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Employment

Policies and Basic Approach


Policies and Basic Approach to Recruitment of Human Resources

Mitsui & Co. is committed to fair and impartial recruitment initiatives, selecting individuals based on their abilities and personal qualities. We provide global employment opportunities and disregard all aspects irrelevant to an applicant's abilities or suitability for a role; for example, an individual's race, nationality, gender, age, alma mater, or religion. Furthermore, staff who conduct interviews receive training to ensure fair employment screening processes for applicants. We accept applications both from new graduates and mid-career applicants, regardless of their previous work experience.

Goals and Targets


  • New graduates and mid-career employees: Have a diverse range of entry candidates through selection based on personal qualities without setting numerical goals for specific attributes
  • New graduates: Recruit people from diverse backgrounds who have the potential to embody "Challenge and Innovation"
  • Mid-career employees: Recruit people who have diverse backgrounds and professionalism, and can drive "Challenge and Innovation"

Sustainability Governance and Oversight


Officer in Charge Yoshiaki Takemasu (Representative Director, Executive Vice President, Chief Human Resources Officer (CHRO))
Department in Charge Human Resources & General Affairs Div.

Initiatives


Offering Fair Recruitment Activities and Providing Job Opportunities

Our new-graduate recruitment is characterized by several factors. Firstly, we hold a wide range of internships at various times of the year. Secondly, we have introduced the field "Personal history" to our entry sheet. Thirdly, many of our staff actively assist when students from their former universities want to visit to learn more about us.

In addition to our conventional internships, we also have internships for master's and doctoral students who tend to find employment in a different time of the year to undergraduate graduates. We also have internships for students intending to pursue a career in the digital realm. We are striving to help many kinds of people to deepen their understanding of Mitsui and our operations.

The reason why we added "Personal history" to our entry sheet was to enable applicants to highlight the challenges they have taken on in their lives, to shine a spotlight on their life. The creation of a "Personal history" gives us a glimpse back into the life of the applicant, and we believe that this gives us a deeper understanding of them compared with other approaches taken in interviews that only focus on episodes from their university days.

Each year our employees receive over 5,000 workplace visits from students of their former universities. This is more than for any other company that supports this platform. A major feature of our recruitment practices is that our staff generously help students to develop their career outlooks.

We also actively recruit mid-career workers. In the fiscal year ended March 2023 we recruited 92 people in this category, equivalent to about 45% of total appointments. Around 20% of mid-career recruits are female employees. To provide opportunities to learn about the wide range of operations and career paths available, we hold roundtable discussions and webinars with employees and create online articles that highlight mid-career hires.

To recruit people who can work on the global stage we have set up a wide range of application opportunities. In addition to holding company information sessions and recruitment selections for those who are studying abroad, we also hold webinars to provide opportunities for people all over the world to know our jobs.

Labor Standards/Working Environment

Policies and Basic Approach


Policies and Basic Approach to Labor Standards/Working Environment

Mitsui constantly challenges the uncertainty of environmental changes while increasing the productivity of each employee and creating an environment where they can maximize their abilities. Our goals are to enhance the competitiveness of our entire company and provide new value to society. Based on our "Mitsui & Co. Business Conduct Guidelines for Employees and Officers," our rules stipulate that we must respect human rights and not engage in any forms of discrimination and harassment. In addition, we are working on various measures to create an environment where employees and the company can continue to grow together by making full use of the platform known as "Mitsui & Co.," where individual employees can work hard, and diverse individuals can gather to collaborate in teams.


Working Hours Basic Policy

While expanding the range of workstyle options, we avoid overwork by properly managing working hours in compliance with the Labor Standards Act and the Industrial Safety and Health Act. We will continue to ensure that the safety and health of employees is maintained, and further promote the creation of a work environment where employees can continue working with peace of mind.

A Sustainable Supply Chain

When dealing with new suppliers, we conduct a preliminary risk assessment covering various social issues based on our Sustainable Supply Chain Policy and Procurement Policies for Specific Commodities, and request all suppliers understand and implement these policies. We also conduct periodic supplier surveys of existing businesses and their suppliers to gain an understanding of how their businesses are run regarding societal issues such as the prohibition of forced labor, child labor, discrimination and harassment, and payment of appropriate wages. In addition to our initiatives to identify high-risk suppliers, we carry out on-site inspections.


