Social > 1. Supply Chain: Society

SOCIAL
1. SUPPLY CHAIN: SOCIETY

If violations are found, we take steps to help suppliers
improve. For example, we conduct training and awarenessactivities, provide support and make recommendations for
improvement, and promote environmental and social response
measures. If no improvement is seen even after these steps
are implemented, we will give notice that we are reviewing ourbusiness with the supplier.

PolicyTo build a better tomorrow, the Marubeni Group has identified
Sustainable and Resilient Value Chains as an essential category of Environmental and Social Materiality, and formulated
a Basic Supply Chain Sustainability Policy. In addition to
managing the supply chain, we will also involve buyers of our
products and enhance the strength and competitiveness of
our entire supply chain, including our business partners.
Social data is updated periodically on our website.

Basic Supply Chain Sustainability Policy, see page 16.

Forest Management Policy, see page 10.

Product Procurement Policy (Forest-derived Products),see page 12.

Initiatives (Examples)
ESG Risk Assessment/Analysis
In FYE 3/2018, as part of efforts to strengthen ESG risk management, the Marubeni Group conducted an assessment andanalysis of all products and projects handled by the company
to identify potential ESG risks. This assessment and analysis
incorporated objective perspectives and methods in collaboration with an external consultant with specialized expertise.
For the risk analysis, we referred to the ESG risk-related dataand information published by international organizations,
government organizations, research institutions, NGOs andother organizations, then narrowed the focus to approximately
30 products and projects likely to have ESG risks, and applied
detailed risk analysis to them.

Supply Chain Risk Assessment
The Marubeni Group shares its Basic Supply Chain Sustainability Policy (the “Basic Policy”) with suppliers, and requests
that they thoroughly understand, cooperate and comply with
it. We conduct due diligence and risk assessment throughcommunication, questionnaires and on-site inspections for
new and existing suppliers alike, and provide guidance andreview the business relationship if any violations are confirmed. By ensuring that the Basic Policy is applied throughout
our operations, the Marubeni Group reduces social and environmental risks.
Basic Supply Chain Sustainability Policy, see page 16.

45

MARUBENI CORPOR ATION

Supply Chain Sustainability Survey andOn-site Inspections
For compliance matters in the Basic Policy, a representativefrom the Marubeni Group conducts on-site inspections ofsuppliers who are based in countries that carry a high risk of
non-compliance, and who trade in sectors such as apparel andagriculture. A representative from the Marubeni Group directly
visits the manufacturing or production sites of the suppliers to
conduct such inspections. The inspections survey the supplier’s efforts regarding the Marubeni Group’s Basic Supply
Chain Sustainability Policy.
Multifaceted surveys designed to fit the supplier’s businesssituation and regional characteristics are conducted on-site,covering areas such as respect for human rights, legal andregulatory compliance, environmental preservation, fair trade,safety and health, quality control, and disclosure of information. Issues targeted by the survey and the survey methods
are constantly reviewed, including through third-party opinions, in an effort to keep the survey relevant to the current
circumstances. Survey results are reported back to theinspected sites, and information relevant to improvement of
the relevant issues is shared. In addition, if there are cases ofviolation or of not meeting the Marubeni Group’s regulations,or cases that are likely to have a negative impact, we encourage proactive reports and initiatives for impact mitigationfrom the supplier. By doing so, we are working to reduce
environmental and social impacts throughout the supply
chain.

For further information on the supply chain sustainability survey,
please refer to Marubeni’s website:

