	7,425	7,974	8,073
	All Other	persons	3,238	3,261	3,180	3,250	3,281

3) Average annual Salary

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Target	Definition
Non-consolidated	Regular Full-time Employees		thousand yen	14,825	15,491	17,836	18,999	19,964

4) Gender Pay Gap

		Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Definition
Non-consolidated	All Workers	%	---	---	56.9	57.3	59.9	Gender pay gap indicates the percentage of the average annual wage of women if that of men is 100%. For details, please refer to our annual securities Report for the fiscal year ended March 31, 2025.
	Regular Employees	%	---	---	56.9	57.6	60.4
	Fixed-term Employees	%	---	---	54.9	51.6	54.1

5) Participation Rate in Labor Unions

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Target	Definition
Non-consolidated	Participation Rate		%	81.1	79.3	77.2	76.0	73.9

2. Diversity

1) Age

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025
Non-consolidated	Average Age	Total	age	42.1	42.1	42.3	42.3	42.2
		Male	age	42.8	42.9	43.1	43.1	43.1
		Female	age	40.3	40.2	40.4	40.2	40.0
	Employment rate by Age Group	Under 20 years	%	0.0	0.0	0.0	0.0	0.0
		20 to 29 years	%	16.6	16.8	16.0	15.6	14.9
		30 to 39 years	%	25.8	25.9	26.7	27.4	28.5
		40 to 49 years	%	25.2	24.8	24.2	24.2	24.6
		50 to 59 years	%	31.9	32.0	32.7	32.3	31.5
		60 years and Over	%	0.5	0.5	0.4	0.5	0.5

2) Gender

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Target
Consolidated	Employees	Ratio of Female Employees	%	33.1	34.0	34.0	40.8	42.0
		All	persons	44,509	44,336	46,811	53,602	56,400
		Female	persons	14,745	15,079	15,927	21,873	23,674
	Managers	Ratio of Female Employees	%	16.0	17.1	18.8	18.8	20.7
		All	persons	8,827	8,912	9,165	9,737	10,232
		Female	persons	1,413	1,527	1,726	1,827	2,113
Overseas Offices	Employees	Ratio of Female Employees	%	59.7	59.4	59.3	59.9	60.1
		All	persons	2,631	2,535	2,512	2,521	2,512
		Female	persons	1,571	1,506	1,489	1,510	1,510
	Managers	Ratio of Female Employees	%	35.4	34.7	40.8	37.2	38.7
		All	persons	746	783	808	847	863
		Female	persons	264	272	330	315	334
Non-consolidated	Regular Full-time Employees	Ratio of Female Employees	%	28.5	29.1	29.5	29.9	30.4
		All	persons	5,587	5,494	5,449	5,419	5,388
		Female	persons	1,592	1,600	1,607	1,620	1,637
	Managers	Ratio of Female Employees	%	7.5	8.0	8.5	9.2	11.0	20% by FY March 2031
		All	persons	3,375	3,333	3,334	3,343	3,352
		Female	persons	252	267	284	307	370

3) Average number of years of service

		Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025
Non-consolidated	All	years	18.2	18.1	18.1	17.9	17.7
	Male	years	18.8	18.8	18.8	18.8	18.6
	Female	years	16.8	16.5	16.3	15.9	15.5

4) Number of employees by Region

		Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Definition
Non-consolidated	Total	persons	5,587	5,494	5,449	5,419	5,388
	Japan	persons	4,461	4,360	4,290	4,226	4,179
	Americas	persons	307	317	321	335	344
	Europe, the Middle East and Africa, CIS	persons	245	221	210	219	236
	Asia Pacific	persons	373	366	359	351	349
	East Asia, Korea	persons	133	126	130	126	132
	All other(Overseas Trainees, etc.）	persons	68	104	139	162	148
Mitsui & Co.+ Overseas Offices	Total	persons	8,218	8,029	7,961	7,940	7,900	By country of employer's location
	Japan	persons	5,587	5,494	5,449	5,419	5,388
	Americas	persons	542	526	539	544	536
	Europe, the Middle East and Africa, CIS	persons	573	529	521	540	540
	Asia Pacific	persons	1,019	988	959	950	944
	East Asia, Korea	persons	497	492	493	487	492
Consolidated	Total	persons	44,509	44,336	46,811	53,602	56,400
	Japan	persons	18,523	18,183	18,702	28,375	30,689
	Americas	persons	13,855	14,499	15,674	16,541	17,055
	Europe, the Middle East and Africa, CIS	persons	3,256	3,822	3,837	3,824	3,363
	Asia Pacific	persons	8,117	7,104	7,812	4,082	4,307
	East Asia, Korea	persons	758	728	786	780	986

