Forged Out of the Dedication of Employees and Officers

Creation of MARUI GROUP’s 2050 Vision
MARUI GROUP’s 2050 Vision was forged over a roughly yearlong process
of ongoing discussion among employees, executive officers, and specialists.
Through a process shaped by employee volunteers, a back-casting approach was used startingfrom our goals for 2050 to form MARUI GROUP’s vision for the future.

Background for Establishment of Vision
The establishment of MARUI GROUP’s 2050 Vision was prompted by input from investors.
Although the market had recognized the improvement in corporate value achieved through our
co-creation philosophy and business strategies based on inclusion, there were requests fora long-term vision, long-term targets for accomplishing this vision, and quantitative information
on progress toward those targets. These requests led us to start formulating a vision. When­formulating an ultralong-term vision for 2050, the opinions of the employees that will actually
be living in that era are of the utmost importance. For this reason, younger employees were­recruited to take part in establishing the vision, a process that we advanced through a unitedemployee effort.

Establishment Process
STEP 1: A nalysis of operating environment projected for 2050 including microtrends
and global megatrends

Ever-Evolving Process Driven by Employee Participation

Groupwide Sustainability Project TeamMARUI GROUP has
established four
official project teams
that engage in deep,
forward-looking discussion on themesthat are related to the Company or society as awhole from a medium-to-long-term perspective.
One of these teams is the Sustainability Project
Team, which was formed in 2018. Members wererecruited through open application, and the unprecedented number of applications was so great that
only one-seventh of applicants were accepted,­resulting in a team comprising roughly 50 Group
employees. The members took part in workshops
arranged by external specialists and discussed thevision for the future that would be MARUI GROUP’s
2050 Vision.

Major Events of the Year2017
December

Input received from investors at MARUI GROUP IR DAY
became the impetus for the establishment of a project teamfor establishing a vision. Meetings with employees and­discussions with external specialists were commenced.

2018
January–
February

The first Future Co-Creation Workshop was held on fouroccasions with attendance by officers, younger employees,
and external specialists to discuss visions for MARUIGROUP in 2050.

May–
The second Future Co-Creation Workshop was held on
September seven occasions during which project team members
recruited through open application and external specialists
discussed desirable futures for MARUI GROUP 2050.
September In the second workshop, employees were divided into six
groups to formulate 2050 vision proposals to be presented
directly to executive officers, after which a rough draft wasformulated by the organizing committee.
October

The third Future Co-Creation Workshop was held among
executive officers only, who discussed the 2050 vision
proposals prepared by employees while sharing theiropinions and interpretations.

December

An intensive vision conference was held just for executive
officers to finalize MARUI GROUP’s 2050 Vision forannouncement at the co-creation sustainability explanatory
forum on December 10, 2018.

Creation of 2050 World Map Based on Employee Input
At the Future Co-Creation Workshops, employee
participants first took part in analyzing the operating
environment predicted for the future. Discussions werethen held on future trends that seemed certain basedon global megatrends, the future trends that, albeit
uncertain, were of importance to MARUI GROUP,
and finally visions for what MARUI GROUP wanted
to become in 2050.

Ten Key Concepts
The values MARUI GROUP wants to emphasize in its
2050 Vision were organized into 10 key concepts.
Fairness and impartiality
Beneficial trade
Community and connections
New indicators

STEP 2: Prediction of future in 2050 as it pertains to MARUI GROUP

Happiness and prosperity
Redevelopment of social systems and infrastructure
Utilization of technologies

STEP 3: E stablishment of vision for desired state of MARUI GROUP in 2050
and long-term targets for accomplishing vision

Co-creation
Inclusion
The 2050 world map compiles future trends that seem certain, uncertain
trends of importance to MARUI GROUP, and visions for what MARUIGROUP wants to become.

