Policies and Basic Approach

In the Mitsui & Co. group, employees who come from a wide variety of backgrounds in terms of nationality, gender, values, and other attributes play active roles globally.

Our diversity management is based on the premise that every member of our diverse human resources recognizes and respects each other and inspires each other to exert their capabilities to the fullest, bringing new value and innovation to our business. This allows us to enhance the competitiveness of the Mitsui & Co. global group.
We also respect human rights and prohibit discrimination.

Diversity Management Goals and Action Policies

Diversity Management Goals and Action Policies

Goals and Targets

  • Our policies are designed to support the success of our diverse human resources, regardless of gender, nationality, age, and disabilities. We are fostering a culture of diversity and inclusion that accepts and respects diversity.

Specific Approaches

  • Human resources development for the success and deployment of diverse talent (human resource development approach)
    Specific measures: Promotion of senior success, career support for female employees, support for global talent (RHS), support for people with disabilities
  • Encouraging an organizational culture that makes the most of diverse backgrounds and points of view (approach to the organization)
    Specific measures: Organizational development through the Mitsui Engagement Survey, holding unconscious bias workshops and other means.
  • Demonstrate results and achievements through work-life management
    Specific measures: Workforce Management: Initiatives

Performance Index

  • Have 10% female managers by 2025
  • Have disabled people account for at least 3% of our workforce

Sustainability Governance and Oversight

Diversity Management Promotion Framework

Diversity Management Promotion Framework

Collaborating with Stakeholders

Participation in Initiatives

We are promoting and expanding our efforts for diversity through participation in initiatives. Our participation in each initiative is decided after confirming that it is consistent with our basic policy on diversity.

Keidanren's "Challenge to 30% by 2030"

Keidanren's "Challenge to 30% by 2030" appears in its New Growth Strategy that it announced in November 2020. The challenge set an aspirational target for 30% or more of executives to be women by 2030, and seeks to create a movement to achieve this specific target. Our Company declared its support for this challenge in March 2021.

Keidanren's "Challenge to 30% by 2030" (in Japanese only) (PDF 1.59MB)


Career Opportunities for Women

Training Diverse Female Leaders

(October 2020) (October 2020)

In FY 2020, we established the Women Leadership Initiative to develop diverse role models as a sustained effort to provide a tailwind to the next-generation of female line manager candidates. The program included lectures about the organizational development, leadership and an assessment system designed to encourage participants to explore their inner-potential. We also introduced a mentoring scheme and created opportunities for dialogue with senior management.

A total of 23 female employees attended the previous two programs, steadily advancing in their careers at our company.

We are also increasing our recruitment of female career staff, including both mid-career and new graduates. These people will form an expanded pool of talent to become the next generation of female executives.

Mentorship Program

Our initiatives to encourage career advancement for diverse talent include the introduction of a long-term mentoring program for participants in the Change Leader Program and Women Leadership Initiative. Employees who combine leadership with a strong awareness of the need to accept diversity are selected as mentors. Through regular dialogue with these mentors, participants are encouraged to perceive themselves as leaders that can bring new business values to the organization.

Career Vision Workshops

These workshops are held for junior female staff members, in which participants develop and verbalize concrete images of their medium- to long-term career paths through discussions and a preliminary assessment designed to raise self-awareness. After the workshop, they are encouraged to engage in dialogue with their line managers and express their diverse career paths and turn this into action.

Support for Female Employees Transferred Overseas

As areas of activity for Mitsui employees expand, an increasing number of female business staff members are taking up overseas postings accompanied by children. Employees in this situation have individual meetings with other employees who have experience with overseas work in tandem with childcare. Mitsui also provides a full range of support for staff members with preschool children who take up overseas assignments unaccompanied by their spouses, including subsidies for daycare and babysitting.

Number of Female Employees Dispatched Overseas (As of April 1, 2021)

Number of Female Employees Dispatched Overseas (As of April 1, 2021)

Region name Number of people Cities/area
North America 6 New York, Houston, Irving, Vancouver
Central and South America 7 Monterrey, Mexico City, Lima, Sao Paulo
Europe 15 London, Paris, Oslo, Istanbul, Dublin, Portugal, Hamburg, Vlissingen, Londerzeel, Brussels, Milan
Middle East 2 Dubai
Asia 18 Singapore, New Delhi, Kuala Lumpur, Bangkok, Manila
Oceania 1 Perth
Far East 9 Seoul, Beijing, Shanghai, Hong Kong, Shenzhen, Taipei
CIS 2 Moscow

Promotion of Career Development for Global Talent

Development and Promotion of Regionally Hired Staff

Change Leader Program / Change Leader Business Meetup

We have held our Change Leader Program (CLP) over the past 2 years since 2018. CLP is an initiative to identify, diverse talent on a global basis, and develop them into leaders who can actively and boldly promote necessary changes. A total of 43 regionally hired staff selected from around the world joined this program in the past two years. Participants held direct dialogue with top management in the Head Office, engaged in intensive discussions on various themes such as leadership and the Long-term Management Vision, and strove to achieve the difficult "Stretch Assignment" that each had set for themselves. At the Change Leader Business Meetup (CLBM) that was held online in 2020, CLP participants and a total of 84 next-generation leader candidates from all over the world (including Japan) participated. Group discussions were held on topics from the Strategic Focus to utilize Company's comprehensive strengths, as defined in the Medium-term Management Plan 2023 and business proposals were made to our executives. Going forward, we will continue our efforts to support leadership training, creating value, demonstrating our comprehensive strength, forming on-site commitments, and networking for change.

