SOCIAL REPORT

Employee Relations
ITOCHU Corporation has put up the “Full development of a global human resources
strategy” as one of its priority measures in “Frontiere 2010” and is aggressively
working on strengthening its human resources from a global perspective.
We are striving to become an attractive enterprise and to create an attractive
corporate climate, respecting individual careers and allowing every single personof our diversity of human resources to fully exert his or her skills regardless ofnationality, race, gender and age by realizing a good working environment and a
dynamic work style.

Policy of ITOCHU
Corporation’s humanresources strategy

Global human resources
strategy and specificinitiatives

Based on our basic policy of “recruiting, developing and leveraging humanresources worldwide,” ITOCHU Corporation aims to maximize and fully optimize
the value of its human resources inthe entire group all over the world andpursues a human resource strategy witha global perspective. With this strategy,
ITOCHU works to develop an environment giving employees more motivationand satisfaction, allowing them to realize
their capabilities to the maximum withpeace of mind to take the challenge of
facing new things. We further respect
the values and personality of our employees and systematically acquire anddevelop human resources with a global
perspective regardless of nationality,
race, gender and age, striving to develop
a good working environment for a diversity of human resources through support
for a diversity of work styles and therealization of dynamic work styles.

ITOCHU Corporation is pursuing a variety of measures following two policies:1) continually produce and optimallyleverage global management humanresources from all nationalities, races,
genders and ages, and 2) encouraging
an awareness change of all employees
in the group to become a truly global
enterprise. The Global Talent Enhancement Centers (GTEC) set up in four cities
in the world and the Headquarters set
up in Tokyo are at the center of these
efforts. Particularly in “Frontiere 2010,”
we perceive our global human resources
strategy as the core of our human resources strategy and focus our efforts on“securing human resources” and “developing and creating group managementhuman resources.”

Number of male and female employees(non-consolidated)

Male

FemaleTotal

FY2006

3,122

915

4,037

FY2007

3,134

973

4,107

FY2008

3,161

1,014

4,175

Number of overseas bloc employees byregion(as of March 31, 2009)
Total
North America

177

Latin America

159

Europe241

Africa44

Middle East

180

Oceania

32

China

580

Asia

718

Under direct control of Headquarters

133

Grand total

2,264* The above mentioned employee numbers include employees of
our local subsidiaries, overseas branches and representative offices

43

ITOCHU Corporation CSR Report 2009

Specific measuresq We seek to develop the leaders of the futureand globalize our Headquarters by providinga system to accept overseas bloc employees from countries all over the world for two
years at our Tokyo headquarters to givethem an opportunity to learn our work
processes, understand ITOCHU’s corporate
mission, corporate climate and culture andto form personal connections. (as of the endof fiscal 2008, we accepted 31 persons,
including those we are still expecting)wWe measured the size of jobs and job
responsibilities and developed the ITOCHU
Global Classification (IGC) using a common
scale for jobs all over the world and from allranks to be utilized as a base for all policy
measures. For the future, we plan to promote
the effective and efficient management andutilization of human resources, and to assign,utilize and develop human resources irrespective of the nationality on the basis of IGC.

We will further incorporate the newcorporate mission of ITOCHU Corporation into the human resource requirements that the leaders of the ITOCHU
Group should provide and graduallydevelop this to the employment standards and evaluation and education
systems of each region in order to recruitand develop human resources fitting

Structure to promote global humanresources strategy
North America

Global Talent
Enhancement Center(New York)

Asia

EuropeGlobal Talent
Enhancement Center

Global Talent
Enhancement Center(Singapore)(London)(Tokyo Headquarters)

Global Talent
Enhancement Center
Headquarters(secretariat)

Japan

Global Talent
Enhancement Office

China

Global Talent
Enhancement Center

Headquarters,
Human Resources
Division(Shanghai)

Other blocs

Bloc humanresources divisions

the values of ITOCHU Corporation on a
global scale. In addition, we will promotea human resources strategy from a global
perspective by developing more concretemeasures such as increasing the mobilityof human resources, and by spreading
our global human resources strategy to
all employees of the group.

