Social Data

Independent Practitioner’s Assurance Report

All the indicators of social data marked with ★ for the year ended March 31, 2026 are assured by an external assurance provider in accordance with the International Standard on Assurance Engagements (ISAE) 3000 “Assurance Engagements Other Than Audits or Reviews of Historical Financial Information” (revised in December 2013).

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Ernst & Young ShinNihon LLC Independent Practitioner’s Assurance Report(PDF：206KB)

Fundamental Information

Employee Data

		FYE 3/2024	FYE 3/2025	FYE 3/2026
No. of Employees (Consolidated)^*1		50,200	51,834	52,658
No. of Employees (Non-consolidated)^2,3		4,337	4,304	4,225
	Male	3,077	3,032	2,935
	Female	1,260	1,272	1,290
	Male and Female Percentages (Male : Female)	70.9% : 29.1%	70.4% : 29.6%	69.5% : 30.5%
	Total Working in Japan	3,546	3,538	3,468
	Total Working Overseas	791	766	757
Average Age (Non-consolidated)^*3		42.4	42.5	42.5
	Male	43.5	43.6	43.5
	Female	39.7	40.1	40.0
Average Length of Service (Non-consolidated)^*3		17.9	17.9	17.8
	Male	18.7	18.7	18.7
	Female	15.7	16.0	15.9
Average Annual Salary per Individual (Non-consolidated)^*3		¥16,546,676	¥17,087,936	¥17,843,699

Total as of March 31.
The total number includes the number of Marubeni Corporation employees seconded to other companies and exclude secondees to Marubeni Corporation from other companies (as of March 31).
Marubeni Corporation Data (as of March 31).

Number of Employees by Business Segment

		FYE 3/2026
No. of Employees (Consolidated)^*1		52,658
	Lifestyle	16,231
	Food & Agri Business	15,636
	Metals & Mineral Resources	528
	Energy & Chemicals	1,867
	Power & Infrastructure Services	2,372
	Finance, Leasing & Real Estate Business	404
	Aerospace & Mobility	6,897
	IT Solutions	3,472
	Next Generation Business Development	2,261
	Next Generation Corporate Development	608
	Other	2,382
No. of Employees (Non-consolidated)^*3		4,225
	Lifestyle	334
	Food & Agri Business	441
	Metals & Mineral Resources	276
	Energy & Chemicals	439
	Power & Infrastructure Services	497
	Finance, Leasing & Real Estate Business	283
	Aerospace & Mobility	277
	IT Solutions	160
	Next Generation Business Development	162
	Next Generation Corporate Development	16
	Other	1,340

Total as of March 31.

Marubeni Corporation Data (as of March 31).

Number of Employees by Position (Non-consolidated)

		FYE 3/2024	FYE 3/2025	FYE 3/2026
No. of Full-time Employees^*4		4,061	4,010	3,918
	Male	2,852	2,801	2,703
	Female	1,209	1,209	1,215
	Male and Female Percentages (Male : Female)	70.2% : 29.8%	69.9% : 30.1%	69.0% : 31.0%★
No. of Employees in Management Positions^*3		2,490	2,495	2,415
	Male	2,267	2,255	2,165
	Female	223	240	250
	Male and Female Percentages (Male : Female)	91.0% : 9.0%	90.4% : 9.6%	89.6% : 10.4%★
No. of Employees in Management Positions (Dept. General Manager and Above)^*3		236	226	227
	Male	232	222	221
	Female	4	4	6
	Male and Female Percentages (Male : Female)	98.3% : 1.7%	98.2% : 1.8%	97.4% : 2.6%

Marubeni Corporation Data (as of March 31).
Total for Marubeni Corporation (as of March 31). Due to the revision of the job classification system that was implemented in the fiscal year ended March 31, 2025 which eliminated the previous job track classifications including the career track, the number of full-time employees has been retroactively updated for the fiscal year ended March 31, 2024. A full-time employee is an employee hired directly by Marubeni Corporation without a fixed contract period.

