Mitsubishi Corporation

Well-being (Health & Productivity Management, Occupational Safety and Health)

Policy

Management Message

The MC Group has a global workforce of approximately 86,000 professionals. These people are MC’s source of value creation. "Fostering Vibrant Workplaces That Maximize the Potential of a Diverse Workforce" has been identified as one of the eight materialities for MC to address together with our Group companies, and as our operations continue to expand and globalize, diverse human resources representing all genders, nationalities and other characteristics will be needed to fully utilize their respective capabilities in order for the MC Group to continue generating corporate value sustainably. With this in mind, MC believes that it is important to improve the well-being of employees by ensuring safe working environments and maintaining and promoting health. MC has been continuously recognized as an "Outstanding Enterprise in Health and Productivity Management — White 500" for its efforts.

The MC Group promotes initiatives around occupational Safety and health (OSH) management, which are flexibly tailored to the independence and capacity of each individual and organization. These include activities to create environments where employees and contractors can work with peace of mind, as well as health, labor and crisis management initiatives. We aim to build and operate management systems that go beyond simply meeting the legal requirements in the countries where we operate to provide support that is more substantial.

Within the MC Group, there are companies with OSH management systems that have obtained the international certifications ISO 45000. Furthermore, in order to promote OSH management throughout the entire MC Group, we will develop an organizational framework, clarify responsibilities and continuously monitor progress in order to refine, maintain and further improve our activities.

Accordingly, we have set out the following policy for the MC Group:

MC Group Occupational Safety and Health (OSH) Policy

  • The MC Group as a whole will work to promote safety and health of all stakeholders, including MC employees and contractors, and to enhance our systems for occupational safety and health.
  • We will conduct robust OSH management regardless of the country or region where we operate, upholding and seeking to go beyond local labor standards, laws and regulations.
  • In order to create an environment where our people, the MC Group’s greatest asset, can work with peace of mind, we will work to maintain and improve their health, such as reducing the risks posed by infectious diseases and preventing overwork, including the reduction of excessively long working hours.
  • Through proper management systems, we will prevent occupational accidents at each workplace. In the event an accident does occur, we will quickly assess the situation, analyze the cause and formulate preventative measures.

Fostering Vibrant Workplaces That Maximize the Potential of a Diverse Workforce and Reducing Health Risks

MC has designated “Fostering Vibrant Workplaces That Maximize the Potential of a Diverse Workforce” as one of its materialities.

Our policies on occupational safety and health are designed to enable diverse human resources to make full use of their capabilities and approach their work with enthusiasm.

MC responds rapidly in the event of an accident and continues to raise awareness about safety and establishing and improving its management systems. MC also encourages maintaining and promoting employee health by reducing the risk of employee illness. Within the area of employee occupational health, MC places a particular focus on mental health, providing a counseling desk and mental health support desk staffed by licensed psychologists and clinical psychotherapists, as well as dedicated physicians at the in-house medical clinics. Furthermore, MC conducts a regular online stress check.

Supply Chain Initiatives

Recognizing the importance of managing environmental and social impacts in its supply chains, MC has established the Mitsubishi Corporation Policy for Sustainable Supply Chain Management (as amended in August 2018). The policy requires suppliers to respect human rights and endeavor to provide their employees with safe and healthy work environments. In addition to sharing the policy with suppliers, MC conducts a regular questionnaire to confirm compliance with it. While basic measures for occupational health and safety management are undertaken by each business, the MC Group endeavors to strengthen in this area throughout the supply chain collectively. Measures include visiting suppliers to confirm the status of their activities when determined that site visits are necessary* considering location as well as the type of business. Furthermore, MC makes other efforts to strengthen occupational safety and health throughout the supply chain as the MC Group.

* Covers only Tier 1 suppliers in Japan and abroad

Reference: For details on other supply chain initiatives other than those described above, please seeSupply Chain Management.

Policy to Proactively Address Global Health Issues (HIV/AIDS, Tuberculosis, Malaria)

MC is actively conducting business globally with a business network spanning more than 200 countries around the world. For some of these countries, health issues such as HIV/AIDS, tuberculosis and malaria are pressing issues. MC’s policy is to work proactively to address these global health issues.

Targets

MC Group

  • Reduction in the rate of workplace accidents, including contractors, from the previous year (FY2021 target of 2.74 or less)
  • Implementation of health checkups at MC Group companies (Japan-based) as required by law(*):100%

Reference: For details on performance related to the targets above, please see Performance Data.

MC

  • Reduction in the rate of workplace accidents, including contractors, from the previous year (FY2021 target of 0.16 or less)
  • Health check-up rate for overseas assignees: 100%
  • Percentage of annual paid leave taken: 70%

Reference:For details on performance related to the targets above, please see Performance Data.

Structure

Officers in Charge Yutaka Kashiwagi (Director, Executive Vice President, Corporate Functional Officer, IT, CAO, Chief Compliance Officer, Officer for Emergency Crisis Management Headquarters)
Kenji Kobayashi (Senior Vice President, Corporate Functional Officer, CSEO)
Deliberative Bodies

(A subcommittee under the Executive Committee, a management decision-making body)

Human Resources Development (HRD) Committee, Sustainability & CSR Committee

Important matters related to occupational health and safety deliberated by the committees are formally approved by the Executive Committee and put forward or reported to the Board of Directors based on prescribed standards.

Departments in Charge Global Human Resources Dept., Sustainability Dept.

Reference:Diagram of the Sustainability Promotion Framework

MC has appointed the Director, Executive Vice President, Corporate Functional Officer (CAO) as the chief officer in charge of OSH management for the MC Group, and promotes a structure where the Global Human Resources Department coordinates each of the Business Groups, which are primarily responsible for OSH management.

For each MC Group company in Japan, we have established committees such as the Health Committee in line with the Industrial Safety and Health Act, in which employees also participate in developing, evaluating and determining plans related to preventing health problems as well as maintaining and promoting good health. In particular, at consolidated subsidiaries hazards such as near misses are reported by employees at morning meetings and other occasions, and necessary countermeasures are put into practice.

