Social

Respect for Human Rights

90

Occupational Health and Safety

95

Health and Productivity Management

101

Responsibility to Customers

110

HR Management

114

Diversity Management

121

Social Data

130

Marubeni Corporation
Sustainable Development Report 2022

89SocialRespect for Human Rights
PolicyStructures and Systems

Initiatives

PolicyOur Views on Respect for Human Rights
The Marubeni Group conducts business from 133 locations*1 across 68 countries and regions, employing over 40,000 people*2 from adiverse range of nationalities and ethnicities. Moreover, our multi-faceted and global business activities span a wide range of sectors. Witha view to contributing to achieving the goals set out in the SDGs and building a sustainable society, we are fully committed to respecting
the human rights of stakeholders*3 who are related to the Marubeni Group’s business and to closely monitoring relevant circumstances.
We view it as an important social responsibility for the Marubeni Group to institute corrective measures to provide redress in cases where
our business activities have been involved with adverse impacts in human rights terms. By fulfilling this social obligation, we see respectfor human rights through our business activities as part of the sustained creation of value.
*1 As of April 1, 2021
*2 As of March 31, 2021
*3 Stakeholders include: business partners, including customers and suppliers, whether direct or indirect; employees of Marubeni Group and ourbusiness partners; residents and members of local communities.

Please click here for Human Rights & Co-Development with Communities

Basic Policy on Human Rights
In the spirit of the Company Creed of “Fairness, Innovation and Harmony,” the Marubeni Group is proudly committed to promoting socialand economic development and safeguarding the global environment through fair and upright corporate activities. We recognize that
respecting the human rights of persons affected by our business activities and endeavoring to take responsibility for doing so are ofutmost importance, and to this end we have formulated our Basic Policy on Human Rights (“the Policy”), based on the UN’s Guiding
Principles on Business and Human Rights.

Our Basic Stance on Human Rights
We support and respect all international rules on human rights, including the UN’s International Bill of Human Rights (Universal
Declaration of Human Rights and International Covenant on Human Rights), the ILO’s Declaration on Fundamental Principles and Rights at
Work and the 10 Principles of the UN Global Compact.

Scope of Application
This Policy applies to all executives and employees of the Marubeni Group. We also ask that stakeholders (vendors, service providers,
contractors, third-party manufacturers, joint venture partners, outsourcing partners, customers and other business partners and local
communities) and other related parties observe the intent of the Policy and take appropriate action if a negative effect on human rights
caused by them is directly related to the business activities of the Marubeni Group.
Marubeni Corporation
Sustainable Development Report 2022

90

Responsibility for Human Rights
We will carry out our responsibility to respect human rights by ensuring that we do not violate human rights. If it should come to light thatany of our business activities are having a negative impact on human rights, we will take appropriate action to remedy the situation.
• Human Rights Due Diligence:
We will create and continue using a system for carrying out human rights due diligence.
• Redress:
We will create a system (complaint resolution mechanism) for reporting when our business activities have a negative effect on humanrights or we have been involved in human rights violations. If such reports are received, appropriate procedures for redress will betaken once the facts are sufficiently ascertained.
• Dialogue and Discussion:
We will engage in sincere dialogue and discussion with relevant stakeholders in order to promote initiatives in line with this Policy.
• Compliance with Relevant Laws:
We will observe the laws and regulations of the countries or regions where we conduct business activities. If national laws are incontradiction with internationally recognized human rights, we will pursue solutions in which we can respect human rights principles.
• Education and Training:
We will conduct appropriate training and skill development for our executives and employees to ensure that this Policy is understoodand effectively put into practice in all our business activities.
• Information Disclosure:We will report on our initiatives, etc. for fulfilling our responsibilities to respect human rights through our official website and otheravenues.

The above Policy includes the following policies with regard to those who are especially vulnerable to human rights abuses:• Policy Regarding the Rights of Children:
In addition to supporting the Children’s Rights and Business Principles*4, which are intended to protect children’s rights in the course of
our business activities, we will undertake social contribution activities to strengthen children’s rights and by so doing will contribute toimproving children’s rights.
• Policy Regarding the Rights of Indigenous Peoples:
When conducting our business activities in countries or regions with indigenous peoples, we will acknowledge the native culture andhistory of indigenous peoples, and we will give due consideration to the laws of the country or region in question and the rights ofindigenous peoples set out in international rules.
• Policy Regarding Use of Security Services:
We are aware of the inherent risk to human rights related to the use of weapons for security. With regard to the use of security services
when conducting business activities, we will observe the laws of the countries or regions where we operate, support international rules
and related practices and endeavor to respect human rights.
*4 Children’s Rights and Business Principles: A comprehensive set of principles formulated by UNICEF, the UN Global Compact and Save theChildren covering various actions that enterprises can take in the workplace, the marketplace and the community in order to promote respect
for children’s rights.

Marubeni Corporation
Sustainable Development Report 2022

91Structures and Systems
Based on the Marubeni Group Basic Policy on Human Rights, the Marubeni Group is working to ensure that the human rights of all Group
employees and executives, contractors, business partners and other related parties are respected. Under the leadership of the
Sustainability Management Committee and its head (CSDO, Chief Sustainable Development Officer, who is also a Director and Managing
Executive Officer), the Sustainability Management Department works to promote the consideration and the continuous improvement of
human rights throughout the Marubeni Group, in close cooperation with the Sustainability Leaders and Sustainability Managers
appointed by each division and department. The Sustainability Management Committee submits reports on important matters related tohuman rights to the Corporate Management Committee and the Board of Directors in accordance with prescribed procedures.

Initiatives
Due Diligence on Human Rights
The Marubeni Group is developing methods for assessing the potential risks from a business sustainability perspective as part of risk
management to build resilient supply chains that are sustainable (Sustainability Assessment). The “Social” category of risks that we use in
our sustainability assessments, we take a comprehensive stance to include items that relate to social, human rights or labor-related
aspects of international standards associated with corporate social responsibility. We also include supply chain risk management items toreflect the UN Guiding Principles on Business and Human Rights, the OECD Due Diligence Guidance for Responsible Business Conductthat are based on the OECD Guidelines for Multinational Enterprises and other guidelines. The Marubeni Group will continue to conduct
human rights due diligence based on these types of risk evaluation going forward.
For more details, please click here to see Development of Sustainability Assessment Methods.

Development of Grievance Mechanism (Redress)
In the fiscal year ended March 31, 2021, in line with our Basic Policy on Human Rights, we instituted an internal process that serves as agrievance mechanism for complaints relating to human rights (redress). This is a formal mechanism that guarantees confidentiality andanonymity, and is available to and covers complaints about human rights violations from any stakeholders.
(A dedicated contact point for submission of complaints about human rights violations has also been in place on this website.)

Risks to Human Rights in the Supply Chain
Marubeni has established a Basic Supply Chain Sustainability Policy, which includes respect for human rights in the guidelines, andcontinues to work diligently to obtain the understanding and cooperation of business partners.
Basic Supply Chain Sustainability Policy

Marubeni Corporation
Sustainable Development Report 2022

92

Following the enforcement of the Modern Slavery Act in the U.K. in October 2015, Marubeni Europe plc, some Group companies inEngland, and the Marubeni Head Office, which has a certain level of control over the business of these companies, each issued astatement by the end of September 2021.
FY2020 Slavery and Human Trafficking Statement
FY2019 Slavery and Human Trafficking Statement
FY2018 Slavery and Human Trafficking Statement
FY2017 Slavery and Human Trafficking Statement
FY2016 Slavery and Human Trafficking Statement
FY2015 Slavery and Human Trafficking Statement
The U.K. Modern Slavery Act applies to companies that operate within the U.K., with annual turnover of £36 million or more worldwide. In
order to confirm that there are no abuses of human rights, such as slavery or human trafficking, within the company or its supply chain,companies are required to implement measures step-by-step, and to issue a statement by the following fiscal year.
In addition to this, in the supply chain sustainability surveys, Marubeni is investigating the status of supplier efforts related to risks tohuman rights, such as forced labor and child labor. While promoting the discovery of risks to human rights, we are also working on
measures to prevent the spread and expansion of such risks. In the supply chain sustainability surveys conducted since February 2011, we
survey the status of human rights risks at our suppliers through questionnaires and on-site assessment. No serious problems requiring
immediate attention have been found in these surveys.

Dialogue with External Stakeholders regarding Human Rights Risk andImpactMarubeni holds dialogues with external stakeholders on the risk and impact of potential human rights violations occurring in the Group’sbusiness, through organizations such as the international human rights NGO, Business & Human Rights Resource Centre (BHRRC). Basedon the results of these dialogues, we are working to improve our risk management.

Initiatives in FYE 3/2021
We held dialogues on two matters with external stakeholders through BHRRC.

Compliance Manual
The first matter highlighted in Compliance Manual is “respect for human rights and prohibition of any form of discrimination, sexual
harassment and workplace bullying.” Here, the notion of human rights includes the fundamental human rights stipulated in theConstitution of Japan, the Labor Standards Act, and by the Universal Declaration of Human Rights, and also includes human rights
prescribed in the International Labor Standards (ILO)*5 and the UN Guiding Principles on Business and Human Rights.
*5 The International Labor Standards establish fundamental standards for labor. The standards are comprised of 8 conventions in 4 categories,
namely: (1) freedom of association, (2) prohibition of forced labor, (3) prohibition of discrimination in employment, and (4) prohibition of childlabor.

Compliance Manual

Marubeni Corporation
Sustainable Development Report 2022

93

Marubeni Hotline (formerly, “Door of Courage”)
For cases where circumstances warrant counseling and reporting to be carried out outside the regular reporting channels, the MarubeniGroup has established the Marubeni Hotline (formerly, “Door of Courage”) reporting and consultation hotline.
Compliance

Respect for Employee’s Right to Unionize and Bargain Collectively
Marubeni has declared its support for the 10 principles of the UN Global Compact, which calls for the support and practice of universal
principles concerning human rights, labor, and other areas. Accordingly, Marubeni respects the right of employees to unionize andbargain collectively for the purpose of conducting negotiations between labor and management on working conditions, wage levels, andother matters.
Relationship with the Labor Union

Initiatives to Address Human Rights Issues
Human Rights and Discrimination Issues Committee
This committee (established in 1981) is chaired by the Chief Administrative Officer (CAO), and its members comprise the general managersof the corporate staff group and business groups, as well as the general managers of the domestic branches.

Selection of Officers for the Promotion of Fair Recruitment and Human Rights AwarenessAt the Tokyo Head Ofﬁce and the Osaka branch, Ofﬁcers for the Promotion of Fair Recruitment and Human Rights Awareness arenominated and notiﬁcation of their appointment is made. In this way, the company has established fair recruitment systems.