Number of Directors and Executive Officers^*5

		FYE 3/2024	FYE 3/2025	FYE 3/2026
No. of Directors		15	16	15
	Male	11	11	10
	Female	4	5	5
	Male and Female Percentages (Male : Female)	73.3% : 26.7%	68.8% : 31.3%	66.7% : 33.3%
No. of Executive Officers		41	41	40
	Male	41	40	39
	Female	0	1	1
	Male and Female Percentages (Male : Female)	100.0% : 0.0%	97.6% : 2.4%	97.5% : 2.5%

Marubeni Corporation Data. The figures for each year reflect the organization after the conclusion of the Ordinary General Meeting of Shareholders and Board of Directors’ Meeting in June of the respective year. Prior to the fiscal year ended March 31, 2026, figures for Directors included Audit & Supervisory Board Members.

Hiring and Turnover

Number of Hires^*6

		FYE 3/2024	FYE 3/2025	FYE 3/2026
No. of New Hires (College Graduates＋ Mid-career Hires)		157	124	136
	Male	90	85	83
	Female	67	39	53
	Male and Female Percentages (Male : Female)	57.3% : 42.7%	68.5% : 31.5%	61.0% : 39.0%
No. of College Graduates		114	77	104
	Male	57	44	60
	Female	57	33	44
	Male and Female Percentages (Male : Female)	50.0% : 50.0%	57.1% : 42.9%	57.7% : 42.3%
No. of Mid-career Hires		43	47	32
	Male	33	41	23
	Female	10	6	9
	Male and Female Percentages (Male : Female)	76.7% : 23.3%	87.2% : 12.8%	71.9% : 28.1%
Percentages for College Graduates and Mid-career Hires (College Graduates : Mid-career Hires)		72.6% : 27.4%	62.1% : 37.9%	76.5% : 23.5%

Marubeni Corporation Data.

Number of Employees by Hiring Classification^*3

		FYE 3/2024	FYE 3/2025	FYE 3/2026
No. of Full-time Employees		4,061	4,010	3,918
	No. of College Graduates	3,409	3,337	3,238
	No. of Mid-career Hires^*7	600	628	639
	No. of Other Type	52	45	41
	Percentages for College Graduates, Mid-career Hires and Other Type (College Graduates : Mid-career Hires : Other Type)	83.9% : 14.8% : 1.3%	83.2% : 15.7% : 1.1%	82.6% : 16.3% : 1.0%

Marubeni Corporation Data (as of March 31).

Including those who were hired as full-time employees after transitioning from dispatch workers.

Turnover Rate and Voluntary Turnover Rate

		FYE 3/2024	FYE 3/2025	FYE 3/2026
Turnover Rate^*6		2.8%	3.0%	4.9%★
	Male	2.9%	3.4%	5.8%
	Female	2.6%	2.0%	2.8%
Voluntary Turnover Rate^*8		1.5%	1.3%	1.3%
	Male	1.4%	1.4%	1.6%
	Female	1.8%	1.3%	0.6%

Marubeni Corporation Data.

Marubeni Corporation Data. Ratio of voluntary turnover under the age of 50 among regular employees (temporary employees are not included in this category).

Diversity Management

Gender Pay Differential^*3

		FYE 3/2024	FYE 3/2025	FYE 3/2026
All Employees		60.2%	61.7%	61.5%
	Full-time Employees	60.5%	62.0%	61.9%
	Contingent Employees	39.8%	42.3%	48.9%

Total for Marubeni Corporation (as of March 31).

Sponsoring Female Employees for External Management Development Programs^*6

		FYE 3/2024	FYE 3/2025	FYE 3/2026
Total Number		15	15	14

Marubeni Corporation Data.

Marubeni Global Mobility Program^*6

		FYE 3/2024	FYE 3/2025	FYE 3/2026
Number of Secondees		12	21	16
	Americas	0	0	0
	Europe	0	0	0
	Africa	0	0	0
	Middle East and Central Asia	0	0	0
	ASEAN and Southwest Asia	2	8	6
	China	8	9	7
	East Asia	2	4	3
	Oceania	0	0	0

Marubeni Corporation Data.

Employment Rate of People with Disabilities

	FYE 3/2024	FYE 3/2025	FYE 3/2026
Employment Rate of People with Disabilities^*9	2.73%	2.97%	3.07%★

The percentage is the combined total for Marubeni Corporation and its certified special subsidiary company, Marubeni Office Support Corporation (as of March 1).

Work-Life Management

Working Hours and Leave^*6

	FYE 3/2024	FYE 3/2025	FYE 3/2026
Average Total Actual Working Hours per Year	2,032.2	2,006.3	2,008.6
Average Overtime Hours per Month	17.3	15.8	16.7
Use of Annual Paid Leave (%)	60.3%	71.1%	71.4%

Marubeni Corporation Data.