MC considers occupational safety and health as a key management priority, and has been working to pursue health and productivity management.

  • Headed by the Chief Safety and Health Supervisor (who serves concurrently as an Executive Vice President), and consisting of four occupational physicians and 11 health supervisors from each Business Group, the Health Committee meets once a month, on a non-consolidated basis, to discuss employee health and workplace safety matters. The minutes of the monthly meetings are posted on the intranet and disseminated to employees.
  • MC believes that it is essential to understand the Company’s current situation and to manage the entire safety and health process from the consideration of measures to their implementation in order to promote good health. Consequently, MC has established the Health Management Office (established in April 2018 with the Health Promotion and D&I Team active from April 2021), a dedicated safety and health office within the Global Human Resources Department. This office coordinates with related departments (such as the industrial hygiene section, the internal medical clinic, the Mental Health Support Desk, etc.) and the MC Health Insurance Association to implement industrial hygiene and consider various health-related measures, such as the appropriate use of data.
  • Furthermore, monthly meetings are held between the Global Human Resources Department, industrial physicians, the MC Health Insurance Association, and personnel in charge of human resources in Japan to discuss policies and share information.
The Mitsubishi Shoji Building and the Marunouchi Park Building are registered as separate business sites. For each business site, MC has established an occupational safety and health framework as required by labor laws.

Employee Participation

  • Employees participate in the Health Committee which develops plans concerning the prevention of health problems and the maintenance and enhancement of good health, along with discussing evaluations and improvements. It is also engaged in identifying and disseminating accurate knowledge and information related to emerging infectious diseases.
  • MC strives to create safe and healthy workplace environments in order for its diverse workforce to thrive and succeed. At the same time, MC takes steps to ensure that each employee is able to manage his or her own health independently through training seminars and related events. Particular emphasis is placed on the health management of employees on overseas assignment. MC has also implemented measures which allow employees to coordinate with their supervisors to take flexible hourly paid leave when they require outpatient care. In addition, sponsoring charity marathons and holding in-house health events has provided opportunities for employees to develop an interest in sports and to foster an awareness of their own health.
  • MC conducts discussions on creating a more positive workplace and promoting appropriate time management. Regular communication between employees and management is maintained through meetings between the MC Staff Union and management staff, including the President and CEO, along with bi-annual meetings to discuss business performance and regular meetings with the Global Human Resources Dept. Moreover, the MC Staff Union also holds health seminars for employees.

Loan and Investment Screening

When reviewing and making decisions on loan and investment proposals, MC conducts a comprehensive screening process which considers not only economic aspects, but ESG factors as well. From an occupational safety and health perspective, particularly for projects which have a high risk of accidents or fatalities, MC ensures that numerous issues, including the maintenance status of HSE management systems, past cases of accidents or fatalities, and quantitative data such as the Lost Time Injury Frequency Rate (LTI) are considered in its deliberations. Besides screening new investment and exit proposals, MC also strives to make improvements to existing business investments by monitoring their management practices.

Risk Management (Risk Assessment)

Occupational safety and health is a vital component of HSE risk and is managed in accordance with the MC Group Risk Management Policy.

Excerpt:

  • 1. Definition: HSE risk refers to recognizing the impact of manufacturing, industrial works, distribution and other operations on occupational safety and health as well as the environment, and identifying and managing risks related to accidents, damage to health, environmental contamination, etc.
  • 2. HSE risk management:
    • Risk identification and management: Identify latent risks related to HSE based on the nature of the operations and sector, and avoid, mitigate and manage the risks.
    • Risk awareness-raising: Raise employees’ awareness of the importance of HSE risk based on the nature of the operations and sector through education, training and other activities.
    • Formation of policies related to accidents and response: Stipulate emergency policies in advance in order to be prepared in the event of an accident. Establish the necessary measures to minimize damage while working with relevant institutions when an accident occurs. Should an accident occur, conduct necessary investigations, analyze the causes, and implement measures to prevent future reoccurrence.
  • 3. System: Comply with law and regulations, international rules, voluntary industry standards, and customer requirements related to HSE and formulate an action plan based on MC’s industry and business activities. In addition, formulate policies based on the action plan and introduce a system for regularly confirming their implementation. Further, monitor performance related to HSE and review the action plan.

Reporting of Workplace Accidents

The MC Group strives to prevent workplace accidents for employees.

We have established a system that enables us to deal with workplace accidents appropriately (investigation, response to findings, etc.) and take preventative measures in a prompt manner. In the event that a workplace accident occurs at an MC Group company, it will be reported via a dedicated reporting channel for occupational accidents. In the event of an accident with severe consequences, such as death or serious injury, or an accident involving suspected violations of laws and regulations, a report will also be made via the compliance reporting channel.

Workplace accidents that occur in the MC Group are reported to the Compliance Committee and monitored by the annual Sustainability Survey, and are used to take preventive measures to reduce future accidents.

Initiatives

Initiatives on a Non-Consolidated Basis

Management Message on Safety and Health

MC recognizes that employee health is a key management issue, and therefore strives to foster dynamic, spirited and vibrant employees and workplaces.

Based on the belief that a healthy mind and body determine the success of the individual, we strive to enhance both the mental and physical health of our employees and the quality of their work environments.

We will continue to promote health and productivity management in order to improve the well-being of all MC employees, and allow our diverse and versatile talent pool to make the most of their skills and personalities.

Katsuya Nakanishi
President and CEO of Mitsubishi Corporation

At MC, we believe that the source of value creation is our human resources, and have established “Fostering Vibrant Workplaces That Maximize the Potential of a Diverse Workforce” as one of the eight societal issues of our materiality that must be pursued and realized throughout the Group. In order to continue creating sustainable corporate value, we must find ways to respond to the further diversification and globalization of our business activities, and enable our diverse human resources to make full use of their unique abilities regardless of attributes such as gender or nationality. MC therefore views the creation of safe working environments and the maintenance and promotion of employee health as key issues, with senior management issuing a message on safety and health in FY2022.

