Policies and Basic Approach
Policies and Basic Approach to Recruitment of Human Resources
Mitsui & Co. is committed to fair recruitment initiatives. We select individuals on the basis of their abilities and personal qualities. For example, we offer people to apply globally for positions without regard to race, region, nationality, gender, age, or other attributes, such as the universities from which they graduated. Our selection processes, including entry sheets and interviews, include no questions that are irrelevant to applicants' abilities or suitability, such as religion or registered place of domicile. 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 Managing Officer, Chief Human Resources Officer)|
|Department in Charge||Human Resources & General Affairs Div.|
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 FY Mar/2021 we recruited 42 people in this category, equivalent to about 24% 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 promoting diverse working styles, we will avoid chronic overwork by properly managing working hours, maintaining the safety and health of employees, and creating a work environment where employees can continue working with peace of mind. We comply with both the Labor Standards Act and the Industrial Safety and Health Act.
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, to gain an understanding of how their business is 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.
Goals and Targets
Workstyle Innovation Action Plan
Specific KPIs and action plans for workstyle innovation have been formulated from two perspectives: (1) the elimination of excessive working hours, (2) encouraging employees to take annual leave. As for (2) encouraging employees to take annual paid leave (KPI), we achieved this goal in each of the three periods from March 2018, but missed out in FY Mar/2021 on account of COVID-19. We will continue to work toward the constant achievement of this KPI.
|(1) Elimination of excessive working hours (KPI)||We will reduce the number of employees working more than 620 hours of overtime per year (statutory calculation) to zero by supporting individual employees' efforts to improve productivity and efficiency through priority-focused workstyles.|
|(2) Encouraging employees to take annual leave (KPI)||We will increase the percentage of annual leave taken (including leave taken in half-day and hourly units) to 70% by supporting individual employees' efforts to improve productivity and efficiency through priority-focused workstyles.|
Sustainability Governance and Oversight
|Officer in Charge||Yoshiaki Takemasu (Representative Director, Executive Managing Officer, Chief Human Resources Officer)|
|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 Environmental & Societal Advisory Committee for details.
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.
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. 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 a great impact not only on the way we do business but also on the way we work. To adaptively respond to this change 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 sufficient inter-work intervals to reduce physical and mental fatigue. 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.
|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.|
|Mobile work scheme||Employees can work outside of the office (including working at home outside regular working hours), during hours outside of regular working hours or unscheduled time before and after customer visits.||By eliminating unproductive time, such as travel time, this scheme allows employees to work more efficiently and productively.|
|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.|
|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).
Partial revision is planned in light of major changes in the environment, especially the relocation to the new Head Office building in May 2020.
|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. Given the fact that we relocated to the new Head Office building in May 2020, we are planning to revise this system by keeping our basic approach of carrying out our work at the new Head Office building, which offers various spaces for diverse ways of working, but offering the option of teleworking more flexibly when permitted by the company.|
|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.|
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 promoting diverse working styles, we will avoid chronic overwork by properly managing working hours, maintaining the safety and health of employees, and creating a work environment where employees can continue working with peace of mind. We comply with both the Labor Standards Act and the Industrial Safety and Health Act.
- 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 under the Workstyle Innovation Action Plan.
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 measures for realizing workstyle innovation which apply to all employees, such as the mobile work scheme and the individual-based staggered working hours scheme, 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. As part of efforts to promote active careers by these employees at Mitsui in the future, the Human Resources & General Affairs Div. provides consultations for the employees before they resign so that they can consider such matters as how to spend their time during their period away from Mitsui and their careers after re-employment.
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.
Systems and Support Measures That Can Be Utilized from Pregnancy through Children's Developmental Stages (Full-time Employees)
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
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)
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 family care insurance systems, family care facilities, and explanations of company systems. In the fiscal year ended March 2021, a total of around 200 employees took part in the seminars. 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 will create new value through intellectual chemistry with numerous professionals, both at and outside the company, and will 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 it is 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 of "Agile & Evolving" and "Human Centric" remain unchanged. Even under the "New Normal", we will continue to think about ways to change employee awareness and behavior.
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 for 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:
The floor layout of each division/department allows flexible responses and changes in accordance with the management strategy. Organizations that would be expected to mutually create synergy are located immediately above, below, or next to one another.
