For more information on MARUI GROUP’s 2050 Vision and the three businesses founded on co-creation, please refer to VISION BOOK 2050.
www.0101maruigroup.co.jp/en/sustainability/lib/s-report.html

Focus on the Interestsof Future Generations    MARUI GROUP’s 2050 Vision is “Harnessing the power of business to build a world thattranscends dichotomies.” We have defined the following three businesses founded onco-creation that will form the basis for our efforts to realize this vision. Each of these businesses
is designed to provide options for increasing the intangible value that is happiness. Of thesebusinesses, this report will look at our progress with regard to inter-generational businesses.

MARUI GROUP’s 2050 Vision

Harnessing the power of business to build a worldthat transcends dichotomies
Three Businesses Founded on Co-Creation

Inter-Generational Businesses

Inter-Generational Businesses

VISION 2050
Co-Creative Businesses

Financial Inclusion

Provision of options emphasizingbalance between individuality
and connections

Provision of options foralleviating income disparity

Happiness
By expanding the intersection between these three businesses and thereby generating happiness for all people,
MARUI GROUP’s 2050 Vision can be realized.

48* For more information on inter-generational businesses, please refer to “Meaningof Wealth as Encapsulated in Richard Buckminster Fuller’s ‘Spaceship Earth’Model” (a discussion between MARUI GROUP Sustainability Advisor PeterDavid Pedersen and President Hiroshi Aoi) on pages 56–59.

1. Green Businesses
Options for Coexistence with the Global Environment
For its green businesses, MARUI GROUP has defined the indicators of environmental efficiency and ratio of circular revenue. In addition, we havereceived certification from the Science Based Targets initiative in March 2018 for our targets for reducing emissions of CO2 and other greenhousegases throughout the Group. The Company also became a member of RE100 in July 2018, declaring its target of sourcing 100% of its electricity
from renewable energy by 2030 (along with a medium-term target of sourcing 70% by 2025). For more information on MARUI GROUP’s initiatives
pertaining to the TCFD, please refer to pages 50–55.
Long-Term Targets

Provision of options for coexistence withthe global environment andfuture generations

Against this backdrop, MARUI GROUP will maintainan emphasis on the stakeholder group that is future generations while viewing climate change as both a sourceof risks and a source of opportunities for creating newbusinesses. Human businesses have a role in supporting
green businesses by fostering the employees that will
advance us forward on this mission.

MARUI GROUP has subdivided its inter-generational
businesses* into green businesses and human businesses. Green businesses, in particular, have been givena central position among inter-generational businesses
out of recognition of the fact that addressing environmental issues requires immediate consideration forfuture generations. Meanwhile, the recommendations ofthe Task Force on Climate-related Financial Disclosures(TCFD) are garnering a great deal of attention, and interest in the efforts of companies to address climate change
is on the rise (see pages 50–55).

Environmental efficiency*1
Greenhouse gas emissions (Scope 1 & 2)*2

Medium-Term Targets(5 years in the future)

Long-Term Targets(10 years in the future)

Ultralong-Term Targets(30 years in the future)

10.2

15 or more

20 or more

20% reduction

80% reduction

90% reduction—

Greenhouse gas emissions (Scope 3)*2—

35% reduction

Ratio of electricity sourced from renewable energy

70%100%—Resource recycling rate

60%

70%

100%

Ratio of circular revenue*330% or more

40% or more

50% or more

*1 Environmental efficiency = Operating income ÷ CO2 emissions*2 S cope 1 & 2 represent greenhouse gas emissions from the Group. Scope 3 represents greenhouse gas emissions from areas including raw material procurement,transportation, and use by customers.
*3 Ratio of circular revenue = Circular sales / Transactions ÷ Total Retailing segment transactions

2. Human Businesses
Options for Coexistence with Future Generations
It is stated in MARUI GROUP’s philosophy that we should “equate the development of our people with the development of our company.” Accordingly,
we see a company as being a platform for supporting the growth of its people. MARUI GROUP is thus only able to grow when it effectively operates
this platform. Conversely, MARUI GROUP will not be able to grow if its employees do not also grow. At MARUI GROUP, we endeavor to supply ouremployees with opportunities to develop the capacity for empathy needed to build creditability together with customers as well as a corporate culturethat fosters the propensity for innovation necessary for exercising a pioneer spirit of creating opportunities. MARUI GROUP’s long-term targets provide
a wide range of options for coexistence with future generations through co-creation with external entities, which will be conducted alongside humanresource investment and the cultivation of a corporate culture that fosters a propensity for innovation founded on co-creation.
Long-Term Targets

Medium-Term Targets(5 years in the future)

Long-Term Targets(10 years in the future)

Annual human resource investments¥1 billion or more (continued over the long term)

Voluntary participation by employees (aggregate)

10,000 employees or more each year (continued over the long term)

Future MARUI GROUP leaders cultivated (aggregate)

120 or more

Individuals capable of creating future value cultivated(aggregate)

4,000 or moreFinancial and sustainability education

Conducted in Japan (continued over the long term)

Ultralong-Term Targets(30 years in the future)

10,000 or more
Conducted overseas

49