MC’s initiatives continue to be recognized under the 2020 Certified Health & Productivity Management Outstanding Organizations Recognition Program’s "White 500".

MC strives to create work environments in which both employees and contract employees can work with peace of mind, including in terms of safety, health promotion, productivity management and crisis management. In addition to complying with the legal requirements of each country in which we operate, we are also working to create and manage comprehensive occupational health and safety management systems.

Health & Productivity Management Strategy Map

【Reference】For more information on the various indicators described in the above Health & Productivity Management Strategy Map, please refer to Performance Data (Other Data).

Employee Health Management

Most Recent Initiatives (FY2019–FY2021) and Results of Analysis of Effectiveness

1) Efforts to improve health awareness and lifestyles
  1. (1)Internal notifications by industrial physicians, etc.

    Explanation and sharing of health data, issues, and approaches, etc. in the "Health Column" of the internal newsletter and at various level-specific training sessions.

  2. (2)Health seminars and health check events

    These events were held online for all employees, including those working overseas.

    • Seminar themes: Diet, practical exercise, sleep apnea syndrome, cancer, women’s health, mindfulness, etc. (e.g., online seminars on diet and exercise in collaboration with sports clubs).
    • Health check events: Measurement of health condition and on-the-spot individual exercise guidance based on results (body composition, vascular age, body misalignment).
  3. (3)Provision of health apps

    We introduced a health app that helps all employees in Japan to visualize and improve their lifestyle habits by recording their diet, exercise and sleep, and provides health advice based on those records.

    Going forward, we plan to introduce the system to overseas employees as well.

  4. (4)Provision of healthy meal opportunities

    • To encourage employees to choose health-conscious meals, a health-conscious menu is offered at every meal in the employee cafeteria and is also available on the company intranet. Also, all other menu items include information on their nutritional value, such as the amount of salt they contain.
    • Vegetables and fruits (vegetable sticks, cut fruits, mini salads, etc.) are provided in the office so that employees can easily pick them up to add to their lunch or as a snack.
    • In addition to introducing recipes for healthy seasonal menus on the health app, examples of recommended menus for lifestyle-related diseases such as diabetes are posted on the company intranet and are also provided when nutritional guidance is given to the target employees.

Results

There was a reduction in the percentage of obesity within the company, especially among males, falling 2.3% from 31.0% in FY2019 to 28.7% in FY2021.

2) Initiatives for early detection and prevention of mental health problems

  1. (1) Starting from July 2022, stress checks were introduced as a means of ensuring regular mental health self-evaluations. Individual consultation sessions for all employees were conducted alongside these stress checks (by request, in person or online).
  2. (2)A companywide mental health support period and developed several new initiatives was established.
    • Provision of information on mental health has been improved.
    • Handouts containing information on self-care and care for subordinates’ mental health have been distributed to all employees.
    • All MC and Group company employees have been provided with training videos to improve their understanding of mental health issues.

Health Management of Employees and Their Families During Overseas Appointments

There are approximately 1,100 MC head-office employees on overseas assignments at any given time, and some 1,350 family members accompanying them. Recognizing that working overseas for extended periods can have an impact on one’s health due to differences in language, culture, medical systems, and other environmental factors, MC has taken several steps to ensure that its employees and their family members remain in good health wherever they happen to be. In addition to facilitating annual local health examinations, the MC Head Office medical clinic is equipped to handle health-related inquiries from employees and their family members should they feel unwell while overseas. If there are no suitable medical facilities in the area, MC will provide for the employee and their family to either return to Japan or travel to another nearby developed country for the examination. Employees and their families also qualify for subsidized travel expenses when taking Health Maintenance Leave, which can be taken in addition to paid holidays when employees need time off to refresh themselves, both in mind and body. MC also provides a global, 24-hour Japanese language service for medical emergencies, emergency assistance in transporting employees to more medically advanced regions like Tokyo, Singapore, and Bangkok and other extensive health-related support for its employees on overseas assignments.

Survey to Monitor and Improve the Health and Working Environments of Employees on Overseas Appointments

In order to drive continuous improvement, since 2013 the Global Human Resources Department has conducted a survey targeting employees on overseas assignments to assess the quality of healthcare they receive as well as their working conditions in general for the purpose of further enhancing health-related measures. Monitor working conditions and stress levels, and if needed, additional support is provided by the Global Human Resources Department or the Mental Health Support Desk.

Medical Clinics for Employee Health Management

MC has established medical clinics at its Head Office and Kansai and Chubu Branch Offices for MC employees and those on domestic and overseas assignments. The Head Office clinic employs approximately 50 full- and part-time medical professionals, including physicians specializing internal medicine, ophthalmology, dermatology, otolaryngology, orthopedics and neurology, as well as nurses, testing and radiology technicians, nutritionists and pharmacists. These professionals, together with examination systems using the latest testing equipment, help to run a clinic that manages the health of MC employees, with a cumulative total of approximately 14,500 users in FY2020, and approximately 15,500 employees in FY2021 despite the COVID-19 pandemic.

Within Japan, the attendance rate for regular checkups is 100%. Where necessary, employees are called in for follow-up examinations (3 to 6 months later), and are offered further tests.

The medical clinic also has an occupational health department, which provides medical support to employees with health concerns to enable them to work with peace of mind. This includes return-to-work assessments for those who go on leave due to medical treatment, and support to help them balance work with their treatment needs. We also aim to maintain a comfortable work environment through workplace assessments and discussions via the Health Committee. We interview employees who work overtime to inform them about long working hours and the associated health issues. In these ways, we are making ongoing efforts to improve health literacy and create a workplace where all employees can work in optimal physical and mental health.

Reference: For details on performance, please see Head Office Clinic Usage.