3. Shared communication space ("Camp"):
On every office floor, we have created a shared space ("Camp") where people come together spontaneously and hold conversations and come up with ideas. We have 4 kinds of shared space that people can select depending on 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.
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. 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
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. We started hosting the Diversity Cafe in 2009 as a venue for exchanging information and promoting dialogue beyond barriers of ages and job grades. At the event, participants utilize the opportunity to share their experiences with one another on topics that interest them, to think together, and to develop new awareness.
In FY2021, we held an event encouraging male employees to take time off work for childcare. Two male employee guest speakers who had recently experienced taking time off for childcare were invited as guest speakers.
Creating Opportunities for Communication
Toward the realization of our goal to "Transform & Grow" set out in the Medium-term Management Plan 2023, 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.
We have held Active Talk Wednesday (ATW) employee gatherings regularly, to stimulate internal communication. We have held dinner parties, exchange meetings, roundtable and other meetings to encourage communication and networking between management and employees. ATW has also become an online event, in response to environmental changes that include workstyle innovation, such as telework, and our responses to COVID-19. In 2020, two company-wide online events were held under the themes of "Working in the new normal" and "Strengthening business management capabilities." Each event was attended by over 2,000 employees. These events became a place for employees and management to communicate in real-time and to think about the direction our Company should aim for in the future.
We also took initiatives to disseminate information from Business Units using the communication space of the Head Office Building. The Iron & Steel Products Business Unit took a unique initiative to trigger cognitive "intellectual chemical reactions." In one corner of the communication space, the Unit put up a display of posters, samples, and videos showcasing its operations. This booth project set out to encourage meetings between people interested in the Unit and people passing by casually. The same project was staged twice in 2020, and created cross-organizational communication between more than 230 people. The Mobility Business Unit I holds exchange sessions aimed at building relationships where young employees and mid- and senior-career employees can easily talk to each other. The event was planned by young employees who have been with us for 1 to 3 years. They realized that a relationship where you can talk to anyone is the first step in an intellectual chemical reaction. In 2020 over 25 of these sessions were held, attended by over 60 people.
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. Mitsui has been certified by the Japanese Ministry of Health, Labour and Welfare as a company actively providing childcare support, three times in 2008, 2011, and 2015, acquiring the next-generation development logo, "Kurumin."
Policies and Basic Approach
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, 2021, the number of union members stood at 4,209 (representing an 81.1% participation ratio).
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 2021, 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 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 FY Mar/2021 in addition to holding labor-management discussions on the Medium-term Management Plan 2023 in response to the union's proposal, we proposed a revision of the personnel system with the objectives of firstly, enabling us to properly evaluate and treat individual abilities and contributions; and secondly, fostering a commitment to results as well as the encouragement of a healthy level of alertness in the workplace. An agreement was reached after labor-management consultations centered on grading and remuneration systems.
|FY Mar/2019||April: Collective bargaining (salary negotiation for the fiscal year ended March 2019)
June: Expanded working team-level negotiations (revisions to human resource management systems)
December: Collective bargaining (revision of the agreement on overtime and holiday work)
February: Expanded working team-level negotiations (the bonus formula for the fiscal year ended March 2020, and partial revisions to human resource management systems)
|FY Mar/2020||May: Collective bargaining (human resource-related matters)
September: Collective bargaining (introduction of the union's newly appointed executives), Labor-Management Discussions (appraisals)
January: Labor-Management Discussions (new Medium-term Management Plan)
|FY Mar/2021||July: Labor-management meetings concerning the Medium-term Management Plan, new MVV (Mission, Vision, Values)
July, September, November, December: 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.
|April 2020||COO of Mobility Business Unit II|
|May 2020||COO of Infrastructure Projects Business Unit, COO of Mobility Business Unit I|
|June 2020||COO of Retail Business Unit, COO of Food Business Unit, COO of Mineral & Metal Resources Business Unit|
|July 2020||COO of Iron & Steel Products Business Unit, COO of Healthcare & Service Business Unit, COO of Energy Business Unit I, COO of Performance Materials Business Unit, COO of Energy Solutions Business Unit, CFO, COO of Energy Business Unit II, COO of Basic Materials Business Unit, COO of IT & Communication Business Unit, GM of Legal Division, COO of Nutrition & Agriculture Business Unit, Corporate Development Business Unit|