Social
Human Capital


Basic Approach
In the MITSUI-SOKO Group, "human resources" are the source of our value. We
strengthen our
group-wide activities so that each and every employee can exercise their
abilities to the fullest
with pride and satisfaction. Then, we will aim to become a corporate group that
can continue to
create new value.

Framework
The Group respects the autonomy of each business and promotes group-wide efforts
to improve human
capital while executing human resource strategies at individual companies. Under
the Sustainability
Committee, the Human Resources Subcommittee, a group-wide organization, has been
established to
formulate and implement measures to enhance employee engagement and to achieve
various KPIs that
lead to employee job satisfaction.

Initiatives: Diversity & Inclusion,
Engagement, Health
Management, Work Environment, etc.
Employee Engagement
In order to sustainably increase corporate value in a corporate group of diverse
individuals, it is
important to create an environment in which each employee is motivated and the
company grows at the
same time. We conduct employee engagement surveys in order to promote mutual
understanding between
employees and the company, and to achieve increased corporate value by working
together as one. In
the future, we will expand the engagement survey to the whole group to
"visualize" engagement,
recognize issues, and consider clearer action plans, thereby creating a virtuous
cycle that leads to
mutual growth of employees and the company.
Individual and Organizational Revitalization
Our Approach
In order to sustainably increase the corporate value of our Group, it is
important to simultaneously
develop and nurture both the abilities of each individual employee and the
collective strength of
the Group. Thus, we will build a corporate structure that can continue to create
new value by
promoting measures to strengthen both individual capabilities and the Group's
overall strength.
Strengthening Individual Capabilities
We believe that the development of capabilities of individual employees and the
enhancement of their
motivation is the driving force behind value creation. So, we are committed to
human resource
development that develops the power of the individual.
Enhancement of Training System
Each Group company provides training programs tailored to each career stage,
such as leadership and
team building programs so that employees and the company can grow together while
pursuing the duties
and roles defined for each level. We also have an overseas dispatch program for
young employees to
work in the U.S., China, Southeast Asia, and other countries. By giving them
precious opportunities
to work together with national staff to let them learn unique overseas work
procedures and customs,
we develop global human resources who are able to solve problems from multiple
perspectives.
Number of Training Hours and Cost for Developing Human Resources
Annual training hours | Average annual training hours per person | Average annual training cost per person | |
---|---|---|---|
FY2022 (Total) | 14,839 hours | 8.1 hours | 25,062 yen |
By level | 11,491 hours | - | - |
Selective / Optional | 1,875 hours | - | - |
For target employees / Others | 1,474 hours | - | - |
- ※ The figures are based on the training implemented at MITSUI-SOKO HOLDINGS, MITSUI-SOKO, MITSUI-SOKO EXPRESS, MITSUI-SOKO LOGISTICS, MITSUI-SOKO Supply Chain Solutions, and MITSUI-SOKO TRANSPORT.
Training Menu
- ・ By level: New employee training, OJT trainer training, new section manager training
- ・ Selective / Optional: Next-generation leader development training / Next Generation Manager Development Training
- ・ For target employees / Others: Career design training (for middle to senior level) etc.
Creation of Highly Specialized Human Resources
We recruit and develop highly specialized personnel to provide optimal logistics
solutions to our
customers. In order to promote our DX strategy, we introduce an IT specialist
system to recruit and
train DX specialists. We also actively hire pharmacists to promote healthcare
logistics, which is a
focus area for our Group.
Utilization of internal job posting system
MITSUI-SOKO HOLDINGS has introduced an internal job posting system so that
employees can take on the challenges of new careers of their own volition.
Enabling employees to carve out autonomous careers is leading improvements in
motivation and realizing organizational revitalization.
Strengthening of Group's Collective Strength
We view our ability to seamlessly provide customers with the aggregate strengths
of each company as
our competitive advantage. To achieve this, we encourage the exchange of human
resources among Group
companies and the sharing of expertise and good practices among them, thereby
raising the level of
the Group's overall capabilities.
Cross-group Personnel Allocation
We actively promote personnel exchanges among our Group companies to nurture
human resources who can
view things from multiple perspectives and propose a wide range of solutions as
a comprehensive
logistics company.
Holding Group Contests
We hold an annual contest in the Group to recognize outstanding cases of
business initiatives. We
organize the contents globally with the two categories of Sales Solution and
Operations Improvement.
Recently, we have received an increasing number of entries for integrated
solution services in the
Group and sustainability initiatives. By recognizing and disseminating these
good practices of our
Group, we share knowledge throughout the Group and create an environment in
which we can provide
high value-added services from an employee-driven perspective.
Group Seminars
We hold Group Seminars where employees serve as instructors and give lectures.
With the objectives
of information sharing, knowledge improvement, personnel exchange, and
"enhancement of a sense of
unity, these seminars introduce the operations of each Group company and provide
