HR Data Book

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 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Total persons 5,676 5,587 5,494 5,449 5,419    
Male persons 4,050 3,995 3,894 3,842 3,799    
Female persons 1,626 1,592 1,600 1,607 1,620    
Percentage of Female Employees % 28.6 28.5 29.1 29.5 29.9    
Overseas Offices
 Total persons 2,672 2,631 2,535 2,512 2,521    
Male persons 1,075 1,060 1,029 1,023 1,011    
Female persons 1,597 1,571 1,506 1,489 1,510    
Percentage of Female Employees % 59.8 59.7 59.4 59.3 59.9    
Consolidated
 Total persons 45,624 44,509 44,336 46,811 53,602    
Male persons 30,184 29,764 29,257 30,884 31,729    
Female persons 15,440 14,745 15,079 15,927 21,873    
Percentage of Female Employees % 33.8 33.1 34.0 34.0 40.8    

2) Number of Employees by Operating Segments

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Total persons 5,676 5,587 5,494 5,449 5,419    
Mineral ＆ Metal Resources persons 278 281 273 284 292    
Energy persons 401 435 448 459 465    
Machinery & Infrastructure persons 853 828 790 809 779    
Chemicals persons 738 749 756 766 758    
Iron & Steel Products persons 305 288 261 256 244    
Lifestyle persons 834 883 840 841 811    
Innovation & Corporate Development persons 476 476 474 492 493    
All Other persons 1,791 1,647 1,652 1,542 1,577   Including Corporate Staff Divisions
Consolidated
 Total persons 45,624 44,509 44,336 46,811 53,602    
Mineral ＆ Metal Resources persons 634 624 620 619 631    
Energy persons 888 980 992 1,093 1,212    
Machinery & Infrastructure persons 17,017 16,249 16,279 17,174 13,363    
Chemicals persons 5,238 5,957 6,745 7,286 7,346    
Iron & Steel Products persons 1,505 1,257 1,254 1,262 1,667    
Lifestyle persons 10,642 9,798 8,586 8,772 18,159    
Innovation & Corporate Development persons 6,301 6,406 6,599 7,425 7,974    
All Other persons 3,399 3,238 3,261 3,180 3,250    
Contract Employees Total persons 10,760 9,721 8,869 9,063 27,659   Contract employees are based on the average annual number of employees
Mineral ＆ Metal Resources persons 40 44 49 58 65  
Energy persons 98 122 115 147 164  
Machinery & Infrastructure persons 2,238 1,503 1,085 1,206 1,384  
Chemicals persons 572 558 516 546 728  
Iron & Steel Products persons 153 156 176 177 177  
Lifestyle persons 6,406 6,026 5,610 5,594 23,715  
Innovation & Corporate Development persons 914 964 972 969 1,022  
All Other persons 339 348 346 366 404  

3) Average annual Salary

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Regular Full-time Employees thousand yen 13,934 14,825 15,491 17,836 18,999    

4) Gender Pay Gap

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 All Workers % --- --- --- 56.9 57.3   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, 2024.
Regular Employees % --- --- --- 56.9 57.6  
Fixed-term Employees % --- --- --- 54.9 51.6  

5) Participation Rate in Labor Unions

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Participation Rate % 83.1 81.1 79.3 77.2 76.0    

2. Diversity

1) Age

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Average Age Total age 42.1 42.1 42.1 42.3 42.3    
Male age 42.7 42.8 42.9 43.1 43.1    
Female age 40.5 40.3 40.2 40.4 40.2    
Employment rate by Age Group Under 20 years % 0.0 0.0 0.0 0.0 0.0    
20 to 29 years % 16.3 16.6 16.8 16.0 15.6    
30 to 39 years % 25.5 25.8 25.9 26.7 27.4    
40 to 49 years % 26.3 25.2 24.8 24.2 24.2    
50 to 59 years % 31.3 31.9 32.0 32.7 32.3    
60 years and Over % 0.6 0.5 0.5 0.4 0.5    