https://www.marubeni.com/en/sustainability/
supply_chain/survey/

Japan REIT Advisors Co., Ltd. Becomes a Signatoryof the Principles for Responsible Investment
Japan REIT Advisors Co., Ltd. (JRA), a Marubeni Group company in the real estate asset management business, conducts
asset management for United Urban Investment Corporation(UUR), a J-REIT (Japanese Real Estate Investment Trust)
listed on the Tokyo Stock Exchange. In November 2018, JRA
became a signatory to the Principles for Responsible Investment (PRI).
For further information on the PRI, please refer to Marubeni’s
website:Due to JRA’s efforts to find environmental issues before
acquisition and to improve environmental performance after
acquisition, UUR has earned comprehensive environmental
performance evaluations for its properties such as CASBEE(Comprehensive Assessment System for Built Environment
Efficiency). Additionally, as of 2018, UUR has earned the GreenStar for four consecutive years in the survey for the Global
Real Estate Sustainability Benchmark (GRESB), the annual
benchmark that assesses sustainability practices in the realestate sector.
For UUR, JRA will continue to keep eyes on ESG issues andmake further efforts to conduct sustainable asset
management.
United Urban Investment Corporation

http://www.united-reit.co.jp/en/
United Urban Investment Corporation
Initiatives for External ESG Recognition

http://www.united-reit.co.jp/en/feature/esg/
environment.html
Japan REIT Advisors Co., Ltd.

http://www.j-reitad.co.jp/en/

https://www.marubeni.com/en/news/2018/
release/00045.html

For UUR, one of the largest diversified J-REITs, JRA aims
to reduce various risks and secure mid-to-long-term stableearnings by making real estate investments in varied types ofuse and geographical locations. JRA is also working to
improve sustainability by considering ESG factors for soundmanagement to coexist with society and the environment.
When considering real estate investments, JRA carefully
examines the impact on the environment (asbestos, soil
contamination/pollution, etc.), tenants (anti-social forces,
work environment, etc.), and neighborhood (relationshipwith community, traffic congestion, etc.), in addition to the
profitability of the relevant property.

SUSTAINABLE DEVELOPMENT REPORT 201946

Social > 1. Supply Chain: Society / 2. Labor Practices

2. LABOR PRACTICES

Cooperation with External Organizations
Support for WWF Japan

Supplier Capacity Building

Sustainable Production and Consumption

The Marubeni Group offers regular training to suppliers toensure that they correctly understand our Basic Policy on
Supply Chain Sustainability and to deepen their understanding of environmental and social problems. We provide broad
guidance to suppliers and facilitate the expansion of suppliercapacity through a number of initiatives. These initiatives
include sharing of best practices from the Marubeni Groupand suppliers, including initiatives that address environmental
and social issues, and secondment of employees from suppliers to Marubeni Group companies.

Taking into account the impact of the Marubeni Group’s business activities on the natural environment, we cooperate withvarious stakeholders throughout the supply chain in efforts topreserve biodiversity and maintain sustainable production
and consumption.
One such example is our support for WWF Japan, an international environmental organization. Furthermore, Marubeni
participates in certification systems for forest products,
marine products, vegetable oil, and other categories, andhandles certified biodiversity-friendly products.

To build a better tomorrow, the Marubeni Group has identified“Human Capital with High Social Value” as an essential category of Fundamental Materiality.
We regard human capital as our most valuable asset inmeeting environmental and social demand, and proactively
providing solutions. We define “Human Capital with HighSocial Value” as individuals who are essential not only to thecompany but also to society. We will nurture Human Capitalwith High Social Value, and thereby bring about innovationand provide solutions.

We have identified Robust Management Foundation as thesecond category of Fundamental Materiality, as we believe it
is necessary both for maximizing the potential of our humancapital and for maximizing corporate value. We must build afoundation that facilitates the activities of our human capitaland establish a truly Robust Management Foundation. If wecannot accomplish this, our human capital will not be able tocontinue innovating and providing solutions. Enabling ourhuman capital to use our management foundation to the fullest will ultimately lead to maximizing corporate value.

For further information on supplier capacity building, pleaserefer to Marubeni’s website:

https://www.marubeni.com/en/sustainability/
supply_chain/

2-1. Work Environment for Diverse Individuals — Promotion of Diversity Management
PolicyWith the goal of being “a strong Marubeni Group in which
diverse individuals play active roles,” the Marubeni Group isfurther promoting diversity within the Group with a view tocreating a corporate culture and workplaces where employeeswith various characteristics, experience, capabilities, and values
can leverage their “diverse individual strengths.” Moreover, we
promote work-life management as the infrastructure that will
enable employees with various backgrounds to succeed.

