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

• Equity share of iron ore production: approx. 64 million tons/year
• Equity share of coking coal production: approx. 5.1 million tons/year
• Equity share of copper production: approx. 91 thousand tons/year
• We have decided to invest in Rhodes Ridge iron ore project in Australia.
• We have acquired an interest in the Ministers North Iron Ore Deposit in Australia.
• We have entered into a final agreement on a joint mine plan for the Los Bronces and Andina copper mines in Chile.
• We have participated as shareholder in MTC Business Private Ltd., one of India's leading metal recycling companies.

• Contribute (from the raw materials side) to the low carbonization of the steel industry, and build value chains.
• Develop copper, battery raw materials and green aluminum 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 have invested in Atlas lithium project in Brazil.
• We have increased our stake from 21% to 46% in Nippon Amazon Aluminium Co., Ltd. who is the 49% shareholder of Alumínio Brasileiro S.A. in Brazil.
• 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.
• In our copper mine business in Chile, the seawater desalination plants (Anglo American Sur project and Collahuasi project) are being constructed, and water recycling (Anglo American Sur project) is considered.

• 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., in Ibaraki Prefecture, Japan.
• We are accelerating the promotion of the secondary aluminum alloy business through our investment in ALCOM Holdings in China. In December 2024, ALCOM acquired the Yunnan project, which manufactures green aluminium alloys derived from hydroelectric power. The synergies between both businesses are pursued through the acquisition of Yunnan project.
• We have participated as a shareholder in EVERSTEEL - a developer and supplier of AI-based steel scrap analysis systems.

• 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.

• Expand the use of steel products with low environmental impact in response to decarbonization needs in Japan and overseas.
• Continue stable trading.

• Expansion of Mitsui's steel products with low environmental impact business and proposals for GHG reduction solutions in the steel value chain.
• Capture demand for global sourcing and local production for local consumption infrastructure.

• In response to gradually expanding steel products with low environmental impact procurement needs, we are working with steel manufacturers and related partners to supply and propose steel products with low environmental impact produced in blast furnaces and electric furnaces to customers in Japan and overseas.
• Accelerate the capture of steel demand in focus regions amid rising uncertainty driven by geopolitical risks and the shift toward local production for local consumption.

• 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 for UK pipelines, 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.
• Maraen contributes to a stable energy supply in the UK through its steel processing, equipment manufacturing, and port operations serving the energy industry.
• We are promoting the global expansion of wind power tower and flange manufacturing with GRI Renewable Industries.

• Establish low-impact production and supply systems while expanding our supply network to broader regions.
• Ensure a stable and responsive supply of transformers and motor cores to meet the growing demand driven by the development of renewable energy power plants, grid infrastructure, and electric vehicles.

• As an initiative in the electric furnace business that can reuse iron scrap to produce steel, we have invested (20% ownership) in Thai electric arc furnace steel manufacturer/Siam Yamato Steel.
• In response to growing global demand for electromagnetic steel sheets, we made additional investments in electromagnetic steel sheet processing companies in the Netherlands and Canada, and established a new electromagnetic processing company in Poland.

• We will contribute to the stable supply of sustainable energy.
• Through the supply of relatively clean and competitive energy (gas, LNG), we will assist in the development of local economies and gradual energy transformation.

• Build and enhance a stable energy production and supply portfolio that meets the expectations of customers and society.
• Supply energy that supports the sustainable economic development of each country.

• Maintain, expand and diversify energy supply by developing new projects and enhancing existing projects.
• Contribute to the sustainable development of society through the promotion of the natural gas and LNG business, which plays an important role as a 'practical solution' in the strategic pathway of the Global Energy Transformation 2.0.
• Provide stable LNG supply, and supply and demand adjustment functions by strengthening portfolio and logistics functions.

• We are promoting new energy development projects to meet the needs of consumers around the world. (LNG: 10 projects in 8 countries)
  

  ---

  • 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 acquired unconventional gas asset/Tatonka in Texas, U.S.A. (June 2024)
  • We made Final Investment Decision on the Ruwais LNG Project in UAE (July 2024)
  • First commercial gas from Waitsia Gas Plant, Western Australia (December 2025)
  • Investment in US Geothermal Developer Fervo (December 2025)
• We are working to expand our portfolio to strengthen our supply of LNG, which has a relatively low environmental impact, to contribute to energy transformation around the world.
  