Promotion Plan on Human
Resource Diversification:
review and plans for the future
To encourage the diversification ofhuman resources in Japan in our promotion of the global human resources
strategy, we established and executed
a “Promotion Plan on Human Resource
Diversification” (term: January 2004
through March 2009) with the purposeof providing maximum support for
the activities of a diversity of humanresources irrespective of nationality,
gender and age.
As a nationality-related initiative,
we put up numerical targets as to how
Promotion Plan on Human Resource
Diversification: targets and results
Initial plan
(FY 2008)

Result for
FY2008New target(FY2013)

Percentage of female
employees among newly
graduated employees incareer-track position

20%
orhigher31%

30% orhigher

Percentage of female
employees among all employees
in career-track positions

5.0%

5.9%

10%

Diversification 2013 (Japan)” (term: April
2009 through March 2014) for continued support of the activities of diverse
human resources. This plan focuses on
settling and providing support to evenmore diverse human resources by way of
an increase in number and the development of systems and mechanisms.

Promotion Plan on Human Resource
Diversification 2013 (Japan)

Purpose of this plan
● Create an “attractive company and an
attractive corporate climate” throughsupport for the settling and activities ofeven more diverse human resourcesmany employees from overseas blocs allover the world we accept for two years
in our Headquarters, and as a genderrelated initiative, we established numerical targets regarding the ratio of female
employees in career-track positions andthe ratio of female employees among
newly graduated employees in careertrack positions. Both of these numericaltargets were achieved. To support evenmore activities of senior employees,
we revised the employment extension
system in October 2008, enhancing
the system to allow diversified humanresources to continue working withmotivation and satisfaction irrespectiveof their age.
As the next phase, we established the“Promotion Plan on Human Resource
Number of new graduates recruited
Male
FemalePercentage offemale employees

300
250
200

18.9

150
100
50
0

30.9

106

17.7
113

33.1

(%)
30
25

18.5

20

124

139

148

15

99

96

10

86

93

101

20

20

23

43

49

2005

2006

2007

2008

2009 (FY)

5
0

48
41

40
30

38

■ A variety of training schemes■ Supporting the participation insociety of people with disability
In 1987, ITOCHU Corporation established
Itochu Uneedus Co., Ltd., as a special
subsidiary based on the Law for Employment Promotion, etc. of the Disabled(Shogaisha Koyo Sokushin hou) in orderto create work opportunities for thosewith disability. As of April 2009, 1.93%
of our employees were with disability,
higher than the legally stipulated levelof 1.8%. We will continue to actively
support the participation in society of
individuals with disability.

Policy for humanresource development
We will promote human resources development not only for employees at our
Headquarters but on a global basis including employees of our overseas blocs andgroup companies. We also provide wellbalanced on-the-job training and other
Overview of human resources development system

Number of mid-career employees(career-track) recruited
50

training as suitable for the aptitude of theemployees. The costs for this training reachas much as about ¥1 billion per year (at the
Headquarters).

Group

2007

Developmentof global
human
resources

Overseas short-term business school
program for new section managers,
sending new employees overseas

Diverse humanresourcesdevelopment

Career vision support training, training
for employees recruited mid-career/administrative employees

Number of employees participated in
major training programs
Training program name

FY2008 results

Overseas short-term businessschool program for new section
managers

54

System for sending new
employees overseas

61

Overseas(Human resources development on a global basis)
2006

Global executive program, organization
managers training, sending employees
to MBA programs

Approx. 400(Succession plan, individual development plan)

2005

Developmentof global
managementhuman
resources

Organization managers training(naionality, gender, age)

Nurture global human resources
2004

Training program name(excerpt)

Accelerate diverse
human resources

20

0Overview of humanresourcesdevelopment system

Management school(basic, advanced, executive)

Nurture global management human resources

10

Human resources development policy
and training details (excerpt)

Headquarters

43

25

In our “development of global management human resources,” we merge our“management school” for the Headquarters with “GLP training,” etc. for overseas
bloc employees. Regarding the “development of global human resources,” weare continuing the dispatch of newly
appointed section managers to overseas
short-term business schools, the systemfor posting new employees overseas(overseas dispatch within four years
after joining ITOCHU) and also English
language classes for all employees at the
Headquarters.

2008 (FY)

Trainee comments
Participant in overseas short-termbusiness school program for new
section managers FY2008

Yoshiko Matoba
Manager, Osaka Secretary’s Office, Secretariat

I participated in a seven-month training
at Harvard Business School. In addition
to learning about leadership, I was able to develop personalconnections with elite players in various industries in the world. I
will treasure this experience for my whole life.

