Policies and Basic Approach

In the Mitsui & Co. group, employees who come from a wide variety of backgrounds play active roles globally.

Our aim is for every member of our diverse workforce, regardless of their place of employment or gender, to recognize and respect each other and inspire each other to exert their capabilities to the fullest, bringing new value and innovation to our business.
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 employees based in overseas branches and offices, support for people with disabilities
  • Encourage 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 and Progress

Performance Index Progress
10% female managers by 2025 Ratio of female managers: 8.5% (non-consolidated; as of July 2022)
Achieve 3% ratio of employees with disabilities Ratio of employees with disabilities: 3.2% (as of June 2022)

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.

Japan Business Federation (Keidanren)

Mitsui is a member of various Keidanren committees, including the following:

  • Committee on Population Issues, which works to take measures to tackle the issue of Japan's declining birthrate
  • Committee on Diversity & Inclusion, which works to realize further diversity and a society in which a diverse workforce, including women, can actively participate
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

(December 2021) (December 2021)

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 36 female employees attended the previous three programs, steadily advancing in their careers at our company. In addition, starting in 2021, members of the Corporate Management Committee are conducting one-year sponsorship programs for female employees who are candidates for senior leadership positions, offering career advice and guidance, and connecting participants to stretch assignments (work opportunities with links to next-level challenges).

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

Proportion and Representatoin of Female Managers

(Unit: persons)

Proportion of Female Managers

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.

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, 2022)

Number of Female Employees Dispatched Overseas (As of April 1, 2022)

Region name Number of people Cities/area
North America 11 New York, Houston, Chicago, Irving, Vancouver
Central and South America 12 Monterrey, Mexico City, Bogotá, Lima, Santiago, Sao Paulo, Rio de Janeiro, Buenos Aires
Europe 14 London, Oslo, Dublin, Dusseldorf, Hamburg, Vlissingen, Brussels, Milan, Tel Aviv
Middle East 5 Dubai
Asia 19 Singapore, Jakarta, Bangkok, Manila, Hanoi
Oceania 3 Sydney, Perth
Far East 6 Seoul, Beijing, Shanghai, Taipei
CIS 1 Moscow

Promotion of Career Development for Global Talent

Development and Promotion of Regionally Hired Staff

Change Leader Program / Change Leader Business Meetup
CLBM (December 2020) CLBM (December 2020)

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.

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

An increasing number of 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 April 2020, a locally hired employee was appointed as managing director of a major overseas subsidiary for the first time. Currently (as of March 2022), 60% of managerial positions at overseas offices are held by locally hired employees. We provide training for all employees and opportunities for internal transfers between overseas business sites, including affiliated companies. Through these initiatives, diverse human resources are contributing to the enhancement of our organizational potential and the achievement of business results. Diverse talent is also placed in management positions in affiliated companies and they play critical roles in our consolidated management. We will continue to train and promote foreign nationals through a variety of initiatives on a global basis.

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 178 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

While Mitsui supports for its employees to design their own career development path, in the context of senior personnel, we provide various training opportunities as well as individual interviews customized for those seniors. Also, Mitsui has the "re-employment system" which enables employees to work up to the age of 65, even after the mandatory retirement age of 60. As such, we strive to build a better workplace where they can actively utilize their work experiences, knowledge, and skills even after the mandatory retirement age. We also provide supports to those who wish to work outside the company according to their individual career choice.

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) in accordance with the information they are seeking. 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 120 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 11 times in FY the fiscal year ended March 2022 with a total of 274 participants.)

  • Life plan training
  • One-day training program for administrative staff members aged between 52 and 56. Participants use these events to consider optimal career choices through information sharing and discussions. (Held one time in the fiscal year ended March 2022 for 24 participants.)

Support for active participation within the company
  • Discussions are held by the Re-employment Committee, which is composed of executive officers, division GMs and division human resources managers, 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, 2022, there were 182 re-employment contract employees (including 23 employees working overseas). In the fiscal year ended March 2022, 47.7% 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 2022, 13 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 2022 our rate stood at 3.2%. We have set a target of 3.0% for 2023, when the statutory rate was expected to be revised, and we were aiming for further expansion of employment opportunities but achieved it in 2020.

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 2022, 98 people from 44 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

Mitsui has been selected as a "Nadeshiko Brand" in recognition of its initiatives to promote active roles for women in the workforce for the eighth 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)