Promotion and Training on Human Rights
To establish a corporate culture of respect for human rights, Marubeni holds training seminars for the Company’s executives andemployees throughout its organization.
Also, Marubeni continuously engages in awareness activities by updating the intranet with the company’s basic policy on human rights,
training materials, etc. Marubeni also regularly holds campaigns to raise awareness of human rights.
To promote understanding of respect for human rights, Marubeni provides webinar programs for executives and employees in order toobtain a better understanding of respect for human rights and other important social issues. Marubeni will continue to update thecontent every year and conduct the education and training programs.

Marubeni Corporation
Sustainable Development Report 2022

94Social

Occupational Health and Safety
PolicyTargets

Structures and Systems

Initiatives

Data

PolicyMarubeni Group Basic Policy on Occupational Health and Safety
The Marubeni Group recognizes that ensuring the occupational health and safety of all Group employees and executives, contractors
working at labor sites, business partners, and other related parties is vital to our corporate activities. Accordingly, we aim to achieve zero
occupational accidents and illnesses by conducting business in accordance with this policy. Furthermore, in cases directly connected to
Marubeni Group business activities where our affiliates, business partners, or other related parties are not taking steps to ensure
occupational health and safety, we ask them to take appropriate measures in line with this policy.

1. Continuous Improvement of Occupational Health and Safety Management System
We will establish and strive to continuously improve upon our occupational health and safety management system under the leadershipof top management.

2. Compliance with Applicable Laws and Regulations
We comply with laws, regulations, and agreements related to occupational health and safety in the countries and regions where we
conduct business activities. We also develop relevant internal regulations in accordance with the level of risk.

3. Fostering Safety Awareness through Education
We continue to provide necessary and sufficient education to ensure health and safety and foster safety awareness.

4. Risk Reduction and Continuous Improvement of the Work Environment
We recognize and identify hazards and harmful factors related to our business activities and work to eliminate or reduce them. We also
work to maintain and improve the workplace environment on an ongoing basis through smooth communication within the organization.

5. Support for Maintaining and Promoting Health
We continuously support the maintenance and promotion of health for all Group employees and executives.

6. Information Disclosure
The Marubeni Group discloses accurate and highly transparent information regarding this policy and related initiatives through its official
website and other avenues.

Marubeni Corporation
Sustainable Development Report 2022

95

Targets
Occupational Health and Safety Targets
Under the Marubeni Group Basic Policy on Occupational Health and Safety, Marubeni manages occupational health and safety for all
employees and contractors associated with the Group.
- Zero occupational accidents (including fatalities)- Zero occupational illnesses

Structures and Systems
Marubeni Group Occupational Health and Safety Management System
Based on the Marubeni Group Basic Policy on Occupational Health and Safety, the Marubeni Group is working to ensure the occupational
health and safety of all Group employees and executives, contractors working at labor sites, business partners and other related parties.
Under the leadership of the Sustainability Management Committee and its head (CSDO, Chief Sustainable Development Officer, who isalso a Director and Managing Executive Officer), the Sustainability Management Department works to promote and continuously improve
occupational health and safety management throughout the Marubeni Group, in close cooperation with the Sustainability Leaders andSustainability Managers appointed by each division and department. The Sustainability Management Committee submits reports onimportant matters related to occupational health and safety to the Corporate Management Committee and the Board of Directors inaccordance with prescribed procedures.

Marubeni Corporation
Sustainable Development Report 2022

96

ISO 45001 Occupational Health and Safety Management System
Certification Status
A number of Marubeni Group companies have acquired ISO 45001*1 certification. ISO 45001 is an international standard for occupational
health and safety management systems, and the system prescribes a series of processes: setting an occupational health and safety policy,
establishing targets and action plans, evaluating initiatives taken to achieve the targets, and improving on them. As of February 2022, 45
operation sites, equivalent to 1.7% of the 2,607 operation sites, monitored by the Sustainability Survey, had obtained the certification (8companies, equivalent to 1.8% of the 456 Marubeni Group companies, had obtained the certification).
By continuing to encourage acquisition of this certification within the Group and thereby ensuring due consideration for occupational
health and safety, we are working toward creating an organization where each employee can achieve their full potential and enhance
corporate value.
*1 OHSAS 18001 (Occupational Health and Safety Assessment Series), an occupational health and safety management system, was discontinued on
March 11, 2021, and replaced by ISO 45001.

Initiatives
Occupational Accident Initiatives
Marubeni strives to prevent the occurrence of occupational accidents. In the event of an accident, we ensure that it is promptly reported
to the Human Resources Department. Accidents are also reported to the Health Committee, and every effort is made to prevent
recurrence.
Accidents and incidents at Marubeni Corporation or any of its Group companies are reported in a timely and appropriate manner throughthe compliance incident reporting channel. Depending on the nature of the incident, we carry out follow-up investigations and checks andpromptly implement measures to prevent recurrence.

Risk Assessment of Occupational Health and Safety
The Marubeni Group has established the Marubeni Group Basic Policy on Occupational Health and Safety and conducts occupational
health and safety risk assessments for new and existing projects.

Occupational Health and Safety Initiatives of the Power Business Division
As a global energy solution provider, the Power Business Division (hereafter “the Division”) endeavors to broaden and deepen its power
generation, service and retail businesses, and boasts one of the largest power generation assets in the industry as an independent power
producer. The Division has established a “Health, Safety, Environment and Quality Policy” which guarantees the primary importance of
health and safety across all operations. This policy is part of the Division’s continuous efforts to achieve zero occupational accidents andcreate a safety-centered culture that places the highest priority on health and safety. As reflected in the policy, the Division is committed toestablishing and implementing appropriate safety, environmental and quality management systems in cooperation with Group
companies and others. To ensure that the policy is widely understood by all, its objectives are communicated to new employees andtransferees at the technical training sessions held annually to seek their understanding and cooperation in the Division’s health and safety
activities.

Marubeni Corporation
Sustainable Development Report 2022

97

Additionally, the Division has established the “Integrity Management Application (IMA)” as safety, environment and quality management
guidelines to realize the “Health, Safety, Environment and Quality Policy” and is developing activities to evaluate project safety
management systems and operations in light of these guidelines. Specifically, through on-site visits by safety management specialists atoverseas power generation asset management bases and project audits by the Division, we are working to achieve zero occupational
accidents by identifying areas for improvement in safety management and monitoring the progress of improvement plans.
Since the start of 2014, 51 project audits have been conducted across 38 major project sites worldwide all of which have involved theparticipation of the Division. The audits include the following: projects’ efforts to reduce occupational accidents such as safety induction
training, management safety patrol and encouragement of near-miss reporting; risk assessment of site works, risk-based work planningand implementation; incident reporting/investigation process and corrective actions; emergency response plans including communication
protocols, drill/desk-top training results for emergency cases such as fire, chemical spills.
In addition to site visits and audits, to instill a culture of prioritizing health and safety throughout the Group, we also distribute lessons
learned from occupational accidents to Group company personnel and present safety awards to projects in recognition of theiroutstanding safety activities based on safety statistics (Leading/Lagging KPIs*2).
The Power Business Division will strive to achieve zero occupational accidents and continue to contribute to the economic growth anddevelopment of communities around the world by meeting and exceeding the expectations and demands of customers and society
through the reliable implementation and continuous improvement of the management system based on the “Health, Safety, Environment
and Quality Policy”.
*2 Lagging KPIs: fatalities, lost time injuries, medical treatment injuries, near misses, etc.
Leading KPIs: safety training hours, number of safety patrols, site inspections and observations, etc.

Supply Chain Occupational Health and Safety Initiatives
The Marubeni Group recognizes the importance of promoting awareness of occupational health and safety in the supply chain in order toensure its sustainability and is actively working to disseminate the Basic Supply Chain Sustainability Policy to all suppliers. In FYE 3/2021,
we are notifying a total of approximately 3,000 suppliers of this policy and requesting their compliance. When commencing business withnew suppliers, we ensure that they are notified in advance of our Basic Supply Chain Sustainability Policy. We will continue to strengthencommunications about our occupational health and safety efforts with the goal of achieving a 100% notification rate.

Initiatives for Improving the Marubeni Group Occupational Health and
Safety Management System
Based on the Marubeni Group Basic Policy on Occupational Health and Safety, Marubeni is taking various measures to continuously
improve the occupational health and safety management system throughout the Marubeni Group.

1. Seminars for Marubeni Group HR Managers
Seminars are held for HR managers of Marubeni Group companies to share information and updates on human resources and labor
management in general, including occupational health and safety.
First meeting (August 2020): Information sharing on COVID-19 responses in the workplace, mental healthcare for employees under
COVID-19, and remote working (approximately 100 participants from 50 Group Companies).
Second meeting (November 2020): Topics regarding labor management, including work-related accidents, health and safety, etc., andother issues related to working styles post pandemic (approximately 140 participants from 53 Group companies).

Marubeni Corporation
Sustainable Development Report 2022

98

2. HR Support Desk
We have established a consultation service for Marubeni Group companies on general human resources and labor management issues,
including occupational health and safety; provide advice; and share Marubeni's HR-related rules, regulations, and operational know-how(approximately 200 consultations per year).
We also provide information and alert personnel in charge of human resources matters at Marubeni Group companies in Japan regarding
changes to laws related to human resources and labor affairs, including occupational health and safety.

3. Sharing Know-how on Occupational Health and Safety and HR/Labor Management
We share information with HR managers at Marubeni Group companies to improve their expertise in occupational health and safety andHR management, including the latest information on occupational health and safety, occupational physicians, and external providers ofstress checks.

4. Periodic Assessments of Compliance with Laws and Regulations Related to Occupational Healthand Safety at Marubeni Group Companies
We check the status of compliance at Marubeni Group companies with labor laws and regulations, as well as confirming health checkup
reports relating to occupational health and safety, and reports in the event of accidents.

Data
Occupational Health and Safety DataFYE 3/2019

FYE 3/2020

FYE 3/2021

Lost-time injuries frequency rate*3

0

0

0

Occupational illness frequency rate*4

0

0

0

2

2

0

0

0

0

0

0

0

No. of occupational accident orincidents leading to injuries orfatalities*5
No. of fatal occupational accidents*6
No. of fatal occupational accidentsof contractors*7*3 : Figures for Marubeni Corporation. The LTIFR is the frequency rate of occupational injury cases that result in one or more days of employee
absence. Lost-time injuries frequency rate=Lost-time injuries/Total working hours×1 million.
*4 : Figures for Marubeni Corporation. Occupational illness frequency rate＝No. of occupational illness/Total working hours×1 million.
*5 : Figures include the occupational accidents without lost workdays.
*6 : Figures for Marubeni Corporation.
*7 : Figures for Marubeni Group.

