What are your views on the deepening of sustainability management, one of the corporate strategies defined in the Medium-term Management Plan (MTMP) 2026?

I am convinced that initiatives across entire value chains are needed to address climate change and issues relating to natural capital and business and human rights.

Our priorities concerning natural capital encompass its conservation and effective utilization. We have also prioritized initiatives to create economic value through the effective and sustainable utilization of natural capital, such as regenerative agriculture. We also analyze Mitsui’s Forests^* and our three business domains, based on the TNFD’s LEAP approach, to address risks and opportunities.

Human rights are universal rights common to all people and are non-negotiable and absolute. Under any circumstances, human rights must be secured, and Mitsui is expanding the scope of its human rights due diligence and strengthening its monitoring systems.

Mitsui has identified its Materiality, which consists of five key material issues requiring prioritized actions through our business activities to ensure sustainability. We are currently reviewing Materiality to reflect changes in the nature of social issues and the views of our stakeholders.

＊Mitsui’s Forests
https://www.mitsui.com/jp/en/sustainability/forest/

One of the goals set forth in MTMP2026 is the “fusion of business and sustainability.” What changes does Mitsui need to make in its business portfolio from that perspective, and what progress has been made in terms of portfolio transformation?

We remain focused on ensuring Mitsui’s continuity through business portfolio optimization. Given the increasing volatility of the business environment, we aim to reinforce our risk resilience and achieve sustainable enhancement of corporate value by optimally diversifying our portfolio in terms of industries, regions, and timelines.

As we transform our business portfolio, we believe it is essential to achieve net-zero emissions by 2050. In addition to reinforcing our natural gas and LNG business to support the transition phase, we are also planning to launch renewable energy and next-generation fuel projects. Furthermore, in the context of reducing our GHG emissions, we sold two coal-fired power plant projects in 2024.

Mitsui is accelerating both the speed and scale of this business portfolio transformation. Because of our growing confidence in our ability to expand cash generation capabilities and profitability, we have become able to take major steps both in terms of investments for growth in line with our three Key Strategic Initiatives outlined in MTMP2026, and the sale of some businesses based on our future outlook.

Mitsui has many projects that it has engaged in for many years, including both in the operation of businesses and toward acquisitions and sales. The Ruwais LNG project announced in July 2024 is the culmination of our activities over 50 years in Abu Dhabi. We have also realized the sale of the Paiton coal-fired power plant project and the MRCE locomotive leasing business after years of internal discussions.

Mitsui’s sustainability management is designed to achieve enhancement of corporate value from a long-term perspective. While strengthening existing businesses, we carefully select investments from a large number of candidates and consider the timing of their execution. We aim to create a business portfolio that combines both near-term and long-term stable cash flows, enhancing our cash generation capabilities and earnings power.

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