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IR Glossary

Please use the glossary below, which we have created to give you a deeper understanding of Mitsui & Co.

A

Asset recycling

Divestiture of company-owned equity or assets aimed at more strategically utilizing investment funds, after scrutinizing growth potential of business, as well as the room for value creation by exercising Mitsui & Co.'s functions. One of Mitsui & Co.'s existing business models.


B

Base profit

One indicator of our basic earnings power that excludes temporary gains and losses, asset recycling, and changes in commodity prices and forex.


Business plan

Formulated as a plan to be achieved each fiscal year, toward realization of the vision presented in the Medium-term Management Plan.


C

Cash flow allocation

An initiative aimed at creating positive free cash flow after shareholder returns (calculated by subtracting the amounts of investment and loans and total shareholder return from the core operating cash flow). We launched this initiative during the previous Medium-term Management Plan period.


Consolidated oil price

The weighted average of actual sales price for our upstream oil and gas businesses. This takes into account the fact that there are several reference prices including JCC that influence our financial performance, and also that there is a time lag for the fluctuation of the oil price to be reflected in our financial results.


Core areas

Our primary business areas that support our earnings base, referring to the three areas of resources & energy, machinery & infrastructure, and chemicals.


Core operating cash flow

Cash flows from operating activities without net cash outflow from an increase in working capital. This is one indicator in our quantitative targets, and we aim to achieve ¥630 billion in the fiscal year ending in March 2020.


G

Growth areas

Four growth areas in which we can particularly exert our strengths while considering future changes in the external environment from a medium-term perspective, namely the areas of mobility, healthcare, nutrition & agriculture, and retail services, where we aim to establish our next profit pillars.


I

In-house Entrepreneurship Program

A program under which employees propose new business to the company, and if a proposal is approved, the company provides a certain level of support, including financial support (employees also need to invest personally in the business).


Integrated Report

A report explaining the management strategy, business summary, and initiatives related to sustainable value creation, prepared for all stakeholders.


Investor Day

An explanatory meeting held annually for primarily institutional investors, analysts, financial institutions, and the media.


J

JCC

Stands for Japan Crude Cocktail, which is the monthly weighted average of crude oil import price (in CIF) into Japan. This is a different index from WTI which is often referred to in the news.


M

Medium-term Management Plan -Driving Value Creation-

The three-year plan beginning from the fiscal year ended in March 2018.


Minimum dividend

The annual ¥100 billion minimum dividend that is applied to each year during the Medium-term Management Plan period (from the fiscal year ended March 2018 to the fiscal year ending March 2020).


Mitsui's Forests

We own forests in 74 locations that cover a total of 444 km2 (44,417 hectares), which is roughly 0.1% of Japanʼs total land area. Taking into account the public value offered by forests, we have maintained and managed our forests over many years. In addition, all of our forests have obtained the FSC® certification (license number: FSC®C057355) and SGEC certification, which are both international standards. It is also estimated that Mitsuiʼs forests accumulate and absorb roughly 560,000 tons of CO2 per year.* These factors demonstrate how we contribute to the mitigation of climate change-related risks through responsible forest management.

* Based on in-house calculations that referenced “IPCC Guide lines for National Greenhouse Gas Inventories” Tier 1


Mobility

One of our four identified new growth areas in which we are engaging in multifaceted initiatives, including materials and transportation, to meet changing societal needs and to contribute to an environmental sustainability.


N

Nutrition & Agriculture

One of our four identified new growth areas in which we are engaging in various initiatives to meet the needs for increased food production and for higher-value-added foods.


R

Resource area

Refers to the mineral & metal resources segment and the energy segment.


S

Segments

Seven product-specific business areas that are classified based on the type of products handled. Specifically, these refer to the areas of iron and steel products, mineral & metal resources, machinery & infrastructure, chemicals, energy, lifestyle, and innovation & corporate development.


Sensitivity

The monetary effect of fluctuations in market products and forex on income for the corresponding period.


T

Total shareholder returns as a percentage of core operating cash flow

Mitsui & Co. sets policy for the amount of total shareholder returns based on the core operating cash flow, in place of a dividend payout ratio (amount of shareholder returns to profit for the period). Calculated by dividing the total of a dividend amount and corporate stock repurchase by the core operating cash flow.


Number

360° business innovation

Our corporate slogan—360° business innovation—encapsulates our determination to foster sustainable value creation in every regions and business areas. Our diverse professionals keep on creating new businesses, making full use of our comprehensive strength and global network.


  • Best IR Award
  • 2018 Award for Excellence in Corporate Disclosure
  • Member of Dow Jones Sustainability Indices
  • ROBECOSAM Sustainability Award
  • FTSE4Good
  • FTSE Blossom Japan Index
  • MSCI Japan Empowering Women Index (WIN)
  • Nadeshiko Brand
  • Internet IR Grand Prize

This website contains statements (including figures) regarding Mitsui & Co., Ltd. (“Mitsui”)'s corporate strategies, objectives, and views of future developments that are forward-looking in nature and are not simply reiterations of historical facts. These statements are presented to inform stakeholders of the views of Mitsui's management but should not be relied on solely in making investment and other decisions. You should be aware that a number of important risk factors could lead to outcomes that differ materially from those presented in such forward-looking statements. These include, but are not limited to, (i) change in economic conditions that may lead to unforeseen developments in markets for products handled by Mitsui, (ii) fluctuations in currency exchange rates that may cause unexpected deterioration in the value of transactions, (iii) adverse political developments that may create unavoidable delays or postponement of transactions and projects, (iv) changes in laws, regulations, or policies in any of the countries where Mitsui conducts its operations that may affect Mitsui's ability to fulfill its commitments, and (v) significant changes in the competitive environment. In the course of its operations, Mitsui adopts measures to control these and other types of risks, but this does not constitute a guarantee that such measures will be effective.