Our human capital is the Marubeni Group’s greatest asset and the driving force behind value creation. In the Mid-Term Management Strategy GC2027, the Company has positioned strengthening the Marubeni Group HR Strategy as a mechanism to pursue the “Global crossvalue platform.” The “place where employees with diverse backgrounds gather, thrive, and connect,” which was established under the previous Mid-Term Management Strategies GC2021 and GC2024, is a strong foundation for implementing the Company’s HR Strategy. In our HR Strategy under GC2027, we will leverage this foundation to further strengthen the mission-oriented and competence-based HR system that we have been pursuing so far. We believe that the source of human capital growth lies in the execution of high-quality missions. When each employee sets a greater mission that is aligned with the organizational strategy and does their best to realize it, organizational competitiveness will become stronger. By thoroughly reinforcing this approach, we aim to realize a state where both the organization and human capital grow together. The entire Marubeni Group will maximize the potential of its human capital and focus on “reallocation of employees to growth domains,” “strengthening business investment and management professionals,” and “expanding employee shareholder-oriented initiatives.” By doing so, we will strengthen the Marubeni Group’s human capital to achieve even higher goals.
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Aligning with Management
The Talent Management Committee
The source of for human capital strategy is linking management strategy with human capital strategy. The Talent Management Committee, a committee that holds meetings related to human capital strategy and comprises of the CEO, CHRO*1, CSO, and CAO as key members, is aiming to realize a human capital strategy that aligns with management strategy. Specifically, the Talent Management Committee will continue to discuss key priorities such as human capital allocation, leader development, engagement, diversity, and HR system reform review, and they will promote the management-led changes with priority.
From FYE 3/2024, the Marubeni Group newly established a CHRO position in order to strengthen the creation and promotion of HR-related systems and measures that contribute to management strategies, and from FYE 3/2025, the CHRO was moved to a direct report line to the CEO in order to further strengthen our Group HR Strategy. The CHRO advises the CEO and is involved in overall management related to HR strategy.
Increasing Employee Awareness Towards Taking Part in Company Management
We are strengthening links with management and increase each employee’s sense of unity to enhance corporate value through various initiatives, such as regular implementing opportunities for direct communication between management and employees, and implementing an employee stock ownership program (enrollment rate of 95.9% as of March 31, 2025) that aims to foster a stronger sense of collective responsibility towards enhancing corporate value.
Reinforcing the Foundation of the HR Strategy under GC2021 and GC2024― the “Place Where Employees with Diverse Backgrounds Gather, Thrive, and Connect”
The Company will further enhance its efforts to create an environment where every individual can continue to play an active role and promote open innovation through initiatives related to diversity management, which includes the promotion of female empowerment, work life management, health and productivity management. Through these initiatives, we will continue to reinforce the foundation of our HR Strategy― the “place where employees with diverse backgrounds gather, thrive, and connect” ―which was established under the previous Mid-Term Management Strategies GC2021 and GC2024.
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Initiatives
Coming Together
To adequately address diverse social issues and customer needs, it is essential to have human capital from diverse backgrounds and move away from conventional uniformity and groupthink. To become even more diverse, the Marubeni Group is strengthening its approach and outreach to appeal to diverse talent.
Securing Diverse Talent
While incorporating distinctive hiring methods, we engage with a diverse pool of talent who can become the drivers of new value creation through leveraging their expertise, capabilities and individuality.
Measures
Status of Initiatives
Career Vision Recruitment
Career Vision is a recruitment program where employees who have just joined the Company can indicate their preferences for their initial assignment. Employees in the Recruiting Section lead the advertising and assessment processes, which includes planning advertising campaigns to the actual candidate selections. A total of 21 departments participated in new college graduate hiring activities for FYE 3/2025, with a total of 21 new hires.
Mid-career Hiring
Based on the needs of each department, we recruit talent throughout the year who possess new insights and experiences. Marubeni hires approximately 30 to 50 mid-career employees every year. We recruit and hire early-career professionals from diverse backgrounds who initially gained work experience elsewhere and are expected to professionally develop further in the future. A total of 47 people were hired mid-career in FYE 3/2025.
Referral Hiring
Marubeni is trialing a referral hiring system where employees refer their friends and acquaintances as candidates for mid-career and early-career hires.
External Recognition
Marubeni ranked fifth overall in ONE CAREER’s*2 Shukatsu Kuchikomi Awards 2024*3 out of approximately 50,000 companies listed (first place for a trading company). Also, Marubeni ranked first place in the women’s category of the “2025 [Spring] (Job Hunting Survey for Students Graduating in 2026, Second Half) Ranking of Most Attractive Companies for University Students”*4, conducted by Diamond Human Resource, Inc.