  ---

  • We extended our interests in the Oman LNG Project. (October 2023)
  • We made Final Investment Decision on the Tangguh Ubadari, CCUS, Compression (UCC) Project. (November 2024)

* CCS: Carbon Capture and Storage
CCUS: Carbon Capture, Utilization and Storage

• 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)
• We concluded memorandums of understanding concerning joint studies to be conducted with Mitsubishi UBE Cement Corporation and Resonac Corporation, respectively, with the aim of establishing a carbon capture and storage (CCS) value chain at an offshore storage site in Malaysia. (April 2024)
• We introduced B100, a 100% biodiesel fuel (BDF), on a trial basis for use in a delivery truck servicing 7-Eleven stores. (December 2024)
• We invested in Heirloom Carbon Technologies, Inc. - a US company specializing in direct air capture of CO₂. (December 2024)
• We invested in Twelve Benefit Corporation, a Berkeley, California-based startup developing E-Jet® fuel, a synthetic sustainable aviation fuel (SAF) made from clean energy, water, and CO₂. (February 2025)
• We made Final Investment Decision in the Blue Point low-carbon ammonia production project in the US. (April 2025)
• We invested in Infinium Holdings, Inc., a US based leading provider of gas conversion solutions and developer of eFuels technology and projects. (April 2025)
• Participation in the CCS Project at the Arthit Gas Field in Thailand (October 2025)
• U.S. low-carbon ammonia project acquires certification under Japan's Price Gap support system (December 2025)
• Launch of Methane Emission Reduction Project in Bangladesh Utilizing Water-Efficient Rice Cultivation for Generation of JCM (Joint Crediting Mechanism) Credits (February 2026)
• Ammonia Supply Hub Project Based in the Tomakomai Area of Hokkaido Acquires Certification under Japan's Hub Development Support Program (March 2026)
• Mitsui & Co. Co-creation Fund to Provide Grant to Planet Savers, a Company Developing Proprietary Technology to Capture CO2 Directly from the Atmosphere (May 2026)

• Demand stagnation due to consumers moving away from car ownership and delays in the transition to environmentally friendly vehicles
• Decrease in sales due to supply chain disruptions and increased procurement costs arising from geopolitical risks, including the escalation of U.S.-China trade tensions and tightened export controls

• 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), market share %, 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.

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

• Fluctuations in existing demand and decline in profitability of mobility businesses due to the expansion of new technologies and new markets
• Intensifying competition and increasing price pressure driven by the accelerated expansion of Chinese EV manufacturers into emerging markets

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

• 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. In collaboration with partner companies, we have successfully developed and chartered the world's first methanol-fueled bulk carrier.
• 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

• Promote projects through dialogue and harmony with local communities.
• Strengthen supply chain management when ordering project materials and equipment.

• 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.

• 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 and other digital technologies.
• Continue to work on improving efficiency, including maintenance.

• In our container terminal business in Indonesia, we have maintained the industry's highest level of operational efficiency.
  We are promoting the expansion of DX functions to further improve efficiency, such as a paperless (online) fee payment process and optimization of truck transportation.
• The Indonesia-based DHU, a subsidiary of Portek based in Singapore, has been promoting DX initiatives to improve operation efficiency, and has now launched Phase 2 of DX initiatives aimed at improving the efficiency of crane and truck operations.

• 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 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.
• In May 2024, we made a final investment decision for a solar power plant in USA to pursue vertical integration of its power value chain.

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

• Steadily operate water and sewage treatment business in the Americas and promote 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.

• Sustained expansion of demand for social infrastructure development such as power, gas distribution, and water/sewage systems driven by economic growth in emerging countries
• Increase of the infrastructure and solution demands inccured by the grwoing digital markets

• Stable Power generation and supply
• Stable Gas distribution
• Contribution to water resources via Water and wastewater projects
• Digital infrastructures and solutions including laying and operaing international submarine communication cable systems.

• Through 75 electric power projects (Net capacity 9.4GW) in 20 countries and regions around the world, we are working on a stable power supply that supports people's lives (as of March 31, 2026).
• Gas distribution business: Through Mitsui Gas in Brazil, we provide gas distribution services to more than 740,000 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. Through Caitan, providing a sea water desalination and pumping service for a mining site. We are also considering and promoting new initiatives.
• 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, which achieved completion in April 2025.

