• Continue mining business development and improve cost competitiveness.
• Improve the value chain of recycling businesses.

• Equity share of iron ore production: approx. 61 million tons/year
• Equity share of coking coal production: approx. 5.6 million tons/year
• Equity share of copper production: approx. 115 thousand tons/year
• Florence Copper, with whom we have an offtake contract with equity conversion rights, has obtained final approval from authorities and commenced construction of a commercial facility to produce low-carbon copper ingots in Arizona, US.
• We have invested in Atlas Lithium Corporation, one of the largest lithium tenement holders in Brazil.
• We have decided to invest in MTC Business Private Ltd., one of India's leading metal recycling companies.

• We are continuing dialogue with local governments, project partners and local communities.
• In the iron ore business in western Australia that we are promoting with our JV partner, the JV is working to ensure the protection of indigenous people's culture and heritage, including carrying out prior consultation with indigenous people's groups in advance of mining operation.

• Contribute (from the raw materials side) to the low carbonization of the steel industry, and build value chains.
• Develop copper and battery raw materials that are required for EVs and electrification, and build value chains.
• Take low-carbon-emitting initiatives in mining operations.

• Together with Kobe Steel, we are promoting a full-scale study of low-carbon iron sources and low-carbon iron-making in the Duqm Special Economic Zone in the Sultanate of Oman.
• We are promoting technology development through our investment in Binding Solutions Ltd. of the UK, which has iron ore cold agglomeration technology (that reduces emissions from the calcination process).
• We are collaborating with partners to reduce Scope 1/2 GHG emissions (exhaust gas from mining equipment, accompanying methane gas, etc.) from metallurgical coal business.
• We are promoting seawater desalination and water recycling in our copper mine business in Chile.

• We are promoting scrap metal businesses with subsidiaries and investment portfolio companies (Mitsui Bussan Metals, MM&Kenzai, Sims, MTC, etc.) in Japan and globally.
• We are promoting reuse and recycling business for EV waste battery cells and packs. We established a new joint venture J-Cycle Inc., and expect to commence operations of a battery recycling plant in Ibaraki Prefecture, Japan.
• We are accelerating the promotion of the secondary aluminum alloy business through our investment in ALCOM Holdings in China.

• We invested in a shale gas/tight gas development and production project in Texas, US. (April 2023)
• We commenced pilot tests of new geothermal technology in Japan with Chevron. (June 2023)
• We commenced LNG shipments from Indonesia's Tangguh Expansion Project. (October 2023)
• We made a Final Investment Decision on the development of the Vietnam Block B gas field. (March 2024)

• We agreed to an extension of the Production Sharing Contract (PSC) for Tangguh LNG Project in Indonesia to 2055. (December 2022)
• We extended our interests in the Oman LNG Project. (October 2023)

• Support our Company and our partners for their effort on Net zero emissions by providing comprehensive energy solutions that combine technologies and businesses such as distributed renewable energy, storage batteries, next-generation fuels, and emissions trading.
• Thoroughly disseminate our sustainable supply chain policy and, if necessary, formulate individual procurement policies and goals based on this policy, and aim to achieve them.

• Work in various business fields with excellent partners who possess a high degree of technical ability and a wealth of knowledge. Provide innovative solutions that utilize our comprehensive strengths.
• Monitor the implementation status of individual procurement policies.

• We invested in Climate Friendly, an Australian company engaged in the creation and sale of carbon credits through the restoration of agricultural vegetation. (May 2022)
• We entered into a Participation Agreement for a carbon sequestration project in the US. (May 2022)
• We signed an agreement with US based CF Industries to jointly develop a clean ammonia production project. (July 2022)
• We concluded the contract to supply ammonia for a co-firing demonstration project at Unit 4 of JERA's Hekinan Thermal Power Station. (June 2023)
• We made an equity investment in Terreva Renewables, a renewable natural gas production & sales company in the US. (August 2023)
• We agreed to invest in a renewable diesel and SAF production business operated by Galp SGPS, S.A., Portugal's biggest energy company. (September 2023)
• We concluded a Memorandum of Understanding with Chugoku Electric for the creation of a CCS value chain between Malaysia and Japan. (February 2024)

• Complete construction projects and commence commercial operations.
• Improve operating rate and thermal efficiency.
• Implement environmental burden reduction measures.
• Expand our business base as a general energy company that meets diverse customer needs, including environmental and social aspects.