Marubeni Corporation
Sustainable Development Report 202299

Performance Management of Occupational Health and Safety*8
Industry

Targets

FYE 3/2019

FYE 3/2020

FYE 3/2021

Lost-time injuries frequency rate*9

0

0

0

0

2.27

Lost-time injuries severity rate*10

0

0

0

0

0.11

Average annual working days lost per case*11

0

0

0

0

50.0

Occupational illness frequency rate*12

0

0

0

0

─

0

2

2

0

─

0

0

0

0

─

No. of occupational accident or incidents leading
to injuries or fatalities*5
No. of fatal occupational accidents

benchmark*8 : Figures for Marubeni Corporation. We use a survey on occupational accident, executed in 2020 by the Ministry of Health, Labour and Welfare,
as a benchmark.
*9 : Lost-time injuries frequency rate=Lost-time injuries/Total working hours×1 million. The LTIFR is the frequency rate of occupational injury casesthat result in one or more days of employee absence, or lost of a part of body or functions.
*10 : Lost-time injuries severity rate=The number of total work loss days/Total working hours×1 thousand.
*11 : The number of annual working days lost/The number of employees with an occupational accident.
*12 : Occupational illness frequency rate＝No. of occupational illness/Total working hours×1 million.

Marubeni Corporation
Sustainable Development Report 2022

100

SocialHealth and Productivity Management
PolicyStructures and Systems

Initiatives

Data

PolicyMarubeni Group Health Declaration
The Marubeni Group has established the following Marubeni Group Health Declaration based on the Marubeni Group Basic Policy on
Occupational Health and Safety.
Marubeni Group Basic Policy on Occupational Health and Safety

Marubeni Group Health Declaration
Employees are a vital asset for the Marubeni Group, and their health is of paramount importance. Therefore, the Marubeni Groupconsiders the maintenance and improvement of the health of its employees to be a top management priority.
The Marubeni Group supports employees’ success by working to create an environment where each individual can autonomously andproactively take steps to maintain and promote his or her health. These efforts will lead to the growth of the Marubeni Group.

Map of Health and Productivity Management Strategy
From health issues that could lead to solutions to management issues, we will ascertain how concrete initiatives connect with regard to
the benefits and health maintenance and promotion that are expected, and promote health and productivity management.

For map of health and productivity management strategy, click here.

Marubeni Corporation
Sustainable Development Report 2022

101

Structures and Systems
Marubeni Health Promotion Structure
Marubeni has established the “Marubeni Health Promotion Structure,” under the responsibility of the director in charge of the Human
Resources Department. This system promotes health and productivity management through the coordination of four groups:
occupational physicians (Internal Medical Clinics), the Health Insurance Association, the Human Resources Department, and health andproductivity management promotion officers selected from among the Company’s employees. Representatives of these groups meet at a
Health Management Promotion Meeting to review health management measures and discuss future initiatives. The Health Management
Promotion Committee, which is made up of representatives from occupational physicians (Internal Medical Clinics), the Health Insurance
Association, and the Human Resources Department, meets twice a year to discuss health programs of the Health Insurance Association,
various health management initiatives, and other matters relating to occupational health and safety in general.
* The term “health and productivity management” is a registered trademark of the Workshop for the Management of Health on Company and Employee.

Director in Charge

Mutsumi Ishizuki (Senior Managing Executive Officer, CAO; Chief Operating Officer, Human Resources
Dept., Chief Heath Management Officer)

Committee in Charge

The Health Management Promotion Committee, Health Management Promotion Meeting

Department in Charge

Human Resources Dept.

In addition, a legally mandated Health Committee is chaired by the Chief Health and Safety Supervisor (General Manager of the Human
Resources Department) and comprises members including health and productivity management promotion officers in each Business
Division and the Corporate Staff Group, the Internal Medical Clinics (occupational physicians), and representatives of the labor union andthe Health Insurance Association. The committee meets once a month to discuss various issues including health management and healthand productivity management initiatives, improving the working environment, measures to tackle long working hours, andcountermeasures for occupational accidents.
Marubeni Corporation
Sustainable Development Report 2022

102

Marubeni Health Project Indicators
By establishing metrics and implementing various measures, we will aim for solutions to health issues. To check whether this series of
initiatives is leading ultimately to improved employee work engagement, and further to solutions to management issues, we will conductengagement surveys regularly.

Item

Target

Health checkup rate (Employees working in Japan)

100% each year

Rate of medical checkups (Employees working overseas)

100% each year

Implementation rate of Specific Health GuidanceYear-on-year increase

Rate of employees undergoing Specific Health GuidanceYear-on-year decrease

Smoking rateYear-on-year decrease

Rate of employees undergoing stress check tests

90% or more each year

* The implementation rate of Specific Health Guidance and the rate of employees undergoing Specific Health Guidance apply to employees who are 40 years old
or older.
* Employees to undergo Specific Health Guidance are determined by the abdominal size (85cm or higher for men, 90cm or higher for women or by BMI (Weightkg/(Height m)2) (25 or higher), in addition to other measurements such as blood sugar, lipids, and blood pressure.

Initiatives
Marubeni Health Improvement Project
Under the Marubeni Health Improvement Project, Marubeni continues to implement various initiatives based on four key themes:
1. Improving Health Literacy
2. Strengthening countermeasures against cancer and lifestyle-related diseases
3. Strengthening mental health measures
4. Strengthening initiatives for maintaining and promoting women’s healthMarubeni Corporation
Sustainable Development Report 2022

103

1. Improving Health Literacy
In cooperation with the Health Insurance Association and occupational physicians, Marubeni implements initiatives to improve employees’
health literacy.

Measures (Initial fiscal year)
Establishment and announcement of healthrelated index (FYE 3/2020)
Participated in corporate actions promoting
measures against cancer (FYE 3/2020)
Utilizing health management app (FYE 3/2020)

Overview
Set and announced health indicators that the company values as “Marubeni Health
Improvement Project Indicators.” Utilize the indicators for consistent consideration of
measures based on fixed-point reviews.
Encouraged cancer screening by distributing pamphlets and displaying posters.
Improved health literacy of employees and their families using health managementapp.

Introduced an app for health consultation andConducted consultations on disease symptoms and health in chat-format and referrals

doctor/hospital referrals (FYE 3/2020)

to doctors and hospitals according to the individual’s preferences.

Implementing walking events (FYE 3/2019)

Held walking events in conjunction with the health management app. Held in-houseaward presentation.
Strengthening of efforts to achieve 100% participation in regular health checkups.

Participation rate of regular health checkups(FYE 3/2019)

Focused efforts on ensuring participation in legally mandated regular healthexaminations, which play a significant role in early discovery and treatment of disease.
Recommended participation to every employee yet to have a health checkup to achieve
100% participation every year.

Strengthening initiatives to provide healthymenu options at company cafeteria (FYE
3/2019)Conducted health seminars (FYE 3/2018)

Marubeni Corporation
Sustainable Development Report 2022

Held a health promotion campaign, provided special menu options to support blood
donation, and labeled nutritional information.
Conducted seminars on various topics including sleep, oral healthcare, diet, etc., byoutside experts to raise employees’ health awareness.

104

2. Strengthening Countermeasures Against Cancer and Lifestyle-related Diseases
Among our measures to maintain and promote health, we focus on countermeasures against cancer and lifestyle-related diseases and are
implementing the following initiatives.

Measures (Initial fiscal year)

Overview

Introduction of tumor marker tests (FYE

Added tumor marker tests to the regular health checkups for employees who are 35

3/2021)years old or older to support the early detection of cancer.

Expansion of cancer screening subsidies (FYE

Expanded screening subsidies for prostate cancer, cervical cancer, and breast cancer to

3/2021)

support early detection.

Strengthening anti-smoking measures (FYE

Expansion of smoking cessation treatment cost subsidies, implementation of smoking

3/2019)cessation treatment programs, and introduction of smoking cessation app.
Provided health and nutrition guidance from occupational physicians, public healthStrengthening measures for employees

nurses, and registered dieticians at our company medical clinic not only to employees

eligible for Specific Health Guidance (FYE

aged 40 and above who qualify for Specific Health Checkups but also to junior

3/2019)employees. To improve the rate of receiving guidance, the HR Department recommends
that eligible employees receive medical examinations.

Implementation of Sleep Apnea Syndrome(SAS) treatment program at company medical

Started sleep apnea syndrome screening and treatment at our company medical clinic.

clinic (FYE 3/2018)
Ran a program aimed at improving lifestyle and exercise habits.
Implementation of three-month intensive
program (FYE 3/2018)

In addition to a total of eight lectures and exercises, the program aims to eliminate
metabolic syndrome through daily dietary guidance and exercise. The percentage of
employees who maintained an appropriate weight was 67.1% in FYE 3/2019, 66.8% in
FYE 3/2020, and 69.9% in FYE 3/2021.
Fully subsidized comprehensive medical checkups for employees in the fiscal year inwhich they reach ages 35, 40, 45, 50, and 55, as well as brain checkups for employees inIntroduced fully subsidized brain checkups

the fiscal year in which they reach ages 45, 50, and 55.

(FYE 3/2016) and comprehensive medical(Implemented ongoing partial subsidy for comprehensive medical checkups forcheckups (FYE 3/2015)

employees aged 35 and over, aside from at the ages specified above.)
Also began offering fully subsidized comprehensive medical checkups and brain
checkups for employees who have retired at the mandatory retirement age.

Strengthening health guidance from

Established a system for registered dieticians to provide specialized nutritional

registered dieticians (FYE 3/2011)

management and guidance, etc., at our company medical clinic.

Strengthening health guidance from public

Established a system for public health nurses to provide individual health guidance andhealth nurses (FYE 3/2009)

consultations, etc., at our company medical clinic.

Introduction of H. pylori testing (FYE 3/2009)

Added H. pylori test to health examination to enhance early detection of and treatment
for diseases such as stomach cancer.

Implementation of Hepatitis B and Hepatitis C

Added viral hepatitis testing to health examination to enhance prevention and earlytesting (late 1990s)

detection of cirrhosis and liver cancer.

Marubeni Corporation
Sustainable Development Report 2022

105

3. Strengthening Mental Health Measures
Marubeni recognizes mental health as an important issue for improving occupational health and safety and is taking the following
measures for employees and their families.

Measures (Initial fiscal year)
Introduction of support services to assist
employees returning to work who have had
mental health issues (FYE 3/2019)

Overview
Provided support for employees returning to work who have had mental health issues
through counseling before and after their return.
Offered counseling sessions on a trial basis to all new employees and newly appointed

Expansion of Employee Assistance Programjunior managers in order to raise awareness of EAP services and strengthen self-care(EAP) services; promotion of EAP service use;

and line care. Also, provided self-check and mental health study programs and articles

trial counseling implementation (FYE 3/2019)

on the intranet to promote accurate knowledge and awareness of mental health careand to assist employees in monitoring their own mental condition.