Sharing

Sustainability Project Team meeting in July 201846

VISION BOOK 2050

VISION BOOK 2050

47

Future Co-Creation Workshops Centered on Employees

Employees that took part in the Sustainability Project Team first analyzed the operating environment trends projected 30
years in the future and then discussed the future trends that seem certain and the world they wish to build based on thosetrends. After this, the members were divided into six groups to formulate visions for MARUI GROUP in 2050, which were presented directly to executive officers. On these pages, representatives from each of the six groups explain the sentiments incorporated into their visions and what they see as their duties following the announcement of MARUI GROUP’s 2050 Vision.

eam A’s presentation involved producing model examples of the cities in which we
can live as we ideally desire. We wanted to take responsibility in shaping the futurewith our own hands, and this desire informed our vision. Through this presentation, I was
reminded of the importance of assembling people with different perspectives and backgrounds to engage in free discussion on a single theme. This process led to substantial
output that I would not have imagined prior to participating. Moving forward, it will be important for everyone at MARUI GROUP to think about how we will go about realizing our vision.
I hope that I can help foster a corporate value in which employees are always aware of theirvision, adjusting their actions based on the actions of others.

T

I want to create a futureof coexistence andco-prosperity in which
all people can embrace
their individuality.

We wanted to takeresponsibility in shaping
the future with ourown hands.

key point of our presentation was our ability to communicate the appeal of the hopethat we held for the future. I was inspired by MARUI GROUP’s 2050 Vision, a declaration of our intent to play a leading role in shaping the world to realize the future we desire.
Personally, I want to create a future of coexistence and co-prosperity in which all people canembrace their individuality through co-creative businesses that provide roles and places foreveryone. I understand that MARUI GROUP cannot realize its vision alone. It will be crucial
for us to accelerate our progress toward our vision by working together with allies thatenvision similar futures. For this reason, we must step outside the Group to become “humanhubs” that create new allies and foster collaboration with them.

A

Takashi Kitao
Second Sustainability Project Team Member
Digital Transformation Promotion Department,
M & C SYSTEMS CO., LTD.

ur vision for 2050 was of a world in which everyone thinks and acts from a positionof altruism that is blind to borders as they work to resolve global issues. Up until now,MARUI GROUP’s business has sought to provide opportunities equally to everyone. Our
vision for an ideal world is impossible in a society filled with inequality. We therefore aim toutilize the strengths and technologies of MARUI GROUP to help dispel global inequalities.
I am interested in inter-generational human businesses. I hope we millennials can bridge thegap between Generation Z and all future generations, shaping the future while empathizing
from a relatable position. This prospect fills me with excitement.

Natsuki Yano
Second Sustainability Project Team Member
Investment Research Department,
MARUI GROUP CO., LTD.

O

We envisioned a societythat values individualenrichment over national
prosperity.

I hope to bridge the gap
between future generations,
shaping the future while empathizing
from a relatable position.

n my group, we envisioned a society that values individual enrichment over national
prosperity, a future in which everyone is able to choose from options that do notcause harm and that contribute to the enrichment of individuals. I was surprised and overjoyed that the final 2050 Vision incorporated our input in various areas. I am in charge of­financial inclusion in my current position, but I understand that the definition of happinesscan vary from person to person and that people may place different values on money andprosperity. I therefore aspire to create various options for each individual to propose thebest possible course of action, remaining careful not to lose sight of the true goal of financial
inclusion. It is important that we continue to move forward so that our ideals can get beyond
armchair theorizing to influence the world of today and tomorrow.

I

Erika Watanabe
Second Sustainability Project Team Member
Sales & Planning Department,
MARUI CO., LTD.

48

VISION BOOK 2050

Yuka Seta
Second Sustainability Project Team Member
Yurakucho MaruiIn charge of Financial Inclusion
Epos Card Co., Ltd.

VISION BOOK 2050

49

Future Co-Creation Workshops Centered on Employees

Employees Volunteering to Join the Sustainability Project Teamy team formulated our vision with a focus on the global environment

Participating in the Sustainability Project Team increased my environmental awareness while
making me aware of my lack of knowledge pertaining to coexistence with the global environment. Also, I was filled with a desire to help preserve the environment through inter-generational
businesses after being given the opportunity to think about the environment as it pertains tofuture generations. I anticipate that technological progress will make it possible to protect theenvironment in ways that we had all but given up on in the future.