5) Regionally Hired employees Percentage of Line Manager at Overseas Offices

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Target	Definition
Overseas Offices	Percentage of Line Managers		%	14.6	16.7	17.4	18.1	19.1		Percentage of Regionally hired employees among line managers at overseas offices

6) Diversity of leadership Team

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Definition
Non-consolidated	ratio of female Directors/Audit & Supervisory Board Members		%	21.1	21.1	25.0	29.4	29.4	Based on the personnel composition after the annual shareholder's meeting following each fiscal year as of the following period of June
	Directors	All	persons	14	14	15	12	12
		External director	persons	5	5	6	6	6
		Female	persons	3	3	4	4	4
		Non-Japanese	persons	2	2	3	3	3
		Ratio of External directors	%	35.7	35.7	40.0	50.0	50.0
		Ratio of female directors	%	21.4	21.4	26.7	33.3	33.3
		Ratio of non-Japanese	%	14.3	14.3	20.0	25.0	25.0
	Audit & Supervisory Board Members	All	persons	5	5	5	5	5
		External Audit & Supervisory Board Member	persons	3	3	3	3	3
		Female	persons	1	1	1	1	1
		Ratio of External Audit & Supervisory Board Member	%	60.0	60.0	60.0	60.0	60.0
		Ratio of female External Audit & Supervisory Board Member	%	20.0	20.0	20.0	20.0	20.0

7) Percentage of people with disabilities in Mitsui’s workforce

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Target	Definition
Non-consolidated	Percentage of people with disabilities in Mitsui’s workforce		%	3.12	3.20	3.16	3.17	---		As of the following period of June

3. Recruitment

1) Number of Hires

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025
Non-consolidated	Total of New Graduates and Mid-career		persons	177	191	203	209	220
	New Graduates	Total	persons	135	128	111	124	129
		Male	persons	89	71	67	70	72
		Female	persons	46	57	44	54	57
		Ratio of female new graduates	%	34.1	44.5	39.6	43.5	44.2
	Mid-career	Total	persons	42	63	92	85	91
		Male	persons	34	43	61	49	61
		Female	persons	8	20	31	36	30
		Ratio of female mid-career	%	19.0	31.7	33.7	42.4	33.0
	Ratio of Mid-career		%	23.7	33.0	45.3	40.7	41.4
	Ratio of female new graduates and Mid-career		%	30.5	40.3	36.9	43.1	39.5

2) Ratio of Currently Employed New Graduate/Mid-career Hires

		Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025
Non-consolidated	Total of Regular Full-time Employees	persons	5,587	5,494	5,449	5,419	5,388
	Number of Currently Employed New Graduate Hires	persons	5,127	4,989	4,867	4,768	4,665
	Number of Currently Employed Mid-career Hires	persons	460	505	582	651	723
	Ratio of Currently Employed Mid-career Hires	%	8.2	9.2	10.7	12.0	13.4

3) Others

		Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Definition
Non-consolidated	Number of Qualified Candidate per Position	magnification	---	---	30	29	32	Number of candidates who passed the document screening for new graduates ÷ Number of new hires
	Ratio of Officially Hired after their Probation Period (Quality per Hire)	%	---	---	100	100	100	Ratio of new graduates and mid-career hires who have been officially hired after their probation period
	Average length of Time of Fill Vacant Position	days	---	---	76	97	84	Average number of days from the start of recruitment for new graduates and mid-career hires to the internal decision

4. Mobility, Turnover

1) Critical Position Filled Data

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Target	Definition
Non-consolidated	Percentage of Positions Filled Internally		%	---	---	67.1	71.2	73.9		The proportion of internal promotions among those appointed to managerial positions (those who were appointed as managers by mid-career hires are counted as external appointments)
Non-consolidated	Percentage of Critical Business Positions		%	---	---	7.8	7.9	7.3		Ratio of general managers to regular full-time employees