• Continue to implement PDCA for progress monitoring of projects under construction and improvement of project quality.
• Verification/demonstration/practice of environmental burden reduction measures.
• Develop businesses in new countries/regions.
• Acquire new projects by improving sales structure, promoting digital marketing, and expanding solutions.

• Through 81 electric power projects (Net capacity 9.4GW) in 22 countries around the world, we are working on a stable power supply that supports people's lives (as of May 31, 2024).
• In FY March 2023, one of the two Thailand gas-fired power plant projects in which we have invested was completed and is now in operation.

• Improve the supply capacity and efficiency of existing businesses.
• Complete construction projects and commence commercial operations.
• Steadily operate by utilizing DX.
• Reduce environmental burdens.

• Continue to implement PDCA to improve efficiency.
• Implement measures to improve utilization rates and efficiency.

• Improve the operating rate and create new added value using DX.
• Continue to work on improving efficiency, including maintenance.

• Power generation
• Gas distribution
• Water and wastewater projects

• Through 81 electric power projects (Net capacity 9.4GW) in 22 countries around the world, we are working on a stable power supply that supports people's lives (as of May 31, 2024).
• Gas distribution business: Through Mitsui Gas in Brazil, we provide gas distribution services to more than 650,000 customers in Brazil.
• Through MITinfra in Mexico, we are helping to improve the living environment of local residents, solve water resource shortages, and achieve sustainable corporate activities through the water and sewage treatment business and wastewater treatment business for industrial customers. We are also considering and promoting new initiatives.

• Expand production of crops in Africa and improve the quality of life for small-scale African farmers.
• Establish a sustainable supply chain for agricultural products using DX.
• Develop high-capacity communication lines.

• Promote demonstration projects that aim to create SDG premiums by visualizing social and environmental impacts in the production process of African agricultural products, and ensuring traceability through supply chains.
• Commercialize the establishment of a sustainable supply chain for agricultural products using DX (after assessing their feasibility).
• Lay and operate international submarine communication cable systems.

• We are engaged in an initiative to collect data on African agricultural products, and use that data to deliver global customers final products that come with the stories behind them, with the aim of generating value in that data and returning it to the farmers, thereby promoting the expansion of sustainable agriculture production. We are currently working on a pilot project for cotton in Zambia. In the future, we aim to expand the project to other agricultural products such as coffee and cacao.
• We are currently working with NTT Group and JA Mitsui Leasing on the installation, operation and sale of a new submarine cable system between Japan and the US.

• Construct new domestic and overseas RE power sources (offshore wind power, centralized large-scale solar power, distributed solar power, DSO, etc.).
• Steadily operate RE power sources in Japan and overseas.
• Provide RE peripheral business provision.

• In April 2022, we invested in Mainstream Renewable Power Limited, a leading renewable energy operator engaged in onshore and offshore wind and solar power projects mainly in Latin America and Africa.
• In September 2023, we made a final investment decision for the Hai Long offshore wind power project in Taiwan.
• In December 2023, we were selected as part of a consortium to deliver an offshore wind project off the coast of the cities of Murakami and Tainai, Niigata Prefecture.

• Improve the efficiency of existing water and sewage treatment businesses.
• Stably operate water production business.
• Acquire new water-related businesses.

• Construct water production projects in the Middle East.
• Steadily operate water and sewage treatment business in the Americas and the acquisition of new projects.
• Completion of water production projects in the Americas, and the commencement of operations.

• Promote the construction and operation of equipment that meets the LEED Platinum certification standard, and contribute to urban development in harmony with the environment.
• Correctly understand customer demand in next-generation domains. Discover new products and services, conduct verification tests, and subsequently roll out mass production.

• District cooling equipment and distributed facilities have been constructed and we have gradually begun launching services in the One Bangkok district cooling and distribution business.
• We are pursuing entry opportunities for infrastructure construction related to decarbonization.
• Focusing on areas surrounding our existing businesses, we will promote the development of new traders in overseas markets such as Europe, as we seek to discover new products.

• Expand sales and leasing system through our global network partners.
• Supply vehicles that contribute to sales volume as well as sustainable growth and a reduction in environmental impact.

• Make more extensive efforts with global partners in each area.
• Sales volume (especially that of environmentally friendly vehicles), number of leases, sales area.

• With the global network of Mitsui and its group companies, we support our partners to strengthen their global sales foundation and customer base.
• We promote human resource development and the strengthening of corporate functions, contributing to the enhancement of our partners' corporate value.