M from the perspective of humanity’s continued survival in the world of
2050. I was struck by the finished 2050 Vision and its emphasis on theconcept of dichotomies to envision scenarios for a broader perspective.
However, the sheer scale of this vision places its ability to drive actual action
into doubt. Nonetheless, I am confident that we can realize the 2050 Vision if
we have a commitment to benefiting customers and a pioneer spirit. I personally want to take part in co-creative businesses. I am currently helping to build
a flourishing and inclusive society that offers happiness to all through myproduct creation, e-commerce, and customer service activities in the OmniChannel Retailing Department.

We can realize the 2050 Vision
if we have a commitment
to benefiting customers
and a pioneer spirit.

Masao Mori
Second Sustainability Project Team Member
Sales Department, MARUI HOME SERVICE Co., Ltd.

Through the project team, I became aware of the fact that all businesses shape the future and of
the importance of framing the accomplishment of goals in terms of commitment rather thanability. Furthermore, I have since come to voice opinions in my daily work while always remaining aware of the need for clear principles and visions of what we want to provide to stakeholders
if MARUI GROUP is to be a company that is always chosen by customers.

Yuki Tsukita
First Sustainability Project Team Member
New Business Development Department, MARUI GROUP CO., LTD.

The project team helped me experience the need for increased speed to address
the ever-more rapid pace of social change expected to be seen in the future, enabling
me to think based on a more long-term perspective. In the field of financial inclusion,
I hope to support the happiness of everyone by providing ways of interacting withmoney (services) that are characteristically MARUI GROUP to customers harboringmonetary concerns.

Takuto Yoshihara

Ryo Hayasaka

First Sustainability Project Team Member
System Planning Department, M & C SYSTEMS CO., LTD.

Second Sustainability Project Team Member
Omni-Channel Retailing Department,
MARUI CO., LTD.

My involvement with the project team changed my perspective from focusing on whatshould be done to respond to social changes to working backward from a vision for the
future to determine what needs to be done today. MARUI GROUP’s 2050 Vision is of agreat scale, and I am convinced that new businesses can be developed by uniting bothsides of dichotomies. We will have to tackle new challenges to accomplish our vision,and I am committed to growing so that I can create value for the future.

ur vision was for a world in which everyone can find their raison d’être andin which MARUI GROUP can transform this purpose into value throughits business. We therefore saw a need for indicators for the subjective value of
purpose and a platform for linking individuality to purpose. MARUI GROUP’s
long-term vision accounts for the people that will be made happy through its
accomplishment. I therefore believe that this vision is something that MARUIGROUP can accomplish with its core value emphasizing a love of people andthe act of building trust. Key to accomplishing this vision will be combining thiscore value with technologies to accelerate our efforts.

O

Asami Ishii
First Sustainability Project Team Member
Ueno Marui, MARUI CO., LTD.

We saw a need for aplatform for linking
individuality to purpose.

At first, I was unable to escape from the confines of standard conventions when
thinking about the future from a long-term perspective. However, the more the project
team met, the more I was able to break away from this thinking. I believe that the 2050
Vision exudes MARUI GROUP’s aura, but I also suspect that it will be incredibly difficult to ­accomplish. If we are to realize this vision, we will need to take the focus off ofprofit, instead seeking to give form to our ideals and continue creating frameworks forgenerating profit through these ideals.

Tetsuya HoshinoFirst Sustainability Project Team Member
Human Resources Development and Group Distribution Department, MOVING CO., LTD.

Yuri Matsuyama
Second Sustainability Project Team Member
Gender-Free Fashion Project TeamMARUI CO., LTD.

The project team made me realize that sustainability was my responsibility while heightening mycommitment to benefit customers and reaffirming the importance of the creation of social value
and beneficial trade of profits. Various dichotomies and inequalities are likely to appear in the
future. However, this does not change the fact that all people have an equal right to happiness.
I therefore feel that it is the mission of those of us working at MARUI GROUP to help build asociety in which everyone can live with peace of mind.

Hidehiko Nonaka
First Sustainability Project Team Member
Personnel Division, MARUI GROUP CO., LTD.

50

VISION BOOK 2050

VISION BOOK 2050

51

Group Members Resonating with MARUI GROUP’s 2050 Vision

Questionnaire

Opinions of 600 Employees Regarding MARUI GROUP’s 2050 Vision

Kumiko Tanaka

Ayumi Hiromatsu

Yuma Suzuki

Kinshicho MaruiMARUI CO., LTD.

