Initiatives for Human Resources

 Human rights
 Labor practices

Marubeni believes that the most important asset in a company is people. Therefore, the basic approach to our human resources system is to create a workplace where employees can fully demonstrate their skills and capabilities, and to develop an environment where each employee can maximize his or her potential.

Activities Review and Future Objectives

Activities Review in the Year Ended March 31, 2016

  • Marubeni focused particularly on the practical experience and training portion of our three-pronged approach to HR that emphasizes practical experience, assessment and incentives, and training.
    We also revised measures related to the overseas work experience requirement and overseas training programs, thereby stepping up efforts to provide young managerial positions with overseas and on-the-job training (OJT) experience.
  • Marubeni focused efforts on utilizing and promoting a diverse range of HR.

Future Objectives

  • We will step up efforts to recruit and develop capable HR that can succeed on a global scale and promote diversity within the Group.

The Marubeni Group wants talent who:

  • Constantly pursue challenges and innovations with high aspirations and curiosity
  • Accomplish their personal goals at a high level
  • Think and act on their own when executing their duties

Initiatives to Strengthen Human Resources

Three-Pronged HR Strategy

To better deal with the changing business environment and diversified business models, Marubeni has established an “HR Strategy Committee” chaired by the CEO (President). The purpose of this committee is to strengthen human resources across the Marubeni Group.
Specifically, Marubeni adopted a three-pronged approach to HR that emphasizes 1) practical experience, 2) assessment and incentives, and 3) training.
In the area of experience, Marubeni adopted a strategy of focusing on young managerial staff, and making overseas work experience in their twenties a requirement. Marubeni also provides them with on-the-job experience. In this way, Marubeni hopes to develop a globally oriented and productive workforce with an on-the-job perception. In order to implement this strategy, Marubeni has a program in place that promotes more dynamic job transfer and rotation plans through a system of assessments and incentives. Marubeni's training strategy, meanwhile, has been reinforced with a focus on group-specific training programs designed by each Business Group or the Corporate Staff Group in order to better meet the on-site needs. Company-wide training programs mainly comprise job-grade-specific programs and special programs for selected personnel.

Communication between Management and Employees

At Marubeni, communication between management and employees is strongly encouraged with the aim of sharing the company's Management Philosophy and policies. While incorporating dialogs with executives as part of various training programs, or as sessions held within each organization, talk sessions with the president are held for employees in specific job grades, such as managers. In the year ended March 31, 2015, 32 training sessions were held, and executives and employees engaged in direct talks.
From the year ending in March 31, 2016, we will focus on direct dialog especially between the president and employees, and will work to further deepen the communication between management and employees.

Employee Awareness Survey

Marubeni periodically conducts an employee awareness survey to promote the development of even better systems and initiatives by incorporating feedback from employees. The results of the most recent survey conducted in December 2014, which had a response rate of around 90%, showed a greater number of positive responses on the whole compared with the previous survey in 2012. In particular, respondents gave strong positive responses to the statements “I feel proud to work at Marubeni” and “Marubeni offers opportunities for personal growth through experience.” These results demonstrate that pride in working for Marubeni and opportunities for growth are well above the national average. While continuing to build on the strengths identified by the survey results, Marubeni strives to address issues by making improvements through various policies.

Utilization and Promotion of Diverse Human Resources

Marubeni has established a dedicated team within the Human Resources Department to promote diversity management. In addition to developing a work environment where employees can play an active part regardless of their gender, nationality, age, career, or ability, Marubeni is also engaged in a policy of developing a corporate culture and sense of values that makes the most of diverse individual strengths.

Empowering a Diverse Range of Employees Around the World

Many of Marubeni’s diverse talents play important roles in various fields. The following is a message from an employee whose work at Marubeni (Tokyo) entails aiding infrastructure development in local communities.

  • Liudmila Vakkhova
    Transport & Infrastructure Project Dept., Plant Div.

Contributions to Local Communities Through Infrastructure Development

I first learned of Marubeni and its global business as a general trading company, when I was studying in Japan. The idea of working on the global stage was highly appealing to me, and it was for this reason that I decided to join the Company.

At present, I am working to develop transportation infrastructure, primarily conducting railway EPC projects (Engineering, Procurement, and Construction) in Latin America and making good use of my Spanish language ability along the way. A specific example would be exporting Japanese-made railcars to Venezuela and Argentina. In Venezuela, we will supply 13 trains consisting of 52 suburban-use railcars to Venezuela’s national railway. These trains are anticipated to help improve Venezuela’s public transportation system while at the same time alleviating the chronic traffic congestion affecting the suburbs around Caracas. In Argentina, meanwhile, we will refurbish subway railcars used in Japan and supply these cars for use by Buenos Aires City Subway. Refurbishing used railcars means that this transportation infrastructure development project is also environmentally friendly.