• Expand the lineup of low environmental impact products handled.
• Together with new and existing partners, promote efforts that can help to achieve decarbonized societies.

• Caetano Bus, S.A., a Portuguese bus manufacturing and sales company in which we have invested, manufactures and sells EV buses that have a low environmental impact. We are also involved in the delivery of FC buses to municipalities in European countries and the conversion of airport vehicles to ZEVs.
• Pinnacle Mobility (EKA) in India, in which we invested in 2023, contributes to the spread of EVs through the manufacture and sales of e-buses and electric light commercial vehicles, as part of the Indian government's efforts to address the serious air pollution problem.

• We will strengthen and expand the integrated sales and customer support system.
• We will provide solutions that contribute to improving operational efficiency in mines.

• Use DX to select the optimal shipping routes to save fuel and use new technologies such as new kinds of fuels to help reduce the environmental burden of shipping and enable sustainable growth of maritime industries.
• Promote the use of new kinds of next-generation fuels and contribute to society's overall efforts to achieve decarbonization.
• Reduce the impact on marine ecosystems by reducing the environmental burden of ship operations.

• Contribute to a 20-30%^* GHG reduction in the maritime industry through fuel transition and improved fuel efficiency
• Increase our efforts with global partners in each area of the world (shipyards, shipowners, shipowners). Showcase initiatives for utilizing the technological capabilities of Japanese manufacturers.
• Promote the use of new kinds of next-generation fuels in newly ordered vessels.
• Increase in the number of vessels that reduce environmental load.

*Target for 2030 determined by IMO (International Maritime Organization)

• With emission reduction in the shipping industry becoming a global issue, in April 2021 we became a strategic partner of the Maersk Mc-Kinney Moller Center for Zero Carbon Shipping (MMMCZCS), a not-for-profit international research and development center dedicated to the decarbonization of the shipping industry. From May 2022, we dispatched a secondee to work with other partners to solve technical and commercial issues in the use of low-carbon fuels for marine vessels.
• We are promoting the development of ship types equipped with main engines fueled by methanol, which reduces CO2 emissions, or ammonia, which does not emit CO2 when burned.
• We are promoting the installation of ballast water treatment equipment on ships in response to the International Maritime Organization's (IMO) Ballast Water Management Convention to avoid adverse effects on marine ecosystems caused by the transboundary movement of marine organisms contained in ballast water, which is necessary when cargo is transported by ship.
• In the ship trading and ownership business, we are working to replace a generation of ships by increasing orders for ships that will lead to a significant reduction in SOx and NOx emissions.
• To accelerate the application of methanol as a maritime fuel, we participated in preparations for the first ship-to-ship bunkering operation^* of Green Methanol in the port of Singapore. This operation, conducted in July 2023, involved bunkering the dual fuel feeder container ship owned by Danish integrated logistics company A.P. Moller - Maersk, together with the like-minded project partners.

* Fuel supply from ship to ship by laying alongside a bunker ship

• Provide opportunities for employee training and improve product quality.
• Update, thoroughly understand, notify, and label hazard information and legal information on chemical substances.
• Expand specialized human resources for chemical substance management.

• Develop a variety of low-carbon methanol and ammonia projects.
• Started production of recycled PET resin in the PET bottle recycling business (25,000MT/year).
• Produce bio-methanol at Fairway.
• Shift to high-performance ship bottom antifouling paint which helps improve fuel efficiency at Daiichi Tanker.

• We are supporting detergent raw material production in Thailand and marketing it globally.
• We are supporting oleochemical production in Malaysia and China, and marketing it globally.

• We are promoting new high-quality skincare products for US. consumers.
• We are establishing a business base aimed to promote high-quality skincare products in Brazil.

1. Monitor the implementation status of each individual procurement policy.
2. Aim to secure (1) 100% traceability of the natural rubber we handle (2) 100% of lumber and woodchip for paper products handled to be certified by internationally recognized forest certification bodies, or of an equivalent standard, (3) 100% traceability of pulp, paper and paperboard to legal raw materials, all by 2030.