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

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

• Establish a food science business base through the expansion of science-based products (sweeteners, preservatives, flavors, etc.) and formulation functions.
• 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.

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

• 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.

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% of paper products handled being certified products, 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 of the certification of lumber from certain countries of origin. In April 2024, we discontinued new orders for such lumber, and existing orders were completed in June 2024.
*3 Paper products manufactured with 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.

• 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.

• 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.
• We established a new biostimulant manufacturing company based on natural extracts.
  Through the ETG company we are supplying agricultural materials in Africa.
• 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.

• Expand logistics functions of Sulphur and Suphuric acid business.
• Establish a stable operation in the production and sales of phosphate rock in Peru.

• We are strengthening and promoting the global expansion of the sulphur and sulphuric acid logistics functions of our subsidiaries Dai-ichi Tanker and Aglobis, including vessels, tank lorries, and tank terminals.
• The Phosphate rock business in Peru achieved a production volume of 5.0 million tons in 2025.

• 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 Dai-ichi Tanker, which was already painted on one of Sulphur vessels. Daichi Tanker is now monitoring/evaluating the effect of improvement in fuel consumption.

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. 21.8%

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 are currently working on reducing GHG emissions through improved delivery efficiency and reducing waste and food loss through proper inventory management.

• 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.
• Since 2022, we have been implementing a "Food Rescue" initiative in collaboration with the National Federation of Agricultural Cooperative Associations (ZEN-NOH). Through this initiative, we procure vegetables that are not suitable for standard distribution channels and serve them in our cafeteria. This effort aims to reduce food loss and support agricultural producers, contributing to a more sustainable food system.
• Since 2012, we have been directly sourcing approximately 60% of our rice from contracted farmers. This approach ensures traceability, while enabling us to share challenges with producers and promote environmentally responsible farming practices, including the adoption of heat-resistant rice varieties.
• In line with the Ministry of Agriculture, Forestry and Fisheries' "Green Food System Strategy," we have begun serving summer-autumn tomatoes produced by JA Yumeminami, which have obtained the "Mieru Label"-a visualization scheme that rates producers' efforts to reduce environmental impact using a star system. We were the first in the contract food service industry to introduce these tomatoes at our operations in the Kanto region starting in July 2025. In November, we also launched the use of "Hekinan Bijin" carrots, which have likewise received the label, at our operations in the Tokai and Kansai regions.
• We use the sustainable garbage bag "FUROSHIKI," made from 99% recycled material derived from waste plastics by Satisfactory Co., Ltd., at our contract-operated sites. This initiative has contributed to an estimated reduction of approximately 618 tons of waste plastic disposal.

* 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.

• 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 sugarcane bagasse 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.

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

• 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.

* 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 89 hospitals with over 16,900 beds in 10 countries around the world, with a focus on Asia.
• We are pursuing company-wide efficiency improvements by enhancing productivity and profitability through various operational improvements, building a group-wide data platform, optimizing procurement across the group, and automating financial and accounting processes.

• Through Mitsui Knowledge Industry Co., Ltd. (MKI), a consolidated subsidiary, we provide "GeM2," a cloud-based energy management service that enables both energy efficiency and occupant comfort, as well as a remote monitoring service for solar power generation facilities.
• In addition, through Air as a Service Co., Ltd. (AaaS), an affiliated company, we remotely monitor and control commercial air conditioning and ventilation systems to optimize operating conditions and maximize energy efficiency.

• 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.

• Through Mitsui Knowledge Industry Co., Ltd. (MKI), a subsidiary of the Company, we provide IT system consulting, integration, and operation services, as well as data center and cloud services and the sale of IoT devices and manufacturing equipment.
• In Japan, through Mitsui Bussan Secure Directions, Inc. (MBSD), a subsidiary of the Company, we provide cybersecurity services including security assessments, monitoring, and consulting. In addition, through affiliated companies such as LGMS in Malaysia and Redpoint Cybersecurity LLC in the United States, we are promoting the global expansion of our cybersecurity business.