2) Mobility

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Definition
Non-consolidated	Percentage of Internal Mobility		%	---	---	38.8	37.4	41.3	Percentage of employees who have moved across divisions
	Cumulative total number of Human Resources Bulletin Board System users	From 1999	persons	463	499	555	613	661
	Number of Human Resources Bulletin Board System users	Total in each FY	persons	24	36	56	58	48
	Number of Female Employees Dispatched Overseas	All	persons	60	71	107	134	143	Including overseas trainees and Foreign　Language & Business Culture Trainees (Until FY March 2023, as of the following period of April 1)
		North America	persons	6	11	15	23	32
		Central and South America	persons	7	12	18	18	17
		Europe	persons	15	14	16	25	26
		Middle East	persons	2	5	6	5	9
		Africa	persons	0	0	0	1	3
		Asia	persons	18	19	27	32	30
		Oceania	persons	1	3	7	9	10
		East Asia, Korea	persons	9	6	15	19	14
		CIS	persons	2	1	3	2	2
Overseas Offices	Cumulative total number of Transfers of Regionally Hired Employees	From 2014	persons	211	252	327	408	505
	Number of Transfers of Regionally Hired Employees	Total in each FY	persons	40	41	75	81	97	Number of transfers across the recruitment country for regionally hired Employees
		Japan	persons	11	13	26	31	38
		Americas	persons	2	3	10	12	19
		Europe, the Middle East and Africa, CIS	persons	5	9	13	14	16
		Asia Pacific	persons	19	15	25	22	22
		East Asia, Korea	persons	3	1	1	2	2

3) Turnover

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025
Non-consolidated	Turnover Rate	All	%	4.38	5.11	4.02	4.22	4.13
		Male	%	4.29	5.76	4.00	3.97	4.26
		Female	%	4.61	3.50	4.06	4.82	3.82
	Voluntary Turnover Rate	All	%	1.23	1.69	1.41	1.08	0.96
		Male	%	1.10	1.79	1.25	0.68	0.94
		Female	%	1.56	1.45	1.79	2.00	1.00
	Exit/Turnover Reasons/Leaving Employment By Reason		To challenge a new path or seek opportunities to improve their skills outside the company, etc

5. Costs

		Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Definition
Consolidated	Total Workforce Costs	hundred million yen	---	---	4,288	4,894	5,563	Personnel costs + Welfare costs + External labor costs
	External Workforce Costs	hundred million yen	---	---	313	365	409	Outsourcing fee, etc.
	Ratio of the Average Salary and Remuneration	%	---	---	2.2	2.7	2.2	Executive compensation ÷ Personnel costs.
	Total Costs of Employment	hundred million yen	---	---	3,974	4,529	5,154	Personnel costs + Welfare costs
Non-consolidated	Recruitment Costs	million yen	---	---	440	877	1,056	Recruitment cost in Human Resources & General Affairs Division
Non-consolidated	Cost per Hire	million yen	---	---	2.2	4.2	4.8	Cost per recruit in Human Resources & General Affairs Division

6. Productivity

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Definition
Consolidated	Profit per Employee	Consolidated PAT ÷Number of nonconsolidated employees (FTE)	hundred million yen	---	---	2.1	2.0	1.7	FTE : Full-time equivalent
		Consolidated PAT÷Number of non-consolidated employees	hundred million yen	---	---	0.2	0.2	0.2
		Consolidated COCF ÷Number of non-consolidated employees (FTE)	hundred million yen	---	---	2.2	1.8	1.9
		Consolidated COCF÷Number of consolidated employees	hundred million yen	---	---	0.3	0.2	0.2
	Human Capital RoI		%	---	---	351	288	220	{Profit before tax + (Personnel costs + Welfare costs)} ÷ (Personnel costs + Welfare costs) – 1

7. Workforce Availability

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Definition
Non-consolidated	Number of Employees : Full-time & Part-time	Full-time	persons	---	---	5,911	5,900	5,904	Regular full-time employees + Full-time contract employees
		Regular full-time employees	persons	---	---	5,449	5,419	5,388
		Full-time contract employees	persons	---	---	462	481	516
		Part-time	persons	---	---	38	41	41	Non-full time contract employees
	Full Time Equivalent		persons	---	---	5,930	5,921	5,925	Calculated as 0.5FTE per non-full time contract employee
	Contingent Workforce: Temporary Workforce		persons	---	---	377	412	439	Including temporary staff of short-time working