lectures for the
horizontal sharing of logistics expertise. The corporate department also holds
lectures on
accounting, legal knowledge, and other topics, serving as a venue for acquiring
the knowledge
necessary for business.
Diversity & Inclusion
Our Approach
Mitsui-Soko Group Diversity & Inclusion (D&I) Policy
Mitsui-Soko Group will respect diversity and create systems and environments
where diverse talent
can flourish regardless of personal attributes or values such as gender
identity, age, nationality,
physical or mental ability and needs, ideology, faith, culture, career,
lifestyle or working style,
based on the idea that “creating safe, diverse and rewarding work environments
for workers” also
creates value for the Group.
- 1. We will create a corporate culture and working environments where each employee’s personal attributes and values are accepted and seen as a strength.
- 2. We will create systems and opportunities for career development so that each employee can work with motivation and ambition regardless of his/her personal attributes and values.
June 24, 2021
MITSUI-SOKO HOLDINGS Co., Ltd.
MITSUI-SOKO HOLDINGS Co., Ltd.
Initiatives
Empowerment of Female Employees
The participation of diverse personnel in the decision-making process is
essential for the promotion
of diversity. With a particular focus on increasing the percentage of women in
management positions,
we work as a whole Group to promote the creation of a workplace where diverse
human resources can
fully demonstrate their abilities. At each Group company, diversity management
training, leadership
training for female employees, and a system for male employees to take childcare
leave are among the
initiatives being implemented.
Reference
Click here for information on MITSUI-SOKO HOLDINGS' efforts to empower female
employees.
Empowerment of Diverse Human Resources
We hire global employees and people with disabilities, accept foreign technical
interns, and work to
create a workplace that respects diversity, regardless of gender, nationality,
or disability.
Creating Systems that Leverage Diversity
We promote the use of childcare leave for both men and women and enhance the
nursing care leave
system so that employees can maximize their performance even when their life
stage changes. In
addition, we have introduced and operated systems that enable diverse human
resources to play an
active role, such as internships for young people, extension of retirement age
for senior employees,
and comeback programs for employees who had to retire due to unavoidable
circumstances, in order to
achieve diversity and inclusion.
Creating a Pleasant Work Environment
Enhancing Health and Productivity Management
With the aim to improve the physical and mental health of Group employees, we
are creating a system for managing the health of the entire Group. Regarding
physical health, we are recommending medical check-ups, presenting employee
health in visual forms and providing follow-ups after diagnoses. We are also
taking measures to combat infectious diseases and heatstroke by taking
environmental measurements in warehouses as well as encouraging employees to
wear cool bands and air-conditioned clothing. In addition to the implementation
of stress checks, in terms of mental health we have established mental health
care consultation desks, which are operated by third-party organizations, and
have put in place a system that allows employees to receive consultations with
peace of mind.
Infection Control Measures
We have many locations globally and implement measures to protect our employees
from global health
issues, such as tuberculosis, malaria, and HIV/AIDS. We inform expatriates
posted overseas and their
accompanying family members to receive vaccinations recommended by government
quarantine offices for
each destination before traveling, provide medical consultation services,
including hospital
referrals, and ensure clean and safe housing in the destination country, thereby
supporting their
healthy and safe life there.
In addition, we also offer the following preventive/vaccination services.
- ・ Influenza vaccinations: For all Group employees
- ・ Vaccination against the new coronavirus: For all Group employees and their families
Promotion of Work Style Reform
Based on the belief that allowing every employee to fulfill their work-life
balance and enabling them to work in a positive and energetic manner will lead
to corporate growth, we are promoting work styles tailored to individual values
and lifestyles. The creation of what are said to be comfortable working
environments necessitates the promotion of both the so-called soft aspects by
improving the systems and the hard aspects by improving the comfort of working
in the office. As individual initiatives of each Group company, we have
introduced a system that enables various work styles, such as the introduction
of a flextime system, remote work, and staggered working hours. In addition to
renovating aging offices, we are also improving the office environment by
abolishing fixed seating at the head office building and other business sites
and promoting activity-based working (ABW)*, in which employees
can freely choose, for example, their locations and desks.
- * ABW: Abbreviation for Activity Based Working. A way of working in which you choose where you work, your desk, and other office equipment according to the nature of your work.
White Logistics
MITSUI-SOKO HOLDINGS Co., Ltd. and the Group companies have submitted the
Declaration of Voluntary
Action in support of the White Logistics movement advocated by the Ministry of
Land, Infrastructure,
Transport and Tourism and other governmental offices. The Group will continue to
contribute to the
securing and development of sustainable and stable logistics services by
engaging in the White
Logistics movement.
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