Childcare-related Support Systems^*6

		FYE 3/2024	FYE 3/2025	FYE 3/2026
Number of Employees Taking Spouse Childbirth Leave		33	17	23
Number of Employees Taking Childcare Leave^*10		147	163	165
	Male	88	99	104
	Female	59	64	61
Childcare Leave Usage Rate		85.4%	95.1%	93.2%
	Male	79.3%	95.0%	91.9%
	Female	95.5%	95.2%	95.3%
Return to Work Rate (Following Childcare Leave)^*11		97.2%	98.6%	98.7%
	Male	100%	100%	100%
	Female	93.0%	95.5%	96.1%
Number of Employees Taking Shortened Working Hours for Childcare^*12		120	125	146
	Male	2	2	1
	Female	118	123	145
Number of Employees Taking Nursing Care Leave for Children		123	128	130
	Male	29	33	37
	Female	94	95	93
Number of Employees Taking Leave for Children's School Events^*13		109	125	140
	Male	28	46	55
	Female	81	79	85

Marubeni Corporation Data.

Represents the number of employees who began taking leave during the respective fiscal year. Note that childcare leave taken within 8 weeks after childbirth (“Postpartum Paternity Leave”) and subsequent childcare leave are each counted as one person.
Indicates the percentage of employees who returned to work among those who completed childcare leave during the respective fiscal year.
Represents the number of users during the respective fiscal year.
Represents the number of employees who took Family Support Leave specifically for school events.

Family Care-related Support Systems^*6

		FYE 3/2024	FYE 3/2025	FYE 3/2026
No. of Employees Who Took Paid Family Care Leave^*14		53	56	54
	Male	14	24	21
	Female	39	32	33
No. of Employees Who Took Family Care Leave^*14		2	0	1
	Male	1	0	0
	Female	1	0	1
No. of Employees Who Took Shortened Work Hours Due to Family Care^*12		0	2	2
	Male	0	0	0
	Female	0	2	2

Marubeni Corporation Data.

Represents the number of users during the respective fiscal year.

Represents the number of employees who began taking leave during the respective fiscal year.

Other Support Systems^*12

	FYE 3/2024	FYE 3/2025	FYE 3/2026
Number of Employees Using Family Remote Support Program^*15	-	4	5
Number of Employees Using Leave for Spouse Relocation	21	19	25
Number of Employees Using the Re-hiring Policy for Spouse Relocation	5	5	4

Marubeni Corporation Data. Represents the number of users during the respective fiscal year.

Implemented from the fiscal year ended March 31, 2025.

Human Capital / Organizational Development

Human Capital Development Time and Costs^*16

	FYE 3/2024	FYE 3/2025	FYE 3/2026
Number of Participants Trained per Year	56,994	65,004	82,226
Total Number of Training Days per Year	29,237	28,445	32,566
Total Number of Training Hours per Year	211,968	206,229	236,103
Annual Training Hours (Days) per Employee^*17	49hours (6.8days)	48hours (6.7days)	57hours (7.8days)
Average Training and Education Cost per Employee^*18	-	¥311,528	¥316,997

Marubeni Corporation Data. In addition to training programs held by the Human Resources & General Affairs Department, training programs provided by Corporate Staff Departments or Business Divisions and company-wide e-learning programs are also included in the above aggregated data.
The calculation method has been changed starting from the fiscal year ended March 31, 2025. Figure for the fiscal year ended March 2024 is based on the previous method.
Calculation began with the figures for the fiscal year ended March 31, 2025.

Training Results (Number of Employees) by Employee Classification^*6

	FYE 3/2024	FYE 3/2025	FYE 3/2026
Training for New Hires (New Graduates)	116	78	107
Follow Up Training for Mid-career Hires	34	46	28
Step Up Training	87	97	96
Career Development Training for Senior-career Employees	138	120	69
Management Promotion Training^*15	-	93	72
Coaching Skills Enhancement Training	28	84	102
Training for New Section GMs	81	68	87
Training for New Dept. GMs	20	25	31
Training for New Executive Officers	8	7	6
Triangle Mentorship Program	290	240	277

Marubeni Corporation Data.

Implemented from the fiscal year ended March 31, 2025.