8. Leadership

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Target	Definition
Mitsui & Co.+ Overseas Offices	Span of Control		persons	---	---	7.41	7.61	8.00		Number of subordinates per line manager in non-consolidated and overseas offices

9. Engagement

		Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Definition
Mitsui & Co.+ Overseas Offices	Employee Engagement	%	70	71	72	73	75	Positive response rate on multiple questions related to these items
	Employee Enablement	%	69	69	69	69	71
	Understanding/Sharing of Strategy and Direction	%	---	78	80	81	80
	Leadership Trust	%	---	70	71	73	75
	Opportunities to demonstrate skills and abilities	%	---	74	76	76	77

10. Skill & Capabilities

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Definition
Consolidated	Total number of participants of global group employees		persons	---	---	Approx. 22,000	Approx. 27,000	Approx. 23,000	Training conducted by the Human Resources Div.
Consolidated	Total Developing and Training Costs		hundred million yen	---	---	27.5	30.5	31.5	Total Developing and Training Costs (Including for employees of global group)
Non-consolidated	Training for Competency Development	Total hours of training per year	hours	82,837	146,000	88,000	114,000	94,000
		Average hours of training per employee	hours	14.9	27.9	16.1	21.0	17.4
		Average days of training per employee	days	2.1	3.8	2.2	2.9	2.4
		Average training costs per employee	ten thousand yen	---	---	50	56	58	Including global training programs
	Human Resources Development Programs (Main HR development programs in Japan)	Job position-oriented training, training at time of appointment	persons	---	---	3,044	2,036	2,650
		Strengthening leadership and business management	persons	---	---	3,382	1,756	1,143
		Deeping of skills and expertise	persons	---	---	2,956	3,558	2,667
		Development of DX human resources	persons	---	---	2,334	3,567	2,411
		Employee career development	persons	---	---	385	400	401
		Training for new graduates (initial educational training)	persons	---	---	3,837	3,833	3,007
		Training for employees of group companies	persons	---	---	5,643	7,996	9,726	Global group training programs by the Human Resources & General Affairs Div.
		D&I promotion and organization culture	persons	---	---	693	908	1,130
	Cumulative total number of Overseas Training Programs	From 1952	persons	---	---	---	Approx. 3,800	Approx. 4,009	Total Number of Overseas Trainees, Foreign Language & Business Culture Trainees
	Number of Overseas Training Programs	Total number of dispatched countries	countries	27	23	30	30	34
		Total number of overseas trainees	persons	68	105	159	209	210
		North America	persons	2	36	52	54	59
		Central and South America	persons	10	14	26	41	40
		Europe	persons	18	22	28	42	42
		Middle East	persons	8	4	6	7	6
		Africa	persons	2	2	3	2	5
		Asia	persons	12	7	20	33	32
		Oceania	persons	5	2	3	6	6
		Far East	persons	11	14	18	21	18
		CIS	persons	0	4	3	3	2
Overseas Offices	Cumulative total number of trainees to Japan Training Program（Long-term）	from 1999	persons	112	115	130	147	156	Japan trainee program for regionally hired employees
	Number of trainees to Japan Training Program（Long-term）	Total	persons	9	3	15	17	12
		Japan Language & Business Program (LBP)	persons	2	1	2	4	3
		Japan Business Integration Program (BIP)	persons	7	2	13	13	9
Global Group	Cumulative total number of participants in Global Trainining Programs	From 1952	persons	---	---	---	Approx. 4,300	Approx. 4,500	Including short-term program, Excecutive Education
Non-consolidated	Workforce Competency Rate		score	---	---	3.8	3.8	3.8	Average comprehensive ability score of general managers as per a 360°appraisal (5-level absolute evaluation. 3 is average)