Implementing stress checks (FYE 3/2017)

Conducted stress checks for employees at all offices in Japan and overseas (including
seconded employees), including offices where there is no legal requirement.
Established consultation desk at our company medical clinics and in the HR

Introduction of EAP services (FYE 3/2007)

Department. Established external counselor consultation desk, available to employees
and their families on a 24-hour, year-round basis.

Expansion of examination times for mental
health outpatients at company medical clinics(FYE 3/2007)

Increased number of examination times for mental-health related outpatients from one
to two a week.
Conducted training related to mental health care for new employees, line managers,

Mental health care-related training (FYE

employees posted overseas and their families.

3/2007)Created and distributed a manual with information about mental health care andconsultation desks.

4. Strengthening Initiatives for Maintaining and Promoting Women’s HealthMarubeni recognizes maintaining and promoting women’s health as an issue to be addressed and will strengthen the following initiatives
going forward.
Measures (Initial fiscal year)

Overview

Introduction of tumor marker tests (FYE

Added tumor marker tests to the regular health checkups for employees who are 35

3/2021)years old or older and supported the early detection of cancer.

Expansion of subsidies for cervical and breast

Expanded subsidies for cervical and breast cancer screening and supported the earlycancer screening (FYE 3/2021)

detection of cancer.

Implementation of seminars to raise literacy
regarding maintaining and promoting
women’s health (FYE 3/2019)
Establishment of dedicated healthconsultation desk for women (FYE 3/2019)
Dissemination of articles on “Maintaining andPromoting Women’s Health Maintenance” toall employees (FYE 3/2019)

Marubeni Corporation
Sustainable Development Report 2022

Held seminars by external experts to increase awareness of all employees regarding
maintaining and promoting women’s health.

Established a consultation desk for women’s health issues.

Used company-wide notification system to spread knowledge about maintaining andpromoting women’s health to all employees.

106Other Initiatives
Managing Working Hours and Encouraging Use of Vacation Time
The Marubeni Group has established guidelines on working hour management in order to realize sustainable growth through improved
productivity and a working style that takes into consideration the safety and health of employees. The guidelines specifically stipulate forworking hours to be compliant from the perspectives of observing labor-management agreements under Article 36 of the Labor
Standards Act, eliminating long working hours, and properly managing working hours. The guidelines also stipulate those in management
and supervisory roles outside the scope of working hour management to track working hours in order to ensure occupational safety (i.e.
health management). In addition, Marubeni holds individual interviews with departments that consistently register long working hours
and takes steps to reduce chronic long working hours.
Marubeni encourages employees to maintain and improve their health and seeks to ensure that employees have good mental health andphysical condition to efficiently produce high-quality results. To this end, in addition to annual paid holidays, the Company also offers its
own unique special leave systems, such as all-season special leave, family support leave, and recharge leave. Every employee isencouraged to concentrate fully on work during work hours and to take time to fully relax during vacation periods.

Measures to Combat COVID-19 Infection
Our number one priority is to ensure the safety and health of our employees and stakeholders, and we are striving to achieve a balance
between the prevention of the spread of infection and our business activities by thoroughly establishing appropriate behaviors andworking environments. Based on the policies and guidelines set forth by the government and local authorities, we have established andmade known to all employees our policies regarding attendance at work, business trips, dinners, and so forth, and in the event of an
outbreak of illness or infection among employees, we place the highest priority on preventing the spread of infection.

Establishment of Company Medical Clinics
The company medical clinics at the Tokyo Head Office and Osaka Branch play an important role in promoting health management. At theTokyo Head Office medical clinic, specialist departments for internal medicine, dermatology, radiology, neuropsychiatric, and dental
services are available for employees at any time. Regular annual and specified health examinations are conducted by the company
medical clinics, and based on the results, employees can receive follow-up services including re-testing and other treatment for lifestylediseases, as well as health guidance from an occupational physician, public health nurse, or registered dietician.

Initiatives on Global Health Issues
Marubeni is expanding its business globally around the world. HIV/AIDS, tuberculosis, and malaria are serious problems in some of thesecountries/regions.
We take appropriate and timely measures against infectious diseases such as HIV/AIDS, tuberculosis, and malaria, overseas and in Japan.
Overseas, we strive to collect information and understand the situation regarding the outbreak and spread of infectious diseases incollaboration with occupational physicians, based on information provided by the WHO and local authorities, and on-site surveys.
Employees and their families receive health examinations prior to travel overseas, as well as vaccinations against infectious diseases thatpose a risk at overseas postings. Furthermore, when employees based in Japan travel to areas where there is a high risk of infection, they
are given appropriate cautions and business trips are restricted if necessary.
In Japan, we offer vaccinations against influenza to all employees, and our company medical clinics offer vaccinations against infectious
diseases such as measles, rubella, and mumps. Furthermore, the Health Insurance Association subsidizes employee vaccinations at
external medical institutions.
Initiatives of Group Companies
Maynilad Water Services, Inc. (“Maynilad”), which provides water and waste water services to the West Zone of the Metropolitan Manila
area in the Philippines, has been conducting programs on health issues, measures to prevent infections, and hygiene education for its
employees and local residents.

Marubeni Corporation
Sustainable Development Report 2022

107For its employees, Maynilad provides opportunity of regular physical examinations, in addition, care for their monitoring after physicalexamination results. From 2009, Maynilad has provided vaccination at reduced price each year for influenza, pneumonia, hepatitis A andB, meningitis, chickenpox, rabies, tetanus, cervical cancer, etc., and in 2020, it vaccinated 2,563 employees and family members.
Furthermore, it carried out 9,917 antibody tests in total for its employees and employees of contractors engaged in construction toprevent the spread of COVID-19.
On-site employees engaged in waste water service were also provided with rabies and tetanus vaccinations, free of charge.
Education programs for local residents, who are the customers of Maynilad, to deepen their understanding of the importance of handwashing and maintaining a hygiene environment have also been conducted, while disinfectant alcohol, gloves, masks, etc. were donatedto 14 school districts covering 975 public schools.

Lectures to residents of our service area

Lectures to residents of our service area

Click here to view Maynilad’s initiatives

Support for Expatriates and Their Families
Currently, there are approximately 900 Marubeni employees and around 650 of their family members living overseas on assignment fromJapan. Ensuring the health of employees and their families is essential for enabling expatriates to perform at their best.
Before and during overseas assignments, we conduct health examinations and training for employees and their families to get an
accurate appraisal of their health status and to raise their awareness about disease prevention and health maintenance. We placeparticular emphasis on health examinations to achieve prevention and early treatment of diseases, and in addition to the legally
mandated examination for employees assigned overseas, we require each employee to undertake annual health examinations during
their assignments. We aim to achieve 100% participation by following up on employees who have not had their examinations. We alsooffer annual health examinations and examinations after repatriation to accompanying family members. If health examination services
are not available at the overseas assignment location, our system for subsidizing travel to a nearby area with advanced medical facilities
or to Japan ensures peace of mind for our employees. We encourage both employees and their families to consult with occupational
physicians regarding examination results and their daily health status.
In the event of a dramatic outbreak of COVID-19 or a rapid deterioration of the medical environment in a foreign country, employees andtheir families posted to the country concerned will be repatriated as necessary.
We have systems in place to transport people to a nearby area with advanced medical facilities or Japan in the case of an emergency sothat they can receive the necessary treatment. We also partner with specialist organizations to provide nursing care support for
employees’ family members living apart from them in Japan.

Initiatives on Crisis Management
We recognize that people at every business site of the Marubeni Group in Japan and overseas are exposed to various risks, including acts ofterrorism, natural disasters, civil unrest, robbery, traffic accidents, aviation accidents, injury, and disease. In particular, we have positioned
crisis management at overseas locations as a highly important Company measure. When an incident occurs, we make the safety of
employees and their families our primary concern. As such, we strive to foster everyday awareness of crises, and we have established apermanent Overseas Crisis Management Headquarters that is able to respond immediately should a crisis occur.
Specifically, the Overseas Crisis Management Headquarters has prepared a manual summarizing crisis management measures, such as
initial actions to be taken in the event of a crisis, and conducts crisis management training for employees who are assigned overseas andtheir accompanying family members. We have a system in place for gathering and analyzing the latest public security information fromareas around the world and share it with the relevant people. In the event of an emergency, we have established a system in which relevant
parties can centrally manage information and make timely and accurate decisions and actions in cooperation with overseas bases.

Marubeni Corporation
Sustainable Development Report 2022

108

Data
Regular Health Check-ups and Stress Check Tests

Participation in regular health check-ups
in Japan (legally mandated)
Participation in regular health check-ups
overseas
Number of Stress Check Tests
respondents (response rate)

FYE 3/2019

FYE 3/2020

FYE 3/2021

99.2％

99.7％

99.0％

92.0％

81.0％

63.1％

89.4％

91.9％

91.6％

Training and Education in Health Management
ProgramOutlinePackage program for new

Lecture by head of the medical clinic on “safety

graduates

and health management”

Number of

Number of

Number ofparticipants

participants

participants(FYE 3/2019)(FYE 3/2020)(FYE 3/2021)

121

105

115

166

94

210

24

34

25

22

15

12

99

96

0

25

37

0

182

190

47

Lecture by head of the medical clinic on
Mental health“working hour management, healthmanagement, and mental health care” fromthe perspective of developing subordinates

Training for new GM for Dept.

Lecture on “working hour management, healthmanagement, and mental health care”

Promoted training for

Lecture on “working hour management, healthAdministrative track (upper tier)management, and mental health care”

4th-year training for Career

Lecture on “working hour management, healthtrack*1

management, and mental health care”

4th-year training for

Lecture on “working hour management, healthAdministrative track*1

management, and mental health care”

Career development

Lecture on “health management”*1 : The Program was suspended in FYE 3/2021 due to COVID-19 pandemic and postponed to FYE 3/2022 with anti-COVID-19 measures.

Marubeni Corporation
Sustainable Development Report 2022

109SocialResponsibility to Customers
PolicyStructures and Systems

Initiatives

Collaborating with Stakeholders

PolicyPolicy on Responsible Advertising and Marketing
In accordance with the spirit grounded in “Fairness, Innovation and Harmony,” the Marubeni Group is proudly committed to social andeconomic development and safeguarding the global environment by conducting fair and upright corporate activities. As such, Marubeni
carries out responsible advertising and marketing activities. Through public relations, we build relationships of trust with our
stakeholders, and by keeping an open mind and an ear to the ground, we will respond to the needs of society through our businessactivities.