Preventing Lifestyle-Related Diseases and Metabolic Syndrome

MCʼs health clinics provide early checkups and treatment and offer medium- and long-term health management in conjunction with health examinations. Special examinations are offered to employees aged 40 and over and are utilized by 84% of employees in this age group. Preventing lifestyle-related diseases such as dyslipidemia, hypertension, diabetes and hyperuricemia is a pressing societal issue. MC is working to prevent lifestyle-related diseases and metabolic syndrome for employees by providing access to physicians and nutritionists via the clinics. Early action is essential to preventing lifestyle-related diseases. Going forward, in addition to providing health guidance to younger employees, MC will also work to raise the awareness of healthy employees with normal checkup results on how to structure their lifestyles for maintaining their health.

Efforts Related to Self-Medication

In collaboration with the Mitsubishi Corporation Health Insurance Association, we are providing employees with a self-medication service that allows them to consult with a specialist (pharmacist) and purchase medication online with the aim of encouraging them to take an interest in maintaining and improving their health. When developing health management-related programs such as this self-medication service, we provide services and conduct trials among our employees in order to make improvements to such programs.

Mental Health Measures

Focusing on preventive measures and early treatment, MC provides extensive mental care support. MC has a simple, web-based system through which employees can assess their own stress levels and propensities to develop health problems. MC also conducts various types of training for employees, including managers, in an effort to prevent mental health issues. Since FY2016, MC has made it a requirement for all employees in Japan, including secondees, to complete the self-check. After answering an online survey, employees immediately receive a three-stage evaluation of their stress levels. If their stress levels are particularly high, they are instructed to make an appointment with a neurologist at one of MC’s clinics. If necessary, working environment adjustments are also prescribed to help bring their stress levels down.

Meanwhile, MC’s internal Mental Health Support Desk and medical clinic neurology department are equipped to quickly accommodate employee (including employees on domestic and overseas assignments) health inquiries, with a system that supports employees together with their workplaces. MC has also set up an outside help desk that is linked to its specialized EAP* medical facilities. Through this comprehensive system, employees and their family members can consult with healthcare professionals or receive counseling at any hour of the day, whether in person or by telephone or e-mail.

Moreover, a summary of the results are shared on an anonymous basis within MC and utilized to improve working styles and workplace conditions. Going forward, MC plans to make use of the survey findings to inform its mental health issue prevention measures for employees, as well as training and other measures to further raise awareness of mental health issues.

〈The Mental Health Support Desk〉

The Mental Health Support Desk has been established for MC employees (including those on domestic and overseas assignments). Staffed by licensed psychologists and clinical psychotherapists, the Mental Health Support Desk is available to employees for mental health consultations. It helps employees to check their stress levels and enables those feeling off form to have an initial consultation before seeing a neurologist. It also supports employees who have been on extended leave due to psychiatric issues to return to work by offering rehabilitation programs, recommendations on workplace re-integration and long-term follow-up.

Stress Check Results (Domestic)
2020.3 2021.3 2022.3
Implementation rate 95% 95% 94%

Assistance with Fees for Multiphasic Health Screenings

Multiphasic health screenings are offered to employees in line with the Japanese Industrial Safety and Health Act, the fees for which are partially subsidized*.

*Subsidized by the MC Health Insurance Society

Measures for Infectious Diseases

MC gathers and analyzes the latest information from the Ministry of Health, Labour and Welfare, the Ministry of Foreign Affairs, the World Health Organization, the CDC (Centers for Disease Control and Prevention), and other organizations on the outbreak and spread of infectious diseases. Based on this, the Emergency Crisis Management Office works together with occupational physicians and occupational health staff to implement in-house infection control measures.

With respect to COVID-19, MC is monitoring the situation in Japan and overseas, and has adopted the following three principles: prevention of infection; prevention of the spread of infection; and prevention of severe cases. With these principles in mind, we are taking the necessary measures to mitigate any adverse impacts on not only MC employees but all staff working within MC, all whilst striving to ensure business continuity.

We have strengthened our medical consultation system for employees assigned overseas and their families, and are providing medical advice on infection prevention and mental health care to help them work with peace of mind even in areas where infection is widespread.

MC takes an exhaustive approach toward preventing the spread of diseases in the workplace with initiatives such as providing anti-malaria vaccinations for employees taking business trips to regions where tropical malaria is prevalent, recommending antibody tests and vaccinations against measles and rubella (MR), and administering in-house vaccinations against seasonal influenza.

Reference: For the Emergency Crisis Response Headquarters, please refer toCrisis Management.

Tuberculosis Prevention Initiatives (Mongolia)

MC partnered with the Mongolian Anti-Tuberculosis Association to raise awareness of tuberculosis in Mongolia’s capital Ulaanbaatar. Targeting particularly high-risk groups such as college students, MC aimed to raise awareness of the disease through pamphlet distribution, videos and events. In addition, for secondary school students, MC organized a drawing contest and used the winning entries in advertising posters. These awareness-raising activities were conducted at five universities and 750 secondary schools.

New Work Styles Befitting MC

As business becomes ever more complex and fast-paced, the pressure on employees to carry out more work at a higher quality inevitably increases. In addition, the nature of a sogo shosha means there are often busy and high-pressure periods, such as with large projects and overseas business. As such, in order to prevent health problems caused by overwork, MC places particular priority on: 1) the mental and physical health of employees; 2) compliance with laws, regulations and rules; and 3) appropriate management of extended overtime. Specifically, MC goes beyond legal requirements in terms of managing overtime hours for non-managers and managers. When employees exceed a certain level of overtime hours, they must submit a health questionnaire and receive health guidance from an occupational physician. As well as using computer logs and objective data to accurately report overtime hours and complying with the Japanese Article 36 Agreement as a matter of course, MC also conducts time management training and other initiatives for managers. While taking into account the differences between specific business environments and industries, MC aims to achieve an average annual paid leave utilization rate of 70% or more, and systematically encourages employees to utilize their annual paid leave. In addition, where certain departments demonstrate a tendency to work overtime frequently, MC will draw up and implement improvement measures on an individual basis and endeavor to prevent overwork, including by reducing excessive overtime. As a result, in FY2020, the annual paid leave utilization rate was 55% while average monthly overtime was 27.2 hours/month (As for FY2019, 67%, 25.1 hours/month). MC is promoting initiatives for each organization and individual to pursue autonomous and flexible work styles, and improve productivity and efficiency whilst also improving results and performance.