Supply Chain Management

Goals and Targets


  • Achieve an average annual paid leave utilization rate of 70% on an ongoing basis.
  • Pursue more balanced workstyles through a range of measures such as the rectification of long working hours.

Sustainability Governance and Oversight


Officer in Charge Yoshiaki Takemasu (Representative Director, Executive Vice President, Chief Human Resources Officer (CHRO))
Department in Charge Human Resources & General Affairs Div.

Occupational Health and Safety Assessment of Business Investment Projects

In our businesses, we have systems in place that give maximum consideration to the environment and society, not only at the starting stage but also during operation and at the end. Regarding environmental and social risks (including occupational safety and health related to the working environment) the Sustainability Committee discusses response policies and measures, reports them to the Corporate Management Committee and the Board of Directors, and then implements them following approval.

Please refer to ESG Due Diligence Checklists and the Sustainability Advisory Board for details.


ESG Risk Management: ESG Due Diligence Checklists and the Sustainability Advisory Board

Collaborating with Stakeholders


Participation in Initiatives

United Nations Global Compact

In October 2004 Mitsui & Co. signed and pledged its support for the UN Global Compact. Mitsui is complying with the principles as part of its own corporate guidelines. As well as engaging in activities geared toward observing "Ten Principles of the UN Global Compact", we will advance various initiatives that contribute to realizing the UN Sustainable Development Goals (SDGs) through our business activities.


Participation in Initiatives: United Nations Global Compact

Initiatives


Encouragement of Workstyle Innovation

In our workstyle innovation, we introduced systems for enabling the taking of annual paid leave in hourly units, mobile work, and selecting staggered working hours for individuals. Later, in April 2019, we launched Mitsui & Co. teleworking (working from home) on a company-wide basis and implemented major changes to the company dress guidelines. In May 2020 we introduced activity-based working to coincide with our relocation to the new Head Office building. In the remote-working environment brought on by COVID-19 since March 2020, we have succeeded in achieving business continuity. This has been a result of not only our business infrastructure such as our IT response but also our workstyle innovation to help employees learn how to work autonomously. In addition, as a company that is expanding its business globally, the restriction of overseas business trips has had an impact not only on the way we do business but also on the way we work. First, we introduced an interval staggered working hours system in January 2021 for employees who have no choice but to work during midnight hours due to web conferencing with areas in time differences, so that these workers can take intervals during work. Also, in January 2022, we introduced a remote work system that allows employees to choose the work location best suited to their business needs, leveraging their experience gained from working in remote environments during the COVID-19 pandemic. Furthermore, in April 2023, based on the results of a trial conducted from the previous year, we introduced a company-wide "flextime system" to further promote employees' autonomous working styles as professionals. We are making good use of our experience with changes in the environment brought about by COVID-19. While giving proper consideration to employee health and safety, we are striving to create a working environment in which each staff member can work with peace of mind, to improve the competitiveness of our Company by adapting quickly and flexibly to changes in the world's business.