1. We have formulated individual procurement policies for timber, paper products and natural rubber, which we recognize as products which are required to be in line with the protection of the natural environment when effectively utilizing forest resources.
2. (1) 100%
   (2) Lumber^*1: 0%^*2, Woodchips for paper products^*1: 100%
   (3) Paper Products^*3: 100%

*1 Lumber and woodchips for paper products that are handled by suppliers who are certified by internationally recognized forest certification bodies including FSC^®, PEFC, etc., or that are recognized by certification bodies as controlled materials
*2 Due to the FSC^®, the certifying body, suspension the certification of lumber from certain countries of origin. In April 2024, we discontinued new orders for such lumber, and existing orders was completed in June 2024.
*3 Pulp derived from wood that has been certified by FSC^® or other internationally recognized forest certification bodies, or that has been managed in accordance with the guidelines of our procurement policy for paper products

• We have enhanced our efforts to reduce greenhouse gases with partner companies.
• We have obtained forest certification for all our afforestation assets overseas.

• We have participated in CLOMA (Japan Clean Ocean Material Alliance) to help solve problems of plastic waste in oceans.
• We are promoting the development and commercialization of low-environmental impact materials and products with partner companies in the fields of plastics, biochemicals, and paper.

• Achieve a reduction of environmental burden and agricultural productivity improvement by developing and disseminating agricultural technology.
• Develop and disseminate bio-pesticides made from fungi and natural extracts, to reduce the environmental burden and help achieve agricultural production in harmony with the environment.
• Use soil analysis to help optimize the amount of chemical fertilizer applied and promote the spread of bio-stimulants.
• Improve the agricultural material supply base in Africa.
• Establish Ag-tech businesses.

• We are promoting "IPM" (Integrated Pest Management), which combines biological pesticides and chemical pesticides, to help establish highly productive and sustainable agricultural systems.
• We are developing a comprehensive agricultural material distribution business, mainly in Latin America.
• Through the ETG company we are supplying agricultural materials in Africa.
• We have invested in a controlled environment agriculture (CEA) business and are running a pilot project producing and selling crops in Saudi Arabia.
• We are working on a sustainable vegetable supply through a vegetable seed R&D business.

• Achieve efficient growth of livestock and a reduction of environmental emissions through establishment of a Gut Health (improvement of intestinal flora of livestock) business.
• Improve livestock productivity and achieve animal welfare through the spread of vaccines and veterinary drugs.

• We are promoting business reform in Novus, a company in which we have invested, to establish a Gut Health business.
• We have invested in an Animal Health product manufacturing and sales operations in Japan and Brazil.
• We have entered into the animal genetics business. We are pursuing synergies with existing businesses such as animal nutrition and animal health.

• Establish a food science business base in the Japanese and Asian markets.
• Establish a business base to provide pre-illness solutions to consumers in Asian markets through the provision of traditional Chinese medicine and high value-added supplements.

• We are enhancing and promoting the expansion of our subsidiary BFS (Bussan Food Science) and Soda Aromatic Co., Ltd., our investee, into Asia.
• We have invested in a business engaged in the manufacturing and sales of Traditional Chinese Medicine in Singapore, we are expanding into the wellness field in Asian markets.

• Develop and disseminate bio-pesticides made from fungi and natural extracts, to reduce the environmental burden and help achieve agricultural production in harmony with the environment.
• Establish regenerative agriculture business

• We are promoting "IPM" (Integrated Pest Management), which combines biological pesticides and chemical pesticides, to help establish highly productive and sustainable agricultural systems.
• We have invested in the regenerative agriculture business and are engaging in the formation, design, and management of regenerative agriculture projects globally.

• We are currently promoting our infrastructure maintenance business through SHO-BOND & MIT Infrastructure Maintenance Corporation and Structural Technologies, LLC.. We will extend the life of infrastructure through preventive maintenance such as repair and reinforcement.
• We are operating a pipeline maintenance business through STATS (UK) Ltd. which manufactures pipeline repair equipment and provides engineering services.

• We are developing inspection and maintenance services for offshore wind power generation facilities in Japan though Horizon Ocean Management, responding to the need for preventive maintenance and life extension for wind power generation facilities.
• Through Regency Steel Japan Ltd. we are engaged in the manufacture and supply of self-elevating platform vessels and components for bottom-fixed and floating foundation structures.
• Through partnership with Global Energy Group we are promoting the fabrication and repair of offshore structures for renewable energy.
• We are promoting the global expansion of wind power tower and flange manufacturing with GRI Renewable Industries.

1. Monitor the implementation status of each Procurement Policy for Specific Commodities.
2. Aim to ensure that 100% of palm oil is traceable to mill level^* by 2022.
3. Aim to secure 100% traceability of natural rubber we handle by 2030.

