Marubeni official website. This page offers you information about our Diversity Management.
Click here to view details on the GC2027 Marubeni Group Human Resources Strategy
Since announcing “Female Empowerment at Work 2.0” in August 2022, the Company has been tracking the status of female empowerment in the workplace at the Talent Management Committee (TMC), a human capital strategy meeting whose main members are the President, CHRO, CSO, and CAO.
Marubeni is working to strengthen recruitment and training of female employees, to second them overseas proactively, and to create an environment where they can play an active role regardless of life events. As of March 31, 2026, there are 1,215 women (31.0% of all full-time employees in Marubeni Corporation) working in Japan and overseas. Marubeni has established “Female Empowerment at Work 2.0” as our new policy in August 2022. In addition to the various initiatives taken to create an environment where female employees can continue thriving at work, “Female Empowerment at Work 2.0” aims to create an environment where women are more deeply involved in corporate management and business decisions making at Marubeni. Also, we will focus further on “expanding the talent pipeline” to enhance growth opportunities for women and strengthen their career paths towards positions that involve decision making. In April 2026, based on the Marubeni Group HR Strategy under the Mid-Term Management Strategy GC2027, we updated some of the measures.
Click here to view the in August 2022.
In 2024, we revised the job classification system by eliminating the distinction between the career track and administrative track job classifications in order to achieve competence-based placements. At the same time, we expanded the Mission Rating system, a system that determines compensation based on the scale of one’s mission, to non-management positions after its initial introduction to management positions. Administrative track employees, who were primarily responsible for clerical and admin-related work in the organization, were all female, but with the revision of the job classification system, we are aiming to make the further advancement of motivated female employees and the creation of a more diverse organization a reality.
In accordance with the Act on the Promotion of Female Participation and Career Advancement in the Workplace, we have formulated Phase 3 of the Action Plan for Empowering Female Employees for five years starting from April 1, 2026. Under this action plan, we have set targets for the ratio of new female graduates hired, the ratio of female employees in all management positions, and the annual paid leave usage ratio. We will focus further on encouraging the success of women in the workplace.
I. Providing equal opportunities for women
II. Establishing an environment conducive to balancing work and family life
March 8 is designated as International Women’s Day by the United Nations and since FYE 3/2018, we have held Marubeni International Women’s Day (MIWD) on this day each year to support active working women. In FYE 3/2026, starting with a Kick-off Message from the CEO, we held programs such as a panel discussion by female Outside Directors（the English title of the position was changed to “Independent Officer” in FYE 3/2027), a networking lunch, and a donation project themed around women’s health. In addition, a variety of other initiatives were implemented to further enliven the event, such as a project inspired by mimosa—the symbolic flower of International Women’s Day―and its flower language of “gratitude,” a dress code initiative, and MIWD collaboration menu items at our employee cafeteria “○Café” themed around IWD’s symbolic colors and support for women’s health. Through these efforts, we aim to foster a culture and mindset throughout our Group that encourages renewed reflection and action on diversity promotion and gender equality.
For employees stationed overseas who will be accompanied only by their children, Marubeni implements various support measures such as providing allowances equivalent to the case of an accompanying spouse and supplementing the costs of childcare and childcare support by relatives. As working styles and family circumstances diversify, we ensure that the right people can be placed in / promoted to the right positions so that these individuals can achieve ongoing career and skills development.
With the aim of providing growth opportunities that cannot be gained internally and networking opportunities with female employees from external organizations, we have sent a total of 114 female employees to these external development programs.
Through the Marubeni Global Mobility Program, Group employees from overseas offices, who are also future candidates for executive positions at their respective offices, are seconded to Marubeni Head Office in Tokyo and Group companies in other countries for a set period of time. By expanding opportunities to gain experience at Marubeni Head Office and overseas/domestic Group companies, Marubeni promotes the active participation of diverse human capital across the world.
The Marubeni Group Workshop is held for selected senior managers from Japan-based and overseas Marubeni 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 company and organization, this workshop also encourages networking among Group employees from diverse backgrounds who are active in Japan and other countries.
With the aim of considering how to create a corporate culture and workplace that leverages the strengths of diverse individuals, and deepening understanding of why human capital diversity is important for companies and the impact it has on corporate growth, we hold initiatives throughout the year under themes such as “Diversity as a Corporate Growth Strategy,” “Unconscious Bias,” “Disability Inclusion,” “Multicultural Co-creation in the Workplace,” and “Learning More about LGBTQ." Through lectures and panel discussions by external speakers and Marubeni Group employees, employees have the opportunity to learn more about diversity and reaffirm its importance.
The Continuing Employment System has been introduced to make full use of the abundant knowledge and experience possessed by our more senior personnel, covering in principle employees over the age of 60 years who wish to continue working after normal retirement age. (As of April 1, 2026, 264 employees are currently working under the Continuing Employment System.) For the HR system reforms in FYE 3/2021, in addition to realizing mission-based compensation, enhanced measures to support senior careers have also been implemented. To ensure that each senior employee can (1) define and choose their unique career path and (2) be able to grow and work actively with a sense of fulfillment both inside and outside the Group, and that the Company/organization (1) promotes the right people into the right jobs, regardless of age or years with the company, so that strengths and experience can be fully utilized and (2) supports employees who wish to pivot their careers outside of the Marubeni Group, the Career Counseling Section was established within the Human Resources & General Affairs Department to further the roles of senior personnel in the workplace.