I feel great pride in my work knowing that I am taking part in the development of local communities.

Click here for more information about diversity management and efforts to help female employees become more active in the workplace

Marubeni selected as a Nadeshiko Brand 2015 enterprise

Marubeni has been selected as a Nadeshiko Brand 2015 enterprise by the Japanese Ministry of Economy, Trade and Industry (METI) and the Tokyo Stock Exchange (TSE) for excellence in promoting women's empowerment.

Related News Release [160KB]

Fair Recruiting Activities

Marubeni's basic recruitment policy is to select applicants according to their capability 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 offers equal opportunity regardless of citizenship, place of origin, gender, physical disability, or alma mater. Moreover, the job application form does not ask for details such as place of origin, religion, family situation, or any other information not required for us to determine an applicant's capability and competence. During interviews, we respect each applicant's basic human rights by avoiding inappropriate questions and select employees based only on capability and competence.
We always welcome applicants who wish to visit with our employees to get a better understanding of how Marubeni operates. To provide such opportunities equitably for prospective employees, including applicants whose university has no alumni at Marubeni, the Human Resources Department has set up a telephone service that prospective candidates can call to be introduced to employees.
To ensure that fair recruiting activities are conducted across the entire Marubeni Group, we have prepared the Marubeni Recruiting Manual, and strive to ensure that our policies are thoroughly understood across Marubeni Group companies.

Opportunities for Senior Employees

In accordance with the revised Elderly Employment Stabilization Act, Marubeni has adopted a continued employment system for employees aged 60 and above. In principle, it covers all employees who wish to continue working after retirement age. In addition, through the Senior Career Matching System, we aim to increase the job mobility of senior employees and ensure that the right person is assigned to the right position, so that competent personnel can be utilized effectively. As of the end of April 1, 2015, 104 employees have been hired under the continued employment system.

Promotion of the Employment of Disabled Persons

In order to promote the employment of persons with disabilities, Marubeni established Marubeni Office Support Corporation, which has been certified as a special-purpose subsidiary* by the Minister of Health, Labor and Welfare. As of December 1, 2015, Marubeni Corporation and Marubeni Office Support Corporation had 66 employees with disabilities in total.

*Special-purpose subsidiary: a subsidiary that has been certified by the Minister of Health, Labor and Welfare as satisfying the conditions specified in the Act on Employment Promotion, etc., of Persons with Disabilities. The number of workers with disabilities employed by such a subsidiary may be included in the calculation of the employment rate of disabled persons of the parent company.

Further Promotion of Work-Life Balance

Marubeni conducts the Life Event Support Program as an important measure for realizing a stronger Marubeni and sustainable growth. Also, as part of the effort to improve employee's work style, an approach called Marubeni Cool & Smart (MaCS) Work Project is carried out, featuring a trial for no-overtime hours and promoting early-start work style. By making the company, organization and all employees more aware that time is a finite resource, and further improving efficiency and productivity, it aims to maintain and enhance the mental and physical health of each employee, while also strengthening Marubeni's competitive power at the same time.

Expansion of nursing care support programs

In the year ended March 31, 2013, Marubeni upgraded and expanded nursing care support initiatives as part of the Life Event Support Program. When the results of a Nursing Needs Survey showed that many employees are anxious about taking care of aging parents in the future, Marubeni implemented additional measures beyond its existing nursing care seminar program with the aim of supplying information and strengthening individual support systems. Measures included enhancing service initiatives, such as by preparing and distributing a Nursing Care Support Handbook and offering periodic individual counseling on nursing care.

Marubeni has held nursing care seminars 10 times in Tokyo and five times in Osaka, starting the year which ended on March 31, 2011. A total of more than 1,000 employees have attended these seminars.

  • The Nursing Care Seminar held in August 2012

Marubeni Kids Project

Each year Marubeni conducts its "Marubeni Kids Project-Visiting Moms and Dads at Work". This project, which began the year that ended on March 31, 2011, makes it possible for the children of employees to visit the workplace of their parents. The purpose of this project is to deepen the children's understanding of their parents' work, while at the same time encourage the company, employees, and families to reflect on the state of their jobs and personal lives.

Click here for more information about Marubeni's work-life balance projects

“Kurumin” Certification Mark

The “Kurumin” Mark

Marubeni has been certified with the “Kurumin” mark since 2008.The mark, which recognizes companies that are actively promoting childcare support, is issued by the Minister of Health, Labor and Welfare.

Initiatives for Health Management

Marubeni is committed to the comprehensive health management of its employees and seeks to achieve this with the help of occupational physicians. In addition to the annual regular physical examination given to all employees, those employees who are transferring or returning from overseas and their accompanying family members are also required to have checkups before leaving and upon their return.