* Mitsui's mill list

1. We have created an individual procurement policy for palm oil, which is recognized as a product that has a significant environmental and social impact.
2. 100%
3. 18.6%

• Make our Sustainable Supply Chain Policy gets through to our suppliers.
• Hold regular dialogue through supplier questionnaires and on-site inspections.

• Add value to by-products generated in our food value chain.
• Promote the setting up of a sales channel expansion circulation system by cultivating demand.

• Find out how by-products can be effectively used.
• Make proposals positively to existing and new customers about how such by-products can be used.
• Achieve a reduction of waste generated in the value chain, reuse by-products, and utilize sales channels.

• We have effectively utilized by-products such as soybeans, rapeseed, wheat, sesame, and corn for livestock and fishery feed.
• We have reused sugar cane chaff as fuel for power generation.
• We use construction waste and surplus sludge generated from wastewater treatment as boiler fuel.
• Remnants of strawberry flesh on leaves removed from cut strawberries, are utilized to make juice.
• We have utilized tea leaf residue is used as a raw material for compost.

1. Thoroughly disseminate our sustainable supply chain policy and, if necessary, formulate individual procurement policies and goals based on this policy, and aim to achieve them.
2. Pursuing the enhancement and sophistication of the distribution of food products and daily commodities.

1. Monitor the implementation status of each Procurement Policy for Specific Commodities.
2. Realize a stable supply of goods and services through logistics optimization, and leverage DX to enhance procurement functions and achieve further sophistication of product development operations.

1. We have implemented controls including creating individual procurement policies for palm oil and paper which are recognized as products that have a significant environmental and social impact.
2. We merged five companies responsible for intermediary distribution for Mitsui to form a new company, Mitsui & Co. Retail Group, Ltd., on April 1, 2024. We are currently working to improve delivery efficiency, etc.

• Send our Sustainable Supply Chain Policy to all suppliers and make them aware of it.
• Work hard to improve the traceability of the products we handle.

• Expand the procurement and handling of materials, packaging materials in our business value chain that have a low environmental impact.
• Promote the reduction of the environmental impact in our business.

• Enhance procurement and development capabilities for materials and packaging materials that have a low environmental impact.
• Cooperate with suppliers, manufacturers, and customers to procure materials and packaging materials that have a low environmental impact and increase the frequency of development.

• We are providing customers with thin-walled, lightweight, and simplified food containers and packaging materials (reduction of packaging usage).
• We are using biomass film, biomass ink, aluminum-free paper cartons, thinner wood, recycled film and forest-certified paper.

• Actively use foods that take sustainability into consideration.
• Increase efforts to achieve local production for local consumption, to improve supply capacity.
• Reduce food waste by supplying cooking plans for high-quality, traceable food.

• In 2018, we obtained MSC/ASC CoC certification^*, the first for a food supply business in Japan. We also provide sustainable fishery products (sustainable seafood) at some facilities.
• We were the first in the contract food service industry in Japan to offer menus using environmentally friendly land-based aquacultured shrimp called "Yuki Ebi".
• We are implementing local production for local consumption in collaboration with Miyazaki, Miyagi, Akita and Iwate prefectures to utilize ingredients that will lead to regional economic development.
• We are conducting food procurement and menu planning to control food loss using AIM Services' original menu planning system.

* MSC certification is a certification system for sustainable fisheries that is properly managed in consideration of fishery resources and the environment. ASC certification certifies aquaculture which is approved by the Aquaculture Stewardship Council and minimizes the environmental and social burden. MSC/ASC CoC certification ensures that these certified fish products are properly managed and traceable in all processes of manufacturing, processing and distribution.

* In value-based healthcare, each stakeholder aims to maximize outcomes and optimize costs to provide high-value medical care to patients.

• Introduce digital technology and AI to improve medical access and efficiently allocate medical resources.
• Rationalize group-wide procurement to help control medical costs and improve operational efficiency.
• Leveraging data associated with the patient journey to optimize outcomes that are cost-effective and improve patient satisfaction.

• IHH Healthcare (IHH), an affiliate company, operates approximately 81 hospitals with over 16,500 beds in 10 countries around the world, with a focus on Asia.

• Partial cost reductions have begun to be realized by rationalizing procurement across the group.
• In Singapore and Malaysia, launched MyHealth 360, a smartphone app that allows patients to make appointments, view test results, and access online medical care.