Upskilling / Reskilling Training Results (Number of Employees)^*6

	FYE 3/2024	FYE 3/2025	FYE 3/2026
Training for Recruitment Interviewers	410	441	436
Marubeni Learning Platform^*19	-	1,852	4,008

Marubeni Corporation Data.

Implemented from the fiscal year ended March 31, 2025. For details on Marubeni Learning Platform, please refer to the HR Management page.

Executive Training Results (Number of Employees)^*6

	FYE 3/2024	FYE 3/2025	FYE 3/2026
Next Generation Executive Development Program “LEAD”	10	10	12
Marubeni Group MBA Program	27	24	32
Assigning to Domestic and Overseas Business Schools	18	30	21
Assigning to External Management Development Programs for Female Employees	15	15	14
Executive Coaching^*15	-	7	3

Marubeni Corporation Data.

Implemented from the fiscal year ended March 31, 2025.

Global-based Training Results (Number of Employees)^*6

	FYE 3/2024	FYE 3/2025	FYE 3/2026
Financial Assistance Program for Language Training Programs	41	51	19
HR Management and Compliance Training Before Overseas Assignment^*20	307	465	186

Marubeni Corporation Data.

The HR Management and Compliance Training Before Overseas Assignment consists of multiple courses, the number refers to the total number of participants.

Open Innovation^*21

	FYE 3/2024	FYE 3/2025	FYE 3/2026
Number of Crossvalue Coin Awards Granted^*22	575	669	-
Number of Crossvalue Coins Awarded^*22	2,500	2,399	-
Number of Registered M-Alumni (Marubeni Corporation Alumni)	246	393	484

Marubeni Corporation Data. For details on each initiative, please refer to the HR Management page.

The number for the fiscal year ended March 31, 2026 is scheduled to be updated around September 2026.

Employee Engagement^*6

	FYE 3/2024	FYE 3/2025	FYE 3/2026
Engagement Survey Score (Deviation Score)^*23	61.2	62.4	63.1
Ratio of Organizations with High Engagement Scores	54.2%	64.7%	67.0%
Regarding Opportunities to Realize One’s Own Career Ambitions (Affirmative Response Ratio)	60.3%	61.1%	59.4%
Regarding A Work Environment that Makes Work-life Management Possible (Affirmative Response Ratio)	58.4%	63.6%	64.9%
Regarding Enhancing Systems and Measures for Health Maintenance and Improvement (Affirmative Response Ratio)	57.3%	63.1%	67.1%

Marubeni Corporation Data.

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.

Employee Awareness Towards Taking Part in Company Management

Employee Stock Ownership Program

	FYE 3/2024	FYE 3/2025	FYE 3/2026
Enrollment Rate in Employee Stock Ownership Program^*3	94.5%	95.9%	97.0%

Marubeni Corporation (as of March 31).

Health and Productivity Management

Marubeni Health Project Indicators^*6

	Goal	FYE 3/2024	FYE 3/2025	FYE 3/2026
Regular Health Checkup Rate (Japan)	100% Each Fiscal Year	100%	100%	100%
Regular Health Checkup Rate (Overseas)	100% Each Fiscal Year	98.3%	98.9%	99.6%
Rate of Employees Undergoing Stress Check Tests	90% or Above Each Fiscal Year	96.5%	98.1%	98.7%

Marubeni Corporation Data.

Indicators for Health and Productivity Management^*3

	FYE 3/2024	FYE 3/2025	FYE 3/2026
Ratio of Employees Undertaking a Detailed Checkup after Their Regular Health Examination^*22	60.6%	61.0%	-
Ratio of Employees Maintaining an Appropriate Weight^*24	68.5%	68.1%	-
Ratio of Employees Having a Regular Exercise Habit^*25	38.3%	38.5%	-
Ratio of Employees with High Stress	8.8%	7.7%	8.4%
Rate of decline in productivity due to health issues when at work (Presenteeism)^*26	17.7%	17.2%	17.6%
Days Absent from Work Due to Health Problems (Sick Leave) (Absenteeism)^*27	1.6	1.2	1.4
Work Engagement^*28	77%	74%	73%

Marubeni Corporation Data (as of March 31).

The number for the fiscal year ended March 31, 2026 is scheduled to be updated around September 2026.