New measures starting from 2015

Measures Description Benefits, Aims, etc.
Being able to take paid annual leave in hourly units Employees can take up to the equivalent of five days of their annual paid leave in hourly units. (The same applies to full annual leave for nursing care and family care [10 days each per year]). This measure supports realization of a more prioritized workstyle by enabling employees to take a necessary leave more conveniently when they need it.
Staggered working hours for individuals This system allows individual workers to stagger the start of their working day within 90 minutes before or after the normal start time, provided that the required number of working hours is maintained. This system allows individual employees to proactively select their optimum working hours at their own discretion, depending on their job duties and work schedules, realizing prioritized workstyles with increased efficiency and productivity.
Discontinued due to the introduction of the flextime system in April 2023.
Company dress guidelines This measure allows individual units to establish their own dress guidelines to reflect industry-related needs and business practices, which vary from organization to organization. The system respects the self-discipline of employees as professionals, improves work productivity and efficiency, and encourages the free flows of ideas.
Mitsui & Co. teleworking This measure makes it possible to work from home during working hours. After carrying out trials over the past two fiscal years, teleworking has been made available to all employees (we have also added the emergency teleworking system). This system aims for greater productivity and efficiency of both individuals and organizations by allowing employees to select both "time" and "place" in line with their objectives and to work in a task-oriented way, while retaining the basic approach of face-to-face communication in the office.
Utilized from March 2020 as an emergency teleworking system during the COVID-19 pandemic, and terminated in December 2021 (shifted to a remote work system as described below).
Interval staggered working hours We are increasing options for shifting working hours so that employees who have no choice but to work during midnight hours -- such as participating in web conferences with areas in different time zones -- can insert sufficient intervals in their working schedule to recover. Employees who are required to work during midnight hours have the option of shifting their work start time before and after work, so that they can have a period between work hours for rest necessary to reduce mental and physical fatigue.
Discontinued due to the introduction of the flextime system in April 2023.
Remote work system Created as a permanent systemized version of the Mitsui & Co., teleworking system. Employees can choose the work location best suited to their business needs. The existing mobile work system is also incorporated into this new system. This system aims to strengthen the company's competitiveness by demonstrating performance through the expansion of workstyle options, and to achieve work-life management and improve performance with individual appeal and vitality through physical and mental enrichment. There is no limit to the number of times employees can use the system. With the approval of the department and in accordance with business needs, employees can use the system as long as they are located within commuting distance of their workplace.
Flextime system A flextime system has been introduced across the entire company, with core hours from 10:00 to 15:00 and flexible hours from 5:00 to 10:00 and from 15:00 to 22:00, during which employees can decide when to start and finish work. By allowing employees to choose their own working hours autonomously, work-life management can be improved for our diverse workforce. This system will encourage employees to demonstrate their professional performance in a way that is not dependent on the length of working hours, and will also contribute to increased employee engagement.

Initiatives in Working Hours Management

We are maintaining a proper understanding of employees' working hours in accordance with our Working Hours Basic Policy* and are implementing the following measures.

* Working Hours Basic Policy: While expanding the range of workstyle options, we avoid overwork by properly managing working hours in compliance with the Labor Standards Act and the Industrial Safety and Health Act, maintaining the safety and health of employees, and creating a work environment where employees can continue working with peace of mind

  • Raising employees' awareness of appropriate working hours in order to maintain their health, improve productivity, and comply with laws and regulations by such means as sending regular messages from the management.
  • Education activities for employees, including the formulation of the Working Hours Handbook and a manual about attendance management systems, and a compilation of FAQs to provide clear information about laws, regulations, and corporate systems relating to working hours, as well as the posting of this information on the intranet.
  • Regular monitoring by the Human Resources & General Affairs Division, using data of working hours from attendance management systems, building entry/exit times, and PC usage histories.
  • Continual compilation and distribution of information about overtime hours worked and annual paid leave taken in each unit.
  • Training and other activities for managers to appropriately manage and oversee their team members' working hours.
  • Creation and monitoring of KPIs in Encouragement of Workstyle Innovation.

Work-Life Management

Mitsui supports work-life management so that every employee is able to fully meet their life responsibilities while pursuing career development by displaying their potential in the workplace to the fullest. As part of such support, we have introduced various systems that goes beyond statutory requirements to assist our employees in both work and childcare/family care, and other various measures for providing options for realizing better work-life management. These systems and measures are available regardless of gender. Combined with the remote work system and flextime system which were introduced between January 2022 and April 2023, these systems and measures have encouraged not only female employees but also male employees to take part in childcare and family care. By introducing these various systems, we are developing an environment in which employees are able to efficiently produce maximum performance, even within a restricted time frame.

Policy for Re-employment Due to Spouse's Job Relocation

Out of respect for employees' work-life management approach and their family situations, in 2007 we introduced the re-employment system for employees who had to resign due to the transfer of their spouse in order to help them to respond to the life change. The system offers re-employment opportunities for employees who were forced to resign due to their spouses' job relocation, and many employees have been re-employed using this system.

Activities to Support Childcare

Mitsui has implemented various support systems and measures to enable our employees to achieve the best work-life management between work and childcare at different life stages, such as childbirth and child-rearing, based on their individual approaches and choices. In addition, from March 2023, we introduced the "Childcare Concierge Service" offering consultations on how to use internal systems and support measures and how to best create a system for managing work and childcare, as well as to assist in relieving concerns and worries during pregnancy and childcare.