Our Goal: A Strong Marubeni Group in Which Diverse Individuals Play Active Roles
The Role of the Management Level

Hire, develop and utilize
diverse human resources
Brainstorm with diverse
individuals
Positive
SpiralManagement Level
Internal and external commitment

The Role of Line Managers

Line Manager
Management to take advantage ofan organization of individuals

Understand the strengths of each subordinate and manage them to best utilize
these strengths in order to maximize theperformance as an organization.

Employees
Fully utilize strengths in a diverse environment
Increase brandvalue and enhancecompetitiveness of
the Marubeni Group47

MARUBENI CORPOR ATION

Infrastructure
Systems to support humanresources and organization

Foster a culture of respect for diversity
and a strong sense of unity by believingthat the active participation by diverse
individuals is the source of strength for
Marubeni for achieving goals and practicing its management philosophy, andmaking the commitment to realize thisboth internally and externally.

The Role of All Employees

Value creation throughsynergies with diverse
individuals
Organization withsuperior ability toadapt to change

In every situation, respect the diverse
strengths of other members, and makefull use of your own strengths to achieve
the goals of the organization.
Infrastructure
Systems that form the foundations fordiversity management (employee compensation, human resource development,
work-life balance related, etc.).

SUSTAINABLE DEVELOPMENT REPORT 201948

Social > 2. Labor Practices

Trial Measures to Support Overseas Postings
after Childbirth

Framework
Supervising Director

Yukihiko Matsumura (Senior Executive Vice President; CAO; CIO; Senior Operating Officer, Audit Dept.; Senior Operating Officer,
Executive Secretariat; Senior Operating Officer, New Office Building Project Dept.; Chairman of Compliance Committee; Chairmanof Internal Control Committee; Chairman of IT Strategy Committee)

Secretariat

Human Resources Department

Initiatives

49

Marubeni International Women’s Day

Promoting Opportunities for Women

In celebration of International Women’s Day, Marubeni International Women’s Day FYE 3/2018 was held on March 8 and 9,
2018. In order to create business that is not merely an extension of the past, people with diverse views, values, and ideas
are required. The event was held to share this perspective not
only within the Head Office but across the whole MarubeniGroup, and to further promote diversity within the Group.
Female Group executives and employees from more than 10
countries gathered and attended various programs including
keynote speeches, panel discussions, and group discussions.
The keynote speeches and panel discussions were open to
all Group employees regardless of gender, and many people
including male employees attended. President Fumiya Kokubu
offered encouragement in his opening video message, stating“We aim to be a Group where strong individuals with diverse
values and ways of thinking can work even more effectively,
regardless of characteristics like nationality, age, or gender. If
there is any problem related to being in the minority, I hopethat people will actively speak out.” In the keynote speech,
External Director Yuri Okina spoke about how she balanced
work with pregnancy and parenting, and her career and management experiences. Her message to the female employees
in the Group was “There are various events in your life, so takea long-term perspective, and don’t give up working.” In a panel
discussion, President and CEO Yumiko Noda of Veolia in Japan(Japanese subsidiary of major global water managementcompany Veolia Environnement S.A. of France), Ms. Okina, andExecutive Officer Yutaka Shimazaki, talked about their diverse
experiences and exchanged opinions on various topics, suchas career turning points that had affected their way of living
and thinking, and experiences of sharing workplaces withpeople of other cultures and different nationalities.
Additionally, everyone in the Marubeni Group helped set
the mood for the event by exchanging Thank You cards andmimosa flowers (following the Italian custom of men giving
mimosa flowers to the women around them as a sign ofappreciation), expressing gratitude to those close-by, including bosses, colleagues, and subordinates of any gender.

