Marubeni official website. This page offers you information about our HR Management.
Under our previous mid-term management strategies GC2021 and GC2024, Marubeni worked to build “an ecosystem where employees with diverse backgrounds gather, thrive, and connect.” This is a solid foundation to implementation of our HR strategy. Under mid-term management strategy GC2027, we are enhancing the mission-oriented and competence-based HR System that we have pursued with the mission-oriented HR system, which is at the heart of this foundation. We will institute measures for encouraging individual employees to take on more challenging missions sincerely and to grow continuously. The entire Marubeni Group will pursue a competence-based approach of putting the “right person in the right position” to maximize the full potential of our human capital and to continuously bolster the organizational capacity to carry out its strategies. Under Mid-Term Management Strategy GC2027, we will concentrate management resources on the winning strategies of our strategic platform businesses while advancing three growth drivers: continuous improvement of existing businesses, strategic capital allocation and growth investment strategy, and pursuit of the Global crossvalue platform. One of our initiatives is to strengthen the Marubeni Group HR strategy. Under this initiative, we aim to enhance the value creation capabilities of the overall Marubeni Group through (1) the execution of winning strategies by business management professionals and (2) the propagation of winning strategies by business investment professionals, as well as by developing, strengthening, and appropriately rewarding the talent taking charge of them. In addition, GC2027 expects profit growth to result largely from profit growth plan of Group companies. The Marubeni Group’s growth stems from growth of Group companies. One of the Marubeni Group’s foundational strengths lies in the high growth potential of its human capital. We believe its dramatic growth owes to the experience its employees have on the frontlines of business and at Group companies. In light of the future vision of the Marubeni Group, we will take a basic stance of emphasizing the importance of the frontlines of business where personnel face customers and partners, and thereby improving the Group’s value creation functions. We will seek to be a group of human capital with qualities and functions that enable business growth together with personnel of Group companies.
The Marubeni Group will enhance its earning power by reallocating employees to business domains with future growth potential and high capital efficiency, such as strategic platform businesses. In April 2025, we introduced organizational reforms to reorganized our 16 Business Divisions into 10. Within our major usiness domains, we also aim to enable each Division to reallocate talent swiftly to higher growth sectors. In view of the Marubeni Group’s future vision and the orientation we will pursue, the experience on frontlines of business and at Group companies provides opportunities for our employees to increase their potential and to achieve growth. It also provides opportunities for executing and propagating winning strategies. We strengthened the placement of Marubeni employees, particularly younger employees, in our business frontlines and Group companies so that they can immerse themselves in the business from their early career stage, focus on achieving results, and gain extensive experience, laying the groundwork for future roles in business improvement, growth investment, and business management, and the Marubeni Group management (As of April 2026, the number of Marubeni employees with up to 10 years of tenure seconded to Group companies and similar entities has increased by 24% year on year.)
To advance the profit growth plan and investment strategy set out in GC2027, we will strengthen the quality and quantity of our talent in business investment and management. In April 2025, we set up a Growth Investment Management Department in each Business Division and allocated human resources with extensive investment experience. These Departments aggregate and share company-wide expertise on business investment and growth strategy execution. Partnering with frontline business teams, they will also support investment agreement negotiations and assist with planned business management, which will enhance the quality of our investments. In addition, we established the Value Creation Office under the direct supervision of the President and CEO in April 2026. It serves as a squad for formulating and systematizing measures built on overall consideration of the business portfolio and for supporting the dissemination and implementation of these measures throughout the Marubeni Group. In the past, the functions of supporting Group companies were dispersed across Business Divisions and the Corporate Staff Group. They are now concentrated in this new office and harmonized to accumulate and utilize knowledge and human capital for the propagation of winning strategies across the Marubeni Group and for consistently increasing business value. In parallel, we will develop management talent for Group companies, implement incentive systems and systematically allocate our personnel to frontlines of business. Through a career cycle consisting of experience on the frontlines of business and at Group companies, a broad pespective and value-enhancing experience, we will continuously develop and train both competent business management talent capable of proactively executing winning strategies and business investment talent who can spread the knowledge gained through their experience to the whole Group. We will give high marks to employees with rich practical experience on the frontlines and seek to recruit more with extensive perspectives as a pool of talent for management. We will vigorously seek management talent who will help enhance the Marubeni Group’s business value from within and outside of Marubeni.
We will expand employee shareholder-oriented initiatives so that employees, sharing the same perspective as our external shareholders and investors, work together to enhance our corporate value and achieve our financial targets. We have been promoting employee stock ownership through our employee stock ownership program, and recently we have introduced performance-linked special incentive payments from FYE 3/2023. In FYE 3/2026, we increased the incentive rate, or the ratio of incentive payments to employees’ contributions to the employee stock ownership program, eased the limit on the number of contribution units, and introduced a system for viewing the market value of the personal balance on the Intranet. These initiatives increased the employee enrollment rate from 50.1% in FYE 3/2022 to 97.0% in FYE3/2026. Average contribution per employee reached nearly double the level in FYE 3/2022. We also recommend participation in the employee stock ownership program for Marubeni Group companies based in Japan and provide support for introduction of the program. We will develop and expand the programs that encourages employees throughout the Group to own Marubeni stock in a bid to forge a sense of unity for enhancing corporate value.