Systems and Support Measures That Can Be Utilized from Pregnancy through Children's Developmental Stages (Full-time Employees)

Systems and Support Measures That Can Be Utilized from Pregnancy through Children's Developmental Stages (Full-time Employees)

Pre-Leave Orientation

As part of our efforts to remove concerns about taking maternity leave or childcare leave and support employees taking childcare leave to make a smooth return to the workplace, we launched pre-leave orientations in the fiscal year ended March 2020. The orientation requires the employees take part alongside their line manager, and provides the employee with the opportunity to consider at an earlier stage how to spend their time during the leave, and also how to manage working and childcare after returning to work. Furthermore, it provides the line manager with the opportunity to gain a fuller understanding of the employee and to think about how to build an environment that will support the employee's future career-building and work-life management. This initiative enhances awareness of the individual and deepens understanding in the workplace, and also encourages male employees to take a childcare leave.

Contracted Childcare Facilities

Contracted Childcare Facilities

In addition to partially subsidizing babysitting and extended childcare costs, Mitsui partially covers housekeeping service costs in order to support a flexible childcare system that suits each employee's situation. As part of our efforts to develop support measures that respect each employee's work-life management approach, we have concluded a contract with an external childcare facility located inside the new Head Office building, which opened in May 2020, allowing our employees to use the service on a monthly or temporary basis.

Activities to Support Family Care

In addition to developing the family care system, Mitsui has developed various support measures with a focus on providing information about family care and strengthening our consultation systems. We aim to establish the best system for balancing work and family care in accordance with each individual employee's approach to family care and their choices. In addition, we have established "special support leave" as a measure to support balancing work and family care for employees who do not meet the criteria for obtaining family care leave but who have family members with disabilities requiring a certain amount of support.

Systems and Support Measures to Support Work and Family Care (Full-time Employees)

Systems and Support Measures to Support Work and Family Care (Full-time Employees)

Seminars to Support Family Care

We regularly hold family care seminars during lunch breaks for employees to gain information that is necessary for the preparation of or during family care. At the seminars, in addition to cultivating awareness of working alongside family care, we deal with specific topics, including choosing family care facilities, which is important for balancing work and nursing care. Systems are in place to enable employees to participate in a variety of ways depending on their work style, including recordings of the seminars being made available for viewing. Furthermore, we have established an environment for providing necessary information in a variety of forms, such as posting the "Handbook for Assisting Work alongside Family Care" on the company intranet.

Family Care Consultation Service

As a way of alleviating the concerns and anxiety employees might have in their individual circumstances, we have concluded a contract with an external NPO to provide opportunities for face-to-face individual consultations on family care with family care experts every month, in a meeting room of the Head Office. We have been facilitating teleconferences as well so that employees working at the offices in Japan other than the Head Office and employees overseas can make use of the consultations, and also have set up a system to allow consultations via email or telephone for urgent inquiries. We have also developed an internal consultation system that allows employees to consult directly with the Human Resources & General Affairs Division on such matters as how to use internal systems and support measures and how to realize optimum work-life management.

Embodying New Ways of Working at Mitsui & Co. Presented in the Long-term Management Vision — Work-X

In May 2020, Mitsui completed its relocation to the new Head Office building. Under the "Long-term Management Vision 2030" formulated in 2017, we defined our new Head Office building as a place where diverse individuals create new value through intellectual chemistry with numerous professionals, both at and outside the company, and create the Mitsui & Co. of the future. We have positioned the relocation to the new Head Office building as not just a simple change of address but as an opportunity to accelerate innovation that will contribute toward the realization of our vision for 2030.

Work-X continues to evolve. While taking into account measures to respond to COVID-19 and other changes in the internal and external environment, the two main themes set out in Work-X: "Agile & Evolving" and "Human Centric," remain unchanged, and we will continue to consider and implement ways to change employee awareness and behavior.

In August 2021, our Head Office received the Creative Office Award at the 34th Nikkei New Office Awards (co-sponsored by the New Office Promotion Association and Nikkei Inc., and supported by the Ministry of Economy, Trade and Industry and the Japan Chamber of Commerce and Industry), which recognizes creativity and ingenuity in office design.

Initiative measures in the Head Office

1. Group address system:
We have introduced a free address system for each organization. By designating general areas for each division/department, we have been able to introduce a free address system within each organization to allow employees to choose where to work, in line with their objectives. This enables employees to secure the fluidity needed to collaborate with other departments while ensuring the productivity of their organization, facilitating activity-based working.