70 (total)

Training for overseas bloc
employees at the Headquarters(GLP, GSP, NS trainings)

181 (total)

Career vision support training

Approx. 2,400(cumulative)

Participant in GSP* training

Milos Vesnic
Belgrade Representative Office
ITOCHU Corporation

During the GSP training, I was able
to learn about ITOCHU’s history, itsvalues and experiences of employees
in a concentrated form. This was also
a valuable opportunity for discussions
among participants from all over theworld with a diversity of backgrounds and values. I was able todevelop strong bonds and will never forget this experience.
* Global Scholarship Program: one of the trainings for overseas bloc employees at the
Headquarters

ITOCHU Corporation CSR Report 200944

Providing comfortableworking conditions for
employees■ Employee health management
For ITOCHU Corporation, where people
are assets, the health management of
every single employee is important toensure that a diversity of employees
can freely exert their capabilities withmotivation and a sense of satisfaction.
In addition to regular health checkups,
we have developed a system allowing employees to receive counselingon their health and stress at any time
inside the company and pay utmost
attention to the health management

and mental health of our employees.
Particularly for mental health, we haveestablished an organization that offers
employees counseling from in-house
psychiatrists and clinical psychologists
at any time under strict confidentiality.
Further, from the aspect of preventing
long working hours, we establisheddays where all employees leave early,
conduct e-learning to make employees
understand working hours correctly
and take other measures to promote
the development of an environment
where employees can enjoy even more
dynamic work styles.

■ Career counseling
The Career Counseling Center offers
career-related consultation services
and support for all employees, ranging
widely from new employees to senior
managerial employees. Through career
selection workshops on the employment
extension system, the center also helps
employees select career paths.

Health management of
employees assigned tooverseas posts
To ensure that globally involved ITOCHU
Corporation employees and their families
spend a meaningful assignment term insafety and health, we have built a fullsystem not only for incidents, accidents,
disasters and other emergencies, butalso for health management. In fiscal
2008, we established a task force in aneffort to take measures for protecting
health from new influenza and otherinfectious diseases, and also for education. To prepare for emergencies suchas diseases or injuries, also including
preventive measures for infectious diseases in the local region, we collaborate
with multiple medical emergency service companies for a complete support
system.

e-learning “For adequate time management (FY2009 Edition)”Child care and nursing care support

Acquisition of leave according to child careor nursing care-related systems
FY2006 FY2007

Child-careNursing care

Since the establishment of the Promotion Plan on Human
Resource Diversification in December 2003, we have beenenhancing our measures to support child care and nursing
care to give employees the “opportunity to continue working
with peace of mind.” In particular, the revision of our system
in November 2007 introduced measures to supplement theexpenses for baby sitters or caretakers, meal delivery services
and other child care or nursing care with up to ¥50,000 per
month in order to support the motivation of our employees
to continue working. In addition, we introduced “paternity
leave” to encourage the involvement of male employees inchild care, and also “family leave” to support families forschool entrance ceremonies or parents’ days at school, etc.
A large number of employees are taking advantage of thissystem already, and we will continue to aggressively work
to create an attractive environment where a diversity of
employees can exert their skills to the maximum.

32

29

30 (30 females)

Leave to nurse sick children

45

59

71
(22 males : 49 females)

Shorter working hours forchild care29

34

40 (40 females)

Special parental leave

17

15

21
(10 males : 11 females)

Paternity leave–

19

48 (48 males)

Nursing care leave

1

0

0

Special nursing care leave

1089 (2 males : 7 females)

Shorter working hours fornursing care22

1 (1 female)

Family support leave

–

72

247
(146 males : 101 females)

Shigeaki Okoshi
Aerospace & Defence Department
ICT, Aerospace & Electronics Company

Haruma was born on January 13, 2009,
when there was snow in Nagasaki. Luckily,
my wife’s contractions started directly afterI arrived at the hospital, and I was able
to accompany my wife through all of herroughly nine-hour long fight. Actually, the

ITOCHU Corporation CSR Report 2009

FY2008

Parental leave

Comments from an employee who took paternity leave

45(Unit: persons)things that a father can do are really limited,
but in witnessing the biggest fight in mywife’s life, and the moment of ultimate
bliss, I was able to pay respect to my wife,
to rejoice in the birth of our child, and to
get a real feeling of the responsibility I havefor my family. These were very precious
hours. Thanks to paternity leave, I was able
to spend the most important time of my life
with my family, and for this, I am gratefulfrom my heart.

