Female Empowerment
at WorkMarubeni Corporation
2022.8

Approach towards Promoting Female Empowerment at Work In an era of unpredictable and discontinuous change, human capital diversity must be the foundation ofour growth strategy; responding with groupthink is unfeasible.
 Heavily male-dominated organizations do not reflect society (1:1 male-female ratio) and are unable to fully
grasp social issues, which in turn limits the organization’s ability to turn its vision into reality.
 Promoting female empowerment at work is the first step towards achieving human capital diversity and isalso a key long-term management strategy for making Marubeni’s business more sustainable in the future.
2019（Launch of “GC2021”）
Major global trends toward 2030
Concurrent opportunities and threats Millennial generation and changing values Technological innovation, digital transformation

 Geopolitical risks and complexity of international politics
 Transformation of industrial structures New business eco-systems

Improving and Advancing though Groupthink“New Graduates” “Male Employees” “Company-focused Employment”

2022（Present）
Discontinuous changes and disruptions of existing
business models will only accelerate. Awareness ofuncertainties in the post-COVID 19 era is crucial
 Changes in lifestyles triggered by the pandemic Rapid expansion of digital technology
 End of ultra-easy monetary policy

 Weaker international cooperation and concerns over geopolitical risks
 Contribution to SDGs, rising demands for ESG management(Growing awareness of human rights, supply chains, bio-diversity, etc.)

Creating Value and Responding to Change byInterweaving Diverse Values and Knowledge

Female Empowerment at Work 2.0

Overall Policy More focus on expanding the talent pipeline so that women are more involved in our
corporate management and business decisions

Fundamental Policy

Priority Measures

Female Empowerment at Work 1.0

Female Empowerment at Work 2.0

Creating an Environment to Ensure
Women Can Continue Thriving at Work

Expanding the Talent PipelineEnhancing the Work EnvironmentFurther Strengthening Recruitment

Fostering Awareness and CorporateCulture

Expanding Growth Opportunities



Female Employee
Ratio

2.1%

Advancing Planned Assignments andPromotions
Strengthening the Promotion SystemDepartment
General Manager

7.6%

12.8%
*Female Employee Ratios as of April 2022.

Managerial-Track Position
Career-Track Position

Female Empowerment at Work 2.0

Expanding the Talent Pipeline Further focus on expanding the female employee talent pipeline in terms of recruitment,
growth opportunities, and placements

FurtherStrengthening
Recruitment

Existing Measures

New Measures New Graduate Recruitment

 Raising the target ratio

Raise the ratio of newly hired female employees toaround 40-50% within three years (by April 1, 2024)

 Mid-career recruitment

Recruit based on each organization’s needs

 Encouraging Early Career Employees to Gain

On-The-Job Experience

ExpandingGrowthOpportunities

Raise the existing target further to reflect society’s genderratio and aim for a female employee hiring ratio of 50% in all
positions, including new graduates and mid-career hires.

Encourage early career employees, regardless ofgender, to work overseas and gain on-the-job
experience at domestic and overseas groupcompanies.

Ensure equal growth opportunities for men and women Requiring on-the-job experience for early career

employees

Require early career employees to work overseas and gain on-the-job
experience at domestic and overseas group companies.

 Advancing management experience

Provide management experience as early as possible as line managers
at the head office and domestic/overseas group companies.

Advancing
PlannedAssignments andPromotions
Strengthening
the Promotion
System

Employees who newly graduated university are
assigned to each organization in a well-balanced way
once they enter the company, and subsequentassignments are provided to the right person in theright position, as each organization determines.
Continuous communication from top management

 Setting targets for each organization

Set targets for the number and ratio of women at each levelin the organization, and establish a system for planning andimplementing measures to achieve these targets.

 Talent Management Committee

HR Strategy Committee, led by key members of the executive
team (CEO, CAO, CSO), promotes overall measures.