MC is creating a working environment that enables its diverse workforce to thrive professionally while fostering an organizational culture in which performance is evaluated fairly based on results.

Initiatives on a Consolidated Basis

Initiatives at Consolidated Group Companies

MC Group companies conduct activities to prevent industrial accidents by formulating response policies, introducing occupational Safety and Health(OSH) management systems* for employees, and taking other appropriate measures based on the nature of the business and context. Out of the MC Group companies that have OSH risks, 99.6% have OSH management systems, and we will inquire about initiatives in our consolidated partner companies.

Refers to all MC Group companies that have experienced one or more instances of lost time injuries and are working to reduce lost time injuries under their OSH policies. (Results of the FY2021 Sustainability Survey.)

1) Donggi-Senoro LNG Project

MC is one of the largest shareholders of the Donggi-Senoro LNG Project in Indonesia (DSLNG). There are various safety and operational risks associated with the processing and production of Liquefied Natural Gas (LNG) from sweet natural feed gas. DSLNG recognizes this and considers process safety and occupational safety and health to be of utmost importance. To ensure the safety of workers, DSLNG has implemented a range of measures, including formulating policies on integrated quality, health, safety, environment and security along with establishing a Process Safety Management Committee. In addition, DSLNG also provides employees with training on matters such as Permit to Work, process safety management, crisis management and firefighting measures. Moreover, MC has established a robust framework for conducting regular reviews and improvements on safety.

(1) Implementation of Audits:

DSLNG conducts Permit to Work Audits and Safety Leadership Conversations (SLC) on a daily basis. Through these audits, checks are conducted on various aspects related to onsite safety, along with ensuring that Permit to Work entries are recorded accurately. In the event that any issues are identified, DSLNG ensures that they are followed up on, and operations are immediately suspended should a safety issue arise.

(2) Examples of Risk Assessments:

A Job Hazard Analysis (JHA) is conducted for the majority of jobs to scope out potential risks, assess their severity, identify possible measures to manage the risks, and determine the overall level of risk. Through this process DSLNG ensures that jobs are performed in line with adequate safety standards.

2) MC Ferticom Co., Ltd.

As its core safety initiative, MC Ferticom Co., Ltd. implements S・I・GMA (sigma) activities with the aim of improving manufacturing operations.

S = Safety
I = Improvement
GMA= Good Manners
Through these activities, MC is making a concerted effort to raise awareness of safety and improve manufacturing operations. MC Ferticom Co., Ltd. has acquired the OHSAS 18001 occupational health and safety certification at all of its facilities, namely four plants and one manufacturing center, and will complete the transition to ISO45001 in 2020. As a responsible fertilizer manufacturer, MC will continue to pursue further safety and reliability.

Reference: MC Ferticom Co., Ltd. website (Japanese only) https://www.mcferticom.jp/company/csr/#csrMenu

Status of Acquisition of ISO45001

Main MC Group Companies with ISO 45001 Certification

The percentage of affiliated companies that have acquired ISO 45001 certification is 9.4% (Sustainability Survey Results for FY2021).

Business Group Name of Company Business Activities
Natural Gas Group FAIRFIELD ENERGY LTD Plug and abandonment, and decommissioning of upstream crude oil assets
TOMORI E&P LIMITED Natural gas development, production, and sales
Industrial Materials Group POSCO MC MATERIALS Co.,Ltd. Manufacturing and sales of needle coke
Cape Flattery Silica Mines Pty. Ltd. Manufacturing, sales and distribution of silica sand
Chemicals Solution Group MC Ferticom Co., Ltd. Fertilizer production
PT. KANSAI PAINT INDONESIA Automobile paint production and sales
Thai Shinkong Industry Corporation Ltd. Manufacturing and sales of PET resin
Mineral Resources Group Anglo American Sur S.A. Copper ore mining, processing and sales
Industrial Infrastructure Group Chiyoda Corporation Plant engineering business
Mitsubishi Electric de Colombia Ltda. Elevator business (sales and maintenance)
MITSUBISHI ELEVATOR MALAYSIA SDN. BHD. Elevator business (sales and maintenance)
MITSUBISHI ELEVATOR (SINGAPORE) PTE. LTD. Elevator business (sales and maintenance)
Mitsubishi Dendai Hong Kong Co., Ltd. Elevator business (sales and maintenance)
Mitsubishi Elevator (Thailand) Co., Ltd. Elevator business (sales and maintenance)
Mitsubishi Heavy Industries Compressor International Corporation Production, sale, and servicing of compressors
Automotive & Mobility Group PT MITSUBISHI MOTORS KRAMA YUDHA INDONESIA Automobile manufacturing
GAC Mitsubishi Motors Co., Ltd. Assembly, import and sales of automobiles
Food Industry Group Zhejiang Dalian Marine Foods Co., Ltd. Import, export, purchase, processing, and sales of marine products
Cermaq Group AS Salmon aquaculture business
Deccan Fine Chemicals (India) Private Limited Contracted manufacturing of agrochemical intermediates and active ingredients
OLAM INTERNATIONAL LIMITED Production, collection, processing, trade, and port operations for agricultural products
Princes Limited Food and beverage production
Nisshin Foods (Thailand) CO., LTD Production and sales of instant noodles, etc.
Foodlink Corporation Meat trading company
Power Solution Group N.V. ENECO Energy supply business
AMMAN ASIA ELECTRIC POWER PRIVATE SHAREHOLDING COMPANY Private power generation in Jordan
GS BATTERY VIETNAM CO., LTD. Manufacture and sale of lead-acid batteries for automobiles, motorcycles, and industrial use
Umm Al Houl Power Private Power Generation and Desalination Business in Qatar
OVO Energy Ltd. Electricity and Gas Retail Supplier

Provision of HSE Information

Since 2002, Nikken Corporation has a regularly-published newsletter called Safety News (in Japanese), which is shared with customers and other stakeholders. MC gathers a range of information including recommendations on how to reduce labor-related accidents as well as methods for how to avoid and prevent HSE incidents based on white papers published by related organizations.