ONE CAREER Inc. operates one of the largest job hunting website in Japan among students enrolled at universities in Japan and overseas.
An award given to companies based on job-hunting college students’ experiences and reviews.
This ranking is based on a survey conducted among university and graduate students who are expected to graduate or complete their studies in March 2026. It consists of four categories: male students in humanities (ranked 3rd), male students in sciences (ranked 4th), female students in humanities (ranked 1st), and female students in sciences (ranked 1st)
Promoting Employment of People with Disabilities
To promote the employment of people with disabilities, we established the Marubeni Office Support Corporation in FYE 3/2009, which is certified as a special subsidiary company. In FYE 3/2021, we were the first company in Tokyo to obtain the “Monisu Certification,” awarded to small and medium-sized enterprises that excel in the employment of persons with disabilities. Additionally, in FYE 3/2022, we were recognized by the Tokyo Metropolitan Government as a barrier-free best practice company. As of March 2025, Marubeni Corporation and the Marubeni Office Support employ a total of 107 people with disabilities, an employment rate of 2.97% that exceeds the legally-prescribed minimum employment rate.
Being Energized
The Marubeni Group aims for human capital and the company to grow together by having each employee set their own missions and endeavor to achieve challenging objectives. To enable our employees to thrive, we have introduced a mission-oriented HR system and focus on initiatives such as human capital development and health and productivity management.
Mission-oriented HR System
Each organization within the Company assigns employees a mission (expected role with quantitative and qualitative targets) based on each employee’s skills and characteristics. The goal of this system is to enhance the strategic execution capabilities of the organization by encouraging each employee to boldly take on challenges aligned with their greater mission, which in turn promotes the growth of human capital.
As the mechanism supporting the mission-oriented HR system, we have introduced Mission Ratings. Mission Ratings drive forth the action of assigning missions to match an employee’s abilities by aligning the scale of the mission with the level of compensation, which thereby achieve a more objective and timely evaluation. The mission-oriented system, which traditionally applied only to management positions, has been expanded to non-management positions from FYE 3/2025. Additionally, we eliminated the job classification system that distinguished between the career track and the administrative track, which had different job requirements and career paths. These revisions will further encourage employees to take on the challenge of greater missions and career ownership, leading to the growth of both human capital and the Company and enhancing long-term corporate value. To improve the quality of missions (= alignment with organizational missions x degree that stretches one’s capabilities x personal ownership) that aim to achieve the quantitative targets and profit growth plan of GC2027, we are increasing focus more than ever before on internal dialogues for setting missions. We aim for each employee to wholeheartedly and persistently pursue high-quality missions. We believe that the achievement of each individual’s mission leads to the achievement of each organization’s mission, and that the sum of these achievements will make the goals in GC2027 a reality. By sharing this approach throughout the Marubeni Group, we will create a virtuous cycle in which the entire group unites to set and accomplish even greater missions.
Missions Provide the Foundation for Executing Organizational Strategy and Furthering the Growth of Human Capital.
Pursuing the improvement of long-term corporate value by implementing strategies in each organization.
Each employee is given a mission based on their skills and characteristics, with the goal of enhancing an organization’s strategic execution capabilities by augmenting each individual’s contribution.
Each employee taking on bold challenges toward more significant missions and striving for excellence will lead to their further growth and their increased market value*5.
For each employee to take on more challenging roles and objectives, missions are set through active communication between supervisors and their employees, a year-end evaluation and individual feedback is conducted, and missions for the following year are set based on the results of the evaluation. This continuous cycle connects to the development of each employee’s abilities and career.
Engagement Survey
Marubeni defines engagement as “a relationship where individuals and the organization come together and contribute to each other’s growth,” and we measure the engagement score*6 of employees. In the fiscal year ended March 31, 2025, our engagement score improved compared with the previous survey. Also, Marubeni received the second prize at Link and Motivation Inc’s Best Motivation Company Award 2025: Leading Companies Division (Less Than 5,000 Employees).
Based on the results of the survey, Marubeni provides organizational improvement programs to organizations that seek to improve. By creating and executing improvement action plans, most organizations that participate in this program see their engagement scores improve. The percentage of organizations with high engagement scores has also increased over the years.
The engagement score (deviation score) reflects conditions in the organization. A deviation score of 50 is the average for companies that use services provided by Link and Motivation Inc.
Human Capital Development
In order to promote the growth and success of our Group’s human capital, the source of our corporate value, we are driving talent development through a dual approach of on the job training and off the job training.
Marubeni Human Capital Development Structure Chart
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Talent Assessment
Through multifaceted observations and self-assessments, we visualize each employee’s distinct behaviors, strengths, and challenges. In the fiscal year ended March 31, 2025, the scope of the assessments was expanded to 70% of all employees, including non-management employees. This information is utilized by each organization for transfers/placements, assigning missions, and daily team management. Individuals can also use this information for self-reflection and to help guide decisions on future skills training and plans for career development.