CLP participants (February 2019) CLP participants (February 2019)
CLP participants (February 2019) CLP participants (February 2019)
CLBM (December 2020) CLBM (December 2020)
Mentorship Program

Our initiatives to encourage career advancement for diverse talent include the introduction of a long-term mentoring program for participants in the Change Leader Program. We have also introduced the mentor system in overseas offices, such as the Americas Business Unit. Through these initiatives, we are fostering a corporate culture in which talent is developed through communication with diverse mentors.

Promotions to Executive Positions

Number of GM Positions Held by Regionally Hired Staff

Number of GM Positions Held by Regionally Hired Staff

An increasing number of talented regionally hired staff members are being promoted to managerial positions, in line with our commitment to training regionally hired staff members in each region and strengthening our pool of human resources and locally-originated business. In the past, most people appointed to managerial positions as general managers (GMs) in overseas offices were sent out from Japan. As a result of coaching and training regionally hired staff members, as well as providing opportunities for assignment to Japan and global training and other initiatives, we appointed regionally hired staff to 61 of the general manager positions at our overseas offices (17% of all GM positions, as of March 2021).

We will continue to strengthen our efforts to achieve optimal personnel allocation, including staff hired in Japan and those hired overseas, as part of the continuing globalization of human resources in the Mitsui & Co. global group.

Transfers between Overseas Countries

Number of Regionally Hired Staff Transferred between Overseas Countries

Number of Regionally Hired Staff Transferred between Overseas Countries

Appointing personnel with a thorough knowledge of each country and region is essential to developing business with deep local roots in order to capture every business opportunity while adapting flexibly to ever-changing business environments. We are driving further diversification forward to ensure that the right people can work in the right place on a global basis, regardless of nationality or location of recruitment. We are increasingly providing employees with opportunities not only for training in Japan, but also for transferring to other overseas offices, including affiliated companies, in addition to offices in other countries in the same region.

We will continue to support the globalization of human resources in the Mitsui & Co. global group, while verifying the effectiveness and advantages of this policy.

Training and Transfer to Japan

Personnel Sent to Japan

Personnel Sent to Japan

Regionally hired staff selected for training as next-generation leaders are sent to Japan on various programs. They are given opportunities to study the Japanese language and Japanese business practices and experience Japanese work styles, while learning about other aspects of Japan, such as its culture and history. Their training is targeted toward their development as management personnel who will one day play key roles in Mitsui & Co. global group management. In addition to opportunities to network with people within and beyond Mitsui & Co. global group, the program is also designed to enable participants to build lifelong relationships by inspiring and being inspired by other talented people who are gathered in Japan for the same purpose. The program to dispatch regionally hired staff to Japan started in the early 2000s. Since then, a total of 168 people have participated in various programs in Japan (Japan Language and Business Program (LBP), Business Integration Program (BIP), transfers, etc.). The Mitsui & Co. global group will continue to implement these programs going forward.

Support for Employees Who Are Citizens of Countries Other Than Japan

Mitsui & Co. group has excellent human resources with a variety of nationalities in many countries and regions around the world and encourages them to play active roles in developing business that is closely connected with individual regions. In order to boost global group management, Mitsui brings employees to Japan on job transfers and training, and supports human resources development and the establishment of human networks within the group.

Supporting the Active Participation of Senior Personnel

We have established a unit within the Human Resources & General Affairs Division that is fully dedicated to supporting our senior personnel. We provide various training opportunities as well as holding individual interviews to support personnel aged 50 or over to help them work actively and to independently design their own career development path.

Mitsui has introduced a "re-employment system" that provides employees who wish to continue working after reaching the mandatory retirement age of 60 with the opportunity to continue working up to the maximum age of 65. We strive to build an environment that enables active participation by senior personnel by continuing to make use of their work experience, knowledge, and skills even after they reach the mandatory retirement age, and also provide support for those who wish to work outside of the company depending on individuals' career choices.

Initiatives to Support the Careers of Senior Employees to Enable Them to Play Active Roles Within and Outside the Company

Provision of information
  • Interviews for senior personnel
  • If they so wish, employees aged 50 or over can have interviews to discuss their career development going forward, preparations for retirement, and Mitsui's systems (e.g., retirement payments, pensions, support for retirees, reemployment contract). Through these interviews, employees also receive advice and information on specific topics, such as surveys of the post-retirement re-employment market. (Approximately 200 interviews are held per year.)

  • Re-employment system seminars
  • Seven months before reaching retirement age, employees attend seminars about systems and procedures. (Held four times per year for a total of approximately 140 employees.) If they wish, employees can also attend individual follow-up meetings.

