WITH EMPLOYEESITOCHU is aggressively developing and enhancing its human resources,
while continuing its longstanding promotion of a global humanresources strategy. These actions are the management base supporting
the drive to “Proactively Seek New Opportunities,” one of the basic
policies of the medium-term management plan.

EMPLOYEERELATIONSHuman Resource Development
Supporting the “Seeking of
New Opportunities”
Human resources are what support the stable,
ongoing growth of ITOCHU Corporation. Ourhuman resource development activities areavailable to employees throughout the Group,
both domestically and in overseas blocs. Basedon each employee’s work experience andabilities, we strive to help them develop into
professionals who play an active role in theirbusiness field and to provide them with theskills necessary to manage business on a
global level.
Through individual evaluations and feedback,and by providing valuable job experience via
on-the-job training (OJT), we help to cultivate
the motivation and willingness of employees toincrease their career opportunities within theGroup. To further the support of employees’
self-development, we not only provide skills andknowledge through training but also actively
support individual career development. We willcontinue to invest substantially in our humanresources, while at the same time promoting
human resource development which is proactively led by the front-lines.
In addition, in order to promote aggressive
expansion of business in China—one of themeasures in the medium-term management
plan—it is essential to reinforce Chinesehuman resources. Last year, we launched a
new “Junior staff overseas training for multilanguage” program, which is designed todispatch all Headquarters junior staff overseas,
mainly to China, to study Chinese or otherlanguages used in developing countries. We
will further enhance our current competitive
advantage by promoting human resource
reinforcement measures focused on theChinese market.

Basic Structure of Human
Resource Development(Base)

ITOCHU Values
as a base

Knowledge and skills

http://www.itochu.co.jp/en/csr/employee/
working_environment/

HighPotential
Identification

Appraisal/
Assessment
Performance &Competency

CDP

TalentManagement

CareerDevelopmentPlan䡲 Human resources development policy and training details (excerpt)
䡲 Number of employees participating in major training programs䡲 Comments by training participants

Organizational
governance

Assignment

Development Programs

Promotion/Project Assignment/
NS Headquarters UTR Program*/
Cross, Intra-Bloc Assignment

Bloc Development Program/
Outside MBA/Global Development
Program/High-Potential
Development Program* Program in which overseas bloc employees are trained
through work at the Tokyo Headquarters

Specific Initiatives
1 We are inviting employees from our overseas blocs
worldwide to come to our headquarters for approximately two years as a form of HR development
through actual operations. At the same time, thisinitiative encourages our headquarters to become
more global in its outlook. (From April 1, 2008 toMarch 31, 2011, a cumulative total of 54 employees have been accepted.)

formulated as the new ITOCHU Mission, into thehuman-resource requirements for ITOCHU leaders.
These requirements are reflected in our hiring
standards and our evaluation and HR development
programs, enabling us to hire and develop humanresources suited to ITOCHU’s values globally.
http://www.itochu.co.jp/en/csr/employee/global/
䡲 Number of overseas bloc employees by region (As of March31, 2011)

Human rightsLaborpractices

䡲 Efforts to support employees’ childcare and nursing care
䡲 Acquisition of leave according to childcare- or nursing carerelated systems
䡲 Comments from an I-Kids user䡲 Comments from a user of childcare leave
䡲 Career counseling䡲 Employee health management
䡲 Employee safety measures

Promoting Human Resources
Diversification in Japan

Development/
Utilization/
Promotion

4 We have incorporated the five ITOCHU Values,

http://www.itochu.co.jp/en/csr/employee/
development/

Kurumin Mark

Talent Management Process

strategy through the ITOCHU Global Recruitment
website, a channel that human resources desiring
local recruitment overseas can also utilize, andconducted an internship in English for foreign
university students in August 2010.

Evaluation and feedback

Core Subjects ofISO 26000

ITOCHU Corporation has been expanding andimproving its system for both male and female
employees that supports efforts to maintain agood balance between work and child care or
nursing care. As of July 2011, we received“Kurumin” mark certification, which the Tokyo
Labor Bureau awards to companies in recognition of their active support for raising thechildren who will be Japan’s next generation.
ITOCHU will continue tocreate an environment thatenables employees toremain motivated andfulfilled by their work.

3 We promoted a globally shared human resources

Promote training and self-development

15Since fiscal 2008, ITOCHU has been promoting
a global human resources strategy in order tomaximize the value of human resources andoptimize the talent development of the Group on
a global basis.
By fiscal 2011, the Company had created acommon global platform, including standardized evaluation items and a global humanresources database. From fiscal 2012, focusing on individual employees, we will strengthen
human resources strategy implementation incore overseas markets such as China and Asia
in order to secure, develop, and optimize
personnel that will contribute to businessdevelopment worldwide.

human resources on a global basis regardless ofnationality, using the ITOCHU Global Classification(IGC) as a common measure of job level/level of
responsibility for all jobs and positions worldwide.
Utilize and nurturedesire for growth

Utilization in
operations

MIND

Providing Comfortable Working
Environment for Employees

2 We are assigning, promoting, and developing

Global Management Talent
OJT: On-the-job training
through job experiences

Global Human Resources
Strategy Enters a New Stage

Theenvironment

ITOCHU has formulated and enacted Promotion
Plans on Human Resources Diversification sincefiscal 2004. The aim of these plans is to maximize the strength and abilities of employees,
regardless of gender, nationality or age. In fiscal
2010, we drafted the “Promotion Plan on
Human Resources Diversification 2013
(Japan),” a new five-year plan to promote thecreation of an “Attractive business environmentand corporate culture” through support for theretention, embedding and activities of evenmore diverse human resources. Specific efforts
here include recruitment of university students
from local universities overseas to work at
ITOCHU Headquarters.
http://www.itochu.co.jp/en/csr/employee/
diversity/
䡲 Number of male and female employees (non-consolidated)䡲 Total hires of new graduates䡲 Experienced hires (general staff career track)䡲 Supporting the participation in society by people with disabilities

Communications withEmployees
http://www.itochu.co.jp/en/csr/employee/communication/
䡲 Employee consciousness survey (engagement survey)
implementation䡲 Dialogue meetings with CEO
䡲 Dialogue with the labor union䡲 Comments from the labor union president

Fair operating
practices

ConsumerissuesCommunity
involvement anddevelopment