2) Gender

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Consolidated
 Employees Ratio of Female Employees % 33.8 33.1 34.0 34.0 40.8    
All persons 45,624 44,509 44,336 46,811 53,602    
Female persons 15,440 14,745 15,079 15,927 21,873    
Managers Ratio of Female Employees % 15.5 16.0 17.1 18.8 18.8    
All persons 8,812 8,827 8,912 9,165 9,737    
Female persons 1,370 1,413 1,527 1,726 1,827    
Overseas Offices
 Employees Ratio of Female Employees % 59.8 59.7 59.4 59.3 59.9    
All persons 2,672 2,631 2,535 2,512 2,521    
Female persons 1,597 1,571 1,506 1,489 1,510    
Managers Ratio of Female Employees % 35.9 35.4 34.7 40.8 37.2    
All persons 733 746 783 808 847    
Female persons 263 264 272 330 315    
Non-consolidated
 Regular Full-time Employees Ratio of Female Employees % 28.6 28.5 29.1 29.5 29.9   Business Staff + Administrative Staff
All persons 5,676 5,587 5,494 5,449 5,419  
Female persons 1,626 1,592 1,600 1,607 1,620  
Business Staff Ratio of Female Employees % 11.3 11.9 12.7 13.7 14.5  
All persons 4,563 4,532 4,461 4,450 4,443  
Female persons 514 538 568 609 645  
Managers Ratio of Female Employees % 7.0 7.5 8.0 8.5 9.2 10% by FY March 2025
20% by FY March 2031		 Included in the number of Business Staff
All persons 3,420 3,375 3,333 3,334 3,343  
Female persons 238 252 267 284 307  
Administrative Staff persons 1,113 1,055 1,033 999 976   Including 1 male (Since FY March 2020)

3) Average number of years of service

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 All years 18.3 18.2 18.1 18.1 17.9    
Male years 18.8 18.8 18.8 18.8 18.8    
Female years 17.2 16.8 16.5 16.3 15.9    

4) Number of employees by Region

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Total persons 5,676 5,587 5,494 5,449 5,419    
Japan persons 4,464 4,461 4,360 4,290 4,226    
Americas persons 324 307 317 321 335    
Europe, the Middle East and Africa persons 249 245 221 210 219    
Asia Pacific persons 514 506 492 489 477    
All other(Overseas Trainees, etc.） persons 125 68 104 139 162    
Mitsui & Co.+
Overseas Offices
 Total persons 8,348 8,218 8,029 7,961 7,940   By country of employer's location
Japan persons 5,676 5,587 5,494 5,449 5,419  
Americas persons 558 542 526 539 544  
Europe, the Middle East and Africa persons 594 573 529 521 540  
Asia Pacific persons 1,520 1,516 1,480 1,452 1,437  
Consolidated
 Total persons 45,624 44,509 44,336 46,811 53,602    
Japan persons 17,292 17,465 17,153 17,682 27,344    
Americas persons 14,442 14,162 14,816 15,995 16,876    
Europe, the Middle East and Africa persons 3,523 3,501 4,043 4,047 4,043    
Asia Pacific persons 10,367 9,381 8,324 9,087 5,339    

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

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Overseas Offices
 Percentage of Line Managers % 14.4 14.6 16.7 17.4 18.1   Percentage of Regionally hired employees among line managers at overseas offices

6) Diversity of leadership Team

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 ratio of female Directors/Audit & Supervisory Board Members % 21.1 21.1 21.1 25.0 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 14 15 12  
External director persons 5 5 5 6 6  
Female persons 3 3 3 4 4  
Non-Japanese persons 2 2 2 3 3  
Ratio of External directors % 35.7 35.7 35.7 40.0 50.0  
Ratio of female directors % 21.4 21.4 21.4 26.7 33.3  
Ratio of non-Japanese % 14.3 14.3 14.3 20.0 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 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Percentage of people with disabilities in Mitsui’s workforce % 3.09 3.12 3.20 3.16 3.17   As of the following period of June

3. Recruitment

1) Number of Hires

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Total of New Graduates and Mid-career persons 218 177 191 203 209    
New Graduates Total persons 176 135 128 111 124    
Male persons 96 89 71 67 70    
Female persons 80 46 57 44 54    
Ratio of female new graduates % 45.5 34.1 44.5 39.6 43.5    
Mid-career Total persons 42 42 63 92 85    
Male persons 38 34 43 61 49    
Female persons 4 8 20 31 36    
Ratio of female mid-career % 9.5 19.0 31.7 33.7 42.4    
Ratio of Mid-career % 19.3 23.7 33.0 45.3 40.7    
Ratio of female new graduates and Mid-career % 38.5 30.5 40.3 36.9 43.1    

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

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Total of Regular Full-time Employees persons 5,676 5,587 5,494 5,449 5,419    
Number of Currently Employed New Graduate Hires persons 5,253 5,127 4,989 4,867 4,768    
Number of Currently Employed Mid-career Hires persons 423 460 505 582 651    
Ratio of Currently Employed Mid-career Hires % 7.5 8.2 9.2 10.7 12.0    

