Human Resources Management

Career Development Initiatives for Our Diverse Human Resources

The Diversity Management that Mitsui Is Aiming For

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.

We implement "diversity management," under which each and every member of our diverse human resources recognizes and respects each other, inspires each other to exert their capabilities to the fullest, brings new value to our business, and creates innovation. This allows us to enhance the competitiveness of the Mitsui & Co. global group. While developing systems and measures for supporting the growth of diverse human resources, we have also been focusing on cultivating a corporate climate and culture that fosters "diversity & inclusion," in which where diversity is accepted and respected.

Diversity Management Goals and Action Policies

Diversity Management Goals and Action Policies

Diversity Management Promotion Framework

Diversity Management Promotion Framework

Career Development Initiatives for Global Talent

Development and Promotion of Regionally Hired Staff

Change Leader Program

The Change Leader Program (CLP) is an initiative to identify, nurture, and develop diverse talent on a global basis and to train them to become leaders who can actively and boldly push forward reforms necessary to create business. A total of 43 participants selected from around the world have joined this program in the past two years. Participants held direct dialogue with top management in the Head Office, and took part in intensive business discussions on leadership and the Long-term Management Vision, among other topics. Mentors were assigned for each participant to further facilitate their growth, while they set up their own stretch assignments to accomplish. As a measure to foster "change leaders" who will drive local business origination, we plan to continue this program going forward.

CLP participants (February 2019)
CLP participants (February 2019)CLP participants (February 2019)

Career Development Initiatives for Diverse Global Talent

Since joining Mitsui & Co. India as a regionally hired staff member, Mr. Ashraf has developed his career while accumulating experience in Tokyo, Kuala Lumpur, Dubai, and other locations, where he has worked mainly in the area of mineral & metal resources. In April 2020, he became Mitsui & Co. India's first regionally hired managing director, a role in which he has maintained his unwavering commitment to challenge and innovation. By supporting the development of environments in which people from various backgrounds can succeed, Mitsui & Co. is maximizing the potential of regional, business, and human diversity, and accelerating business creation.

Faisal AshrafFaisal Ashraf
Managing Director, Mitsui & Co. India

Promotions to Executive Positions

Number of GM Positions Held by Regionally Hired Staff (As of March 31 Each Year)

Number of GM Positions Held by Regionally Hired Staff (As of March 31 Each Year)

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, the percentage of GM positions held by regionally hired staff members has reached 25% in the Americas, 25% in EMEA (Europe, the Middle East, and Africa), 10% in the Asia Pacific region, and 13% in East Asia (as of March 2020). One of them is the managing director of Mitsui & Co. India. We will continue to strengthen our efforts to achieve optimal personnel allocation, including staff hired in Japan, 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 (As of March 31 Each Year)

Number of Regionally Hired Staff Transferred between Overseas Countries (As of March 31 Each Year)

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. Recent examples include the transfer of staff members from London to Dubai and from Hong Kong to a consolidated subsidiary in Silicon Valley. 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 (As of March 31 Each Year)

Personnel Sent to Japan (As of March 31 Each Year)* Including one regionally hired staff transferee accepted by an affiliated company in FY 2017, two in FY 2018, and one in FY 2019

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 from its group companies to Japan on job transfers and training, and supports human resources development and the establishment of human networks within the group.

Moreover, Mitsui has built a support framework for non-Japanese employees who are hired by the Tokyo Head Office, such as a mentor system aiming to provide comprehensive support for career development and independence, and provision of support for administrative procedures, such as updating or changing visa status.

Career Development Initiatives for Women

Commitment to the Promotion of Women's Empowerment

Mitsui has made continuing efforts to promote career advancement for women, and today, female Mitsui employees are actively engaged in various roles in our global group. We aim to achieve a female manager ratio of 10% by 2025 (7.4% as of July 2020) as part of our efforts to turn diversity into a force for business creation.

We are working toward this target under the two action plans detailed below. We will continue to focus on initiatives to promote career advancement for women, leading to the promotion of women to positions as corporate officers and managers.

Action Plan Related to the Promotion of Women's Empowerment (from April 1, 2020 to March 31, 2025)

The plan describes our targets for the period up to the end of the fiscal year ending March 2025 under the Act on Promotion of Women's Participation and Advancement in the Workplace.

Action Plan Related to the Promotion of Women's Empowerment (from April 1, 2020 to March 31, 2025) (in Japanese only) (PDF 520KB)

Voluntary Action Plan on Promotion of Women to Managerial and Executive Positions

Our voluntary action plan was posted on the Keidanren website in March 2020.

Voluntary Action Plan on Promotion of Women to Managerial and Executive Positions (in Japanese only)

Performance Data Related to Diversity

Proportion of Female Managers

Proportion of Female Managers

Training Diverse Female Leaders

(December 2019)(December 2019)

In FY 2020, we established the Women Leadership Initiatives to develop diverse role models for female leadership through sustained efforts to train next-generation female leadership candidates. The program included lectures about the organizational development philosophy needed by leaders, and an assessment system designed to encourage participants to see themselves as leaders. We also introduced a mentoring scheme, and created opportunities for dialogue with senior management. Twelve female employees are working steadily to build their future careers through participation in the first program.

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.

Performance Data Related to Diversity

Mentor System

Initiatives to Support Career Development

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.

Evaluation by Society for Efforts to Promote Female Participation

In the fiscal year ended March 2020, Mitsui was selected as a "Nadeshiko Brand" in recognition of its initiatives to promote active roles for women in the workforce. This was the sixth 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))

Other Initiatives to Support Employees

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, such as Career Design Training, 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.

  • Interview to confirm intentions regarding re-employment
  • Interviews are conducted with employees who do not attend the re-employment system seminars, or any other employee who wishes to have an interview.

  • Career design training
  • Business staff members participate in two-day off-site training programs when they are between the ages of 48 and 51, 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 nine times in FY 2020 with a total of 217 participants.)

  • Life plan training
  • One-day training program for administrative staff members aged 50 and above. Participants use these events to consider optimal career choices through information sharing and discussions. (Held one time in FY 2020 for 24 participants.)

  • Senior career seminars
  • These seminars provide employees aged 50 or over with opportunities to learn how to create an independent second career. The program includes a keynote address by Jitsuro Terashima, a former officer of Mitsui, as well as panel discussions with invited participants from among retirees and post-retirement contract employees, and lectures on financial planning. (Held six times in FY 2020 for a total of 216 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.
  • We have developed the Overseas Fringe Benefits System to support overseas activities.
  • As of March 31, 2020, there were 143 re-employment contract employees (including 17 employees working overseas). In the fiscal year ended March 2020, 36.2% 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 2020, 45 employees aged 50 or above found their next career outside the company utilizing the support directly or indirectly provided by the company.

Hiring People with Disabilities System

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 2020 our rate stood at 3.09%. 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 (as of June 1)

Trends in the Percentage of People with Disabilities in Mitsui's Workforce (as of June 1)

Promoting Understanding of SOGI

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 LGBT* is important. As a part of our efforts, we are focusing on raising awareness among employees and improving the office environment.

* LGBT is an abbreviation of L = Lesbian, G = Gay, B = Bisexual, T = Transgender In this report, LGBT" is also used to refer to all sexual minorities, in addition to LGBT.

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.

Initiatives to Promote Career Advancement

Mentor System

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 Initiatives. 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 and form new values. 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.