Advertising
In order to convey the proper brand image to our stakeholders, we have established internal regulations for responsible advertising. In
particular, in accordance with the Marubeni Group Compliance Manual, the expressions used in and the content of Marubeni Groupadvertising must give due consideration to such issues as slander, discrimination, exaggeration, religious or political beliefs, theenvironment, third party private information, personal information and intellectual property rights.

Marketing
We take sufficient consideration not to include misleading expressions in our marketing. We conduct our marketing activities in a fair andtransparent manner, respecting the rights of our customers. In practicing this, we have established an implementation system thatreflects the Marubeni Group Compliance Manual and other internal regulations.

Policy on Initiatives for Food Safety and Reliability
In the Food Business, the Marubeni Group supplies a wide range of products to meet the increasingly diverse needs of the times. In anumber of our businesses, through our ownership of manufacturing and processing facilities, we have built an extensive value chain
stretching from raw material procurement to delivery of products and services to consumers. In this way, we are contributing to foodsafety and reliability, while addressing nutrition issues by providing food products with outstanding functionality.

Policy on Environmental and Social Initiatives in the Real Estate Business
The Marubeni Group’s business activities contribute to solving environmental and social issues with the aim of providing people with
comfortable places to live.
Marubeni Corporation
Sustainable Development Report 2022

110

For the environment, in design, construction and property management, we not only apply existing environmental measures, but also
take steps to improve energy efficiency and energy-saving performance in materials procurement as well as our various facilities andsystems. In this way, we are helping to realize a low-carbon society and curb global warming.
For society, in every aspect of design, construction, and property management, we build relationships with tenants, the region, andcommunities, working together with them to tackle social issues. In urban redevelopment projects, we cooperate with stakeholders tocreate neighborhoods that contribute to the local community as a whole, thereby contributing to sustainable regional development.

Structures and Systems
Compliance System for Ensuring Safety and Reliability of Processed Food
Products and Beverages
Marubeni strives to keep up with industry trends, including through membership of the Association for the Safety of Imported Food, Japanand the Japan Food Hygiene Association. At the same time, to improve our technology, we have been working in partnership with an
external specialist organization since 2004, accumulating expertise on food safety and hygiene management. In particular, to ensure thesafety of imported agricultural, livestock, and marine produce, as well as processed food products, we gather information and checksafety ourselves. Furthermore, depending on product characteristics and risks, we may have external specialists perform plant inspectionsof local suppliers.
If a food safety-related incident does occur, we have systems in place to implement immediate response measures in communication with
relevant government agencies and suppliers. These initiatives help to build awareness of food safety among overseas suppliers, leading to
the improvement of safety measures throughout our supply chain.

System to Control Supplier Risks
Marubeni considers “protection of consumer health” and “ensuring the safety and reliability of foods” as its highest priorities in the foodbusiness. To this end, we utilize our unique supplier management form, the “Supplier Checklist,” to mitigate risks, as part of our efforts toensure food safety and control our food supply chain. Specifically, we identify risks of suppliers meeting certain conditions from thestandpoint of related laws and food safety, failure to deliver, human rights violations, the environment, and other factors.
Number of Supplier Checklists Submitted
FYE 3/2017

FYE 3/2018

FYE 3/2019

FYE 3/2020

FYE 3/2021

41

29

21

49

56

Food Plant Inspections by External Specialist Organizations
When importing various foods and grains from around the world, Marubeni requires a certain level of quality and hygiene control fromthe supplier food plants. To commence transactions, we will dispatch inspectors from an external specialist organization, which has beencommissioned, to the food plant to carry out inspections comprising numerous checkpoints relating to quality, hygiene control, and otherfactors. The system has been designed so that if the plant does not meet the acceptability criteria, transactions cannot commence until
improvements are made based on the inspection findings and the criteria are met through repeated inspections.
Even after the commencement of transactions, we focus on food safety, by conducting regular inspections once every two to three years,
in addition to carrying out inspections when changes are made to manufacturing lines or manufacturing methods, or when complaints
exceeding a certain level are received.
Marubeni Corporation
Sustainable Development Report 2022

111

Number of Inspections of Food Plants
FYE 3/2017

FYE 3/2018

FYE 3/2019

FYE 3/2020

FYE 3/2021

Domestic plants

25

32

27

16

5

Overseas plants

11

17

16

16

9

Total

36

49

43

32

14

Managing the Risk of Residual Pesticide in Agricultural Produce and the Traceability Management System
Measures to reduce the risk of residual pesticide used in agricultural produce is one of Marubeni’s priority issues. To ensure that residual
pesticide in imported agricultural produce does not exceed the residual pesticide standards set in the Food Sanitation Act, an inquiry is
conducted and internal approval is obtained prior to the commencement of transactions.
In the inquiry, we use the “Agricultural Produce Traceability Sheet” to identify the farmer and the pesticides and conduct onsite surveys ofthe surrounding farmland (to monitor the crops being cultivated and the pesticides being used), as well as carry out general inspections
through a sampling of residual pesticide, etc. And transactions will commence only after the results of this inquiry are verified by apesticide expert commissioned by Marubeni and confirmation is given that the risk of residual pesticide is low.
Number of Agricultural Produce Traceability Sheets Submitted
FYE 3/2017

FYE 3/2018

FYE 3/2019

FYE 3/2020

FYE 3/2021

32

11

6

13

8

Training to Ensure Food Safety and Reliability
To ensure that employees receive appropriate training and that relevant information is shared, the food related Divisions hold internalGroup training for all newly assigned employees twice annually, and quarterly Group compliance liaison meetings with Group companies.
We also hold seminars once or twice annually on selected topics and issues related to food safety, such as ensuring the safety of foodproduct imports. Group companies and suppliers were invited to participate in the seminar as part of our efforts to raise awareness offood safety.

Initiatives
Initiatives for Functional IngredientsAs an example of our initiatives on food safety and reliability, at Group company Toyo Sugar Refining Co., Ltd. we produce and sell various
types of sugar, as well as functional ingredients such as Rutin and Hesperidin that can be used in food products, beverages, supplements,
and cosmetics.
We will proceed to develop new products, making full use of our proprietary enzyme processing technologies and accumulated expertise,
while addressing nutrition issues through the sale of these functional ingredients.

Overview of Rutin
Overview of Hesperidin

Marubeni Corporation
Sustainable Development Report 2022

112

Principles for Responsible Investment (PRI) Signed by Asset Management
Company
Japan REIT Advisors Co., Ltd. (JRA), a Marubeni Group company in the real estate asset management business, has been conducting theinvestment management for United Urban Investment Corporation (UUR). In November 2018, JRA signed the Principles for Responsible
Investment (PRI), and became a PRI signatory.
Click here for details on PRI
News Release: Japan REIT Advisors Co., Ltd. Recognized as a Principles for Responsible Investment (PRI) Signatory
As a comprehensive J-REIT, UUR aims to reduce various risks and secure medium- to long-term stable earnings by making real estate
investments spanning diverse uses and locations that are not limited by purpose or area. UUR is also working to improve sustainability
through environmental, social and governance (ESG) considerations for sound management that can coexist with society and the naturalenvironment. When considering real estate investments, JRA carefully examines the impact on the environment (asbestos, soil
contamination, etc.), tenants (antisocial forces, work environment, etc.), and neighborhood (relationship with the community, traffic
volume as a result of the relevant properties, etc.), in addition to the profitability. JRA has earned third-party environmental performance
evaluations such as CASBEE (Comprehensive Assessment System for Built Environment Efficiency) through analyses not just at the time ofacquisition, but also for efforts to improve the environmental performance after acquisition as well. As a result of these initiatives, as of2020, JRA has earned the Green Star (the highest award) for six consecutive years in the survey for the Global Real Estate Sustainability
Benchmark (GRESB), the annual benchmark that assesses sustainability practices in the real estate sector.
UUR and JRA will continue to make further efforts to achieve asset management that considers ESG in the future.
Click here to view the “United Urban Investment Corporation” web site.

Click here to view the initiatives for ESG.
Click here to view the “Japan REIT Advisors Co., Ltd.” web site.

Collaborating with Stakeholders
Collaboration with Business Partners to Recycle Food Waste and Reduce
Resource Usage
With the aim of realizing a recycling-based society, the Marubeni Group is promoting recycling of food waste and reduction of resource
usage through collaboration with its business partners (waste generators, processors, consumers, etc.). We continuously supply recycled
feedstuff made from the inedible parts of marine/livestock products and food production by-products to formula feed manufacturers.
Additionally, products made from livestock and fish fed with formula feed are sold to general consumers through Marubeni Group sales
channels. Through these efforts, Marubeni realizes a recycling loop. We also collect waste edible oil from business activities such as
supermarkets and convenience stores. Purified oil and fat made with this oil are supplied to chemical manufacturers as raw material forresin, paint, soap, etc.

Marubeni Corporation
Sustainable Development Report 2022

113Social

HR Management
PolicyInitiatives

Data

PolicyGC2021 Group Human Resources Strategy
Marubeni HR Ecosystem
For Marubeni, we regard human capital as our most valuable asset. This is the thinking behind the “Marubeni Group HR Strategy,” which isincluded in the Medium-Term Management Strategy GC2021. The goal is to create a “Marubeni HR Ecosystem” that promotes theinvolvement of each Marubeni Group employee to create new value as part of the “Global Crossvalue Platform”.
The key terms here are “Human Capital with High Social Value,” “Diversity & Inclusion,” and a “Culture of Active Participation andConnectivity.” We aim to build the “Marubeni HR Ecosystem” as a place where “Human Capital with High Social Value” creates new value,“Diversity & Inclusion” increases value creation, and a “Culture of Active Participation and Connectivity” provides open innovation in orderto bring together internal and external ideas.
In order to achieve this goal, we are conducting comprehensive reforms of our HR systems to further strengthen alignment withmanagement strategies, to construct a framework where diverse human capital can develop and thrive, and to promote the creation ofopportunities for establishing connections that transcend companies and organizations.

Marubeni Corporation
Sustainable Development Report 2022

114

HR System Reforms
Mission-oriented HR system
・Alignment with strategy
New annual review system for grade and remuneration based on the role and contribution of employees as defined by theirorganization’s respective missions, which reflect the organizational strategy (for managerial-track employees)
・Performance-oriented and challenge-driven
Ensure that remuneration is performance-oriented and market-valued and encourage employees to take on challenges towards
larger-scale missions that develop human capital and execute strategy.

Utilization of diverse talent・Diversity in recruitment
Promote diversity in recruitment: open calendar graduate recruitment, recruiting more leaders and people for specific jobs, aim
for 40-50% female employee recruitment.
・More flexible workstyles and careers
Provide workplaces designed to realize the potential of every individual by increasing flexibility for working hours and locationand creating area-specific pathways for career-track positions.