3) Others

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Number of Qualified Candidate per Position magnification --- --- --- 30 29   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   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   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 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Percentage of Positions Filled Internally % --- --- --- 67.1 71.2   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)
Percentage of Critical Business Positions % --- --- --- 7.8 7.9   Ratio of general managers to regular full-time employees

2) Mobility

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Percentage of Internal Mobility % --- --- --- 38.8 37.4   Percentage of employees
who have moved across divisions
Cumulative total number of Human Resources Bulletin Board System users From 1999 persons 439 463 499 555 613    
Number of Human Resources Bulletin Board System users Total in each FY persons 31 24 36 56 58    
Number of Female Employees Dispatched Overseas All persons 64 60 71 107 134   Including overseas trainees and Foreign　Language & Business Culture Trainees (Until FY March 2023, as of the following period of April 1)
North America persons 9 6 11 15 23  
Central and South America persons 8 7 12 18 18  
Europe persons 11 15 14 16 25  
Middle East persons 4 2 5 6 5  
Africa persons 1 0 0 0 1  
Asia persons 20 18 19 27 32  
Oceania persons 1 1 3 7 9  
Far East persons 8 9 6 15 19  
CIS persons 2 2 1 3 2  
Overseas Offices
 Cumulative total number of Transfers of Regionally Hired Employees From 2014 persons 171 211 252 327 408    
Number of Transfers of Regionally Hired Employees Total in each FY persons 37 40 41 75 81   Number of transfers across the recruitment country for regionally hired Employees
Japan persons 9 11 13 26 31  
Americas persons 4 2 3 10 12  
Europe, the Middle East and Africa persons 3 5 9 13 14  
Asia Pacific persons 18 19 15 25 22  
Others persons 3 3 1 1 2  

3) Turnover

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Turnover Rate All % 5.23 4.38 5.11 4.02 4.22    
Male % 4.86 4.29 5.76 4.00 3.97    
Female % 6.12 4.61 3.50 4.06 4.82    
Voluntary Turnover Rate All % 1.72 1.23 1.69 1.41 1.08    
Male % 1.48 1.10 1.79 1.25 0.68    
Female % 2.31 1.56 1.45 1.79 2.00    
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 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Consolidated
 Total Workforce Costs hundred million yen --- --- --- 4,288 4,894   Personnel costs + Welfare costs + External labor costs
External Workforce Costs hundred million yen --- --- --- 313 365   Outsourcing fee, etc.
Ratio of the Average Salary and Remuneration % --- --- --- 2.2 2.7   Executive compensation ÷ Personnel costs.
Total Costs of Employment hundred million yen --- --- --- 3,974 4,529   Personnel costs + Welfare costs
Non-consolidated
 Recruitment Costs million yen --- --- --- 440 877   Recruitment cost in Human Resources & General Affairs Division
Cost per Hire million yen --- --- --- 2.2 4.2   Cost per recruit in Human Resources & General Affairs Division

6. Productivity

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Consolidated
 Profit per Employee Consolidated PAT
÷Number of nonconsolidated employees (FTE)		 hundred million yen --- --- --- 2.1 2.0   FTE : Full-time equivalent
Consolidated PAT÷Number of non-consolidated employees hundred million yen --- --- --- 0.2 0.2    
Consolidated COCF
÷Number of non-consolidated employees (FTE)		 hundred million yen --- --- --- 2.2 1.8    
Consolidated COCF÷Number of consolidated employees hundred million yen --- --- --- 0.3 0.2    
Human Capital RoI % --- --- --- 351 288   {Profit before tax + (Personnel costs + Welfare costs)} ÷ (Personnel costs + Welfare costs) – 1

7. Workforce Availability

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Number of Employees : Full-time & Part-time Full-time persons --- --- --- 5,911 5,900   Regular full-time employees + Full-time
contract employees
Part-time persons --- --- --- 38 41   Non-full time contract employees
Full Time Equivalent persons --- --- --- 5,930 5,921   Calculated as 0.5FTE per non-full time
contract employee
Contingent Workforce: Temporary Workforce persons --- --- --- 377 412   Including temporary staff of short-time
working

8. Leadership

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Mitsui & Co.+
Overseas Offices
 Span of Control persons --- --- --- 7.41 7.61   Number of subordinates per line manager in non-consolidated and overseas offices