• 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., a subsidiary of the Company, operates "Kids Doctor", which offers pediatric health consultation services, and appointment services of online diagnosis.
• Xeureka Inc., a subsidiary of the Company, provides advanced computational drug discovery solutions, conducts drug discovery R&D through joint research, and operates a large-scale high-performance computing platform, "Tokyo-1."
• Innoxia Inc., a subsidiary of the Company, is engaged in business providing various Medical DX solutions to medical institutions, mainly hospitals.

• We have advanced a senior living properties business for over 30 years, particularly in the west of the US. We currently manage 35 properties offering around 3,932 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.

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

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: Maintain below 10%.
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: 77.3%.
3. Percentage of underwent stress checks: 98.2%.
4. We have held anti-smoking seminar programs
   Smoking rate: 9.8%.
5. Number of lost time injuries: Zero; Number of fatalities: Zero (Non-consolidated).
6. Number of serious injuries: 14 cases; Number of fatalities: 2 cases (Global group).

• 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.
• 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 75% (same as previous year), and Employee Enablement was 72% (+1% vs 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 Division I & II, 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: 12.0% (as of Mar 31, 2026), Consolidated: 20.7% (as of March 31, 2026).
     Women Leadership Initiative: We strengthened the development of female leaders, including support activities by female external directors (with 93 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: 21.1%.
     Change Leader Program: We implemented a program for prospective leaders that were hired overseas (with a total of 73 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. Promoting autonomous career formation by setting multiple-track type career path (Non-consolidated).
3. DX Talent Development (Number of DX Business Professionals): 1,000 people by FY March 2026.

1. Total development and training cost: JPY 3.21 billion.
   —Global Training Program : dispatched 201 employees to 34 countries
   —Global Management Academy Program(GMA) : 44 employees from 20 countries (In principle, GMA and Global Future Leader Academy(GFL) are held every other year, and a total of 482 people have participated over the past 13 programs)
2. Promoting strategic aptitude allocation and autonomous career formation through the use of systems such as selection of transferability options and Expert Band, etc.
3. Number of DX Business Professionals: 1,679.

• 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%
• "Mitsui & Co. Group Conduct Guidelines - With Integrity" were formulated and released to share our approach toward integrity and compliance on a global group basis. After deliberation at the Executive Committee and the Board of Directors, reflecting the changing trends in the world, the Company issued a revised version in May 2024, and is 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 revised "Guidelines on the Establishment of Compliance Systems at Affiliated Companies", which is adopted on a global group basis, by adding to and enhancing items related to regular discussions on the dissemination of compliance and integrity held at the Board of Directors meetings of each company, and systems to respond to important regulatory risks such as those related to anti-monopoly and bribery prevention laws.
• In order to further strengthen the detective controls, we prepared E-learning lessons based on actual incidents that have occurred and all officers and employees undertook these lessons. We also introduced a new whistleblowing response system that enables two-way communication with whistleblowers while ensuring their anonymity.
• The main initiatives carried out in FY March 2026 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.
  —In November 2025, Mitsui held With Integrity Month with the theme of "Exploring Integrity in the Digital and AI Era - Maintaining Our Trust from Society and Building Brighter Futures", and carried out a range of company-wide initiatives, such as a video message from the President, a dialogue session featuring executives and an external expert in digital policy and legal affairs, a lecture by an external expert in AI governance, the release of live-action videos depicting inappropriate conduct that could give rise to compliance incidents, and team discussions conducted across workplace, as well as video messages by External Directors and External Audit & Supervisory Board Members.
  —Response rate to compliance awareness surveys: 95%. 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.