Communications with
employees■ Diversity ForumAs part of the “Promotion Plan on Human Resource Diversification,” ITOCHU
Corporation has been organizing “Diversity Forums” since fiscal 2006. The
forums offer an opportunity for employees to think about further promotional
measures for human resource diversity
and propose these to the senior management. In fiscal 2008, we organized aforum under the theme “Multinational
Human Resources” on the basis of thefact that we are promoting a global human resources strategy. Including overseas bloc employees, 20 participants ofdifferent nationalities, genders, ages andprofessional experience went throughrepeated discussions for four months
and then made a proposal to the senior
management on measures to promote
the recruitment, development and support for activities of human resources
with various nationalities. A part of this
proposal is reflected in the global humanresources strategy for fiscal 2009.

about 1,300 attendants. At domestic
branches and offices and at other overseas offices, we broadcasted the meeting live over the internet. The meeting
saw a lively exchange of opinions on ourmanagement policy and the personnel
system, and also helped to cultivate asense of solidarity among employees.
As suitable for a company that aspires
to be a global enterprise, questions andanswers in this CWEM from overseas
bloc employees regarding overseas
management were performed in English
language.

Since fiscal 2001, ITOCHU has been
holding Company-Wide Employee
Meetings (CWEMs) once or twice a year.
Based on free participation, CWEMs enable direct dialogue between our senior
management, including the President &CEO, and employees. At the meetings,
the President & CEO and other membersof senior management inform employees
directly about ITOCHU Corporation’s
management policies and the management team’s passionate commitment
to realizing them. At the same time,
employees can state their opinions andpose questions directly to senior management. These meetings thereby enable valuable two-way communication.
The CWEM for fiscal 2009 was heldon May 16. We connected Tokyo, Osaka,
Guangzhou and Bangkok over videoconference systems and held the meeting simultaneously at four sites with

September ● Time management meeting
October ● Management meeting with
President & CEO
November ● Headquarters management
meeting
December ● Energy, Metals & Minerals Company
management meeting

2009

February ● Textile Company management
meeting● Personnel system meeting
March ● Management meeting with
President & CEO● Overseas operation meeting

914

(23%)

Non-union
members
Union members

President and CEO Eizo Kobayashi talking to employees

3,125
(77%)

Comments from the Labor
Union President
Masaaki Yamashita
President, ITOCHU Labor Union■ Dialogue with the Labor Union■ Company-Wide Employee Meeting

May ● Settlement of accountings meeting

2008

Ratio of labor union members in
April 2009

The award ceremony for the internal essay contest
was also held

Diversity forum under the theme “Multinational Human Resources”

Initiatives with the Labor Union in
fiscal 2008

At ITOCHU Corporation, all issues are
discussed with the labor union in orderto realize our corporate mission “Committed to the global good.” In fiscal
2008, we organized conferences on
overtime, the personnel system, overseas
compensation and benefits and othertopics in addition to the regular annual
conference. Through this kind of opportunity, labor and management are
repeating discussions on current issues
to build up a healthy relationship.

Policies and tasks for fiscal 2009

ITOCHU Corporation’s corporate
mission “Committed to the global
good.” is its very stance on CSR.
In a company, employees are both
key actors to practice CSR and key
clients to benefit from CSR. I believethat the labor union organizingthese employees should actively
participate and contribute as anorganization
directlyreflecting the
local voices inorder to make
CSR initiatives
effective
ones.

Further support for the activities
of diverse human resources“Human resources” are becoming increasingly important as they
support the stable and sustainable growth of ITOCHU Corporation inits endeavor to become a “global enterprise” in “Frontiere 2010.” In
the past, we focused on acquiring a diversity of human resources, andin recent years, a corporate climate was cultivated to accept diverse
human resources, giving increasing momentum to more support
for their activities. In fiscal 2009, our efforts will revolve around our
global human resource strategy. We will continue to strengthen ourhuman resources from a global perspective and aggressively promote
activity support to enable each individual in our diversity of humanresources to fully utilize his or her unique characteristics to exert his or
her capabilities to a maximum.

