Strategy 3: Investing in Human Capital and Work Environment
We define well-being as “a state in which employees feel a sense of fulfillment in both their work and daily lives, and actively contribute to the harmonious advancement and sustainability of society.” Through the implementation of engagement surveys, we are able to regularly assess employees' sense of fulfillment and motivation to contribute. We aim to further promote employee well-being by enhancing necessary support measures as well as improving work and living environments.
Measure 1: Implementation of the Company-Developed Engagement Survey in September 2025
With the aim of contributing to the harmonious advancement and sustainability of society and the MITSUI E&S Group, we will conduct engagement surveys to regularly assess employees’ understanding of our management plans and human resources and training systems, as well as their sense of fulfillment at work and motivation to contribute to society.
Engagement Survey Result
Respondents were asked to choose one of the following four options to measure engagement, and the weighted average of the raw scores was used as the engagement score.:
4: Strongly agree
3: Somewhat agree
2: Somewhat disagree
1: Strongly disagree
Measure 2: Improved Compensation of Employees
- As a result of continuously implementing salary increases and wage improvements, the average basic salary over the past five years has gradually increased. (This includes some fluctuations due to changes in personnel composition.)
- In line with the implementation of the new personnel system on April 1, 2023, the wage system was revised to raise salary levels for younger employees in general positions and for organizational managers.
- In conjunction with the increase in the mandatory retirement age effective April 1, 2024, the salary levels for employees aged 60 and above were raised compared to the previous continuous employment system. Additionally, a new team leader allowance has been established for team leaders among skilled employees.
- From April 1, 2025, we implemented our first-ever wageincrease that exceeds labor union demands, raising the salary
levels for management positions, and significantly increasing starting salaries based on educational background.
Change in average base salary of employees
(excluding senior positions)
Measure 3: Creating a Supportive Work Environment
01. Childbirth and Childcare Support
- We are also actively promoting paternity leave, and in the FY 2024, we achieved a 95.8% paternity leave uptake rate.
- From April, 2025, we introduced a new 'Life Support Leave' to cover medical consultations and examinations related to infertility treatment.
- From October 2025, we introduced 'Childcare Work-Life Balance Support Leave' as a new childcare support measure.
Various Support Systems
- Life Support Leave
- Paternity Leave (leave when a spouse gives birth)
- Childcare Leave
- Shortened Working Hours for Childcare (flex-time system also applicable)
- Nursing Leave (leave for nursing a child)
- Childcare Work-Life Balance Support Leave
02. Caregiving Support
Caregiving Support Systems
- Caregiving Leave
- Shortened Working Hours for Caregiving (flex-time system also applicable)
- Nursing Leave
03. Housing Support
We plan to enhance support measures tailored to individual lifestyles and invest in these initiatives.
- Renovation and Review of Single Employee Dormitories and Company Housing
- Introduction of a Rent Subsidy System
- Utilization of Existing Systems: Property Accumulation Savings System, Home Loan Interest Subsidy System, Rented Dormitories and Company Housing (at some branches and offices)
04. Senior Participation Support
- Raising the Retirement Age to 65 effective April 1, 2024
- For employees over 60, new roles will be clearly defined to utilize their extensive knowledge and experience. These roles will focus on mentoring younger employees for early skill development and supporting, assisting, and guiding the advancement of organizational missions
05. Other Work, Leave, and Holiday Systems
We have established systems related to work, leave, and holidays to make effective use of limited time and achieve a balanced work schedule.
Diverse Work, Vacation, and Holidays
| Telecommuting system | Employees who can work outside the company can work from home or at a place designated by the company if necessary |
|---|---|
| Flexible Working Hours System | Employees determine working hours by themselves to perform their work efficiently |
| Setting Long-Term Holidays | Setting consecutive holidays of 5 days or more during Golden Week, summer, and the year-end/New Year period |
| Annual Leave | All employees are eligible for 22 days of annual leave per year from the first year of employment |
| Leave for Refreshment | Up to two consecutive weeks of special leave and assistance payments for every 10 years of employment |
| Memorial Leave | Promote planned use of at least 5 days of leave per year |
| Promotion of Annual Leave Utilization | Encouraging the taking of at least one day off per month, setting designated days for annual leave utilization |
| Half-day Leave | Employee can take half-day leave instead of full one day in using annual leave |
| Hourly annual leave | Up to 2 days of annual leave can be taken in units of 1 hour |
| Accumulated Annual Leave | Accumulated expired annual leave can be used as paid leave for specific reasons. Some reasons have been added, as follow-up medical examinations, comprehensive health check-ups, and participation in school events |
Action Plan Based on the Act on Promotion of Measures to Support the Development of the Next Generation: Goals and Initiatives
1. Improvement of employment environments to support a balance between work and family life for pregnant workers and workers raising children
| Targets 1 | Increase the percentages of employees taking childcare leave, etc., to at least the following levels within the planned period - Male employees: Increase the percentage of employees taking childcare leave, accumulated / reserve annual leave for childcare purposes and paternity leave to at least 90% - Female employees: Increase the percentage of employees taking childcare leave to 100% |
|---|---|
| Details of initiatives | April 2025- - Disseminate information regarding internal schemes and information to create a workplace environment that makes it easy to take childcare leave - Increase the number of male employees taking childcare leave through individual approaches to superiors and individuals |
| Targets 2 | Fostering a workplace culture that makes it easy for employees to make use of benefit programs, supporting their ability to balance work and family life and perform at their best. |
|---|---|
| Details of initiatives | April 2025- - We will make employees aware of leave and extended leave of absence schemes that can be used for childcare, and work schemes that are useful for balancing work and family life (childcare leave, family care leave, hourly incremented annual leave, flextime, telecommuting) - Provide information to managers on the importance of career development for employees who use various systems, as well as on the considerations required to ensure the smooth utilization of these systems. |
2. Development of flexible working conditions that contribute to the improvement of work styles
| Targets 1 | - Reduce the average monthly overtime and statutory holiday work hours for full-time employees to less than 30 hours. - Increase the percentage of full-time employees taking paid annual leave to at least 75%. |
|---|---|
| Details of initiatives | April 2025- - Continue to disseminate information within the company on initiatives to reduce overtime work and improve productivity, and thoroughly implement initiatives - Encourage employees to take annual paid leave and seek to increase employee awareness of the memorial leave system (scheme for taking planned individual annual leave) |
Obtained “Platinum Kurumin” Certification as a Company Committed to High-Quality Childcare Support
MITSUI E&S has been recognized for its initiatives to support employees in balancing work and childcare under Japan’s Act on Advancement of Measures to Support Raising Next-Generation Children, and obtained the Platinum Kurumin certification from the Minister of Health, Labour and Welfare in March 2026.
This certification recognizes our ongoing efforts to create a workplace environment where employees can continue working with confidence, including enhancing childcare leave systems and promoting flexible working styles tailored to employees’ different life stages.
- About “Platinum Kurumin” Certification
The Platinum Kurumin certification is a system administered by the Ministry of Health, Labour and Welfare, which recognizes companies that continuously maintain an exceptionally high standard of initiatives to create workplaces where employees can balance childcare and work.
Companies are assessed based on achievements such as the utilization of childcare leave and improvements in working styles, and among the Kurumin certifications, Platinum Kurumin is positioned as the highest level of recognition.