System Planning Department,
M & C SYSTEMS CO., LTD.

Marui City Yokohama
MARUI CO., LTD.

The 2050 Vision was of a much greater scalethan my own vision. The concepts of environmental efficiency and circular revenue were­excellent for clarifying the goals of MARUIGROUP. I now recognize that the small efforts
of individuals can amount to something muchlarger, and I thus hope to work with lofty aspirations to help others resonate with this vision.

The 2050 Vision amazed me and won mysupport at first sight. I recognize that, in thesociety of today, there are some dichotomies
that are created by businesses, making me
wonder how we can possibly transcend all­dichotomies through our business. I am stilla little unclear on how to do this, but I am­committed to giving it my all as I move forward
one step at a time.

The nitty-gritty of the 2050 Vision is abouttranscending dichotomies, and this vision
made me realize the importance of remaining
mindful of this task over the long term while
tailoring one’s efforts to changes in the environment and in the times. I hope that all employees will be as passionate toward this vision
as I am so that MARUI GROUP can lead the­accomplishment of this vision while incorporating all people, companies, and societies.

Naoki Ito
Marui City Yokohama
MARUI CO., LTD.

I have been convinced that transcending­dichotomies is vital to the realization of a sustainable world. However, given the breadth andthe long-term perspective of the 2050 Vision,
I am concerned that some employees may
sense a great deal of disparity between the
MARUI GROUP of today and our vision. What
we probably need is a clear roadmap to ensure
effectiveness in human resource development
and in collaboration with other companies.

MARUI GROUP’s 2050 Vision wasshaped through the efforts ofmembers of the Sustainability
Project Team and then shared withother employees at the meeting of
the Medium-Term Management­Visionary Committee held in July
2018. Many comments werereceived from employees acrossthe Group that found themselves
resonating with the 2050 Vision.

Mariko Kuwae
Ueno MaruiMARUI CO., LTD.

A strength of MARUI GROUP, with its wideranging businesses, is its ability to identify
various social issues that can be addressed
through its business. Our philosophy, which­underscores dedication to the customer’s perspective and to the realization of a sustainable
society, is deeply rooted in the Company. I am
therefore confident in our ability to accomplish
our long-term vision if we prioritize our goals
and work to accomplish them one step at a time.

QUESTION 01

QUESTION 02

What personal mission do you wish to accomplish throughyour work in order to contributeto the realization of a sustainable society?

What type of company do you want
MARUI GROUP to be in 2050?

Frequently Cited Keywords

Frequently Cited Keywords

Action, implementation, learning, growth, diversity

Action, flexibility, responsiveness, communities,
social issues

Noteworthy Responses

Noteworthy Responses• Always thinking first about what social issues my work addresses,
I will search for the ideal resolution through introspection while
deeply examining the issues to drive concrete action.
• First of all, I will learn about and experience social issues. I will thenimplement initiatives for addressing these issues through my work.
• I want to act in a manner that contributes to a sustainable society
and to my own growth.
• Freeing myself of my prior thinking and preconceptions, I will
predict future possibilities and focus on being open to diversity.

• I want MARUI GROUP to be a company that interacts and coexists
with a diverse range of people while generating innovation for­resolving social issues.
• I hope that MARUI GROUP will maintain its mindset of evolving tobetter serve customers and at the same time respond flexibly tosocial change.
• In the society of the future, one will only need a computer to becomplete, which may dilute interpersonal connections. I believe that
we can bring joy to people by creating venues for connections andcommunities.
• Resolving a wider range of social issues will require us to search forresolutions while working together with other companies and coordinating with government agencies, the United Nations, and otherinstitutions.

AnalysisAnalysis

From among the global megatrends of environmental issues, social
issues, economics, and technologies, to which trend would you link
the personal mission described in question 1?

From among the global megatrends of environmental issues, social
issues, economics, and technologies, in which area would you like the
MARUI GROUP described in your response to question 2 to resolve
issues?