Since FYE 3/2007, Marubeni has had a strong focus on recruiting more women for management class. As of October 1, 2018,
there are 323 women in management class (9.6% of all management class) playing an active role in operations in Japanand other countries around the world. Many of these women
are in the early to mid-stage of their careers and are viewed as
potential candidates for executive positions in the future. As
such they are expected to play an even greater role in the years
to come. Furthermore, in FYE 3/2015, Marubeni started new
programs designed to increase opportunities for women in
management class. The BENInovation Program is one example.
It focuses on opportunities for female employees and their
immediate managers. In conjunction with other human capital
policies for junior employees that emphasize the acquisition ofoverseas and frontline experience, such programs are contributing to the steady cultivation of female talent and the career
progress of women in management class. Moreover, we haveestablished an action plan in response to the promulgation of
the Act on Promoting Women’s Empowerment in the Workplace. Under this plan, we are continuing efforts to increase theratio of women in management class to more than 10% andraise the ratio of women in managerial positions to above 7%
by March 31, 2021. The plan also defines the period leading up
to March 31, 2021, as a time for creating foundations forincorporating diversity into decision-making. Looking toward
the future, Marubeni will enhance hiring, overseas dispatch,and education activities based on this plan.

MARUBENI CORPOR ATIONBENInovation Program
The BENInovation Program is an initiative to further promote
the activity and success of women in management class byfocusing on those in the early to mid-stage of their careers
and their immediate managers. In FYE 3/2018, the scope of
the program was expanded to include new junior managers.

Working styles and family circumstances are diversifying, andthis includes an increasing number of families where bothparents work. Marubeni is therefore taking steps to appropriately allocate and appoint human capital, and to promote
continuous career and skills development. These steps include
providing the necessary support and environment whenemployees posted overseas are accompanied by their children. Specifically, we provide support to ensure trouble-freeoverseas postings and help to prepare a suitable environment
for the posting by providing a pre-posting visit, creating childcare check-sheets for posting destinations, and covering partof the cost of essential childcare services. We introduced
these measures on a trial basis in April 2018, and will consider
full-scale introduction after conducting reviews and revisions.

Promotion of Work-Life Management
Since 2005, Marubeni has gradually expanded support measures for maternity, childcare, and for nursing care, going
beyond simply what is required by law. In January 2017, we
shifted from a “support for balance” phase to “support forsuccess,” moving the focus from “work-life balance” to “worklife management” with the goal of being a company where it
is fulfilling to work. With this shift in focus, we aim to achieve“continuous career development” and “continuous performance” for employees at any stage of life. We also carry out
various follow-up measures that enable employees to utilize
the programs they need, when they need them.
Marubeni Work-Life Management
Continuous career development at any stage of life
for high-performing strong individuals and organizations

Autonomous work-life
management

Programs supporting career
continuation and flexible
working styles

Line management thatmaximizes the power of
all members

Main Measures Related to Work-Life Management
Maternity and Childcare Support Measures
In addition to self-management by program users, we promote cooperative frameworks that build understanding of theavailable programs among supervisors and other employees
and that encourage mutual respect, enabling workers to makeeffective use of these programs regardless of gender.
Improving Awareness of Programs
We provide information to broaden understanding of support
programs. In addition to distributing a Pregnancy and Childcare Support Handbook, we hold three-way interviews
between the employee going on maternity leave, their immediate manager, and a human resources representative (if the
spouse of the employee is also a Marubeni employee, then the
spouse and spouse’s immediate manager are also included).
Furthermore, we hold an interview three months prior to
return to work, and provide a checklist to the immediate manager of the relevant department that covers items relating tobefore and after the employee’s return.
Securing Places at Childcare Facilities
A current social issue in Japan is the increasing number ofchildren on waiting lists for places at day-care centers. In FYE
3/2011, 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 theywant to. In FYE 3/2019, we began a trial of securing permanent
places at a day-care center near our Tokyo Head Office.
Marubeni Family Day
Since FYE 3/2011, we have held 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
and for junior high and high school students. Moreover, severalof our overseas subsidiaries held similar events. These events
are an opportunity for deepening understanding of the companies and work that employees are involved with, thereby
cultivating Marubeni Group supporters, and for companies,
employees, and their families to consider the balance between
work and private life.