To promote the employment of people with disabilities, we established the Marubeni Office Support Corporation in 2008, which is certified as a special subsidiary company*1.
In December 2020, Marubeni Office Support Corporation (Marubeni Office Support) became the first company in Tokyo to obtain the “Monisu Certification” mark, awarded to small and medium-sized enterprises that excel in the employment of people with disabilities. Marubeni Office Support was also certified by the Tokyo metropolitan government as a best practice company for Barrier-free Mindset in March 2022. This certification was awarded for Marubeni Office Support’s efforts toward creating a safe working environment for employees with disabilities and actively communicating the employees’ experience and achievements publicly. At the company, employees with and without disabilities aim to help one another and grow together. Employees with physical, mental, and intellectual disabilities engage in a variety of tasks, including business card printing, document PDF conversion, building cleaning, in-house logistics, general office work, and welfare support.
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.
Marubeni Corporation and Marubeni Office Support will continue striving to create workplaces where everyone can work together, regardless of disabilities.
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.
Marubeni’s fundamental hiring policy is to select applicants according to their capabilities and competence based on a fair recruitment process in which no form of discrimination is tolerated. For example, we use an “open entry” system that provides equal opportunities to anyone regardless of citizenship, home country, gender, disability, or alma mater. Moreover, the job application form does not ask for details such as home country, religion, family situation, or any other information not required for us to determine an applicant’s capabilities and competence. During interviews, we respect each applicant’s basic human rights by avoiding inappropriate questions and select employees based only on capabilities and competence. To ensure that fair recruiting activities are conducted across the entire Marubeni Group, we have created the recruiting manual for fair recruiting and strive to ensure that our policies are thoroughly understood across Marubeni Group companies.
Human capital is the source of Marubeni’s value creation. We therefore see it as a management risk that employees may, for example, experience health or safety concerns that prevent them from fully demonstrating their abilities, or that they may quit or be forced to pass up career opportunities because they struggle to combine work with home life, and we believe it is important to respond from the twin approach of systems and corporate culture. Amid the environmental change brought about by the decrease in the working population and increasingly diverse values and lifestyles in the workplace, Marubeni has put in place a range of work-life management measures to empower employees to autonomously and proactively maintain and promote their health, to maintain high performance at both individual and organizational level and to ensure that employees can engage in sustainable career development at every stage of life.
In addition to self-management by individuals who take advantage of this system, we are working to create a system built on mutual cooperation, one that managers and their team understand, fosters mutual respect, and can be utilized effectively regardless of gender. This system offers programs that go further than what the law requires such as “Maternity leave,” which can be used during pregnancy, “Shortened Working Hours for Childcare,” and “Family support leave” to support family members. There is also a system that allows part of the childcare leave to be taken as paid leave in order to encourage male employees to take paternity leave. Also, all employees can use flextime and remote working, which enable autonomous and flexible working styles. Furthermore, starting from FYE 3/2025, we introduced a remote work program for family support that allows full remote work. This program supports career continuity for employees who need to relocate to remote areas in Japan due to childcare responsibilities.
Employees who are pregnant or will have children in their family and their respective managers are provided with a “Childbirth and Childcare Support Handbook.” As requested, consultations are provided as well. Additionally, we provide information to deepen employees’ understanding of our support systems and provide consultation services regarding balancing work and childcare.
To reduce the anxiety of employees returning to work after childcare leave, the Company distributes materials on points to check and upon request conducts interviews with employees before returning to work.
Marubeni introduced a childcare support allowance for returning employees, which covers part of the cost of childcare services, so that employees can return to work when they desire. In FYE 3/2019, we began securing permanent places at a daycare center near our Tokyo Head Office to support employees in returning to work smoothly. Moreover, from FYE 3/2025, we introduced a support measure for employees with childcare responsibilities who wish to travel for business. Under this measure, the Company covers the cost of childcare services during business trips for employees who request it, which enables employees to participate in business trips while also caring for their children.
Marubeni received the Eruboshi Certification*4 in FY2017 and the Platinum Kurumin Certification*5 in FY2019. Also, the Company additionally received the Platinum Kurumin Plus Certification*6 in April 2025.
We live in a world characterized by declining birthrates, an aging population, fewer siblings, more people remaining single, and more dual income households. This means that family care, which was traditionally taken care of mostly by stay-at-home family members, is now an issue that working family members must take the initiative in addressing. Marubeni has established support programs so that employees can balance between working and caring for relatives while playing an active work role in the medium and long term. Additionally, all employees can use flextime and remote working, which enables autonomous and flexible working styles.
Marubeni has created and distributes a Family Care Handbook and has also been holding nursing care seminars on various topics since FYE 3/2011. The handbook and seminars not only explain our programs but also strongly encourage employees to seek external professional help rather than trying to take on family care themselves, so that they can better manage their situation and balance work with family care.
We provide free consultation by telephone, e-mail, or in person in collaboration with Umi wo Koeru Care no Te, an NPO dedicated to supporting family care. We have also concluded contracts with various companies to make elderly monitoring services available to employees. As part of such services, online security systems are installed at the homes of parents who live far away or are alone during the day, thereby enabling 24-hour monitoring and emergency calls.