Economics,
technologies
40%

Environmental issues,
technologies
10%

Globalmegatrends

Economics
20%

SocialissuesGlobalmegatrends

40%

Socialissues70%

Environmental issues
20%

52

Aika Sekine

Tamae Saito

Fumimasa Hino

Kinshicho MaruiMARUI CO., LTD.

Customer Success Department and Investment
Research Department, MARUI GROUP CO., LTD.

General Affairs Department,
MARUI GROUP CO., LTD.

MARUI GROUP’s stance toward exercising­corporate responsibility to resolve the issues
to be faced in 2050 and shape the society
we envision resonated with me. I think it is­important that the vision be communicatedto all employees and that we rapidly develop
frameworks to let everyone at MARUI GROUP
transmit their ideas in their own manner.

The idea of transcending dichotomies condenses MARUI GROUP’s quest to practice­co-creation management and create value by
expanding the intersection between stakeholder interests into a few words. I personally
prefer to look at things in terms of “both A andB” rather than “either A or B,” and this idea thus
overlapped with my beliefs.

I see a widening range of possibilities andbusiness opportunities in MARUI GROUP’s
long-term vision, which encompasses theentire world and is an evolution of the Com­pany’s policy of diversity and inclusion. If theCompany were to detail a clear process forhow each business will accomplish the goals
for its KPIs, it would be easier for all employees
to link the vision to their work.

VISION BOOK 2050

The ratios of respondents linking their personal mission to social
issues and environmental issues were 40% and 20%, respectively.

Approximately 70% of respondents wanted MARUI GROUP to be
a company that resolves social issues while around 20% wanted
MARUI GROUP to be a company that addresses economic issues.

Examining the relationship between responses to questions 1 and 2, it was found that around 20% of all respondents offered highly similar­responses for their personal mission and their desire for MARUI GROUP in the future, indicating that MARUI GROUP and its employees are, toa certain degree, aligned along the same vector. The responses also signified that employees see the Company as somewhat of an extensionof their own values. Furthermore, a large number of respondents stated a desire to think first about what exactly is the happiness of all people
and then act to contribute to the resolution of social issues, whether with regard to themselves or the Company.

VISION BOOK 2050

53

Eyes toward the Future Beyond 2050

Intensive Vision Conference for Executive Officers

Input from Children That Will Shape the World 30 Years from Now—Input from Children—
I hope that we will still value connections
with people and the warmth of people 30 years
in the future.

As part of the process of formulating our long-term vision, we reached
out to Ebara Fifth Public Elementary School in Shinagawa, Tokyo.
A total of 130 children, who will be the ones shaping the world 30
years from now, were invited to take part in discussions so that we
could incorporate their thoughts and opinions into the vision. The
children were first asked to imagine what the world may look like
30 years in the future and then to think about what would make fora more desirable future. The children voiced a mixed assortment ofhope and concern regarding the future, with some stating how theywant to value interpersonal connections or make ecological lifestyles
the norm and others expressing concern for being ruled by technology. Such input from children was integrated into MARUI GROUP’s
2050 Vision, representing our first step in practicing co-creation
with the group of stakeholders that is future generations.

I want to enjoy the evolution of technology
while addressing climate andother environmental issues.

We should separate the work of people fromthe work of robots. We need to enrich people’s
lives without making things overly convenient.

Ayano Moroto
Teacher
Ebara Fifth Public
Elementary School
Shinagawa, Tokyo

I remember how motivated and excited the children
were to participate in this event after I informed themthat their input would be used to help set MARUIGROUP’s new management policies. Many of theiropinions were unexpected, such as those that expressed dissatisfaction with an overly convenientsociety and those that wanted to eat meals with theirfamilies. This event thus made it apparent that thestudents had not lost sight of the importance of connections with others and the fundamental qualities ofbeing human.

After receiving proposals from Sustainability
Project Team members and discussing withchildren, the last step in formulating MARUIGROUP’s 2050 Vision was a two-day, overnight
intensive vision conference attended by all exec­
utive officers. At this conference, the executive
officers brought the vision to final form by organizing and confirming understanding of theopinions of employees, children, and experts
and then considering, presenting, and sharing
the long-term vision proposals presented by
the Sustainability Project Team groups. A wide
variety of opinions were raised during the open
and lively discussions. One officer mentionedthat he sensed an innovative drive to overcome
challenges in the idea of transcending

LetterTo Every Employee That Has Joined Since 1970 and Will Join in the Future

Motohiko Sato
Senior Managing Executive
Officer and CFO
In charge of IR and Finance
MARUI GROUP CO., LTD.