The Talent Management Committee (TMC) is a forum for discussing high-prilrity agenda items in HR strategies. Until FYE 3/2026, it consisted of the President and CEO, the CHRO, the CAO and the CSO as key members. From April 2026 onwards, the President and CEO, the CHRO, the CSO and the CDIO serve as key members and are joined by HR managers of overseas Corporate Subsidiaries who have a connection to the subjects being discussed. This committee or the Corporate Management Committee makes the necessary deliberations, reporting and approvals on high-priority agenda items related to our HR strategy from the perspective of carrying out HR strategies in conformity with our management strategies. By strengthening the initiatives of the TMC, which engages in multifaceted discussions on talent management, we will implement our HR strategy more effectively on a global scale as a unified Group. In FYE 3/2024, Marubeni instituted a new post of Chief Human Resources Officer (CHRO) in charge of formulating and implementing HR strategies aligned to management strategies. Since FYE 3/2025, the CHRO has been assisting the President and CEO for the purpose of strengthening execution of the Group HR strategies in alignment with its management strategies and taking part in overall management related to HR strategies.
By creating opportunities for direct communication between management and employees, the Marubeni Group emphasizes the importance of discussing and sharing ideas on management philosophy, vision, and strategy. In addition to holding regular opinion exchanges between the President and CEO and employees, we have created an online form “Opinion Box” that employees can use to submit their opinions directly to the President and CEO. In FYE 3/2026, we organized a total of 11 Marubeni Townhall Meetings as opportunities for employees to have direct communication with the President and CEO and Corporate Management Committee members for the purpose of enhancing mutual understanding and alignment between the management and employees. These meetings were joined by approximately 1,900 employees. Many of the employees who attended commented that they understood the Marubeni Group’s vision more clearly and that their understanding of the importance of frontline experience has become deeper. A positive change in terms of motivation was also observed. In addition, we are strengthening links with management and increasing each employee’s sense of unity to enhance corporate value through various initiatives, such as implementing an employee stock ownership program that aims to foster a stronger sense of collective responsibility towards enhancing corporate value.
Marubeni appoints Human Resources Business Partners (HRBPs) in separate Business Divisions for the purpose of pursuing the Group HR strategy. We thus bolster the structure for supporting HR management in separate Business Divisions including Group companies under their respective control. We also visit and interview major Group companies in Japan so as to understand their needs for support, primarily in recruitment, HR development and HR system design, and to offer comprehensive support to them.
Under our previous mid-term management strategies GC2021 and GC2024, we worked to build the “Place Where Employees with Diverse Backgrounds Gather, Thrive, and Connect.” This is a critical foundation to our HR strategy. In order for the Marubeni Group to achieve sustainable growth in an uncertain business environment, it is essential that people with diverse perspectives and experiences actively leverage their individual difference, challenge and learn from one another, and concert organically, thereby enhancing the quality of each decision. Therefore, the Company is dedicated to further enriching an environment where every individual can continue to thrive through efforts in diversity management including the promotion of female empowerment; work life management; and health and productivity management. Aiming for an environment where our employees remain highly engaged, and can thrive over the long term, we will reinforce the foundation of the Company’s HR Strategy―strengthening the ecosystem where employees with diverse backgrounds gather, thrive, and connect.
To adequately address diverse social issues and customer needs, it is essential that human capital from diverse backgrounds come together and collaborate. To make the Marubeni Group stronger, we are adopting a range of measures to strengthen our appeal and outreach to diverse talent.
Marubeni is strengthening the communication of its appeal through a combination of in-person and digital initiatives. These initiatives include building a company-owned media platform for both new-graduate and mid-career recruitment, maximizing interactions between employees and students through company briefings, internships, and employee visits, and providing AI-enabled career development support for students. As a result, Marubeni ranked first in the women’s category (for a second consecutive year), and second in the men’s category of the Ranking of Most Attractive Companies for University Students Graduating in 2027 (Second Half)*1 conducted by Diamond Human Resource, Inc.
In addition to general new college graduate hiring and mid-career hiring, while incorporating distinctive hiring methods such as Career Vision Recruitment and Referral Hiring, we engage with a diverse pool of talent who can become the drivers of new value creation through leveraging their expertise, capabilities and individuality.
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 1, 2026, Marubeni Corporation and the Marubeni Office Support employ a total of 108 people with disabilities, an employment rate of 3.07% that exceeds the legally-prescribed minimum employment rate.