• Through Mitsui Knowledge Industry Co., Ltd. (MKI), a subsidiary, we are providing consulting, building, and operation services for IT systems, data center and cloud services, and the sale of IoT devices and manufacturing equipment.
• Through our wholly owned subsidiary Mitsui Bussan Secure Directions, Inc. (MBSD), we have been providing advanced cybersecurity services, including security assessments, consulting, and managed services, for over two decades. In 2023, we expanded our global cybersecurity presence by making a strategic investment in LGMS, a leading cybersecurity service provider in Malaysia, and subsequently affiliating with Redpoint Cybersecurity LLC in the USA in 2024.

• iMedical, an affiliate company, operates a remote imaging diagnosis business where specialists remotely interpret and diagnose medical images for primary care physicians.
• north star Co., Ltd., an affiliate company in which we invested in February 2021, operates "Kids Doctor", which offers pediatric health consultation services, and appointment services of online diagnosis and home visit.
• Xeureka Inc., a subsidiary of the Company established in November 2021, provides AI drug discovery support services and conducts drug discovery R&D through joint research. Following the March 2023 announcement of the "Tokyo-1" project, which aims for a comprehensive transformation of the healthcare industry centered on drug discovery, in collaboration with NVIDIA, a leading US supercomputer company, the project began full-scale operations in February 2024. As a Mitsui subsidiary, Xeureka will be responsible for the practical operation of the project.
• Innoxia Inc., also a subsidiary of the Company, established in November 2021, is engaged in business providing various Medical DX solutions to medical institutions, mainly hospitals.

• Through Mitsui Knowledge Industry Co., Ltd. (MKI), a subsidiary, we are providing GeM2, a cloud-based energy management service that provides both energy-saving and comfort, as well as a cloud-based remote monitoring service for solar power generation facilities.
• Through Air as a Service., Ltd. (AaaS), an affiliated company, we are providing a service that optimizes air conditioning usage environments and maximizes energy savings through the remote monitoring and control of industry-use air conditioning and ventilation systems.

• Continue to raise the quality of the main business' services and properties.
• Increase the scale of the business and work together with various partners to develop properties that offer high added value.

• We have advanced a senior living properties business for over 30 years, particularly in the west of the US. We currently manage 39 properties offering around 4,300 rooms.
• We are aiming to attract large amounts of pro-social investment from the capital markets through JV projects with Japanese investors, and the creation of private placement funds so that we can operate excellent assets and provide high-quality services.

• Strengthen our ability to trade in power certificate and emissions credit markets and grow our customer base.
• Cultivate knowledge and personnel connected to carbon management structures and systems.

• Correct long working hours (Non-consolidated).
• Constant achievement of the percentage of annual leave taken to over 70% (Non-consolidated).

• Average annual paid leave taken: 13.6 days.
• Average annual paid leave usage ratio: 70.3%.

• Grow into an organization that thrives on diversity (implement the Mitsui Engagement Survey, monitor the results, and utilize them for organizational development).
• Promote diverse human resources.
  
  1. Achieve a 20% ratio of female managers by the fiscal year ending March 31, 2031 (Non-consolidated).
  2. Actively promote regionally hired employees to line manager positions at overseas trading affiliates.
  3. Increase the number of line managers for regionally hired employees in overseas subsidiaries.
• Continue to Challenge and Innovate through our diverse workforce.
  —Leverage our Values in competency evaluations.

• We reported the results of the Mitsui Engagement Survey to the Executive Committee and the Board of Directors (once a year). The results are used to formulate human resource strategies and make organizational improvements. Employee Engagement was 73% (+1% vs previous year), and Employee Enablement was 69% (unchanged from previous year).
• We conducted HR Strategy Meetings where the President, the Chief Human Resources Officer (CHRO), the General Manager of the Human Resources & General Affairs Department, and the COOs of each Business Unit and General Managers of each Corporate Division discuss succession plans for key positions.
  1. Percentage of female managers: Non-consolidated: 10.7% (as of July 1, 2024), Consolidated: 18.8% (as of March 31, 2024).
     Women Leadership Initiative: We strengthened the development of female leaders, including support activities by female external directors (with 62 employees taking part in total).
     Sponsorship Program: Executive Committee members provided advice and guidance on careers for female senior leadership candidates (with 24 employees taking part in total).
  2. Percentage of line managers for regionally hired employees: 18.1%.
     Change Leader Program: We implemented a program for prospective leaders that were hired overseas (with a total of 55 employees taking part in total).
• Mitsui Leadership in Action: We introduced standards of conduct based on Mitsui's Values at the Head Office and overseas subsidiaries. The program is being utilized as part of hiring, training, evaluation, and appointment decisions.

