Please summarize the initiatives under MTMP2026 and tell us the key areas of focus in MTMP2029.

During MTMP2026, we advanced DX initiatives directly linked to the challenges and growth strategies of each business unit, enabling rapid value creation in existing business domains and the horizontal expansion of successful initiatives into new domains. At the same time, the business units and corporate staff divisions worked together as one, generating quantitative value that exceeded our initial plan by expanding the value of existing businesses with DX, creating value in new domains, and thoroughly improving operational efficiency.
The two areas we focused on particularly during MTMP2026 were cybersecurity and the development of DX talent. In cybersecurity, we strengthened measures across the Group while leveraging specialized expertise from within. In DX talent development, the number of DX personnel reached approximately 1,700 out of roughly 9,000 employees inside and outside Japan, establishing a solid foundation for their continued contributions. In addition, by appointing CDIOs across our global locations, we have further accelerated our global group DX advancement framework.
Under MTMP2029, we will further advance the use of data and AI and accelerate the strategic deployment of DX talent through Bloom, our global talent management system. Through these efforts, we will evolve into the next phase of creating business value.

Could you tell us about the current status of your efforts to create value through the further advancement of data and AI utilization?

At Mitsui, we have adopted a data management policy that treats data as a shared corporate asset and are consolidating data from company-wide systems onto a common data platform. By establishing an environment that enables utilization across organizational boundaries, we are enhancing productivity.
In addition to the data accumulated in our company-wide systems, we are also utilizing data held by individual global group companies on a cross-functional basis while ensuring appropriate governance. Under our global matrix organization, and by connecting diverse businesses, talent, and expertise across business units and regions, Mitsui has long created value that no single organization could generate independently. Through MTMP2029, we will further accelerate the creation of this combinatory value by combining diverse data and AI capabilities with the expertise of professional talent. By leveraging data and AI, we will dramatically accelerate the discovery of business opportunities and combinations that previously depended on individual experience and networks, leading to the creation of new value that could not have been identified through conventional approaches.
Currently, under our global data-driven management initiative, Global DDM, which is enabled by the DDM Platform, a common platform, we are utilizing AI agents, various analytical tools, forecasting capabilities, and other technologies based on the DDM Platform. As of the end of June 2026, more than 200 projects are being advanced across over 100 organizations, including Group companies and headquarters functions. Going forward, in addition to expanding individual projects (points), we will connect them to evolve into network value (planes) across the entire Group.

The AI Strategy Unit was established in FY March 2027.
What is the objective behind this initiative?

The AI Strategy Unit is positioned as the core organization for accelerating company-wide AI utilization. Rather than placing it within the corporate staff units, we intentionally established it under the IT & Communication Business Unit.
The objective is to ensure that AI utilization goes beyond planning, evaluation, and rulemaking, and instead becomes deeply embedded in business operations, directly driving operational transformation and the creation of business value.
By consolidating the knowledge and expertise accumulated through AI initiatives across individual businesses and working closely with frontline operations to drive implementation and deployment, we aim not only to strengthen the competitiveness of existing businesses but also to create new business opportunities efficiently and rapidly.

Could you tell us about the status of your cybersecurity initiatives?

At Mitsui, we view cybersecurity not merely as an IT issue but as a critical management issue essential to protecting business continuity and corporate value. In light of changes in both the internal and external environment, in FY March 2025 we formulated the Mitsui & Co. Group Cybersecurity Strategy as part of the Digital Grand Design, which serves as the guiding framework for our company-wide digital strategy. Currently, under the supervision of the CDIO, we are strengthening measures across the Group while leveraging the expertise of specialized organizations within it.
Specifically, we are advancing risk visibility and continuous improvement through the establishment of the Cyber Security Baseline that affiliated companies are required to meet, as well as risk assessments conducted through on-site evaluations. Under MTMP2029, we intend to further strengthen cybersecurity across the entire global group.

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