9. Engagement

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Mitsui & Co.+
Overseas Offices
 Employee Engagement % --- 70 71 72 73   Positive response rate on multiple questions related to these items
Employee Enablement % --- 69 69 69 69  
Understanding/Sharing of Strategy and Direction % --- --- 78 80 81  
Leadership Trust % --- --- 70 71 73  
Opportunities to demonstrate skills and abilities % --- --- 74 76 76  

10. Skill & Capabilities

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Consolidated
 Total number of participants of global group employees persons --- --- --- Approx.22,000 Approx.27,000   Training conducted by the Human Resources Div.
Total Developing and Training Costs hundred million yen --- --- --- 27.5 30.5   Total Developing and Training Costs
(Including for employees of global group)
Non-consolidated
 Training for Competency Development Total hours of training per year hours 79,101 82,837 146,000 88,000 114,000    
Average hours of training per employee hours 13.9 14.9 27.9 16.1 21.0    
Average days of training per employee days 2.8 2.1 3.7 2.2 2.9    
Average training costs per employee ten thousand yen --- --- --- 50 56   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    
Strengthening leadership and
business management 		persons --- --- --- 3,382 1,756    
Deeping of skills and expertise persons --- --- --- 2,956 3,558    
Development of DX human resources persons --- --- --- 2,334 3,567    
Employee career development persons --- --- --- 385 400    
Training for new graduates
(initial educational training)		 persons --- --- --- 3,837 3,833    
Training for employees of group companies persons --- --- --- 5,643 7,996   Global group training programs by the Human Resources & General Affairs Div.
D&I promotion and organization culture persons --- --- --- 693 908    
Cumulative total number of Overseas Training Programs From 1952 persons --- --- --- --- Approx.3,800   Total Number of Overseas Trainees, Foreign Language & Business Culture Trainees
Number of Overseas Training Programs Total number of dispatched countries countries 32 27 23 30 30    
Total number of overseas trainees persons 159 68 105 159 209    
North America persons 40 2 36 52 54    
Central and South America persons 28 10 14 26 41    
Europe persons 26 18 22 28 42    
Middle East persons 3 2 2 3 2    
Africa persons 7 8 4 6 7    
Asia persons 23 12 7 20 33    
Oceania persons 5 5 2 3 6    
Far East persons 21 11 14 18 21    
CIS persons 6 0 4 3 3    
Overseas Offices
 Cumulative total number of trainees to Japan Training Program（Long-term） from 1999 persons 103 112 115 130 147   Japan trainee program for regionally hired employees
Number of trainees to Japan Training Program（Long-term） Total persons 11 9 3 15 17  
Japan Language & Business Program (LBP) persons 2 2 1 2 4  
Japan Business Integration Program (BIP) persons 9 7 2 13 13  
Global Group
 Cumulative total number of participants in Global Trainining Programs From 1952 persons --- --- --- --- Approx.4,300   Including short-term program, Excecutive Education
Non-consolidated
 Workforce Competency Rate score --- --- --- 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 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Total Number of Employees Taking Childcare Support persons 600 510 542 579 562   Including contract employees
Childcare Leave Total persons 84 100 146 151 163    
Male persons 28 37 71 85 103    
Female persons 56 63 75 66 60    
Nursing Leave for Childcare Total persons 310 242 244 264 263    
Male persons 113 81 80 90 77    
Female persons 197 161 164 174 186    
Short-time Working for Childcare Total persons 127 109 93 101 64    
Male persons 0 0 0 0 0    
Female persons 127 109 93 101 64    
Childbirth Attendance Leave （Male employees only） persons 79 59 59 63 72    
Male Employees Taking Childcare Leave Percentage of men taking childcare leave % 45 46 54 65 70 100% 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)
Average number of days that men took childcare leave days 39.8 31.9 48.1 36.5 45.0   Calculated based on Japanese Ministry of Health, Labour and Welfare guideline

2) Return Rate and Retention Rate After Childcare Leave

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target 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)
Female % 100.0 96.4 96.3 93.4 85.2    
Retention Rate after Childcare Leave Male % 96.3 100.0 100.0 93.8 97.5   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)
Female % 98.1 97.8 93.9 100.0 98.6    