Toshio Obayashi
General Manager,
Human Resources Division,
Executive Officer

ITOCHU Corporation CSR Report 200946

SOCIAL REPORT

Social Contribution Activities
Following our corporate mission “Committed to the global good,” ITOCHU
Corporation is pursuing various social contribution activities inside and outsideof Japan. As a social contribution project to commemorate the 150th anniversaryof our foundation, we decided to provide support for conservation of tropicalrainforests and ecosystem in Borneo and to establish ITOCHU Scholarship Fund (seepages 13-15). In this section, we will present a report on ITOCHU’s position on social
contribution as well as some activities.

Our stance on social
contribution
The social contribution activities of
ITOCHU Corporation focus on five
fields: “action on global humanitarian
issues,” “environmental conservation,”“community contribution,” “growth of
future generations” and “support forvolunteer work by our employees.”

Program activity report

Basic Activity Guidelines on Social Contribution
Action on global
humanitarian
issues

1. As a globally active enterprise, ITOCHU Corporation shall takeproactive approaches to humanitarian issues around the world andhelp to build a better, more humane world.

Environmental
conservation

2. ITOCHU Corporation shall vigorously pursue activities ofenvironmental conservation and contribute to sustainable social
advancement.

Community
contribution

3. As a good corporate citizen, ITOCHU Corporation shall constructfavorable relationships, and harmonize its business, with local
communities.

Growth of future
generations

4. ITOCHU Corporation shall conduct activities to support the sounddevelopment of youth as tomorrow’s leaders and work for the
emergence of fulfilling and vibrant communities.

Support forvolunteer work by
our employees

5. ITOCHU Corporation shall provide positive support for theactivities of social contribution by each and every one of its
employees.

Support activities for theUnited Nations World Food
Programme
We are supporting the activities of theUnited Nations World Food Programme(WFP), the United Nations frontline
agency in the fight against global hunger. We participated in the worldwide
charity event “Walk the World” (held on
May 25, 2008 in Japan). To make the activities of the WFP known to the public,
we also organized a “WFP Photograph
Exhibition” in the lobby of our Tokyo
headquarters and carried out fundraising
activities.

2) “Campaign to Deliver Picture Books”
for children in Asia, by Shanti Volunteer Association (SVA), and 3) a “Book
Magic” program donating used books
and CDs to NGO JEN.

Elderly people enjoying communication with our new
employees at a nursing home Nukumori no Satobecome aware of how elderly people thinkand live, in view of the fact that with theincreasing number of core families, theyusually have only few contact with them.
The new employees learned thinking not
only from their own but from multiple perspectives, including those of the residents,
elderly people commuting to the facilities,
staff and friends.

“Social Contribution
Week” across the board
ITOCHU Group employees and their families gathered at Walk
the World

Visiting care facilities for
elderly people
Under the theme “Elderly people to theextraordinary,” we had all newly hired
employees submit plans with events for interaction. At the day of the visit, we carriedout eleven of these events in four nursing
homes and took time to communicate
with the elderly as well. The purpose ofthis program was to let the new employees

47

ITOCHU Corporation CSR Report 2009

Since fiscal 2006, we have been making
the week around December 1, the dateof our establishment, a social contribution
week. In fiscal 2008, we carried out 1) an
assistance dog demonstration by Guide
Dog & Service Dogs Association of Japan,

Demonstration of Guide Dogs & Service Dog
Association of Japan

Activities of the ITOCHUFoundation
To promote the sound developmentof young people, ITOCHU Corporation
established the ITOCHU Foundation in
1974. The key activities of this foundation comprise “assistance for children’s
book-reading (BUNKO),” the “operationof a children’s house” and “outdoor
camps.” The “assistance for children’s
book-reading (BUNKO)” in fiscal 2008
subsidized a total of 88 initiatives,
including reading assistance for children
fighting against diseases for long time
periods and others, and applications
from overseas (accumulated number of
initiatives subsidized: 1,324). In March
2009, we conducted a “presentation
ceremony” at our Tokyo headquarters
and gave participants from each BUNKO
an opportunity for exchange in a gathering after that.

Participants from BUNKO all over Japan■ Relief funds for disasters■ Examples for other initiatives

Cyclone Nargis,
MyanmarRelief funds /fund-raising

Approx.
¥13 million

Great earthquake in
Sichuan, China

Relief funds /fund-raising

Approx.
¥36 million

Iwate-Miyagi Nairiku
Earthquake, Japan

Relief funds¥10 million

Bushfire in Australia

Relief funds /fund-raising

Approx.
¥6.3 million* The amount includes relief funds from overseas offices and group companies
inside and outside Japan, as well as fund-raising from employees.
* Note: the “¥” indicate Japanese currency, known as the Yen.