1. Implement human resource development programs.
2. DX Talent Development (Number of DX Business Professionals): 1,000 people by FY March 2026
3. Promoting autonomous career support through the introduction of a new personnel system (Non-consolidated)

1. Total development and training cost: JPY 3.05 billion.
   We have implemented the Global Training Program (dispatching 209 employees to 30 countries).
2. Number of DX Business Professionals: 231.
3. In addition to a new personnel system, we have enhanced the appropriate allocation based on employees' career aspirations by using the Career Challenge System and Expert Band, etc.

1. Percentage of employees undergoing health checks: 100% (Non-consolidated).
2. Medical questionnaire response rate: 100% (Non-consolidated).
3. Percentage of employees undergoing stress checks: 90% or higher (Non-consolidated).
4. Smoking rate: Reduction of 0.5% compared to the previous FY.
5. Number of lost time injuries and fatalities: Zero (Non-consolidated).
6. Number of serious injuries: year on year decrease; Number of fatalities: Zero (Global group).

1. Percentage of employees undergoing health checks: 100%.
2. Medical questionnaire response rate: 57.1%.
3. Percentage of underwent stress checks: 85.2%.
4. We have held anti-smoking seminar programs
   Smoking rate: Increased 0.1% compared to FY March/2023.
5. Number of lost time injuries: 1 case; Number of fatalities: Zero (Non-consolidated).
6. Number of serious injuries: 4 cases; Number of fatalities: 2 cases (Global group).

• Rate of pledging to comply with Business Conduct Guidelines for Employees and Officers of Mitsui & Co.: 100%
• Create organizations that act with integrity on a global group basis so that the Mitsui & Co. global group can continue to be a truly trustworthy corporate group for society.
• Ensure early detection and response to compliance issues, and strengthen prevention measures.
• Establish and strengthen compliance structures and carry out compliance education and training to ensure that employees are more thoroughly aware of compliance.
• Facilitate communication and foster a "speak up" culture.

• Rate of pledging to comply with Business Conduct Guidelines for Employees and Officers of Mitsui & Co.: 100%.
• We have put together the Mitsui & Co. Group Conduct Guidelines—With Integrity to share our approach toward integrity and compliance on a global group basis, and are working to raise awareness through seminars and workshops.
• By having Human Resource Managers at each business unit work directly with the CCO as Compliance Administrators, we are able to advance integrity and compliance measures in each organization based on company-wide policies. In addition to raising awareness of compliance and integrity at workplaces, we are accelerating the establishment and improvement of effective structures at the practical level in line with actual circumstances at affiliated companies.
• We utilize Guidelines on the Establishment of Compliance Systems at Affiliated Companies, to strengthen compliance systems at affiliated companies on a global basis, and we carry out regular monitoring.
• To improve the credibility of the systems and promote their use, the CEO sent out a message encouraging employees to "Speak Up" when we have doubts or feel that something is wrong, and in FY March 2024, we initiated e-Learning programs based on real cases to prevent recurrence and improve trust in our whistleblowing system.
• The main initiatives carried out in FY March 2024 in order to raise awareness of compliance and integrity are as follows.
  —We provided training for employees at all levels, from new entrants to managers, as well as for employees about to be transferred overseas or to group companies, or assigned outside the company.
  —We held "With Integrity Month" under the theme of "Think about Integrity in the coming years" which is one element of Mitsui's Materiality. Activities included an integrity discussion between the CEO and Mitsui employees of Asia Pacific business unit, article distribution of integrity discussion between CCO, business unit COOs and business unit employees, video streaming to review corporate scandals and think about integrity in English. In addition, each business unit and overseas office voluntarily conducted integrity-related projects in their respective organizations.
  —We continued providing a learning course based on a Compliance Handbook explaining the "Business Conduct Guidelines for Employees and Officers of Mitsui & Co." in order to promote the assimilation of basic compliance knowledge that officers and employees of Mitsui should acquire in the course of their daily business activities. We also provide a “Mitsui & Co. Group Compliance Handbook” and e-learning to the group companies that requested them.
  —Response rate to compliance awareness surveys: 94%. We find out an indication of potential compliance issues at an early stage and, while measuring organizational openness, continue to strengthen efforts to prevent the occurrence of compliance problems in cooperation with each business unit. We are carrying out compliance awareness surveys and utilize them to improve compliance structures in each organization. The compliance awareness surveys are being used on a global group basis, customized according to the size and region of the organization.