Promotion of workstyle reforms

SUSTAINABLE DEVELOPMENT REPORT 201950

Social > 2. Labor Practices

Family Care

Pregnancy/Maternity

Childcare leave

Balancing work and childcare

Preparation

Maternity leave (early stages of pregnancy)

Parental leave

Childcare support allowance for
returning workers

Maternity time (during pregnancy)Childcare leave for first 8 weeks after birth(paternity leave)

Maternity select time (during pregnancy)

Self-development/welfare program

Balance between work and care

Family care leave

Family care leave

Family care work hours(shorter hours)

Nursing care leave

Childcare work hours (shorter work hours)

Family support leave

Select-time work
(staggered hours)

Self-development
welfare program

Select time work (staggered hours)
for childcare

Special medical leave(for family care)

Nursery care flex-timeMaternity flex-time (during pregnancy)Childcare flex-care leave

Exemption from overtime/holiday/
late night work

Exemption from overtime/holiday/
late night work

Maternity leave

Limitations on overtime

Family support leave(to attend birth of a child)Childcare leave

Special leave for fertility treatment

Family support leave

Start of care

SystemSystemMaternity/Parenting

Exemption from overtime/
holiday/late night work
Limitations on overtime
Family care leave
Family support leave
Special medical leave(for family care)

Special medical leave (childcare/nursing)

Family Care Support Handbook
Family care seminars

Maternity and Childcare Support Handbook
Birth/Childcare support interview

Interview before return to work

Career consultation

Career consultation

Support supervisor of returning worker

Mission-setting meeting

Mission-setting meeting

Regular business contact from supervisor

Individual interviews
Follow-up

Follow-up＊Used to ensure a care system at thestart of family care and prepare for abalanced work and care life

Career consultation

Interview before return to work

Mission-setting meeting

Support supervisor of returning
workerRegular business contact fromsupervisor

Employee Assistance Program Consulting by phone/mail/interview (mental health)

Information from HR department

Return to work ”Concierge”

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

Improving Awareness of Programs
Marubeni has created and distributes a Family Care Handbook
and has also been holding nursing care seminars on various
topics since FYE 3/2011, with a cumulative total of 1,200 participants. The handbook and seminars not only explain our

51

MARUBENI CORPOR ATION

Securing childcare facilities and support
Discounts for baby sitting services, etc.

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.

Provision of External Services Including Personal
Consultations and Remote Nursing Care
We provide free consultation by telephone, email, or in person
in collaboration with the NPO Umi wo Koeru Care no Te. We
have also concluded contracts with various companies tomake senior monitoring services available to employees. As
part of such services, online security systems are installed at
the homes of parents who live far away or are alone during theday, thereby enabling 24-hour monitoring and emergency
call-outs.

Services offered

Benefit Station (services related to childcare)

NPO home care consultation (phone/mail/interview) Seacare program (individual support, fee-based)
Benefit Station (services related to family care/nursing care)
SECOM Co. Protective monitoring service (fee-based)
Employee Assistance Program Consulting by phone/mail/interview (mental health)

Other Life Event Support Programs
Leave and Reemployment System for Employees
Accompanying a Spouse on Overseas Posting
Marubeni has introduced a spouse relocation leave systemthat allows employees to take a leave of absence from theirjobs when accompanying a spouse on an overseas posting. In
April 2018, we also introduced a system for reemploying
people under certain conditions after accompanying theirspouses, in response to requests from those wishing to continue working during their stay overseas.