3) Taking Family care Support

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Total Number of Employees taking Family Care Support persons 136 106 100 96 102   Including contract employees
Family Care Leave Total persons 2 0 1 0 0  
Male persons 1 0 0 0 0  
Female persons 1 0 1 0 0  
Nursing Leave for Family Care Total persons 132 104 97 95 102  
Male persons 47 39 33 34 34  
Female persons 85 65 64 61 68  
Short-time Working for Family Care Total persons 2 2 2 1 0  
Male persons 0 0 0 0 0  
Female persons 2 2 2 1 0  

12. Working Hours, Annual Paid Leave

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Annual Average Actual Working Hours hours 1,939.84 2,110.01 2,066.86 2,003.04 2,003.75    
Monthly Average Overtime Working Hours hours 19.1 25.0 26.7 26.1 28.0    
Annual Paid Leave Average Annual Paid Leave taken days 14.0 11.5 12.5 13.8 13.6    
Average Annual Paid Leave using Ratio % 73.1 60.0 64.9 71.4 70.3 70.0  

13. Well-being

1) Health

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Health Performance Index Percentage of employees undergoing health checks % 99.3 99.8 100.0 100.0 100.0 100.0  
Reexamination rate % --- 66.4 65.9 72.2 57.1 100.0  
Percentage of employees undergoing stress checks % 83.1 89.1 86.8 83.0 85.2 Over 90.0%  
Number of employees undergoing stress checks persons 3,956 4,203 4,024 3,790 3,857    
Smoking Rate % 12.9 10.8 10.5 10.0 10.1    
Reduction Compared to the Previous Fiscal Year % ▲ 0.5 ▲ 2.1 ▲ 0.3 ▲ 0.5 0.1 Reduction
0.5%		  
Male % 17.3 15.1 14.6 14.1 14.0    
Female % 2.7 1.5 1.5 0.6 1.4    
Number of Examinations at the Head Office Medical Clinic persons 12,567 4,895 4,024 5,462 9,721    
Training and Seminars on Health and Safety
（Main health and Safety programs in Japan)		 Overseas risk management (overseas health and safety management) training persons 379 261 285 334 329   Training before overseas assignments
Mental health and labor management training persons 96 105 130 180 676   Training for new line managers
Health management training as a working professional persons 176 135 110 111 124   Introductory training for new employees
Alcohol related risk training persons 1,240 136 180 1,450 559    
Seminars on women's health persons ー Approx.200 Approx.120 ー 738    
Health seminars persons ー ー Approx.360 Approx.630 398    
AED lifesaving training % --- --- ー 98 108    
Performance Data Employees maintaining an appropriate weight (BMI 18.5 to 25) % 66.4 66.4 67.2 67.1 67.1    
Employees suffering from high stress % 5.3 4.4 5.0 5.1 5.8    
Employees absent from work due to mental health % 0.85 0.84 1.06 0.98 1.28   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 % 0.59 0.38 0.39 0.46 0.20   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   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
Presenteeism
(Rate of decline in productivity due to health issues when at work		 % --- --- 12.5 12.6 12.3   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)”

2) Occupational Safety

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Non-consolidated
 Number of Lost Time Injuries Employees cases 0 0 0 0 1 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 July 31, 2024
Contract Employees cases 0 0 0 0 0 0
Number of Fatalities Employees cases 0 0 0 0 0 0
Contract Employees cases 0 0 0 0 0 0
Lost Time Injury Frequency Rate Employees   0 0 0 0 0.15 0
Contract Employees   0 0 0 0 0 0
Lost Time Injury Severity Rate Employees   0 0 0 0 0 0
Contract Employees   0 0 0 0 0 0
Occupational Illness Frequency Rate Employees   0 0 0 0 0 0
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   2.09 2.27 2.31 1.98 2.43   (Reference) Japanese Ministry of Health, Labour and Welfare’s Survey on Industrial Accidents in 2023
Lost time injury severity rate   0.04 0.11 0.05 0.05 0.06    
Lost time for injury hours --- --- --- 0 0    
Global Group
 Number of serious injuries
(Non-fatal accidents involving serious injuries not recoverable within 6 months)		 Employees cases --- --- --- 5 4 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 Year-on-year decrease  
Number of fatalities Employees cases --- --- --- 1 1 0  
Contractor Employees cases --- --- --- 5 1 0  

14. Compliance & Ethics

      Unit FY Mar 2020 FY Mar 2021 FY Mar 2022 FY Mar 2023 FY Mar 2024 Target Definition
Consolidated
 Number of Grievance Filed reports 1,050 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    
Number of concluded disciplinary actions out of above reports --- --- --- 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)
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
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