  • Career design training
  • Business staff members participate in two-day off-site training programs when they are between the ages of 48 and 52, and again when they are between the ages of 54 and 58. These sessions provide employees with opportunities to learn about public and corporate systems, to take stock of their own values and strengths, and to engage in group discussions about work-style options. (Held ten times in FY 2021 with a total of 235 participants.)

  • Life plan training
  • One-day training program for administrative staff members aged between 48 and 56. Participants use these events to consider optimal career choices through information sharing and discussions. (Held one time in FY 2021 for 24 participants.)

Support for active participation within the company
  • Discussions are held by the Re-employment Committee, which is composed of executive officers and division GMs, about the specific activities of each senior employee. Support is given for a diverse range of opportunities both in Japan and at overseas offices and affiliated companies.
  • As of March 31, 2021, there were 164 re-employment contract employees (including 19 employees working overseas). In the fiscal year ended March 2021, 41.5% of employees aged 60 accepted a re-employment offer.
Support for activities outside the company
  • The retiree support system is for employees aged 50 or above who wish to look for re-employment outside the company. We provide support for job-seeking employees through companies specialized in re-employment and we post re-employment information via the intranet. In the fiscal year ended March 2021, 21 employees aged 50 or above found their next career outside the company utilizing the support directly or indirectly provided by the company.

Supporting People with Special Needs

In order to fulfill its corporate social responsibilities, and as part of its efforts to promote diversity and inclusion, Mitsui is working to expand the quantity and quality of employment opportunities for people with various types of disabilities. In this area, we work closely with Mitsui & Co. Business Partners Ltd. (MBP), which was established in 1981 as a trailblazing special-purpose subsidiary.

For over 20 years, Mitsui has exceeded the statutory rate for the employment of people with disabilities, and as of June 2021 our rate stood at 3.12%. We have set a target of 3.0% for 2023, when the statutory rate is expected to be revised, and we are aiming for further expansion of employment opportunities.

Mitsui has made various qualitative improvements to provide people with opportunities to contribute according to their ability levels, without limiting areas of activity based on whether or not people have disabilities. In addition to general administrative duties, such as printing, mail, and office layout management, people with disabilities are employed in an extremely wide range of areas, such as operations relating to personnel management, payroll, and benefit programs, and the arrangement of business travel. We will continue our efforts to create working environments in which people with various disabilities can achieve success and growth in the same workspace with other employees of MBP and Mitsui, and to develop and expand areas of work.

Initiatives by the entire Mitsui & Co. group include an annual seminar and information sharing event for affiliated companies on the promotion of employment for people with disabilities. In the fiscal year ended March 2020, 38 people from 30 companies participated in this event. Through lectures by MBP recruitment staff and related stories from employees, participants learned about our approach to the creation of environments in which people can work with a sense of motivation and energy regardless of whether or not they have a disability.

We will continue our efforts to eliminate barriers to engagement in society for people with disabilities by qualitatively and quantitatively promoting employment for people with disabilities across the entire Mitsui & Co. group, and by developing environments in which diverse people can work together in the spirit of mutual respect to create value in various ways.

Trends in the Percentage of People with Disabilities in Mitsui's Workforce

Trends in the Percentage of People with Disabilities in Mitsui's Workforce

Promoting Understanding of Sexual Orientation and Gender Identity

We have implemented measures that enable all employees to fully exhibit their capabilities in playing active roles regardless of SOGI (sexual orientation/gender identity) out of our belief that gaining a proper understanding of LGBTQ* is important. As a part of our efforts, we are focusing on raising awareness among employees and improving the office environment.

* LGBTQ is an abbreviation of L = Lesbian, G = Gay, B = Bisexual, T = Transgender, Q = Questioning/Queer.

Fostering Employee Awareness

Mitsui is working to ensure full compliance with its Business Conduct Guidelines for Employees and Officers, which specifically prohibit discriminatory and insulting behavior based on sexual orientation or sexual identity. The Mitsui & Co. LGBT Guidebook (Japanese only), which was compiled using expert advice, has been posted on the company intranet to foster understanding among employees. Other initiatives to raise employee awareness include in-house seminars presented by LGBT activists. LGBT issues are also covered in other educational activities, such as training prior to overseas transfers. These activities give employees opportunities to think about mutual consideration when working with people who have different value systems.

Enhancement of Working Environments

We have established a contact point for consultation about LGBT-related issues as part of our initiatives to create working environments in which people can overcome problems and work well in an atmosphere of respect for personal identity, including sexual identity. During the fiscal year ended March 2020, we established an external contact point in addition to the in-house one in order to create an advice system that would be more considering of privacy for persons. We are also improving our facilities, including the provision of multi-purpose restrooms in the Head Office building and other branches.

Evaluation by Society for Efforts to Promote Female Participation

In the fiscal year ended March 2021, Mitsui was selected as a "Nadeshiko Brand" in recognition of its initiatives to promote active roles for women in the workforce. This was the seventh straight year since the fiscal year ended March 2015 in which Mitsui was selected as a Nadeshiko or Semi-Nadeshiko Brand company

Evaluation by Society: Nadeshiko Brand, Eruboshi (L Star)I