11. Work-Life Management

1) Taking Childcare Support

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Target	Definition
Non-consolidated	Total Number of Employees Taking Childcare Support		persons	510	542	579	562	610		Including contract employees
	Childcare Leave	Total	persons	100	146	151	163	168
		Male	persons	37	71	85	103	95
		Female	persons	63	75	66	60	73
	Nursing Leave for Childcare	Total	persons	242	244	264	263	294
		Male	persons	81	80	90	77	93
		Female	persons	161	164	174	186	201
	Short-time Working for Childcare	Total	persons	109	93	101	64	50
		Male	persons	0	0	0	0	0
		Female	persons	109	93	101	64	50
	Childbirth Attendance Leave	（Male employees only）	persons	59	59	63	72	98
	Male Employees Taking Childcare Leave	Percentage of men taking childcare leave	%	46	54	65	70	91	100%	Including employees taking leave for childcare purposes (leave to attend to childbirth). (If childcare leave and leave to attend to childbirth are taken for the same child, duplications are removed, and they are counted as one person)
	Male Employees Taking Childcare Leave	Average number of days that men took childcare leave	days	31.9	48.1	36.5	45.0	42.4		Calculated based on Japanese Ministry of Health, Labour and Welfare guideline

2) Return Rate and Retention Rate After Childcare Leave

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Definition
Non-consolidated	Return Rate after Childcare Leave	Male	%	100.0	100.0	100.0	100.0	100.0	Percentage of employees who returned to work as compared to the number of employees who reached the end of childcare leave in each fiscal year. (Until FY March 2021, does not include employees who registered with the re-employment system following the transfer of their spouse)
	Return Rate after Childcare Leave	Female	%	96.4	96.3	93.4	85.2	98.6
	Retention Rate after Childcare Leave	Male	%	100.0	100.0	93.8	97.5	98.9	Percentage of employees who are enrolled as of April 1 in each fiscal year, out of those returned to work during in the previous fiscal year. (Until FY March 2021, not include employees who registered with the re-employment system following the transfer of their spouse)
	Retention Rate after Childcare Leave	Female	%	97.8	93.9	100.0	98.6	97.9

3) Taking Family care Support

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Definition
Non-consolidated	Total Number of Employees taking Family Care Support		persons	106	100	96	102	108	Including contract employees
	Family Care Leave	Total	persons	0	1	0	0	1
		Male	persons	0	0	0	0	0
		Female	persons	0	1	0	0	1
	Nursing Leave for Family Care	Total	persons	104	97	95	102	107
		Male	persons	39	33	34	34	34
		Female	persons	65	64	61	68	73
	Short-time Working for Family Care	Total	persons	2	2	1	0	0
		Male	persons	0	0	0	0	0
		Female	persons	2	2	1	0	0

12. Working Hours, Annual Paid Leave

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Target	Definition
Non-consolidated	Annual Average Actual Working Hours		hours	2,110.01	2,066.86	2,003.04	2,003.75	1,985.69
	Monthly Average Overtime Working Hours		hours	25.0	26.7	26.1	28.0	27.6
	Annual Paid Leave	Average Annual Paid Leave taken	days	11.5	12.5	13.8	13.6	13.2		Including cnotract employees from FY March 2025
	Annual Paid Leave	Average Annual Paid Leave using Ratio	%	60.0	64.9	71.4	70.3	69.0	70.0