Mental Health Support Measures

Marubeni has introduced various training programs based on the advice of occupational physicians. Specific examples include, organizing lectures on mental health as part of various education and training sessions, the introduction of an Employee Assistance Program (EAP), a type of external employee support program, and distribution of a Mental Health Manual.
An e-learning platform for a mental health self-care training program is available to almost all Marubeni Group companies, in addition to Marubeni.

Support for Overseas Assignees and Their Families

Marubeni has set up training and support programs for employees who are transferring overseas (and their family members) to help make the transition easier.
Marubeni has engaged the services of NPO Seacare and SECOM CO., LTD. that offer assistance for long-distance nursing care to provide further support for overseas assignees.

Self-Development Support System

Marubeni launched the Self-Development Support Program to improve support for employees wishing to engage in professional development. This support includes financial aid for obtaining qualifications, such as a small and medium enterprise management consultant qualification or a certified public accountant qualification.

Relationship with Labor Union

The Marubeni Employee Union was established in 1949. As of March 31, 2015, it has 2,565 members, or about 59% of our employees. The Company and the labor union share common goals, namely to improve the prosperity of the Company and the socioeconomic status of the employees. Both parties respect each other’s positions and engage in sincere dialogue in order to build good labor-management relations. In the year ended March 31, 2015, 13 meetings were held, including management-union discussions with the president and other senior management members, and various collective bargaining and committee meetings. In addition, the Company and the labor union actively promote joint activities for the introduction and implementation of systems and measures related to the development of the working environment.

From the Marubeni Employee Union

Takeshi Tomiyama, Chairman of the Marubeni Employee Union

For employees, if just by themselves, it may be difficult to get some things done, or make their voices heard. I believe that the role of the Union is to connect those things and combine the dispersed power to reach a solution. Marubeni Employee Union makes specific proposals to the company using various output tools such as management-union discussion sessions, to create an environment where all employees can show their real talent, so that Marubeni will be able to bring out the best from its strong characteristics.

  • Takeshi Tomiyama, Chairman of the Marubeni Employee Union

From the 20th century in which homogeneity, competition, and monopolization were the norm, we have entered the 21st century where diversity, sharing, and network are the new set of values, and there is a limit to what one company can do alone. Looking forward, we will expand the network of employee unions that share the same issues and awareness, and aim to solve the issues in the company, which in turn leads to solving issues for the society as a whole.

Employee Data

  Fiscal Year *1
2012 20132014 2015 2016
No. of employees (Consolidated) *2 32,445 33,566 39,465 38,830 39,914
No. of employees (Non-Consolidated) *3 4,074 4,166 4,289 4,379 4,437
  Of which, Domestic 3,286 3,336 3,433 3,520 3,557
Overseas 788 830 856 859 880
  Percentages of male and female (%) *4 76.2:23.8 75.5:24.5 74.7:25.3 74.1:25.9 73.7:26.3
  Average age *4 42.0 41.9 41.7 41.5 41.4
  Average service years *4 17.1 17.0 16.8 16.7 16.7
  No. of managerial employees *4 2,314 2,327 2,352 2,389 2,438
  Of which, general managers or above 225 223 224 220 219
Employment rate of persons
with disabilities (%) *5
2.19 2.14 2.09 2.17 2.45
Usage of annual paid leave (%) *4 43.9 44.0 45.6 46.1 48.8
No. of employees who took maternity leave *6 19 24 28 28 52
No. of employees who took childcare leave *7 16 25 27 37 48
  Of which, male 4 5 3 10 6
No. of employees who took nursing care leave *7 1 1 0 0 0
No. of employees who took volunteer leave *4 175 141 1 4 0
  • *1 For the year ended March 31
  • *2 As of March 31
  • *3 Total figures include the number of Marubeni employees assigned to other companies and exclude secondees to Marubeni Corporation from other companies (as of March 31).
  • *4 Figures for Marubeni Corporation (as of March 31).
  • *5 Figures are the combined total for Marubeni Corporation and the certified special-purpose subsidiary, Marubeni Office Support Corporation (as of March 1).
  • *6 Figures for Marubeni Corporation. Indicates the total number of people who used leave in the fiscal year, including those who used the leave continuously from the previous fiscal year.
  • *7 Figures for Marubeni Corporation. Indicates the total number of people who started using leave in the fiscal year.
  • *8 All the indicators of employee data for the year ended March 31, 2016 are assured by an external assurance provider based on the international standard ISAE 3000.
    *Please click here to see Independent Assurance Report
  • ** The coverage of the employee data is below:
75% to 100%  
50% to 74%
25% to 49%  
0% to 24%  

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