Individuals with a BMI of 18.5 to 24.9.
Percentage of individuals who answered “yes” to the following question on the health checkup questionnaire: “Do you engage in exercise that makes you sweat lightly for at least 30 minutes per session, at least twice a week, for more than a year?”
Calculated by averaging response to the University of Tokyo’s single-item stress check “Please evaluate your work performance over the past four weeks, assuming your performance is at 100% when you are not ill or injured.” and subtracting the result from 100%. Approximately 4,000 individuals were surveyed (response rate of 98.7%). This measurement started from the fiscal year ended March 31, 2023 to assess presenteeism.
Average number of days of leave due to injury or illness (including temporary leave of absence and absenteeism) for employees based in Japan.
In the fiscal year ended March 31, 2024, the affirmative response rate to the work engagement question “I find my work meaningful” on the stress check. From the fiscal year ended March 31, 2025, the affirmative response rate to two questions: “Do you feel energized while working?” and “Do you take pride in your work?” From the fiscal year ended March 31, 2026, an engagement survey to measure satisfaction with the working environment was conducted, and this fiscal year, approx. 2,400 participants participated with a response rate of 98.3%.

Occupational Health and Safety

Performance Management for Occupational Health and Safety^*29

	FYE 3/2024	FYE 3/2026
Lost-time Injuries Frequency Rate^*30	0	0.19★
Lost-time Injuries Severity Rate^*31	0	0.012
Average Annual Working Days Lost per Case^*32	0	62
Occupational Illness Frequency Rate^*33	0	0.19★
No. of Occupational Accident or Incidents Leading to Injuries or Fatalities^*34	2	2★
No. of Fatal Occupational Accidents	0	0★

Marubeni Corporation Data. The results of the “Survey on Occupational Accidents Trend (2024)” conducted by the Ministry of Health, Labour and Welfare are used as a benchmark.
Marubeni Corporation Data. The LTIFR is the frequency rate of occupational injury cases that result in one or more days of employee absence. Lost-time injuries frequency rate=Lost-time injuries/Total working hours×1 million.
Number of lost workdays per 1,000 of actual working hours. This represents the severity of accidents (severity rate = total lost workdays / total actual working hours×1,000).
Total lost workdays due to occupational accidents divided by the number of casualties.
Frequency of occupational diseases per million of actual working hours. Occupational disease rate = number of occupational disease cases / total actual working hours × 1,000,000.
Workers with occupational accidents who did not take time off are also included.

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Social Data

Independent Practitioner’s Assurance Report

Fundamental Information

Employee Data

Number of Employees by Business Segment

Number of Employees by Position (Non-consolidated)

Number of Directors and Executive Officers*5

Hiring and Turnover

Number of Hires*6

Number of Employees by Hiring Classification*3

Turnover Rate and Voluntary Turnover Rate

Diversity Management

Gender Pay Differential*3

Sponsoring Female Employees for External Management Development Programs*6

Marubeni Global Mobility Program*6

Employment Rate of People with Disabilities

Work-Life Management

Working Hours and Leave*6

Childcare-related Support Systems*6

Family Care-related Support Systems*6

Other Support Systems*12

Human Capital / Organizational Development

Human Capital Development Time and Costs*16

Training Results (Number of Employees) by Employee Classification*6

Upskilling / Reskilling Training Results (Number of Employees)*6

Executive Training Results (Number of Employees)*6

Global-based Training Results (Number of Employees)*6

Open Innovation*21

Employee Engagement*6

Employee Awareness Towards Taking Part in Company Management

Employee Stock Ownership Program

Health and Productivity Management

Marubeni Health Project Indicators*6

Indicators for Health and Productivity Management*3

Occupational Health and Safety

Performance Management for Occupational Health and Safety*29

Number of Directors and Executive Officers^*5

Number of Hires^*6

Number of Employees by Hiring Classification^*3

Gender Pay Differential^*3

Sponsoring Female Employees for External Management Development Programs^*6

Marubeni Global Mobility Program^*6

Working Hours and Leave^*6

Childcare-related Support Systems^*6

Family Care-related Support Systems^*6

Other Support Systems^*12

Human Capital Development Time and Costs^*16

Training Results (Number of Employees) by Employee Classification^*6

Upskilling / Reskilling Training Results (Number of Employees)^*6

Executive Training Results (Number of Employees)^*6

Global-based Training Results (Number of Employees)^*6

Open Innovation^*21

Employee Engagement^*6

Marubeni Health Project Indicators^*6

Indicators for Health and Productivity Management^*3

Performance Management for Occupational Health and Safety^*29