13. Well-being

1) Health

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Target	Definition
Non-consolidated	Health Performance Index	Percentage of employees undergoing health checks	%	99.8	100.0	100.0	100.0	100.0	100.0
		Reexamination rate	%	66.8	65.9	72.2	57.1	64.1	100.0
		Specific health guidance implementation rate	%	19.3	26.9	34.1	61.8	---		The recent data will be finalized after October of the following fiscal year.
		Percentage of employees undergoing stress checks	%	89.1	86.8	83.0	85.2	86.2	Over 90.0%
		Number of employees undergoing stress checks	persons	4,203	4,024	3,790	3,857	3,848
		Smoking Rate	%	10.8	10.5	10.0	10.1	9.7
		Reduction Compared to the Previous Fiscal Year	%	▲ 2.1	▲ 0.3	▲ 0.5	0.1	▲ 0.4	Reduction 0.5%
		Male	%	15.1	14.6	14.1	14.0	13.4
		Female	%	1.5	1.5	0.6	1.4	1.4
	Number of Examinations at the Head Office Medical Clinic		persons	4,895	4,024	5,462	9,721	11,346
	Training and Seminars on Health and Safety （Main health and Safety programs in Japan)	Overseas risk management (overseas health and safety management) training	persons	261	285	334	329	304		Training before overseas assignments
		Mental health and labor management training	persons	105	101	106	676	1,314		Training for (new) line managers, seminars by in-house counselors
		Health management training as a working professional	persons	135	110	111	124	129		Introductory training for new employees
		Alcohol related risk training, drink and helath event	persons	136	180	1,450	559	1,622
		Seminars on women's health	persons	Approx. 200	Approx. 120	ー	738	Approx. 2,000
		Health literacy seminars and events	persons	ー	Approx. 360	Approx. 630	1,272	Approx. 1,670		lifestyle-related diseases / sleep / male menopause / back pain and stiff shoulders, Healthy Navi events, etc.
		AED lifesaving training	%	---	ー	98	108	106
	Performance Data	Employees maintaining an appropriate weight (BMI 18.5 to 25)	%	66.4	67.2	67.1	67.1	67.8
		Employees suffering from high stress	%	4.4	5.0	5.1	5.8	5.1
		Employees absent from work due to mental health	%	0.84	1.06	0.98	1.28	1.26		Measurement method: Number of employees absent from work due to personal injury or illness for at least one consecutive month ÷ the number of employees working in Japan
		Employees absent from work due to illness	%	0.38	0.39	0.46	0.20	0.24		Measurement method: Number of employees absent from work due to personal injury or illness for at least one consecutive month ÷the number of employees working in Japan
		Absenteeism(Unplanned leave due to health Problems)	days	---	2.83	2.58	3.07	3.06		Measurement method: Total number of days of personal sick leave of at least 7 consecutive days due to personal illness or injury ÷ the number of employees working in Japan Number of people measured: Number of employees working in Japan
		Presenteeism (Rate of decline in productivity due to health issues when at work	%	---	12.5	12.6	12.3	12.2		Measurement method: Single-Item Presenteeism Question, 100% - Results of responses to the question: “Rate your own work performance for the past 4 weeks on a scale of 0 to 100% (excluding times of illness or injury)” Number of people measured: Number of stress check examinees Response rate : Number of stress check respondents

2) Occupational Safety

			Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Target	Definition
Non-consolidated	Number of Lost Time Injuries	Employees	cases	0	0	0	1	0	0	※Calculated based on Japanese Ministry of Health, Labour and Welfare standards ※Employees: Employees at the Tokyo Head office and branches in Japan ※As of June 30, 2025
	Number of Lost Time Injuries	Contract Employees	cases	0	0	0	0	0	0
	Number of Fatalities	Employees	cases	0	0	0	0	0	0
	Number of Fatalities	Contract Employees	cases	0	0	0	0	0	0
	Lost Time Injury Frequency Rate	Employees		0	0	0	0.15	0	0
	Lost Time Injury Frequency Rate	Contract Employees		0	0	0	0	0	0
	Lost Time Injury Severity Rate	Employees		0	0	0	0	0.00	0
	Lost Time Injury Severity Rate	Contract Employees		0	0	0	0	0	0
	Occupational Illness Frequency Rate	Employees		0	0	0	0	0	0
	Occupational Illness Frequency Rate	Contract Employees		0	0	0	0	0	0
	Industry Averages for Wholesalers and Retailers with 100 Employees or More(for Comparison)	Lost time injury frequency rate		2.27	2.31	1.98	2.43	2.60		(Reference) Japanese Ministry of Health, Labour and Welfare’s Survey on Industrial Accidents in 2023
		Lost time injury severity rate		0.11	0.05	0.05	0.06	0.05
	Lost time for injury		hours	---	---	0	0	3.29
Global Group	Number of serious injuries (Non-fatal accidents involving serious injuries not recoverable within 6 months)	Employees	cases	---	---	5	4	9	Year-on-year decrease	Figures for the group(Non-consolidated, overseas offices, and subsidiaries employing workers with more than 50% voting rights)
		Contractor Employees	cases	---	---	3	0	1	Year-on-year decrease
	Number of fatalities	Employees	cases	---	---	1	1	0	0
	Number of fatalities	Contractor Employees	cases	---	---	5	1	2	0