2. Stacking to promote business synergy:
Organizations that would be expected to mutually create synergy are located near to one another. The floor layout of each organization allows flexible responses and changes in accordance with the management strategy.

3. Shared communication space ("Camp"):
On every office floor, we have created a shared space ("Camp") where employees come together spontaneously and hold conversations and come up with ideas. We have 4 kinds of shared space that employees can select according to their objective: Social, Co-Work, Focus, and d.space.
The Camp spaces include interior staircases to link floors vertically, as well as cafe counters. With such a design, we aim to provide opportunities for diverse professionals from within and outside the company to come together, generate opportunities for collaboration, and create new value.

[Social] Space where knowledge, ideas, and information can be shared to jointly create new business. In this open and casual space, diverse individuals can exchange their opinions freely and openly, transcending organizational barriers. [Social] Space where knowledge, ideas, and information can be shared to jointly create new business. In this open and casual space, diverse individuals can exchange their opinions freely and openly, transcending organizational barriers.
[Co-Work] Space for holding discussions to accelerate the progress of projects. Teams of individuals that include our clients and partners gather to hold free discussions. This helps to speed up the flow of projects. [Co-Work] Space for holding discussions to accelerate the progress of projects. Teams of individuals that include our clients and partners gather to hold free discussions. This helps to speed up the flow of projects.
[Focus] Space designed for pondering and concentration where employees can draw from various sources of information to create new value. A space where each employee concentrate, deepen the thoughts, and develop strategy. [Focus] Space designed for pondering and concentration where employees can draw from various sources of information to create new value. A space where each employee concentrate, deepen the thoughts, and develop strategy.
[d.space] Space where employees can engage in digital transformation (DX) for new business. The latest digital information and equipment are available. Here, the knowledge and experience can be gained to accelerate DX and create next-generation businesses. [d.space] Space where employees can engage in digital transformation (DX) for new business. The latest digital information and equipment are available. Here, the knowledge and experience can be gained to accelerate DX and create next-generation businesses.

4. Digital data use:
To achieve activity-based working, we are introducing cutting-edge digital devices, abolishing fixed-line phones, and distributing smartphones so that employees can carry out their work regardless of location. In addition, we have introduced a system that allows employees to share their location information in the Head Office. This information is used to promote communication and evaluate office space use data. By combining these initiatives, we aim to further accelerate our growth by maintaining the productivity of our organization and strengthening collaboration beyond its boundaries.

Promoting Internal Communication

D&I Forum

Along with changes in the social milieu, such as a greater diversity in people's sense of values, the rising number of dual income households where husbands and wives both hold jobs, and the aging of the population, there has been an increase in the number of employees who seek new kinds of career paths and ways to manage their work and private lives. The "D&I Forum" is held mainly by D&I ambassadors, who are employee volunteers, as a place to consider D&I from a variety of perspectives beyond organizational barriers. The forum is used as a venue for exchanging opinions on topics of interest, to think together, and to develop new awareness.

Creating Opportunities for Communication

Creating Opportunities for Communication

Toward the realization of our goal of "Creating Sustainable Futures" set out in the Medium-term Management Plan 2026, we actively provide opportunities for dialogue among employees, and also between management and employees, in order to establish an environment that enables strong individuals to engage in co-creation.

In response to environmental changes such as workstyle innovation including remote working, and our responses to COVID-19, since 2021, events are held in a hybrid format combining online and real-time, for discussions between management and employees on topics such as MVV (management philosophy) and diversity. In addition, as remote working continued for an extended period of time, we leveraged the limited opportunities to come to the office to hold a project called "Active Talk Hour," in which food and beverages were served at the MEETS/EATS cafeteria in the Head Office building for a short time before going home, with the aim of stimulating communication among employees beyond their department, age, and gender. In the fiscal year ended March 31, 2023, the program was held 79 times with a total of 10,309 participants, and will continue to be held regularly in the fiscal year ending March 31, 2024 with all possible measures in place to prevent COVID-19 infection.

Open Day Event

Open Day Event in February 2023 Open Day Event in February 2023

In February 2023, we held an Open Day Event at the Head Office under the concept of "Expanding the 'Co (Company)' of MITSUI & CO." Cross-organizational project team has prepared a variety of contents with the aim of understanding of our business and our people among our dearest families/others as an opportunity to expand personal networks and foster a sense of togetherness among employees. Open Day Event is scheduled to be held again in the fiscal year ending March 31, 2024.