Other
SystemServices offered

Information from HR department

Special leave for relocation of a spouse
Rehire employees who temporarily left company in order to relocate with spouse

SUSTAINABLE DEVELOPMENT REPORT 201952

Social > 2. Labor Practices

Fair Recruiting and Hiring
Marubeni’s basic hiring policy is to select applicants solely
according to their capability and competence based on a fairrecruitment process in which no form of discrimination istolerated.
For example, we use an “open entry” system that offers
employment opportunities to applicants regardless of nationality, place of birth, gender, disability, or alma mater. Moreover,
the job application form does not ask for details such as placeof birth, religion, family circumstances, or any other information
not required for us to determine an applicant’s capability andcompetence. During interviews, we respect each applicant’s
basic human rights by avoiding inappropriate questions andselect employees based only on capability and competence.
To ensure that fair recruiting activities are conducted acrossthe entire Marubeni Group, we have prepared the Marubeni
Recruiting Manual, and strive to ensure that our policies arethoroughly understood across Marubeni Group companies.

Expanding Employment That Accommodates
the Needs of Persons with Disabilities
Marubeni Office Support Corporation
Marubeni Office Support Corporation was established in 2008as a special-purpose subsidiary of Marubeni designed to provide workplaces that accommodate the needs of persons withdisabilities. Today, the Company has a combined staff of 53
persons with disabilities and 5 persons without disabilities inTokyo and Osaka. They aim to create a company that grows
through mutual assistance.
Employees with physical, mental, or intellectual disabilities
engage in various office services, such as pay calculation,business card production, internal mail, and cleaning. In March
2016, Marubeni Office Support Corporation was certified by
the Ministry of Health, Labour and Welfare as a Superior Company for employing persons with disabilities. This certification
is granted to superior companies that actively employ individuals who have mental or other disabilities.
As of October 2018, the employment rate for persons withdisabilities stood at 2.62% (up from 2.47% as of April 2018),
higher than the legal minimum rate. Marubeni will continue
striving to create workplaces where all people can work,
regardless of disabilities.

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MARUBENI CORPOR ATION

Promoting Active Roles for People of
All Nationalities
Under the Marubeni Global Mobility Program launched in April
2017, overseas Group employees who are management candidates are posted for a period to Group companies in othercountries, including the Head Office. By providing opportunities to work in a broader range of roles at Head Office orGroup companies in Japan or other countries, we enable
diverse human capital within the Group to play an active rolein different countries.

Related Data
Composition of Corporate Officers (As of June 30, 2018)

Employees Posted Overseas (As of April 1, 2018)
Numbers of female staff are shown in parentheses

Male
Directors

Female91(External directors)

(3)

(1)

Audit & Supervisory Board members

5

0

(3)

(0)

29

0

(External Audit & Supervisory
Board members)
Executive officers

Europe126 (5)Africa32 (0)

Middle andNear East
62 (0)

China
103 (5)North
America172 (12)

Total 901 (41)Overseas trainees includedin the above 24 (1)Latin
America81 (5)
Oceania30 (2)

Asia
295 (12)

Ratio of Women in Management Class (As of October 1)

Ratio of Women in Managerial Positions (As of October 1)

(%)

(%)

12.0

6.0

10.0
8.0
5.9
6.0

4.5

4.0
2.0
0.0

2.5

2.9

6.5

7.1

7.8

8.3 8.4

9.3 9.6
8.9 9.1

5.1

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

2017

2018

3.7

4.0

3.3

3.0

3.6

1.2 1.3 1.3

5.9

4.6

5.0

2.0

5.8
5.4

2.1

2.2

2008

2009

2.4

2.7

2.9

1.7
1.2

1.0
0.0

2006

2007

2010

2011

2012

2013

2014

2015

2016

External Evaluation
Marubeni Selected as a Nadeshiko Brand

Marubeni Certified as an “Eruboshi” Company

The Ministry of Economy, Trade and Industry (METI) and theTokyo Stock Exchange (TSE) jointly selected Marubeni as aNadeshiko Brand in 2015 and 2017. Marubeni was one of 47
companies selected in 2017. The Nadeshiko Brand began in FYE
3/2013, with METI and TSE jointly selecting and announcing
listed companies that showed excellence in promoting women’s empowerment in the workplace. Evaluations are madebased on the two criteria of “promoting women’s career development” and “support in balancing work and family life,” andcompanies are selected after additional consideration of financial performance. The selected companies
have “management capabilities forutilizing diversified human capital”
and “the ability to adapt to environmental changes,” and therefore canbe considered to be “companies withstrong growth potential.”