14. Compliance & Ethics

		Unit	FY Mar 2021	FY Mar 2022	FY Mar 2023	FY Mar 2024	FY Mar 2025	Definition
Consolidated	Number of Grievance Filed	reports	1,247	697	1,087	933	---	Number of reports made in relation to compliance. (Including affiliated company) None of these matters had a material effect on the business of Mitsui or its affiliated companies. Furthermore, there were no cases where Mitsui received any legal sanctions or paid any fines or financial penalties due to violations of anti-bribery laws or anticompetition laws
Non-consolidated	Number of Grievance Filed	reports	---	---	6	7	14
	Number of concluded disciplinary actions out of above	reports	---	---	0	0	0
	Percentage of Employees who have completed Training on Compliance and Ethics	%	---	---	100	100	---	All employees are required to take compliance training and pass an online test every five years, and also to take an e-learning course that incorporates case studies of compliance violation from the end of March 2024. We also provide targeted training for new employees, managers, those preparing to be posted overseas, or to one of the group companies. Moreover, we have designated November as With Integrity month, hosting events, video messages from the president or CCO. Also, each department and overseas base spontaneously takes initiative, holding seminars and workshops by internal and external speakers to promote integrity within each organization.

List of Our Disclosure in Line with ISO30414

No.	Metrics
1	Compliance and Ethics	①	Number and Type of Grievance Filed
		②	Number and Type of Concluded Disciplinary Action
		③	Percentage of Employees who have completed Training on Compliance & Ethics
		④	Disputes Referred to External Parties
		⑤	Number, Type and Source of external Audit Findings and actions arising from these
2	Costs	①	Total Workforce Costs
		②	External Workforce Costs
		③	Ratio of Average Salary and Remuneration
		④	Total Costs of Employment
		⑤	Cost per Hire
		⑥	Recruitment Cost
		⑦	Turnover Cost
3	Diversity	①	Workforce Diversity Ratio with Respect to Age
		②	Workforce Diversity Ratio with Respect to Gender
		③	Workforce Diversity Ratio with Respect to Disability
		④	Other Ratio (i.e, Average number of years of service, Number of employees by region, Ratio of mid-career hires)
		⑤	Diversity of Leadership Team
4	Leadership	①	Leadership Trust
		②	Span of Control
		③	Leadership Development(ref. Related Dvelopment Programs)
5	Organization Culture	①	Engagement/Satisfaction/Commitment(Employee Engagement)
5	Organization Culture	②	Retention Rate
6	Organizational Health, Safety, & Well Being	①	Lost Time for Injury
		②	Number of Occupational Accidents
		③	Number of People Killed during Work
		④	Percentage of People Who Participated in Training
7	Productivity	①	EBIT/Revenue/Turnover/Profit per Employee
7	Productivity	②	Human Capital RoI
8	Recruitment, Mobility, Turnover	①	Number of Qualified Candidate per Position
		②	Quality per Hire
		③	Average Length of Time to Fill Vacant Position
		④	Time to Fill Vacant Critical Position
		⑤	Transition and Future Workforce Capabilities Assessment(ref. Mitsui Leadership in Action)
		⑥	Percentage of Positions Filled Internally
		⑦	Percentage of Critical Business Positions filled Internally(ref. Global-Group Succession Planning)
		⑧	Percentage of Critical Positions
		⑨	Percentage of Vacant Critical Business Positions in Relation to all Vacant Positions(ref. Global-Group Succession Planning)
		⑩	Internal Mobility Rate
		⑪	Employee Bench Strength(ref. Global-Group Succession Planning)
		⑫	Turnover Rate
		⑬	Voluntary Turnover Rate
		⑭	Voluntary Critical Turnover Rate
		⑮	Exit/Turnover Reasons
9	Skills & Capabilities	①	Total Developing and Training Costs
		②	Training Participation Rate
		③	Average Formalized Training Hours per Employee
		④	Percentage of Employees who Participate in Training compared with total number of employees per year(ref. Related Dvelopment Programs)
		⑤	Workforce Competency Rate
10	Succession Planning	①	Succession Effectiveness Rate(ref. Global-Group Succession Planning)
		②	Succession Coverage Rate(ref. Global-Group Succession Planning)
		③	Succession Readiness Rate(ref. Global-Group Succession Planning)
11	Workforce Availability	①	Number of Employees
		②	Number of Employees : full-time & part-time
		③	Full Time Equivalent
		④	Contingent Workforce : Independent Contractor
		⑤	Contingent Workforce: Temporary Workforce
		⑥	Absenteeism : Unplanned Leave