Open innovation approach・Talent that crosses over individual companies and organizations
The job-matching system based on internal and external recruitment/transfer programs was expanded. To promote value
creation by bringing together diverse ideas, the 15% Rule, which allows employees to become involved in work from different
divisions, and the Crosshelp initiative, which sources short-term assistance internally, were introduced. To incentivize helping
other divisions through added bonuses, the Crossvalue Coin initiative was introduced.

HR Systems Centered on Mission
Missions based on “implementing organizational strategy” and “developing human capital”
・Pursuing improvement of long-term corporate value is realized by implementing strategies in each organization.
・Enhancing the ability of the organization to implement strategies by assigning missions according to ability and particularattributes and increasing human capital contributions.
・Promoting the growth of human capital and increasing social value by boldly challenging larger missions that contribute tostrategy implementation and working hard together.

Marubeni Corporation
Sustainable Development Report 2022

115

Basic Policy on HR Development
In order to train individuals who can succeed globally, personnel development is being enhanced through both on-the-job (main focus)
and off-the-job training (supporting function).
For on-the-job training, assignment initiatives are being implemented, including promoting onsite experience and recommending
overseas assignments for junior employees early in their careers to develop professionalism.
For off-the-job training, a review of the company-wide training system was conducted starting in FYE 3/2017. As a result, the Marubeni
Global Academy (MGA) has been improved and enhanced as the support function to achieve the Marubeni Group’s HR Strategies.
Implementing the MGA programs on a global Group level will help to promote employee self-improvement efforts and to strengthen the
HR capacity of the entire Marubeni Group.

Marubeni Global Academy

Marubeni Corporation
Sustainable Development Report 2022

116

Initiatives
Individual Learning Support System
We are introducing an individual learning support system to further motivate employees to pursue self-directed learning. By supporting
ability development and the acquisition of knowledge and experience that cannot be obtained solely through work, this system aims not
only to bring diversity and new added value to the company, but also to enhance the sense of fulfillment among motivated employees.
The company has a track record of 20 to 30 cases per year of supporting employees who have acquired qualifications to become Smalland Medium Enterprise Management Consultants and Certified Public Accountants. For distance learning support, a total of more than
1,500 people have used online learning services related to business.

Promote Work Style Reforms
Surpassing our Traditional Framework
In order to promote a workstyle that will enable us to grasp the needs of our ever-changing society and clientele, to devise solutions that
fit with the times, and to create new distribution channels, Marubeni is working on a number of new initiatives from FYE 3/2019 that
operate from the main themes of “Human Capital,” “Mechanisms,” and “Time.”“Human Capital”
The personnel who will be responsible for the future of Marubeni must not only be professionals in a particular product field. They should
also be able to grasp social and customer issues with a multifaceted perspective that goes beyond the scope of the business and have themindset to imagine a solution by taking full advantage of the diverse business infrastructure (platforms) of the Marubeni Group.
Therefore, the measures outlined below have been initiated to promote the development of such human capital.
“Marubeni Academia”
This is a program where Marubeni Group employees from around the world with diverse careers and personalities are brought together
to think about and discuss innovation. The goal of this program is to generate practical innovation through intensive thought anddiscussion.
“External Personnel Exchange Program”
This is a program targeting employees who are future candidates for management and executive positions at Marubeni. The employees
are dispatched to leading companies in various industries, such as finance, consulting firms, and manufacturing for a few years to achieve
results while working on the front lines. In addition to building a network of connections outside Marubeni, this program also promotes
the development of personnel with an outside perspective, the ability to identify values/functions that have not been delivered thus far,and the ability to use insights gained to develop new businesses.
Marubeni Corporation
Sustainable Development Report 2022

117

“Triangle Mentor”
Three people of different ages and from different departments form a trio and regularly communicate to form connections that transcend
one’s organization and generation, to share experiences, to further mutual understanding of different values and ways of thinking, and tobuild a foundation for new employees.
“New Business Attire Guidelines: “Self-Biz””
As an initiative to foster a culture of autonomous thinking and conduct, “Self-Biz” has been introduced. This is a policy that allows each
employee to select the business attire that they personally feel is appropriate, based on guidelines that define minimum requirements
while discarding the categories of business vs. casual.

“Mechanisms”
The following measures are being implemented as mechanisms to promote innovation that transcends the vertically segmented productsystem of an organization.
“Business Model Canvas”
This is a mechanism used to present the Marubeni Group operating assets and business models visually. Sharing this with all employees
encourages new value and asset synergies and the creation of new businesses.
“Idea Box”
This mechanism enables all Group employees to contribute proposals related to business improvements and new business ideas.
“Innovation Sessions”
For those wishing to learn the processes for innovation, this program includes about four months of field work during which a total of fivedays of sessions are held about once per month. Each participant creates a new business proposal from scratch and learns how toinnovate from the issue discovery process and how to formulate projects.

“Time”
No matter how well people and mechanisms have been prepared, without time it is not possible to start something new. For this reason,
the following initiatives are being implemented.
“Business Improvement Project”
A comprehensive review is being conducted on in-house business practices, such as reducing internal paperwork requirements.
“15% Rule”
This measure makes it possible for employees to allocate up to a maximum of 15% of their work hours in activities aimed at developing
business that will help to increase the value of the Marubeni Group. This rule aims to create an environment for each employee thatmakes it easier to search for and discover new solutions for customers and society by making use of the Marubeni Group’s networks,
business models, knowledge and human capital.
“Work from Anywhere”
A “Work from Anywhere” policy, aimed at raising the performance of the entire organization, has been adopted to encourage each
employee to achieve greater quality, speed, and volume of output through increasing workplace options such as working from home andencouraging more effective time utilization.

Marubeni Corporation
Sustainable Development Report 2022

118

Communication with Employees
Communication between Management and Employees
To encourage unity at Marubeni, internal meetings are regularly held with the aim of encouraging communication between co-workers
and between management and employees. In FYE 3/2021, a total of 46 meetings were held. By continuing to provide opportunities for
direct dialog between management and employees, we will further energize and deepen communication within the Company.

Engagement Survey
Marubeni defines engagement as “a relationship in which individuals and the organization come together to contribute to each other’s
growth.” In order to encourage improvement of organizational management and various organizational systems and to build a vibrantworkplace, this survey measures the engagement score of its employees. The most recent survey in June 2019 had a response rate ofabout 94%*1 and the scores have improved overall compared to the previous survey (2018). The survey results indicated the Company’s
strengths, particularly in “support actions” such as immediate managers counseling team members and listening to their ideas andopinions. We will continue to reinforce the Company’s strengths identified in the survey results as well as carry out improvements ofissues through various measures.
*1 Gender breakdown of the response rate: Male 94.8%, Female 93.5%

Relationship with the Labor Union
The Marubeni Employees’ Union was established in 1949. As of March 31, 2021, it has 2,755 members, or about 63% of our employees.
The Company and the Marubeni Employees’ Union share common goals such as improving the prosperity of the Company and thesocioeconomic status of all employees. Both parties respect each other’s positions and engage in honest dialogue in order to build goodlabor-management relations. In FYE 3/2021, 15 meetings were held, including management-union discussions with the CEO and othersenior management members, various collective bargaining meetings, and committee meetings. In addition, the Company and the
Marubeni Employees’ Union actively promote joint activities to introduce and implement systems and measures related to developing theworking environment.
From the Marubeni Employees’ Union
The Marubeni Employees’ Union aims to foster a company environment where each
employee of the Marubeni Group can perform to their potential and both the company andemployees can nurture sustainable growth. To achieve this, the company’s most important
asset is “human capital.” Our employees create additional value, which is built on afoundation of diligent and mutual effort to make Marubeni better and contribute to society.
Through dialogues with management (such as management-union discussions), theChiharu Momoi, Chairman of the Marubeni
Employees’ Union

Marubeni Employees' Union addresses all management issues by connecting individuals
beyond their organizations, gathering company-wide knowledge, and integrating diverse
values and then proposing solutions to the Company. In this way, the Marubeni Employees’
Union strives to resolve issues in an optimized and holistic fashion. At the same time, by
expanding our network with other labor unions that share the same issues, we aim tobecome an organization that can lead the company in providing value to society as a whole.

Marubeni Corporation
Sustainable Development Report 2022

119

Data
Employee Development DataFYE 3/2019

FYE 3/2020

FYE 3/2021

Number of participants trained per year

4,708

4,326

25,188

Total number of training days per year

10,697 days

9,774 days

23,393 days

Total number of training hours per year

78,000 hours

71,000 hours

170,000 hours

18 hours

16 hours

39 hours

Annual training hours per employee* Data for training programs provided by the Human Resources Department aggregated for the period FYE 3/2019 to FYE 3/2020.
* From FYE 3/2021, training programs provided by Corporate Staff Departments/Business Groups and company-wide e-learning programs are also included in
the above aggregated data.

Marubeni Corporation
Sustainable Development Report 2022

120

SocialDiversity Management
PolicyStructures and Systems

Initiatives

Data

PolicyClick here for more details on the GC2021 Group Human Resources Strategy

Structures and Systems
Marubeni Diversity Management

Marubeni Corporation
Sustainable Development Report 2022

121

Initiatives
Empowering Female Employees
Marubeni is working to strengthen recruitment and training of women for career-track positions, to dispatch them overseas proactively,
and to create an environment where they can play an active role regardless of life events. As of October 1, 2020, there are 359 women(10.8% of all career-track positions) working in Japan and overseas. Many women in this track are either relatively junior or mid-career andare expected to play an even more active role as candidates for future managerial positions.
In addition, in accordance with the Act on the Promotion of Female Participation and Career Advancement in the Workplace, we haveformulated Phase 2 of the General Employer Action Plan for the next five years starting from April 1, 2021. Under this action plan, we have
set targets for the ratio of new female graduates hired for career-track positions, the ratio of female employees in all career-track
positions, the ratio of female employees in all managerial-track positions, and the ratio of employees who take annual paid leave, and wewill focus further on encouraging the success of women in the workplace.

Action Plan for Empowering Female Employees (Phase 2: April 1, 2021–March 31, 2026)
Click here to view Action Plan (Japanese only)
Ministry of Health, Labour and Welfare Database (Japanese only)

I. Providing equal opportunities for women・Ratio of female new graduates hired for career-track positions will be raised from the current 20-30% to around 4050% within three years (by April 1, 2024).
[Goals]・Ratio of females in all career-track positions will be at least 15%.
・Ratio of females in all managerial-track positions will be at least 10%.
II. Establishing an environment conducive to balancing work and family life
・Increasing the annual paid leave utilization rate to at least 70%.