• Make sustainable improvements of corporate value through achievement of highly effective corporate governance and continuous review.
• Establish and ensure the appropriate operation of internal controls systems in order to achieve management targets based on our Corporate Mission Vision Values.

• Conduct continuous review and further strengthen internal controls systems for optimization of our corporate governance in accordance with the Mitsui & Co., Ltd. Corporate Governance and Internal Control Principles through annual evaluation of the effectiveness of the Board of Directors in order to optimize our corporate governance.
• Maintain the diversity of the Board of Directors and its advisory committees, which includes external members.
• Respond to the findings of evaluations of the effectiveness of the Board of Directors.
• Responses from External Members in evaluation of the effectiveness of the Board of Directors.
• Maintain the structure of remuneration for directors that strongly encourage medium- to long-term improvement in corporate value and sustainable growth.
• Carry out highly transparent disclosure.
• Check internal controls systems through annual internal controls reviews.

• We changed our governance and Executive Structures and made the Board of Directors more diverse. As of June 19, 2024, the Board contained six external directors (50% of the Board) and four women (33.3%). More than half of the members of advisory committees are external members and the Chairs of the nomination committee and remuneration committee are both independent external directors. The Nomination Committee worked to provide more opportunities for External Members to learn about candidates for Directors and Managing Officers and enhance the information and materials provided. The Committee discussed the selection of Director/Managing Officer candidates and appointment plan of Directors/Managing (Nomination Committee). The Remuneration Committee discussed re-evaluation of the remuneration system and level towards the contribution of medium-to long term corporate value under global competitive environment, etc. (Remuneration Committee).The Governance Committee discussed (i) corporate governance including ratio of External Directors, size of the Board of Directors, institutional design etc. and (ii) evaluation of effectiveness of the Board of Directors, etc.(Governance Committee).
• We enhanced disclosure of the director and Audit & Supervisory Board member skill matrix in notices of general meetings of shareholders and integrated reports and disclosure regarding director's remuneration in securities reports.
• In FY March 2024, free discussions among all members of Board of Directors and Audit & Supervisory Board were held (themes: "Mitsui's Corporate Governance".
• Our response to each issue identified in the FY March 2023 evaluation of the effectiveness of the Board of Directors is as follows.
  (1) Continuing discussions concerning the number and diversity of directors, the percentages of internal and external directors, and institutional design, with the aim of further enhancing the quality of deliberations: Discussions about Mitsui & Co.'s executive structure and institutional design at the Governance Committee meetings, Executive Committee meetings, and free discussion sessions of Board of Directors in July, August, and October of 2023. While maintaining the current structure as a company with an Audit & Supervisory Board, transition to a 12-member Board of Directors with equal numbers of internal and external directors by reducing the number of internal directors after the Ordinary General Meeting of Shareholders in 2024.
  (2) Consideration of actions to improve the quality and efficiency of deliberations by the Board of Directors: The following Secretariat recommendations are now being implemented progressively: 1) Reduction of the number of Board meetings and extension of the meeting duration, 2) free choice of meeting attendance methods, 3) measures to improve engagement among Executive Committee members, directors, and Audit & Supervisory Board members.
• In FY March 2024, it was concluded that the effectiveness of the Board of Directors, including its response to the issues outlined above, was appropriate.
• In FY March/2022, we introduced a performance-linked stock remuneration plan, linked to the achievement of management indicators that the Company should place emphasis on, such as ESG elements including response to climate change, and ROE. The Remuneration Committee, which is chaired by an independent external director, deliberated on the remuneration system from the perspective of improving corporate value over the medium to long term, with the aim of disclosing the management indicators that the Company places emphasis on in its management strategy in an easy-to-understand manner.
• In FY March 2024, in order to operate the necessary systems to ensure appropriate operations, the Company established and maintained each internal control system by holding physical meetings and carrying out visiting audits in combination with online meetings and/or video messages, etc.

• Control of the impact on shareholders' equity, and the maintenance and periodic review of internal rules by each corporate staff division.
• Control of risk at each workplace at business units and overseas regional business units; strategy planning, policy formulation and regulatory compliance.