Marubeni has been certified as an “Eruboshi” company by the
Ministry of Health, Labour and Welfare for its efforts in promoting women’s participation in the workplace. The “Eruboshi”
certification is granted to companies that apply for it based on
the Act on Promoting Women’s Empowerment in the Workplace, which entered into force on April 1, 2016. Marubeni
received the second highest rank out of the three ranks.
With the Act having entered into
force, Marubeni has stipulated actionplans for promoting women’s participation, and is working to strengthen
the recruitment and human capitaldevelopment of female employees.

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Social > 2. Labor Practices

Marubeni Receives “Platinum Kurumin”
Certification

Received Award for Excellence at the HR Award
2018 Held by Nihon no Jinjibu

Marubeni has received “Platinum Kurumin” certification from
the Minister of Health, Labour and Welfare as an exemplarycompany that offers a higher standard of support for childrearing.
Through our efforts to promote“work-life management,” we will help
individual employees at all life stages
to grow through continuous careerdevelopment, and provide an evenbetter environment for continuing toperform at a high level.

Marubeni’s strategy for “Going beyond the boundaries of‘Human Capital,’ ‘Mechanisims,’ and ‘Time’” received the Award
for Excellence in the Corporate HR Category at the HR Award
2018 held by the HR portal website, Nihon no Jinjibu, whichhas 120,000 registered members.

PolicyWith the aim of creating a greater sense of unity, we provide
regular opportunities for direct dialogue between management and employees as well as interaction between employees. This dialogue energizes and deepens communication
within the Company.

Internal Exchange Meetings

Engagement Survey

Marubeni holds roundtable meetings between the President and small groups of employees to deepen mutual
understanding between management and employees
through forward-looking dialogue. Participants are drawn
from a wide range of career stages, from managers to newrecruits, and engage in lively conversation across generations and roles, facilitated by the President. In FYE 3/2019,we held 13 meetings.

Marubeni conducts an engagement survey to gather feedback
from employees and identify management issues at eachorganization, with a view to making improvements.
Survey results are used to score engagement, defined as “arelationship in which individuals and the organization cometogether to contribute to each other’s growth.” Having identified issues for improvement, we organize lectures by external
experts for line managers and intensive programs to transformthe management of each organization. Based on the survey
results, we implement measures that will improve the abilities
of management, energize organizations, and promote performance enhancement.
The results of the survey are referenced in the formulationand improvement of human resources systems and initiatives.
The most recent survey was conducted in July 2018.

Meetings between the Labor Union and Management

2-2. Communication with Employees

Communication between Management and
Employees, and Among Employees

Initiatives

Employee Awareness Survey
Marubeni conducts employee awareness surveys to promote
improvements in the organization, and to formulate andimprove human resources systems and initiatives. Survey
results are used to score employee engagement, defined as “arelationship in which individuals and the organization cometogether to contribute to each other’s growth,” and to identify
issues to be addressed.

Relationship with Labor Union
The Company and the Marubeni Employees’ Union sharecommon goals, namely to improve the prosperity of the Company and the socioeconomic status of employees. Both parties are committed to respecting each other’s positions andengaging in sincere dialogue to build orderly labor-management relations.

Each year, opportunities for dialogue between the labor unionand management, including the President, are provided in theform of discussion meetings. Six meetings were held in FYE
3/2019. Furthermore, negotiations with various organizations
and opinion exchange meetings with labor union subcommittees were held eight times. In this way, Marubeni proactively
engages in communication with the labor union about the
introduction of systems and measures related to the working
environment, and their ongoing implementation.