Action on global
humanitarian issues● Supported the United Nations World Food Programme (WFP), the frontline
agency in the fight against global hunger● Conducted a “TABLE FOR TWO” campaign in our in-house cafeteria as foodsupport for developing nations

Environmental
conservation● Tree-planting campaign for environmental conservation at lake Biwa
● Organized rural-village volunteer activities to reclaim fallow land in Yamanashi
prefecture

Community contribution● Participatory baseball class for physically challenged children, coached by aformer professional baseball player (Tokyo Yakult Swallows Baseball Club)

Growth of future
generations● Supported the establishment of a self-support facility for underprivileged youths in
Manila, (Philippines) in cooperation with NGO “Kokkyo naki Kodomotachi (KnK)”

Support for volunteer
work by our employees● Organized nature observations, collections of used stamps, reading aloud at anursing home, local clean-up campaigns etc., internal classes by Japanese Red
Cross Society, presentations of CSR movies and others.

Independent activities by branches and offices in Japan and overseas
The following presents a part of our social contribution activities in communities inside and outside of Japan.
Invited orphans to Doraemon
Dreamland<ITOCHU Corporation (Indonesia)>

ITOCHU Corporation (Indonesia)
invited 940 orphans from 14 facilities
to Doraemon Dreamland, an event
held in Jakarta as part of the celebrations of the 50th anniversary of theJapanese-Indonesian friendship. The
orphans were given a special timethey cannot enjoy during their everyday life, including a stage show,
games, play equipment, picturepainting and Japanese food.

the wish of the head teacher QUY andthe students of the school for the blind
to play for many people.

Message from head teacher QUY
At the concert of ITOCHU’s
headquarters, we were able todeliver a very good performance
together with the people who gave
us a warm applause amidst thetense atmosphere of the venue.
This will surely become a great
experience for these nine students
in the future. I would like to thankeveryone at ITOCHU who helped us
from my heart.

Mangrove tree-planting
campaign<ITOCHU Thailand Corporation>

Mangrove colonies fulfill an importantrole in protecting the natural environment of coastlines. However, in recent
years, they have been threatened byhaphazard cutting. In April 2008,
roughly 120 employees participated in amangrove tree-planting project promoted by the government of Thailand
in Samut Songkhram Province about
67 km South of Bangkok. Riding on
small boards, they took out to the tidal
wetland when the tide was out, and allparticipants planted about 400 trees
while getting covered in mud.

Donated books and participated in tree-planting campaign<ITOCHU Taiwan Corporation>

Invited children enjoying the Doraemon Dreamland stage show

Concert by students of the
Nguyen Dinh Chieu School for
the Blind<Hanoi office>

Our Hanoi office invited nine studentsof the school for the blind to Japanin September 2008 to perform at aconcert on the “Vietnam Festival 2008”
held in Yoyogi Park in Tokyo. We also
held a mini-concert in the lobby of the
ITOCHU headquarters in response to

Scene of the performance in the lobby of ITOCHU’s Tokyo
headquarters

In December 2008, a total of 42
employees, including their families,
participated in a tree-planting campaign in the suburbs of Taipei. In thiscampaign, participants donated books(used books) to the Taiwan Leisure
Farming Development Association,
received plants of cherry trees or azaleas
in return, and then planted these baby
trees. The roughly 300 books withpictures for small children and literature
donated were given to orphanages andthe Association for Cultural Exchange
of Indigenous People in Taiwan via thisassociation.

After the tree-planting campaign

Participation in mangrove tree-planting campaign

Participated in clean-up
activities of the Asuwagawa
river banks<Fukui branch>

In March 2009, 13 persons including
Fukui branch employees and theirfamilies, as well as group company
employees, participated in the clean-up
activities of the Asuwagawa river banksin Fukui City, following the previous
year. This campaign is carried out every
year before the cherry-blossom viewing
season. Participants walk the area under
the responsibility of the Fukui branch(roughly 1.5 km) carrying fire tongs andtrash bags to collect garbage. The feelingof having contributed to the beautification of the river banks, which are famous
for their cherry trees, was very satisfying.

ITOCHU Corporation CSR Report 200948