Inside Scoops on Discussions Held

When Formulating the 2050 Vision
Inside
Scoop

Inside
Scoop

There was actually a predecessor to the 2050 Vision of“harnessing the power of business to build a world thattranscends dichotomies.” This vision was “Shiawase(Happiness) × Sustainability = Seicho (Growth)” or “S3.”
Based on MARUI GROUP’s co-creation philosophy, thisvision involved providing all stakeholders with options forbeneficial trade so that the Company could grow by accumulating value in addition to profit. However, the inclusionof future generations among the emphasized stakeholder
groups was a new perspective unique to the long-term
vision, and we thus decided to rethink our vision from thisperspective.

54

At the Future Co-Creation Workshops, employee participants presented the long-term vision proposals they had
thought of directly to executive officers. On the day of thepresentations, a typhoon struck Japan, breaking windows
at Namba Marui. One employee was forced to skip theworkshop to address this issue. This employee’s group had
been working on their vision up until the morning of thepresentation. They set up an impromptu intranet meeting
via the Group’s internal meeting system during which they
discussed the vision, right up to the deadline. The passion
infused in the discussions strengthened the bonds between
the members, who remain connected even today.

VISION BOOK 2050

dichotomies. Another stated that concrete KPIs
were suited to green businesses while also
bringing up the need to reevaluate the KPIs
for other businesses in the future. Following its
finalization at the conference, the 2050 Vision
was announced at the co-creation sustainability
explanatory forum held on December 10, 2018.

It is common, even today, for people of my age to express their appreciation
for how MARUI GROUP has helped them in the past. Whenever this happens,
I am reminded of how MARUI GROUP has been long loved by and necessary
to society. Back in the day, we helped countless people with our installment
payment framework based on credit forged together with customers, thereby
addressing the consumption needs of younger, low-income individuals, whichitself could be said to have been a social issue. The evaluation of the social
value born out of being needed by society contributed to improved economic
value, thereby driving our growth over the past 88 years.
Today, the evolution of the Internet is responsible for massive changes inour operating environment. We have responded to these changes by transforming our business structure, shifting from in-house credit cards to multi­
purpose EPOS cards and transitioning from department stores using theconsignment buying system to shopping centers utilizing fixed-term rental­contracts. These initiatives have laid the foundations for stable growth. In the
future, we anticipate further changes to the operating environment as digitization spreads and AI and other technologies evolve rapidly. No matter how times
may change, though, we will continue to address social issues in our businessby capitalizing on the responsiveness to change that is part of MARUI GROUP’s
DNA. Through unrelenting innovation and ambition, MARUI GROUP will aspire
to be a company that is always loved and needed by society in order to ensure
robust growth over the next 100 and 150 years.

VISION BOOK 2050

55

The members of the Sustainability Project Team and the members of the2018 Medium-Term Management Visionary Committee that resonatedwith MARUI GROUP’s 2050 Vision assembled to share solidarity in theirvision for the future.

56

VISION BOOK 2050

VISION BOOK 2050

57

MARUI GROUP’s mission is to contributeto the co-creation of a flourishing andinclusive society that offers happinessto all. Creating happiness for everyone
requires co-creation with Group employees as well as with customers, business
partners, and all other stakeholders.
We at MARUI GROUP will march forward
toward the future we envision.

Contact
Sustainability Department and ESG Promotion Department
MARUI GROUP CO., LTD.
3-2, Nakano 4-chome, Nakano-ku, Tokyo 164-8701, Japan
Tel: 03-5343-0717 E-mail: esg01@0101.co.jp

Corporate information, investor relations
information, sustainability information,
recruitment information

Mailing list registration (Japanese only)
www.0101maruigroup.co.jp/ir/infomail/reg.html

www.0101maruigroup.co.jp/en/

58

VISION BOOK 2050