Strengthening Corporate Culture through Talent Development and Mitsui Sugar Quality
First written in FY2016. 4 of 11 entries say "Raised", first in FY2023. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026RaisedAnnual report
「・Achieve and maintain a 15% ratio of women in management by the fiscal year ending March 2030」
After achieving the previous 10% target for the ratio of women in management in the final year, the company raised the target to achieving and maintaining a 15% ratio by the fiscal year ending March 2030. DM Mitsui Sugar’s ratio was 12.3% in the fiscal year ending March 2026. - FY2025AdvancedAnnual report
「In the fiscal year ending March 2025, we formulated a human resources strategy framework linked to our management strategy and established 3 priority areas and 3 supporting foundational measures. Alongside setting measurable targets, we will promote human capital development, including the development of systems, and create a workplace environment in which diverse human resources can thrive.」
The company’s previous human capital development and diversity policies have advanced into systematic human capital initiatives incorporating a human resources strategy framework, 3 priority areas, 3 foundational measures and measurable targets. - FY2024SoftenedAnnual report
「As a group target, we have set a 10% ratio of women in management by the end of March 2026.」
The deadline for the 10% target for the ratio of women in management changed from the end of March 2025 to the end of March 2026. Meanwhile, the scope of human capital KPIs, including the employment rate of people with disabilities, the rate of male employees taking childcare leave, the retention rate and the training participation rate, has expanded. - FY2023RaisedAnnual report
「As a group target, we have set a 10% ratio of women in management by the end of March 2025. Among our major consolidated subsidiaries, DM Mitsui Sugar Co., Ltd., Taisho Technos Co., Ltd. and Nutri Co., Ltd. have achieved the 10% target for the ratio of women in management.」
The company’s human capital initiatives and corporate culture efforts have taken concrete form through a time-bound target of a 10% ratio of women in management, with the target already achieved at 3 major companies. - FY2022ReframedAnnual report
「② “Supporting our people”: We will strengthen occupational health and safety and contribute to the realization of a society in which human rights are respected by promoting diversity and inclusion, including consideration for the diversity and inclusiveness of our human resources.」
The scope of the company’s initiatives for the “people” aspect of sustainability has expanded from its previous focus on human capital development and work-style reform to include occupational health and safety, diversity and inclusion, and respect for human rights. - FY2019RestatedAnnual report
「We will also actively pursue business process reform and human capital development to ensure that these measures are implemented reliably and promptly.」
The company has indicated a policy of continuously advancing business process reform and human capital development to support the execution of its measures. - FY2017RestatedAnnual report
「We regard the development of the human resources who drive these activities as our highest-priority issue and will steadily strengthen it for all employees through enhanced training programs, appropriate job rotation and other measures. We also reaffirm that creating an environment in which employees can work safely and healthily is the foundation of all corporate activities, and will work to strengthen occupational safety systems and promote work-style reform.」
The company has reconfirmed its policy of strengthening human capital development as its highest-priority issue through training, job rotation, occupational safety and work-style reform. - FY2016First statedAnnual report
「We recognize the development of the human resources who drive these activities as our highest-priority issue and will steadily strengthen such efforts for all employees. As an extension of human capital development, we will continue the initiative launched under the Fifth Mid-Term Management Plan to create the mindset known as “Mitsui Sugar Quality,” which seeks to achieve a higher standard that runs through the identity of a Mitsui Sugar employee. We will build a new corporate culture in which all employees take on challenges with an awareness of the need to transform themselves, reliably strengthen our competitiveness in global expansion, and further advance group-wide consolidated management.」
The company has set out, as an integrated initiative, human capital development for all employees, Mitsui Sugar Quality, a new corporate culture and the further advancement of consolidated management.