Marubeni Corporation
Sustainable Development Report 2022

122

Employees Posted Overseas (As of April 1, 2021)

BENInovation Program
Diversity is upheld as one of the Group’s HR strategies in the Medium-term Management Strategy GC2021. While the diversity targeted byMarubeni is not necessarily focused on gender, conscious efforts toward female employee development have become one of the key
issues, amid expectations for the further advancement of women. We have been implementing the “BENInovation Program,” a programthat primarily targets early to mid-career female career-track staff and their immediate managers, to encourage these staff to take on
greater challenges and to strengthen diversity management. Starting from FYE 3/2020, certain programs have been opened to all
employees who wish to participate, regardless of gender or position.

“Kick-off Sessions” for early to mid-career female career-track“Career Sessions” for early-career female career-

staff and their immediate managers

track staff

Keynote lectures on the essence of management that promotes diversity,

Group work to envision a more proactive career by playing a

the necessity of changing the mindset of female employees, androle as future managerial-track staff and taking into accountchanging the awareness of female employee’s immediate managers, etc.

future life events

With the increasing number of dual-income households and diversified workstyles and family situations, the Company is implementing
measures to provide the necessary support and environment for employees who will be posted overseas and will be accompanied only by
their children. By doing so, the Company ensures that the right people can be placed in/promoted to the right positions in the right places andthat these individuals can achieve ongoing career and skills development. Specifically, we provide support to ensure overseas postings aretrouble-free and help to prepare a suitable environment for overseas postings by providing a pre-post visit, creating childcare checksheets forposting destinations, and covering part of the cost of essential childcare services. These support measures were introduced in April 2018.

Marubeni Corporation
Sustainable Development Report 2022

123

Marubeni International Women’s Day
March 8 is designated as International Women's Day by the United Nations and since FYE 3/2018, we have held Marubeni International
Women's Day (IWD) on this day each year to support active working women. In FYE 3/2021, we implemented two programs as part of IWD:
“Presentation and Discussion with Marubeni Women Regarding Working Overseas and Developing One’s Career” and “Empowering
Women and Promoting Female Inclusion at Agrovista.”■Program 1: Presentation and Discussion with Marubeni Women Regarding Working Overseas and Developing One’s Career
This was an opportunity for two speakers currently working overseas to share with the entire Company their career stories from the timethey joined the company to the time they were posted overseas, their experiences of how they have been empowered by their colleagues
and superiors, and their experiences while working overseas.
■Program 2: Empowering Women and Promoting Female Inclusion at Agrovista
In the traditionally male-dominated agricultural industry in the UK, Marubeni Group company Agrovista UK Ltd. is striving to create an
attractive workplace for women, actively recruiting women, supporting them in the workplace, and promoting them into management
positions. The current situation in Europe, a region known for being advanced in the area of gender equality and empowerment of womenin the workforce, and Agrovista’s challenges and initiatives towards supporting female employees were shared by the company's president
and human resources department manager.
Events commemorating IWD were also held at several of our overseas offices and Group companies.

Opportunities for Senior Employees
The Continuing Employment System has been introduced to make full use of the abundant knowledge and experience possessed by ourmore senior personnel, covering in principle employees over the age of 60 years who wish to continue working after normal retirementage. (As of April 1, 2021, 211 employees are currently working under the Continuing Employment System.) For the HR system reforms for
FYE 3/2021, in addition to realizing mission-based compensation, enhanced measures to support senior careers have also been
implemented.
With the aim of ensuring that each senior employee can (1) define and choose their unique career path and (2) be able to grow and work
actively with a sense of fulfillment both inside and outside the Group, and that the Company/organization (1) promotes the right people
into the right jobs, regardless of age or years with the company, so that strengths and experience can be fully utilized and (2) supports
employees who wish to pivot their careers outside of the Marubeni Group, the Career Counseling Section was established within the
Human Resources Department to further the roles of senior personnel in the workplace.

Marubeni Corporation
Sustainable Development Report 2022

124

Promoting Employment of People with Disabilities
The Marubeni Office Support Corporation was established in 2008 as a special-purpose
subsidiary*1 of Marubeni designed to provide workplaces that accommodate the needsof people with disabilities.
*1 Special-purpose subsidiary: a subsidiary that has been certified by the Minister of Health,Labour and Welfare as satisfying the conditions specified in the Act on Employment
Promotion etc. of Persons with Disabilities. The number of workers with disabilities
employed by such a subsidiary can be included in the calculation of the employment rateof people with disabilities of the parent company.

In March 2016, Marubeni Office Support Corporation was one of 21 companies from across Japan to receive certification from the Ministryof Health, Labour and Welfare as a superior company that actively employs people with mental and other disabilities. In addition, in
December 2020, it became the first company in Tokyo to receive the “Monisu Certification” mark, awarded to small and medium-sizedenterprises excelling in the employment of persons with disabilities. As of April 2021, the company has a combined total of 66 employeeswith disabilities and 10 employees without disabilities working in Tokyo and Osaka and aims to be a company where employees help eachother and grow together. Employees with physical, mental, and intellectual disabilities engage in a variety of tasks, including business card
printing, document PDF conversion, building cleaning, in-house logistics, general office work, and welfare support.
As of April 2021, Marubeni Corporation and the Marubeni Office Support Corporation employ a total of 98 people with disabilities, anemployment rate of 2.72% that exceeds the legally-prescribed minimum employment rate.
Marubeni Corporation and the Marubeni Office Support Corporation will continue striving to create workplaces where all people can work,
regardless of disabilities.

Fair Recruiting and Hiring Practices
Marubeni's fundamental hiring policy is to select applicants according to their capabilities and competence based on a fair recruitment
process in which no form of discrimination is tolerated.
For example, we use an “open entry” system that offers equal opportunity regardless of citizenship, home country, gender, disability, oralma mater. Moreover, the job application form does not ask for details such as home country, religion, family situation, or any otherinformation not required for us to determine an applicant's capabilities and competence. During interviews, we respect each applicant's
basic human rights by avoiding inappropriate questions and select employees based only on capabilities and competence.
To ensure that fair recruiting activities are conducted across the entire Marubeni Group, we have created the Marubeni Recruiting Manualand strive to ensure that our policies are thoroughly understood across Marubeni Group companies.

Promotion of Work/Life Management
We are promoting work/life management as a foundation for employees with diverse backgrounds to create results. We aim to achieve“continuous career development” and “continuous performance” regardless of an employee’s stage in life. We are also carrying out various
follow-up measures that allow employees to utilize specific programs when needed.
Click here for the usage status of various systems (Japanese only)

Marubeni Corporation
Sustainable Development Report 2022

125

Major Measures Related to Work/Life Management
Maternity and Parenting Support Measures
In addition to self-management by individuals who take advantage of this system, we are working to create a system built on mutual
cooperation, one that is understood by the managers and the workers around them, fosters mutual respect, and can be utilized effectively
regardless of gender. This system offers programs that go further than what the law requires such as “Maternity leave,” which can be usedduring pregnancy; “Family support leave” to support not only children but also other family members including spouses; and “Shorter
work hours” and “Childcare flex-care leave” to enable flexible work-hours. There is also a system known as “Ikumen (father childcare)leave” that allows part of the childcare leave to be taken as paid leave in order to encourage male employees to take paternity leave.

Providing Information to Deepen Understanding
In addition to distributing the Maternity and Childcare Support Handbook, a three-way meeting is conducted among the employee goingon maternity or childcare leave, their immediate manager, and a representative from HR (if the employee’s spouse is also a Marubeni
employee, the spouse and their supervisor are included in the meeting). In addition to conducting interviews with employees prior to theirreturn to work, we distribute a pre-return checklist to supervisors and provide other information to deepen their understanding of these
HR programs.

Follow-up Meetings after Returning to Work
We conduct periodic group meetings with more senior employees to support internal networking among workers who have come back towork after childcare leave and to share information including expertise and ideas on how to create systems for balancing work andparenting.

Securing Places at Childcare Facilities
Marubeni introduced a childcare support allowance for returning employees, which covers part of the cost of childcare services, so that
employees can return to work when they want to. In FYE 3/2019, we began securing permanent places at a daycare center near our Tokyo
HQ office to support employees in returning to work smoothly.

Marubeni Corporation
Sustainable Development Report 2022

126

Marubeni Family Day
From FYE 3/2011, we have held the “Marubeni Kids Project – Visiting Mom and Dad at
Work” as an annual event mainly for children of elementary school age. In FYE 3/2019,
we expanded this event at the Tokyo Head Office into “Marubeni Family Day,” featuring
additional events for employees and their spouses. These events are an opportunity fordeepening understanding of the company and work that employees are involved with,thereby cultivating Marubeni Group supporters, and for the Company, employees, andtheir families to consider the balance between work and private life.

Nursing Care Support Programs
We live in a world characterized by declining birthrates, an aging population, fewer siblings, more people remaining single, and more dual
income households. This means that nursing care, which was traditionally taken care of mostly by stay-at-home family members, is now
an issue that working family members must take the initiative in addressing. Marubeni has established support programs so that
employees can balance working and caring for relatives while playing an active work role in the medium and long term.

Providing Information to Deepen Understanding
Marubeni has created and distributes a Family Care Handbook and has also been holding nursing care seminars on various topics fromFYE 3/2011, with a cumulative total of 1,400 participants. The handbook and seminars not only explain our programs but also strongly
encourage employees to seek external professional help rather than trying to take on nursing care themselves, so that they can better
manage their situation and balance work with nursing care.
Marubeni Corporation
Sustainable Development Report 2022

127

Partnership with External Services Including Personal Consultations and Remote Nursing Care
We provide free consultation by telephone, email, or in person in collaboration with Umi wo Koeru Care no Te, an NPO dedicated tosupporting nursing care. We have also concluded contracts with various companies to make elderly monitoring services available toemployees. As part of such services, online security systems are installed at the homes of parents who live far away or are alone during
the day, thereby enabling 24-hour monitoring and emergency calls.

Marubeni Corporation
Sustainable Development Report 2022

128

Data
Employment Rate of Persons with Disabilities

Employment rate of persons with disabilities (%)*2

FYE 3/2019

FYE 3/2020

FYE 3/2021

2.57

2.69

2.58

*2 : Figures are the combined total for Marubeni Corporation and the certified special-purpose subsidiary, Marubeni Office Support Corporation (asof March 1).

