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GC2021 Group Human Resources Strategy

Marubeni HR Ecosystem

For Marubeni, we regard human capital as our most valuable asset. This is the thinking behind the “Marubeni Group HR Strategy,” which is included in the Medium-Term Management Strategy GC2021. The goal is to create a “Marubeni HR Ecosystem” that promotes the involvement of each Marubeni Group employee to create new value as part of the “Global Crossvalue Platform”.

The key terms here are “Human Capital with High Social Value,” “Diversity & Inclusion,” and a “Culture of Individual Development and Productivity.” We aim to build the “Marubeni HR Ecosystem” as a place where “Human Capital with High Social Value” creates new value, “Diversity & Inclusion” increases value creation, and a “Culture of Active Participation and Connectivity” provides open innovation in order to bring together internal and external ideas.

In order to achieve this goal, we are conducting comprehensive reforms of our HR systems to further strengthen alignment with management strategies, to construct a framework where diverse human capital can develop and thrive, and to promote the creation of opportunities for establishing connections that transcend companies and organizations.

Marubeni HR Ecosystem

HR System Reforms
Mission-oriented HR system
  • Alignment with strategy
    New annual review system for grade and remuneration based on the role and contribution of employees as defined by their organization’s respective missions, which reflect the organizational strategy (for managerial-track employees)
  • Performance-oriented and challenge-driven
    Ensure that remuneration is performance-oriented and market-valued and encourage employees to take on challenges towards larger-scale missions that develop human capital and execute strategy.
Utilization of diverse talent
  • Diversity in recruitment
    Promote diversity in recruitment: open calendar graduate recruitment, recruiting more leaders and people for specific jobs, aim for 40-50% female employee recruitment.
  • More flexible workstyles and careers
    Provide workplaces designed to realize the potential of every individual by increasing flexibility for working hours and location and creating area-specific pathways for career-track positions.
Open innovation approach
  • Talent that crosses over individual companies and organizations
    The job-matching system based on internal and external recruitment/transfer programs was expanded. To promote value creation by bringing together diverse ideas, the 15% Rule, which allows employees to become involved in work from different divisions, and the Crosshelp initiative, which sources short-term assistance internally, were introduced. To incentivize helping other divisions through added bonuses, the Crossvalue Coin initiative was introduced.
HR Systems Centered on Mission
Mission-oriented HR System
Missions based on “implementing organizational strategy” and “developing human capital”
  • Pursuing improvement of long-term corporate value by implementing strategies in each organization.
  • Enhancing the ability of the organization to implement strategies by assigning missions according to ability and particular attributes and increasing the contribution of human capital.
  • Promoting the growth of human capital and increasing social value by boldly challenging larger missions that contribute to strategy implementation and working hard together*1.
  • To enable each employee to take on the challenges of his or her assigned role and goals, we set missions through active communication between the employee and his or her superior, conduct a year-end evaluation and give feedback to the employee, and set missions for the following year based on the results of the evaluation. This continuous cycle is closely connected with the employee’s individual abilities and career development.

HR Systems Centered on Mission

Basic Policy on HR Development

In order to train individuals who can succeed globally, personnel development is being enhanced through both on-the-job (main focus) and off-the-job training (supporting function).
For on-the-job training, assignment initiatives are being implemented, including promoting onsite experience and recommending overseas assignments for junior employees early in their careers to develop professionalism.
For off-the-job training, a review of the company-wide training system was conducted starting in FYE 3/2017. As a result, the Marubeni Global Academy (MGA) has been improved and enhanced as the support function to achieve the Marubeni Group’s HR Strategies. Implementing the MGA programs on a global Group level will help to promote employee self-improvement efforts and to strengthen the HR capacity of the entire Marubeni Group.

Marubeni Global Academy
Marubeni Global Academy


Marubeni Global Academy



Individual Learning Support System

We are introducing an individual learning support system to further motivate employees to pursue self-directed learning. By supporting ability development and the acquisition of knowledge and experience that cannot be obtained solely through work, this system aims not only to bring diversity and new added value to the company, but also to enhance the sense of fulfillment among motivated employees. The company has a track record of 20 to 30 cases per year of supporting employees who have acquired qualifications to become Small and Medium Enterprise Management Consultants and Certified Public Accountants. For distance learning support, a total of more than 1,500 people have used online learning services related to business.

Promote Work Style Reforms

Surpassing our Traditional Framework

In order to promote a workstyle that will enable us to grasp the needs of our ever-changing society and clientele, to devise solutions that fit with the times, and to create new distribution channels, Marubeni is working on a number of new initiatives from FYE 3/2019 that operate from the main themes of “Human Capital,” “Mechanisms,” and “Time.”