Evaluation by Society

Recognition from Society for Our Support for Work-Life Management

Kurumin certification is given to "child-raising supporting companies" on an application basis. The certification requires that the company (1) has formulated a general employers action plan under the Act on Advancement of Measures to Support Raising Next-Generation Children and (2) has achieved targets set in the plan while satisfying certain requirements. Through a series of measures to support work-life balance, we obtained Platinum Kurumin certification in 2021.


Evaluation by Society: Kurumin Certification

Performance Data


Personnel Affairs Data: Employees Taking Childcare or Family Care support (Non-consolidated)

Labor-management Relations

Policies and Basic Approach


Basic Policy

We respect the rights to collective bargaining and freedom of association of employees.

Mitsui & Co. and the Mitsui Labor Union, which was established in 1962, hold a shared understanding of the societal mission of Mitsui. Both parties respect each other's positions, and work toward the sound development of the company and society and toward the improvement of the social, economic, and cultural status of union members. Accordingly in May 2015, a union shop agreement was concluded. As of March 31, 2023, the number of union members stood at 3,881 (representing an77.2% participation ratio).

Initiatives


Communication with the Labor Union

We share various issues with the labor union and actively engage in discussions, with the aim of creating an environment in which every employee can continue working with energy and motivation, and in which both employees and the company achieve continual growth. In the fiscal year ended March 2023, Mitsui engaged in multi-layered discussions with the union on a wide range of topics, including human resource management systems, salaries and bonuses, workstyle innovation, training, and occupational health and safety. We introduce those systems and measures on the basis of the labor-management agreement. In the fiscal year ended March 2024, we will continue to have dialogue with the labor union through collective bargaining negotiations. In determining salaries and bonuses, we comply with the laws and regulations of each country/region where we engage in business, ensure a living wage that exceeds the minimum wage, and promote creation of a good working environment for every employee.

Regarding occupational health and safety, we have revised our targeted overtime hour limit and maximum overtime limit based on special extensions under the Labor Standards Act. In addition, in order to manage overtime work within the targeted overtime limits set by the union and management, we have been working to implement thorough working hours management by sharing data about employees' working hours with union officials.

In the fiscal year ended March 2023, following a trial that was implemented from April 2022, we conducted a joint labor-management survey with the union, and successfully introduced a flextime system.

FY Mar/2023 November: Conducted a joint labor-management survey for the introduction of a flextime system
March: Expanded working team-level negotiations (wage negotiations)
FY Mar/2022 April: Joint Labor-Management Preparatory Committee for Flextime System Trial
September: Collective bargaining (introduction) and expanded working team-level negotiations (introduction of Expert Band)
FY Mar/2021 July: Labor-management meetings concerning the Medium-term Management Plan, new MVV (Mission, Vision, Values)
July, September, November, February: Collective bargaining (partial revision of the personnel system)

Dialogue between Management Executives and the Labor Union

We are working to maintain healthy relationships and to deal with various issues through labor-management cooperation. For example, we actively create opportunities within each unit for dialogue with management executives and discussions with the COO and general manager of each unit regarding business overviews and policies, the administration of human resource management systems, and human resource development (a total of 20 meetings were held in the fiscal year ended March 31, 2022).

FY Mar/2023 April: COO of Retail Business Unit
May: COO of IT & Communication Business Unit, COO of Iron & Steel Products Business Unit, COO of Mineral & Metal Resources Business Unit
June: COO of Energy Solutions Business Unit, COO of Food Business Unit, COO of Infrastructure Projects Business Unit
July: COO of Corporate Development Business Unit, COO of Mobility Business Unit II, COO of Energy Business Unit I
August: COO of Energy Business Unit II
November: COO of Performance Materials Business Unit
December: CEO, COO of Corporate Development Business Unit, COO of IT & Communication Business Unit, COO of Infrastructure Projects Business Unit, COO of Iron & Steel Products Business Unit, COO of Retail Business Unit, COO of Wellness Business Unit, COO of Nutrition & Agriculture Business Unit, COO of Mobility Business Unit I, COO of Energy Business Unit I, COO of Energy Business Unit II, COO of Energy Solutions Business Unit, CFO, COO of Basic Materials Business Unit
March: General Manager of Osaka Office, General Manager of Logistics Strategy Division

Human Rights of Employees