Working Hours, Overtime Hours, Usage Situation of Work-life Balance
SystemFYE 3/2019

FYE 3/2020

FYE 3/2021

2,024.9

2,012.4

2,086.1

Average overtime hours per month*3

20.0

19.0

20.0

Average use of vacation time per year (days)*4

12.78

12.71

9.55

Usage of annual paid leave (%)*3

56.3

54.0

41.0

No. of employees who took maternity leave*5

43

55

58

No. of employees who took childcare leave*6

54

105

100

No. of employees who took childcare leave (male)

14

51

48

Return rate (after childcare leave) (%)*7

91.5

96.8

98.9

No. of employees who took nursing care leave*6

0

0

0

No. of employees who took volunteer leave*6

7

37

0

Average total actual working hours per year*3*3 : Figures for Marubeni Corporation.
*4 : Figures for Marubeni Corporation. The vacation includes annual paid holidays and other special vacation.
*5 : Figures for Marubeni Corporation. Indicates the total number of people who used leave in the fiscal year, including those who used the leave
continuously from the previous fiscal year.
*6 : Figures for Marubeni Corporation. Indicates the cumulative total number of people who started using leave in the fiscal year. The leave taken
within eight weeks after childbirth (so-called "Paternity Leave") and subsequent Parental Leave shall be counted as one person each.
*7 : Figures for Marubeni Corporation. Indicates the ratio of people who returned to work of those who ended using the childcare leave in the fiscal
year.

Marubeni Corporation
Sustainable Development Report 2022

129SocialSocial Data
Employee Statistics

No. of Hires and No. of Retirees

Occupational Health and Safety

Training and Education

Employee Statistics
Employee DataFYE 3/2019

FYE 3/2020

FYE 3/2021

No. of employees (Consolidated)*1

42,882

45,63545,470No. of employees (Non-Consolidated)*2

4,418

4,404

4,389

Of which, Domestic

3,524

3,540

3,561

Of which, Overseas

894

864

828

Of which, Male

3,227

3,218

3,203

Of which, Female

1,191

1,186

1,186

73.0：27.0

73.1：26.9

73.0：27.0

41.9

42.1

42.2

Of which, Male

42.6

42.9

43.1

Of which, Female

39.9

39.9

40.0

Average service years*3

17.2

17.3

17.5

Of which, Male

17.6

17.8

18.0

Of which, Female

16.2

16.2

16.2

Percentages of male and female (%)*3
Average age*3*1 : As of March 31*2 : Total figures include the number of Marubeni employees assigned to other companies and exclude secondees to Marubeni Corporation fromother companies (as of March 31).
*3 : Figures for Marubeni Corporation (as of March 31).

Marubeni Corporation
Sustainable Development Report 2022

130

Employee Ratio
FYE 3/2019

FYE 3/2020

FYE 3/2021

3,346

3,324

3,318

Of which, Male

3,024

2,985

2,960

Of which, Female

322

339

358

Ratio of female in career-track positions (%)*3

9.6

10.2

10.8

No. of managerial employees*3

2,424

2,357

2,304

Of which, Male

2,281

2,215

2,157

Of which, Female

143

142

147

5.9

6.0

6.4

202

220

227

Of which, Male

202

220

227

Of which, Female

0

0

0

Executive Officers

28

30

32

Of which, Male

28

30

32

Of which, Female

0

0

0

15

16

18

Of which, Male

14

15

17

Of which, Female

1

1

1

FYE 3/2019

FYE 3/2020

FYE 3/2021

2.57

2.69

2.58

No. of career-track positions*3

Ratio of female in managerial positions (%)*3
No. of managerial employees (general managers orabove)*3

Directors, Audit & Supervisory Board Members*3 : Figures for Marubeni Corporation (as of March 31).

Employment Rate of Persons with Disabilities

Employment rate of persons with disabilities (%)*4*4 : Figures are the combined total for Marubeni Corporation and the certified special-purpose subsidiary, Marubeni Office Support Corporation (asof March 1).

Marubeni Corporation
Sustainable Development Report 2022

131

No. of Hires and No. of Retirees
No. of Hires*5
FYE 3/2019

FYE 3/2020

FYE 3/2021

141

154

146

Of which, Male

95

113

106

Of which, Female

46

41

40

119 (84.4%)

106 (68.8%)

116 (79.5%)

Of which, Male

79

70

79

Of which, Female

40

36

37

22 (15.6%)

48 (31.2%)

30 (20.5%)

Of which, Male

16

43

27

Of which, Female

6

5

3

FYE 3/2019

FYE 3/2020

FYE 3/2021

249

267

226

Of which, Male

198

204

173

Of which, Female

51

63

53

74

89

81

Of which, Male

57

60

55

Of which, Female

17

29

26

114

130

100

Of which, Male

93

106

83

Of which, Female

21

24

17

3.1

3.3

3.0

No. of hires

No. of new graduate recruitment(Ratio of new graduate recruitment in hires)

No. of mid-career recruitment(Ratio of mid-career recruitment in hires)*5 : Figures for Marubeni Corporation.

No. of Retirees, Turnover Rate*5

No. of retirees

No. of mandatory retirement

No. of voluntary retirement

Turnover rate (%)*5 : Figures for Marubeni Corporation.
Marubeni Corporation
Sustainable Development Report 2022132

Occupational Health and Safety
Working Hours, Overtime Hours, Usage Situation of Work-life Balance System
FYE 3/2019

FYE 3/2020

FYE 3/2021

2,024.9

2,012.4

2,086.1

Average overtime hours per month*5

20.0

19.0

20.0

Average use of vacation time per year (days)*6

12.78

12.71

9.55

Usage of annual paid leave (%)*5

56.3

54.0

41.0

No. of employees who took maternity leave*7

43

55

58

No. of employees who took childcare leave*8

54

105

100

No. of employees who took childcare leave (male)

14

51

48

Return rate (after childcare leave) (%)*9

91.5

96.8

98.9

No. of employees who took nursing care leave*8

0

0

0

No. of employees who took volunteer leave*8

7

37

0

Average total actual working hours per year*5*5 : Figures for Marubeni Corporation.
*6 : Figures for Marubeni Corporation. The vacation includes annual paid holidays and other special vacation.
*7 : Figures for Marubeni Corporation. Indicates the total number of people who used leave in the fiscal year, including those who used the leave
continuously from the previous fiscal year.
*8 : Figures for Marubeni Corporation. Indicates the cumulative total number of people who started using leave in the fiscal year. The leave taken
within eight weeks after childbirth (so-called "Paternity Leave") and subsequent Parental Leave shall be counted as one person each.
*9 : Figures for Marubeni Corporation. Indicates the ratio of people who returned to work of those who ended using the childcare leave in the fiscal year.

Occupational Health and Safety DataFYE 3/2019

FYE 3/2020

FYE 3/2021

Lost-time injuries frequency rate*10

0

0

0

Occupational illness frequency rate*11

0

0

0

2

2

0

No. of fatal occupational accidents*5

0

0

0

No. of fatal occupational accidents of contractors*13

0

0

0

No. of occupational accident or incidents leading toinjuries or fatalities*12*5 : Figures for Marubeni Corporation.
*10 : Figures for Marubeni Corporation. The LTIFR is the frequency rate of occupational injury cases that result in one or more days of employee
absence. Lost-time injuries frequency rate=Lost-time injuries/Total working hours×1 million.
*11 : Figures for Marubeni Corporation. Occupational illness frequency rate＝No. of occupational illness/Total working hours×1 million.
*12 : Figures include the occupational accidents without lost workdays.
*13 : Figures for Marubeni Group.
Marubeni Corporation
Sustainable Development Report 2022

133

Performance Management of Occupational Health and Safety*14
Industry

Targets

FYE 3/2019

FYE 3/2020

FYE 3/2021

Lost-time injuries frequency rate*15

0

0

0

0

2.27

Lost-time injuries severity rate*16

0

0

0

0

0.11

Average annual working days lost per case*17

0

0

0

0

50.0

Occupational illness frequency rate*18

0

0

0

0

─

0

2

2

0

─

0

0

0

0

─

No. of occupational accident or incidents
leading to injuries or fatalities*12
No. of fatal occupational accidents

benchmark*12 : Figures include the occupational accidents without lost workdays.
*14 : Figures for Marubeni Corporation. We use a survey on occupational accident, executed in 2020 by the Ministry of Health, Labour and Welfare,
as a benchmark.
*15 : Lost-time injuries frequency rate=Lost-time injuries/Total working hours×1 million. The LTIFR is the frequency rate of occupational injury casesthat result in one or more days of employee absence, or lost of a part of body or functions.
*16 : Lost-time injuries severity rate=The number of total work loss days/Total working hours×1 thousand.
*17 : The number of annual working days lost/The number of employees with an occupational accident.
*18 : Occupational illness frequency rate＝No. of occupational illness/Total working hours×1 million.

Regular Health Check-ups and Stress Check Tests

Participation in regular health check-ups in Japan(legally mandated)
Participation in regular health check-ups overseas
Number of Stress Check Tests respondents(response rate)

Marubeni Corporation
Sustainable Development Report 2022

FYE 3/2019

FYE 3/2020

FYE 3/2021

99.2％

99.7％

99.0％

92.0％

81.0％

63.1％

89.4％

91.9％

91.6％

134

Training and Education
Employee Development DataFYE 3/2019

FYE 3/2020

FYE 3/2021

Number of participants trained per year

4,708

4,326

25,188

Total number of training days per year

10,697 days

9,774 days

23,393 days

Total number of training hours per year

78,000 hours

71,000 hours

170,000 hours

18 hours

16 hours

39 hours

Annual training hours per employee* Data for training programs provided by the Human Resources Department aggregated for the period FYE 3/2019 to FYE 3/2020.
* From FYE 3/2021, training programs provided by Corporate Staff Departments/Business Groups and company-wide e-learning programs are also included in
the above aggregated data.

Training and Education in Health Management
ProgramOutlinePackage program for new

Lecture by head of the medical clinic on “safety

graduates

and health management”

Number of

Number of

Number ofparticipants

participants

participants(FYE 3/2019)(FYE 3/2020)(FYE 3/2021)

121

105

115

166

94

210

24

34

25

22

15

12

99

96

0

25

37

0

182

190

47

Lecture by head of the medical clinic on
Mental health“working hour management, healthmanagement, and mental health care” fromthe perspective of developing subordinates

Training for new GM for Dept.

Lecture on “working hour management, healthmanagement, and mental health care”

Promoted training for

Lecture on “working hour management, healthAdministrative track (upper tier)management, and mental health care”

4th-year training for Career

Lecture on “working hour management, healthtrack*19

management, and mental health care”

4th-year training for

Lecture on “working hour management, healthAdministrative track*19

management, and mental health care”

Career development

Lecture on “health management”*19 : The Program was suspended in FYE 3/2021 due to COVID-19 pandemic and postponed to FYE 3/2022 with anti-COVID-19 measures.

Click here for more details on social data for FYE 3/2021 that we have disclosed on our sustainability website, of which are assured by athird party.

Marubeni Corporation
Sustainable Development Report 2022

135