• As of June 17, 2026, 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 2026, free discussions among all members of Board of Directors and Audit & Supervisory Board were held (themes: "The Post-current Medium-term Management Plan Grand Design" and "Human Capital Management")
• Our response to each issue identified in the FY March 2025 evaluation of the effectiveness of the Board of Directors is as follows.
  (1) [Issues] Encouraging more interactive discussions among Internal Directors and External Members.[Actions] a)the promotion of inclusive discussions between Internal and External Members through appropriate facilitation by Chair, b) the continued initiative to provide sufficient explanations in pre-briefings to ensure substantive deliberations at Board meetings, c) the timely explanations and information sharing by CEO on overall strategy and responses to changing international environment, d)the free discussions on the next Medium-term Management Plan and human capital management, and e)the implementation of engagement-enhancing events among Board members.
  (2) [Issues] Fostering broader and more sophisticated discussion in Board meetings.[Actions] a) the concentration of Board meetings dates by streamlining and consolidating agenda items, further utilization of written resolutions and reports, b) the utilization of in-person meeting and online meeting in a complementary manner to achieve efficiency while ensuring substantive discussions, c)the timely and appropriate reporting and information sharing with External Members regarding important matters, d)the earlier dispatch of convocation notices and earlier distribution of Board materials, e)the launch of a portal site for Board members to improve access to various materials, f)the feedback to External Members regarding the activities of the Advisory Committees, and g)the amendment to the criteria for matters to be submitted to or reported to the Board of Directors.
• In FY March 2026, we evaluated the effectiveness of the Borad of Directors by engaging a third-party organization (external expert). And 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 result of the final evaluation for the period ended FY March 2026 has been disclosed.

• With respect to internal controls over financial reporting, the Company continues to operate a framework covering entity-level controls, process-level controls, and IT controls. This framework combines self-assessments conducted by relevant business units with testing performed by independent functions. Based on these procedures, management has concluded that internal controls are effective. In addition, the J-SOX Committee continues to review company-wide measures aimed at maintaining and improving the effectiveness of internal controls.
• In the operation of its internal control system, the Company has established a structure under the Management Committee consisting of key committees, including the Compliance (Integrity) Committee, J-SOX Committee, Disclosure Committee, Portfolio Management Committee, and Information Strategy Committee. Through these committees, responsibilities for internal controls are clearly allocated by risk area, and integrated management of company-wide risks and controls is promoted.
• In the area of compliance, the Company has enhanced its focus on integrity by revising and promoting the "With Integrity" Conduct Guidelines, thereby advancing from a rules-based compliance approach to a values-based organizational culture. Furthermore, the Company has strengthened its self-correcting mechanisms by establishing compliance officers across domestic and overseas operations, as well as by enhancing internal reporting systems, including multiple whistleblowing channels.
• To further strengthen risk management, the Portfolio Management Committee monitors company-wide portfolio strategies, risk exposures, and control conditions, thereby promoting the integrated management of investments, business operations, and internal controls.
• With respect to disclosure controls, the Disclosure Committee formulates core policies governing statutory and timely disclosures and evaluates the appropriateness of disclosure content, thereby strengthening disclosure controls on a consolidated basis.
• In the IT and information security domain, the Company has enhanced information governance and cybersecurity measures on a global and group-wide basis under the framework of the Information Strategy Committee, further strengthening internal controls related to information systems.
• Regarding group governance, the Company ensures a unified internal control framework across the consolidated group by requiring subsidiaries and affiliates to comply with, or align with, the "Corporate Governance and Internal Control Principles." In addition, the effectiveness of controls is reinforced through the use of designated subsidiary management responsibilities and internal audits.
• Furthermore, the Board of Directors receives regular reports on internal control evaluations, risk management, and compliance status, ensuring effective oversight, while independent monitoring by the Internal Audit Division promotes the continuous improvement of internal controls.

• As part of our integrated risk management framework, we identify, assess, and monitor risks across the Group under the oversight of the Executive Committee and its advisory body, the Portfolio Management Committee.
• Based on the likelihood of occurrence, potential impact, and the Group's risk appetite, we identify material risks and work closely with relevant functions to develop, implement, and monitor appropriate mitigation measures. Through these efforts, we seek to ensure effective risk control and enhance risk-informed decision-making that appropriately balances risk and return.

• We identify and assess risks across the Group, identify material risks, and continuously implement measures to ensure appropriate risk management and control. The Heads of Business Units and Regional Business Units are responsible for managing risks within their respective areas of responsibility. At the same time, corporate staff divisions provide specialized support to the organizations, monitor the Group's overall risk profile, and report relevant matters to senior management. In addition, the Portfolio Management Committee, an advisory body to the Executive Committee, reviews the Group's risk profile and deliberates on policies and measures for addressing material risks from a company-wide perspective.
• Based on these discussions, significant matters are escalated to the Executive Committee and the Board of Directors. Through the periodic review of material risks and ongoing monitoring of the implementation of mitigation measures, we continuously strive to enhance the effectiveness of our risk management framework.