Marubeni Executive LEAD Program
Under the theme of cultivating the next generation of leaders to lead the Marubeni Group, this selection program includes sessions customized exclusively for Marubeni by IMD, a business school based in Switzerland. Participants learn about cutting-edge management theories and leadership.
Marubeni Master Course
Professors are invited from Japan-based business schools to provide lectures on essential knowledge for business management, such as management strategy, accounting, finance, organizational management and marketing. Employees from various departments and of various ages participate in this program, which includes lectures, case studies, and discussions to enhance their skills.
Marubeni Learning Platform (MLP)
We have introduced MLP, a human resource development platform that aggregates diverse learning content and enables timely and efficient learning anytime, anywhere. Through MLP, employees actively work on upskilling and reskilling to achieve their mission and career goals, while supervisors strengthen support for their subordinates’ growth through daily dialogue based on the visualized learning history, aiming to further accelerate employee growth.
Image of portal for MLP on our Intranet
Talent Development for Digital Literacy
To strengthen talent that drives digital transformation (DX) within the Marubeni Group, we conduct various training programs and workshops. Through these efforts, as of the end of March 2025, we had trained more than 730 digital talents, i.e., people who can apply their digital skills on the front lines. In 2024, we added obtaining an IT passport to the list of requirements for promotions in order to encourage all employees to learn the basics of IT knowledge.
In 2023, we internally launched the Marubeni Digital Talent Profile website. By making these digital talents and their respective skills more visible within the Company, it has become possible to reach out to the right person at the right time. Personnel who learned skills through in-house training have started to participate in projects at other business units.
We believe that new value can be created by strengthening collaboration among talent across internal and external organizations, and we have established mechanisms to encourage collaboration among our employees. Globally, we are expanding efforts aimed at interactions with employees outside one’s own department and fostering a culture of innovation.
Marubeni Career Market
By focusing on our own career market, where personnel can move across organizations both inside and outside the Company, we foster an open community while helping employees develop their own careers. This has led to the discovery of new value and functions, as well as business development. Marubeni has created an Internal Talent Recruitment System where organizations can publicize internal job positions and an Employee Job Matching System where employees can request transfers to other organizations. Furthermore, in collaboration with other companies, we are implementing an External Personnel Exchange Program that entails the exchange of employees with leading companies in other industries.
Marubeni Career Market
15% Rule
This measure makes it possible for employees to allocate up to a maximum of 15% of their work hours to activities aimed at developing business that will help to increase the value of the Marubeni Group. This rule aims to create an environment for each employee that makes it easier to search for and discover new solutions for customers and society by making use of the Marubeni Group’s networks, business models, know-how and human capital.
Crosshelp (System for Providing Value Across Organizations)
Crosshelp is a system where organizations can solicit internal assistance from other employees by openly recruiting people who can participate and cooperate on a part-time basis. Employees who wish to assist or participate can apply, facilitating collaboration across different organizations.
Cross Value Coin
This is a reward system designed to promote cooperation and collaboration across organizations by rewarding contributions of various scopes, ranging from providing information on other organizational or regional strategies to creating new business ventures.
Triangle Mentor
Three people of different generations and from different departments form a trio and regularly communicate to form connections that transcend one’s organization and generation, to share experiences, to further mutual understanding of different values and ways of thinking, and to build a foundation for new employees.
The Marubeni Digi-Challenge
Since FYE 3/2021, we have focused especially on the field of Data Science through the Marubeni Digi-Challenge initiative. This program emphasizes acquiring Data Science skills via practical, hands-on application rather than theoretical study. Participants use digital technology such as programming to address real business and operational issues that we source from Marubeni Group operations worldwide.
Business Model Canvas
We have created the BMC site to increase the visibility of the assets and business models of the Marubeni Group and share them with all employees. To help create new businesses, we will expand the functions of the site. At the same time, we will promote measures enabling us to use the BMC framework in business settings.
Idea Box
This mechanism enables all Group employees to contribute proposals related to new business ideas, challenges they would like to take on, and business improvements.
Business Plan Contest
This global contest is an open call for business proposal projects within the Marubeni Group. Now in its seventh year, this contest has led to proposed projects being evaluated and commercialized, such as a digital maternal and child health record business in Indonesia, which was assessed and developed into a business. This project will continue to play an important role as a platform for fostering a culture of innovation.
M-Alumni
In November 2023, we launched the M-Alumni as a community with the aim of creating a network of former employees who are connected to Marubeni through a dedicated social networking site, through this network, and acquisition of human resources and collaborating together on business ideas. The dedicated social networking site features information about the companies that former employees are currently affiliated with, the work they do and their interests.