We will continue to strengthen our diverse human capital with diverse knowledge and experience by leveraging various opportunities for challenge and growth both within and outside the Group. Aiming for an environment where our employees remain highly engaged, and can thrive over the long term, we are implementing various organizational developments.
Under the mission-oriented HR system, our HR development is based on individual employees achieving personal growth through their daily commitment to achieving their missions. We will combine this with on-the-job training for ensuring that the Marubeni Group’s robust experience and skills are passed down at the gemba (the frontlines of business), as well as off-the-job training to help employees acquire new knowledge and skills in a bid to speed up human resources development.
Marubeni has introduced a system of mission ratings to match the scale of each employee’s mission—their expected role and quantitative and qualitative targets—with the level of their remuneration, thereby providing market-based compensation in line with their capabilities and performance. In July 2024, we abolished the traditional distinction between the career track and the administrative track and expanded mission ratings to all employees including non-management positions. Under this system, each organization assigns to each employees missions based on their capabilities, characteristics, and motivation. 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. We will place greater emphasis on enriching communication between employees and their superiors at times of determining their missions and checking their progress. In so doing, we will improve the quality of missions in terms of alignment with organizational missions, the level of stretch and their sense of ownership, motivate employees to address more challenging missions and encourage them to have greater career ownership.
Marubeni defines engagement as “a relationship where individuals and the organization come together and contribute to each other’s growth,” and we measures the engagement score*3 of employees, aiming to improve organizational management and various programs and to create an environment where our employees can work with vigor. In FYE 3/2026, our engagement score stood at 63.1, an increase from the score of 62.4 in the previous survey. Our overall score has increased each year since the start of the survey in FYE 3/2019. Also, Marubeni received “Motivation Company” award in the Leading Companies Division for companies with fewer than 5,000 employees at Link and Motivation Inc.’s Best Motivation Company Award 2026.
Based on the results of the survey, Marubeni provides organizational improvement programs to organizations that seek to improve. By formulating and implementing 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.
Through multifaceted observations and self-assessments, we visualize each employee’s distinct behaviors, strengths, and challenges. This visualized 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.
Under the theme of cultivating the next generation of leaders to lead the Marubeni Group, this selection program includes sessions customized exclusively for Marubeni. Participants learn about cutting-edge management theories and leadership.
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 various ages participate in this program, which includes lectures, case studies, and discussions to enhance their skills.
We have introduced MLP, a talent development platform that aggregates diverse learning content and enables timely and efficient learning anytime, anywhere. Through MLP, employees actively engage in upskilling and reskilling to achieve their missions and career goals, while managers strengthen support for their subordinates’ growth through ongoing dialogue based on the visualized learning history, aiming to further accelerate employee growth.
To strengthen the talent that drives digital transformation (DX) within the Marubeni Group, we conduct various training programs and workshops.Through these efforts, as of FYE 3/2025, we had certified more than 730 members of our “digital talent” professionals who can apply digital skills at the frontlines of the business. 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.
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We believe that a source of new value creation comes from strengthening talent networks that transcend organizational boundaries, and we have established mechanisms to encourage collaboration among our employees. Globally, we are advancing initiatives that encourage interactions with employees outside of one’s own department and foster a culture of innovation.
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.
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 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.
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.
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.
Since November 2023, we have run 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, and creating value through this network via talent acquisition and business collaborations. 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. 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 also hold in-person networking gatherings.
With the aim of leveraging talent from overseas Corporate Subsidiaries, Branches, and Group companies at other locations such as Marubeni Head Office in Tokyo and further developing talent who will become future leaders at Marubeni Group companies, we implement the Marubeni Global Mobility Program. In this program, eligible employees are seconded to countries aside from their home countries for a set period of time. By expanding opportunities to gain experience at Marubeni Head Office and overseas/Japan-based Group companies, we promote the active participation of diverse human capital across the world.
The Marubeni Group Workshop is held for selected senior managers from overseas Corporate Subsidiaries, Branches, and overseas/Japan-based Group companies to deepen their understanding of the Marubeni Group and share information regarding their respective businesses. As an opportunity to promote collaboration and exchanges beyond one’s own company and organization, this workshop also encourages networking among Marubeni Group employees from diverse backgrounds who are active in Japan and other countries.
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.
“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.
The Marubeni Employees’ Union was established in 1949. As of April 1, 2026, it has 2,586 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 FYE 3/2026, eight meetings were held, including management-union discussions, various collective bargaining meetings*4, 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 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. For this objective, we will help individual employees feel motivated to work in their own ways to display their greatest performance. The Marubeni Employees’ Union addresses all management issues with the company by gathering individual voices 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.
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.
In addition, as a member of the “Forum for Women’s Empowerment & Diversity Management Support (a Public Interest Incorporated Foundation)” etc., 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.