Human Capital×Mechanisms×Time

“Human Capital”

The personnel who will be responsible for the future of Marubeni must not only be professionals in a particular product field. They should also be able to grasp social and customer issues with a multifaceted perspective that goes beyond the scope of the business and have the mindset to imagine a solution by taking full advantage of the diverse business infrastructure (platforms) of the Marubeni Group. Therefore, the measures outlined below have been initiated to promote the development of such human capital.

“Marubeni Academia”

This is a program where Marubeni Group employees from around the world with diverse careers and personalities are brought together to think about and discuss innovation. The goal of this program is to generate practical innovation through intensive thought and discussion.

“External Personnel Exchange Program”

This is a program targeting employees who are future candidates for management and executive positions at Marubeni. The employees are dispatched to leading companies in various industries, such as finance, consulting firms, and manufacturing for a few years to achieve results while working on the front lines. In addition to building a network of connections outside Marubeni, this program also promotes the development of personnel with an outside perspective, the ability to identify values/functions that have not been delivered thus far, and the ability to use insights gained to develop new businesses.

“Triangle Mentor”

Three people of different ages 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.

“New Business Attire Guidelines: “Self-Biz””

As an initiative to foster a culture of autonomous thinking and conduct, “Self-Biz” has been introduced. This is a policy that 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 following measures are being implemented as mechanisms to promote innovation that transcends the vertically segmented product system of an organization.

“Business Model Canvas”

This is a mechanism used to present the Marubeni Group operating assets and business models visually. Sharing this with all employees encourages new value and asset synergies and the creation of new businesses.

“Idea Box”

This mechanism enables all Group employees to contribute proposals related to business improvements and new business ideas.

“Innovation Sessions”

For those wishing to learn the processes for innovation, this program includes about four months of field work during which a total of five days of sessions are held about once per month. Each participant creates a new business proposal from scratch and learns how to innovate from the issue discovery process and how to formulate projects.


No matter how well people and mechanisms have been prepared, without time it is not possible to start something new. For this reason, the following initiatives are being implemented.

“Business Improvement Project”

A comprehensive review is being conducted on in-house business practices, such as reducing internal paperwork requirements.

“15% Rule”

This measure makes it possible for employees to allocate up to a maximum of 15% of their work hours in 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, knowledge and human capital.

“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 through increasing workplace options such as working from home and encouraging more effective time utilization.

Communication with Employees

Communication between Management and Employees

To encourage unity at Marubeni, internal meetings are regularly held with the aim of encouraging communication between co-workers and between management and employees. In FYE 3/2021, a total of 46 meetings were held. By continuing to provide opportunities for direct dialog between management and employees, we will further energize and deepen communication within the Company.

Engagement Survey

Marubeni defines engagement as “a relationship in which individuals and the organization come together to contribute to each other’s growth.” In order to encourage improvement of organizational management and various organizational systems and to build a vibrant workplace, this survey measures the engagement score of its employees. The most recent survey in June 2019 had a response rate of about 94%*2 and the scores have improved overall compared to the previous survey (2018). The survey results indicated the Company’s strengths, particularly in “support actions” such as immediate managers counseling team members and listening to their ideas and opinions. We will continue to reinforce the Company’s strengths identified in the survey results as well as carry out improvements of issues through various measures.

  • Gender breakdown of the response rate: Male 94.8%, Female 93.5%
Relationship with the Labor Union

The Marubeni Employees’ Union was established in 1949. As of March 31, 2021, it has 2,755 members, or about 63% 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 3/2021, 15 meetings were held, including management-union discussions with the CEO and other senior management members, various collective bargaining meetings*3, 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.
Chiharu Momoi, Chairman of the Marubeni Employees’ Union
Chiharu Momoi, 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 potential and both the company and employees can nurture sustainable growth. To achieve this, the company’s most important asset is “human capital.” Our employees create additional value, which is built on a foundation of diligent and mutual effort to make Marubeni better and contribute to society.
Through dialogues with management (such as management-union discussions), the Marubeni Employees' Union addresses all management issues by connecting individuals beyond their organizations, gathering company-wide knowledge, and integrating diverse values and then proposing solutions to the Company. In this way, the Marubeni Employees’ Union strives to resolve issues in an optimized and holistic fashion. At the same time, by expanding our network with other labor unions that share the same issues, we aim to become an organization that can lead the company in providing value to society as a whole.


Employee Development Data

  FYE 3/2019 FYE 3/2020 FYE 3/2021
Number of participants trained per year 4,708 4,326 25,188
Total number of training days per year 10,697 days 9,774 days 23,393 days
Total number of training hours per year 78,000 hours 71,000 hours 170,000 hours
Annual training hours per employee 18 hours 16 hours 39 hours

Data for training programs provided by the Human Resources Department aggregated for the period FYE 3/2019 to FYE 3/2020.

From FYE 3/2021, training programs provided by Corporate Staff Departments/Business Groups and company-wide e-learning programs are also included in the above aggregated data.

Marubeni Corporation