Performance Data

Occupational Safety and Health Data (Consolidated and Non-Consolidated Basis)

Occupational Accident Data(Consolidated Basis)

Lost Time Injuries Frequency Rate*

(This data includes subsidiaries and unincorporated joint operations, which contain production business sites)

FY2019 FY2020 FY2021
① Employees 5.61 4.16 3.26
② Non-employee workers (Contractors) 2.16 1.95 1.14
Whole company (①+②) 5.06 3.79 2.73

Lost Time Injuries Frequency Rate*

(This data includes subsidiaries and unincorporated joint operations, any other group companies like affiliates, which contain production business sites)

FY2019 FY2020 FY2021
① Employees 3.19 3.40 2.43
② Non-employee workers 1.22 0.72 0.87
Whole company (①+②) 2.71 2.74 2.03

* “Frequency rate” refers to the frequency of occupational accidents and is derived from the number of lost time injuries resulting from occupational accidents per 1,000,000 actual working hours.

The number of fatalities and injuries in FY2021 at MC's main businesses (subsidiaries and unincorporated joint operations) with production sites over which MC has control through shareholdings etc. was 7. This number is including fatalities of contractors.

Meanwhile, the frequency rate of occupational accidents at major businesses (including subsidiaries, unincorporated joint operations, affiliates, etc.) with production sites in FY2021 was 2.03, which reflects a significant decrease of 26% compared with FY2021 (2.74), in line with MC's initial target. This was because MC continued to make significant progress on reducing injuries based on occupational health and safety management based on company policies, especially on business investments with relatively high occupational health and safety risks which resulted in significant decrease in injuries.

The goal of MC Group for FY2022 stands at a lost time injuries frequency rate of 2.03. MC believes it can ultimately reach zero injury accidents (especially zero fatalities) through its progress on achieving goals on occupational health and safety every year.

In order to achieve the MC Group's goal of "reduction in the frequency rate of occupational accidents compared with the previous fiscal year," MC will continue to strengthen its occupational health and safety management system and enhance individual measures for business investments with relatively high occupational health and safety risks from the next fiscal year onward (see below for data on occupational accidents by business area from FY2020).

【Reference 1】The number of FY2021 fatalities and injuries by Business Group (including subsidiaries, unincorporated joint operations)

FY2021
Natural Gas Group 0
Industrial Materials Group 2
Chemicals Solution Group 0
Mineral Resources Group 0
Industrial Infrastructure Group 0
Automotive & Mobility Group 0
Food Industry Group 4
Consumer Industry Group 1
Power Solution Group 0
Urban Development Group 0
Corporate Staff Section 0
Total 7

【Reference 2】FY2021 Occupational Frequency rate by Business Group (including subsidiaries, unincorporated joint operations, affiliates, etc.)

FY2021
Natural Gas Group 0.10
Industrial Materials Group 1.56
Chemicals Solution Group 3.67
Mineral Resources Group 1.59
Industrial Infrastructure Group 2.48
Automotive & Mobility Group 0.18
Food Industry Group 3.67
Consumer Industry Group 0.56
Power Solution Group 1.16
Urban Development Group 0.34
Corporate Staff Section 0.81
Total 2.03

Records of Occupational Accidents, Etc., by Business Group (Consolidated)

Each of our Business Groups manages occupational safety and health on a consolidated basis.
For more information on each Business Group’s records of occupational accidents, efforts to prevent recurrences, and other related information, please refer to the following:

  • Company-wide LTI Trends (FY2019-FY2021)
    LTI (employees & contractors) Target for FY2021 results 2.74
    FY2019 2.71
    FY2020 2.74
    FY2021 2.03
  • LTI Trends in the Natural Gas Group
    Overview of main occupational accidents Falls, collisions, bruises, etc., at the work sites of natural gas and LNG projects our company is involved in.
    Trends (FY2021 results vs. FY2020 results) In order to present factual LTI, performance data on occupational accidents at the project sites is aggregated based on the data from projects in which our company participates through SPCs and joint ventures.
    Efforts to further prevent recurrences Operating companies are responsible for the daily safety and health activities at the project sites, and occurance of a serious accidents is reported to our company in a timely manner. In addition, our company checks performance data on a monthly basis for existing businesses, and check it through due diligence process at the time of participation for new businesses to make sure that the safety and health environments at work sites are being maintained.
    LTI (employees & contractors) Target for FY2021 results 0.11
    FY2020 0.11
    FY2021 0.10
  • LTI Trends in the Industrial Materials Group
    Overview of main occupational accidents Cuts, scrapes, fractures, bruises, muscle pains, etc., caused by getting caught, falling, etc., at manufacturing and processing sites, as well as while handling cargo at our company's business investees.
    Trends (FY2021 results vs. FY2020 results) The number of accidents resulting in lost work time increased in industries such as steel manufacturing and processing. Efforts are being made to reduce occupational accidents by establishing a culture that prioritizes safety (fostering a culture of safety).
    Efforts to further prevent recurrences In addition to intensifying daily safety and health activities at work sites, operations are managed so that serious accidents are reported to our company in a timely manner when they do occur. Through dialogues with operating companies and annual performance data checks, efforts are also made to confirm that the safety and health environments at work sites are maintained.
    LTI (employees & contractors) Target for FY2021 results 1.25
    FY2020 1.25
    FY2021 1.56
  • LTI Trends in the Chemicals Solution Group
    Overview of main occupational accidents Operational occupational accidents at our company's business investees ((manufacturing industry and terminal businesses)).
    Trends (FY2021 results vs. FY2020 results) Due to the revision of the reporting system ((category)) of business investees, the number of reports to our company has increased.
    Efforts to further prevent recurrences The HSEQ & RC Unit has been established in the Business Group, and ongoing support, education, and awareness raising activities regarding occupational safety and health are provided to business investees by appointing professionals in the business as advisors.
    LTI (employees & contractors) Target for FY2021 results 0.47
    FY2020 0.47
    FY2021 3.67
  • LTI Trends in the Mineral Resources Group
    Overview of main occupational accidents Sprains and cuts, etc., due to falls, riding accidents, and collisions with machinery and equipment at mines that our company has invested in.
    Trends (FY2021 results vs. FY2020 results) While the number of occupational accidents at mines in operation has improved, lost time injury frequency rates have worsened due to an increase in the number of accidents resulting in lost work time during operations at mines under development.
    Efforts to further prevent recurrences At mines which our company has invested in, we comply with the occupational safety and health standards in the relevant countries, and thoroughly manage and operate occupational safety and health as the most important indicator in mine operations based on strict standards regarding occupational safety and health set by our operating partner resource companies. As an example of our efforts to further prevent the recurrence of occupational accidents, we have implemented training and education programs for employees. When an occupational accident does occur, we thoroughly investigate and analyze the cause and formulate measures to prevent a recurrence based on similar events. In addition, we repeatedly inform employees of the occurrence of occupational accidents and measures to prevent their recurrence and reflect them in our educational programs.
    LTI (employees & contractors) Target for FY2021 results 1.52
    FY2020 1.52
    FY2021 1.59
  • LTI Trends in the Industrial Infrastructure Group
    Overview of main occupational accidents Bruises, sprains, cuts, getting caught, etc., at equipment maintenance service sites and the sales offices of industrial machinery leasing companies.
    Trends (FY2021 results vs. FY2020 results) Increase in accidents resulting in lost work time in equipment maintenance work and industrial machinery leasing businesses, etc. Increased sense of busyness at sites due to the improved operation of leased assets, etc.
    Efforts to further prevent recurrences In addition to intensifying daily safety and health activities at work sites, operations are managed so that serious accidents are reported to our company in a timely manner when they do occur. Performance data is checked once a year to confirm that the safety and health environments at work sites are being maintained.
    LTI (employees & contractors) Target for FY2021 results 1.96
    FY2020 1.96
    FY2021 2.48
  • LTI Trends in the Automotive & Mobility Group
    Overview of main occupational accidents At an assembly plant, an employee fell and was injured when they came into contact with an unmanned parts delivery vehicle. Cuts during parts assembly. Burns and cuts during repairs in a repair shop.
    Trends (FY2021 results vs. FY2020 results) The occupational accident frequency rate (LTI) in FY2021 was the same as in FY2020. All of the occupational accidents that occurred were minor, such as cuts. There were no serious occupational accidents.
    Efforts to further prevent recurrences We share case studies within work sites, raise awareness within the company, issue reminders, refurbish machinery and review work processes. In addition, we check performance data once a year to confirm that the safety and health environments at work sites are maintained.
    LTI (employees & contractors) Target for FY2021 results 0.17
    FY2020 0.17
    FY2021 0.18
  • LTI Trends in the Food Industry Group
    Overview of main occupational accidents Cut, sprain, bruise, fracture, etc., at agricultural and fishery sites and food manufacturing and processing sites.
    Trends (FY2021 results vs. FY2020 results) Significant decrease in the number of occupational accidents at some business sites.
    Efforts to further prevent recurrences In addition to analyzing the details of occupational accidents that actually occurred, and formulating and implementing measures to prevent their recurrence, we are also working to prevent their recurrence by sharing actual cases within the Group and by raising awareness.
    LTI (employees & contractors) Target for FY2021 results 5.30
    FY2020 5.30
    FY2021 3.67
  • LTI Trends in the Consumer Industry Group
    Overview of main occupational accidents Cut, sprain, bruise, fracture, etc. at manufacturing sites and sales offices.
    Trends (FY2021 results vs. FY2020 results) Staying at about the same level.
    Efforts to further prevent recurrences When an occupational accident occurs, we work to reduce the number of occupational accidents by conducting a follow-up from investigating and analyzing it to implementing measures to prevent its recurrence.
    LTI (employees & contractors) Target for FY2021 results 0.54
    FY2020 0.54
    FY2021 0.56
  • LTI Trends in the Power Solution Group
    Overview of main occupational accidents Cuts, bruises, burns, etc.
    Trends (FY2021 results vs. FY2020 results) Thanks in part to our ability to collect occupational accident performance data for the newly consolidated comprehensive Dutch energy company at the end of last year, our LTI became more in line with the actual situation of our Group.
    Efforts to further prevent recurrences In addition to intensifying daily safety and health activities at work sites, operations are managed so that serious accidents are reported to our company in a timely manner when they do occur. We check performance data once a year to confirm that the safety and health environments at work sites are being maintained.
    LTI (employees & contractors) Target for FY2021 results 0.86
    FY2020 0.86
    FY2021 1.16
  • LTI Trends in the Urban Development Group
    Overview of main occupational accidents Cuts, bruises, etc., at construction sites.
    Trends (FY2021 results vs. FY2020 results) Slight decrease. We will continue to work to reduce occupational accidents by fostering a culture that prioritizes safety and health.
    Efforts to further prevent recurrences Although no major accidents have occurred, operations are managed so that occupational accidents are reported to our company in a timely manner when they do occur. In addition, we confirm that the safety and health environments at work sites are being maintained by checking occupational accident performance data once a year.
    LTI (employees & contractors) Target for FY2021 results 0.42
    FY2020 0.42
    FY2021 0.34

Occupational Accident Data (Non-Consolidated Basis)

Lost Time Injuries Frequency Rate*1

FY2019 FY2020 FY2021
① Employees 0.49 0.16 0.17
② Non-employee workers (Contractors) - - 0
Whole company (①+②) 0.49 0.16 0.15

Lost Time Injuries Severity Rate*2

FY2019 FY2020 FY2021
① Employees 0.01 0 0
② Non-employee workers (Contractors) - - 0
Whole company (①+②) 0.01 0 0

Occupational Illness Frequency Rate*3

FY2019 FY2020 FY2021
① Employees 0 0 0
② Non-employee workers (Contractors) - - 0
Whole company (①+②) 0 0 0

Employees working at head offices and domestic branches (excluding advisors and contract employees).