This information can be searched, and users can directly approach others by actions such as sending personal messages to people they would like to connect with for the first time. Marubeni periodically includes information on the dedicated social networking site related to news releases, events and products. Aside from the dedicated social networking site, we are also working on holding in-person networking gatherings.
Marubeni Global Mobility Program
Through the Marubeni Global Mobility Program, Marubeni Group employees from overseas offices, who are also future candidates for executive positions at their respective offices, are seconded to Marubeni Headquarters in Tokyo and Group companies in other countries for a set period of time. By expanding opportunities to gain experience at Marubeni Headquarters and overseas/Japan-based Group companies, Marubeni promotes the active participation of diverse human capital across the world.
Work from Anywhere
A Work from Anywhere policy, aimed at raising the performance of the entire organization, has been adopted to encourage each employee to achieve greater quality, speed, and volume of output by increasing workplace options, such as working from home and satellite offices, and encouraging more effective time utilization.
New Business Attire Guidelines: “Self-Biz”
“Self-Biz” is a policy for fostering a culture of autonomous thinking and conduct. This policy allows each employee to select the business attire that they personally feel is appropriate, based on guidelines that define minimum requirements while discarding the categories of business vs. casual.
Communication with Employees
Communication between Management and Employees
To foster unity at Marubeni, internal meetings are regularly held with the aim of encouraging communication between co-workers and between management and employees. By FYE 3/2025, a total of about 2,900 employees participated in these meetings.
By continuing to provide opportunities for direct dialogue between management and employees, we will further energize and deepen communication within the Company.
Relationship with the Labor Union
The Marubeni Employees’ Union was established in 1949. As of March 31, 2025, it has 2,681 members, or about 62% of our employees. The Company and the Marubeni Employees’ Union share common goals such as improving the prosperity of the Company and the socioeconomic status of all employees. Both parties respect each other’s positions and engage in honest dialogue in order to build good labor-management relations. In the fiscal year ended March 31, 2025, 5 meetings were held, including management-union discussions and other senior management members, various collective bargaining meetings*7, and committee meetings. In addition, the Company and the Marubeni Employees’ Union actively promote joint activities to introduce and implement systems and measures related to developing the working environment.
The collective labor agreement stipulates that (1) matters concerning the working conditions of union members, and (2) other matters that have a significant impact on the Company, on the union, and on union members, are matters for collective bargaining. The agreement also stipulates that the Company and the union must respond in good faith to any legitimate request for collective bargaining by the other party and strive to resolve the issue promptly.
Harunori Ogata, Chairman of the Marubeni Employees’ Union
From the Marubeni Employees’ Union
The Marubeni Employees’ Union aims to foster a company environment where each employee of the Marubeni Group can perform to their full potential and both the Company and employees can achieve sustainable growth. To achieve this goal, it is important for both management and each employee to continuously strive together with a strong commitment to improve the company and simultaneously contribute to society.
Through dialogues with management (such as management-union discussions), the Marubeni Employees’ Union addresses all management issues with the company by connecting individuals beyond their organizations, gathering company-wide knowledge, and integrating diverse values and then proposing solutions to the Company to solve challenges together with an optimized approach. At the same time, the Marubeni Employees’ Union is expanding their network with other unions that share the same sense of challenges and collaborating with them to address these issues. Through these efforts, we strive to provide value to society in our daily activities.
Participation in the Personnel Committee and Other Committees of the Japan Foreign Trade Council (JFTC)
Marubeni participates in the Personnel Committee of the Japan Foreign Trade Council (JFTC), where it engages in exchanging opinions with external parties on issues such as overseas safety management measures, efforts to reform organizational culture and improve engagement, and the promotion of DE&I.
Agenda for the Fiscal Year 2024
Initiatives to Strengthen Overseas Safety Management Measures
Efforts To Reform Organizational Culture and Improve Engagement
Initiatives for Strengthening Human Capital Capabilities
(1) Development of Global Talent
(2) Promotion of DE&I
(3) Improvement of the Educational Environment and Expansion of Facilities at Overseas Educational Facilities
Continuation of Trading Company Training Programs
Request activities and Follow-ups for Promoting the Conclusion of Social Security Agreements with Other Countries
Response to the Disclosure of Human Capital Information
In addition, as a member of the “Human Capital Management Consortium” and the “Forum for Women’s Empowerment & Diversity Management Support (a Public Interest Incorporated Foundation)”, we participate in various trainings and seminars to gather information. We are utilizing the insights gained from collaborations outside the company to develop and promote human resource strategies, ensuring that our talents can exert their utmost power in driving our business strategy.