Contractors include temporary staff working at head offices and domestic branches.

*1 “Frequency rate” refers to the frequency of occupational accidents and is derived from the number of lost time injuries resulting from occupational accidents per 1,000,000 actual working hours. “Injuries/ deaths” refers to occupational accidents resulting in both physical injury or loss of physical function as well as one or more days of absence from work.

*2 “Severity rate” refers to the severity level of accidents and represents the total number of lost time injury days/1,000 total actual working hours.

*3 Frequency of industrial accidents classified as work-related illnesses as stipulated by the Japanese Ministry of Health, Labour and Welfare (including fatalities caused by illness).

There have been no fatal accidents at MC during the three-year period stated above.
In FY2021, falls on the way of commuting were the cause of 100% of occupational accidents, which form the basis of the frequency rate and the severity rate. We don't have any occupational accidents in the workplace for FY2021.

Comparison with industry average (from the Japanese Ministry of Health, Labour and Welfare’s “Survey on Industrial Accidents” (2019–2021) for Wholesalers and Retailers with a Business Scale of 100 Employees or More)

FY2019 FY2020 FY2021
Lost time injuries frequency rate 2.09 2.27 2.31
Workplace accident severity rate 0.04 0.11 0.05

MC's data is comparable to non-consolidated occupational health and safety data only, as it is based on various places of business.

Data Related to Regular Health Checkups (Consolidated and Non-Consolidated Basis)

Health Checkup Rate for Domestic (Japan-Based) MC Group Company Employees (Consolidated Basis)

FY2019 FY2020 FY2021
Health checkup implementation rate for domestic (Japan-based) employees 100% 100% 100%

Overseas assignees checkup rate

FY2019 FY2020 FY2021
Overseas assignees checkup rate 92% 80% 77%

Percentage of Annual Paid Leave Taken (Non-Consolidated Basis)

Percentage of Annual Paid Leave Taken (Non-Consolidated Basis)

FY2019 FY2020 FY2021
Percentage of Annual Paid Leave Taken 67% 55% 60%

Other Data

Head Office Clinic Usage

Patients in FY2021: (total no. of people) Approximately 15,500 people per year (Medical examinations: 5,270; general medical examinations: 9,060; overseas medical consultations, health guidance and others: 1,170)

Health Checkup Results

FY2019 FY2020 FY2021
Health checkup rate for domestic (Japan-based) employees 100% 100% 100%
Domesitic assignees checkup rate 86% 84% 84%
Health guidance for employees who meet certain standards based on health checkup results etc. (health guidance for those who received findings in accordance with Article 6 and Paragraph 7 of Japan's Industrial Safety and Health Act) - - 100%

Stress Check Results (Domestic)

2020.3 2021.3 2022.3
Checkup rate 95% 95% 94%

Training and Education Performance

Training Course Title Theme Target Participants
FY2021
Organizational management training Lecture on Safety and Health Management by the supervising occupational physician Team Leaders 161
Health included as a theme in New Manager (M2) Training introductory seminar Persons promoted to management positions 141
Intermediate Follow-up Training for new employees Lecture on stress management University graduate employees 124
Induction training for mid-career hires Lecture on stress management Mid-career hires 16
Instructor training Lecture on workplace mental health “Instructor” employees 145
Domestic assignment orientation Mental health included as theme in lecture on human resources management. Lecture delivered by legal advisor. Managers sites/companies 101
MC Skill-up Seminar “Labor law and personnel management” lecture on the basics of labor law and labor management (mental health care, harassment, etc.) Employees whose work requires it (application basis) 35
Training Course Title Theme Target Participants
FY2020
Care for subordinates’ mental health during the COVID-19 pandemic Lecture on “Care for subordinates’ mental health during the COVID-19 pandemic” by supervising occupational physician and in-house licensed psychologist Management 3,162

Number of Consultations with MC's Mental Health Support Desk

FY2020 FY2021
Number of people receiving consultations 205 263
Total number of consultations 1,909 2,431
Number of courses concerning care for subordinates' mental health (1,276) (1,592)

Presenteeism

FY2020 FY2021
Respondents 4,520 5,376
Absolute presenteeism (WHO-HPQ)
Note: Out of 100 points
65.9 67.9
Relative presenteeism (WHO-HPQ)
Note: Range of 0.25 to 2
1.09 1.11

Incidence of obesity (BMI of 25 or over)

FY2019 FY2020 FY2021
Male 31.0 30.6 28.7
Female 8.1 9.7 5.9
Total 25.4 23.4 23.0

Additionally, we collect and analyze data such as medical check-up items and numerical values, as well as questionnaires in order to identify issues and consider response measures.

Other Metrics

FY2021
Weight Gain Since Age 20
*1
Dietary Risks
*2
Awareness of Lifestyle Improvement
*3
Male 32.8% 30.7% 55.9%
Female 12.2% 27.3% 39.6%
Total 27.5% 25.4% 23.4%

*1 Employees who selected “Increased by 10 kg or more since age 20”

*2 Employees who selected at least two of the four items in the dietary questionnaire: snacking, skipping breakfast, eating speed, time of eating dinner

*3 Employees who selected “working on” doing exercise or making lifestyle changes

All data is based on in-house data from MC clinics.

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