Related Data
About the Marubeni Employees’ Union
Established: 1949
Membership*: 2,645 members (60% of the organization)*As of March 31, 2018

Framework

55

Supervising Director

Yukihiko Matsumura (Senior Executive Vice President; CAO; CIO; Senior Operating Officer, Audit Dept.; Senior Operating Officer,
Executive Secretariat; Senior Operating Officer, New Office Building Project Dept.; Chairman of Compliance Committee; Chairmanof Internal Control Committee; Chairman of IT Strategy Committee)

Secretariat

Executive Secretariat, Human Resources Department

MARUBENI CORPOR ATIONSUSTAINABLE DEVELOPMENT REPORT 201956

Social > 3. Human Rights and Local Communities

3. HUMAN RIGHTS AND LOCAL COMMUNITIESPolicyPolicy Regarding Human Rights
To build a better tomorrow, the Marubeni Group has identified
Human Rights & Co-development with Communities as an
essential category of Environmental and Social Materiality. In
our Basic Policy on Human Rights, we have included the threebasic principles of the UN’s Guiding Principles on Businessand Human Rights: 1) respect for human rights, 2) due diligence on human rights, and 3) redress.
Basic Policy on Human Rights, see page 13.

unemployment by creating employment in the areas
where we do business. We also help to stimulate local
economies by procuring goods and services within theregion as far as possible. Furthermore, we engage proactively with the community to promote regional development as we conduct business activities that promotemutual growth of the Marubeni Group and the region.

Policy on Environmental and Social Initiatives in the Real Estate Business
The Marubeni Group’s business activities contribute tosolving environmental and social issues with the aim ofproviding people with comfortable places to live.
For the environment, in design, construction and property
management, we not only apply existing environmental measures, but also take steps to improve energy efficiency andenergy-saving performance in materials procurement as wellas our various facilities and systems. In this way, we are helping
to realize a low-carbon society and curb global warming.

Japan REIT Advisors Co., Ltd. Becomes a Signatoryof the Principles for Responsible Investment
Japan REIT Advisors Co., Ltd. (JRA), a Marubeni Group company in the real estate asset management business, conducts
asset management for United Urban Investment Corporation(UUR), a J-REIT (Japanese Real Estate Investment Trust)
listed on the Tokyo Stock Exchange. In November 2018, JRA
became a signatory to the Principles for Responsible Investment (PRI).
For further information on the PRI, please refer to Marubeni’s
website:https://www.marubeni.com/en/news/2018/
release/00045.html

57

MARUBENI CORPOR ATION

United Urban Investment Corporation

http://www.united-reit.co.jp/en/
United Urban Investment Corporation
Initiatives for External ESG Recognition

http://www.united-reit.co.jp/en/feature/esg/
environment.html
Japan REIT Advisors Co., Ltd.

http://www.j-reitad.co.jp/en/

Initiatives

Basic Policy on Contribution to Local Communities
The Marubeni Group recognizes that contribution to local
communities is vital for conducting and growing business.
Our sales activities contribute to the establishment andexpansion of economic and social infrastructure in eachcountry and region, and social investment via businessactivities and various regional support activities contribute to the development of local communities. Specifically,
we help to address wealth inequality and regional

acquisition, UUR has earned comprehensive environmental
performance evaluations for its properties such as CASBEE(Comprehensive Assessment System for Built Environment
Efficiency). Additionally, as of 2018, UUR has earned the GreenStar for four consecutive years in the survey for the Global
Real Estate Sustainability Benchmark (GRESB), the annual
benchmark that assesses sustainability practices in the realestate sector.
For UUR, JRA will continue to keep eyes on ESG issues andmake further efforts to conduct sustainable asset management.

For society, in every aspect of design, construction, andproperty management, we build relationships with tenants,
the region, and communities, working together with themto tackle social issues. In urban redevelopment projects, we
cooperate with stakeholders to create neighborhoods that
contribute to the local community as a whole, thereby
contributing to sustainable regional development.

For UUR, one of the largest diversified J-REITs, JRA aims
to reduce various risks and secure mid-to-long-term stableearnings by making real estate investments in varied types ofuse and geographical locations. JRA is also working to
improve sustainability by considering ESG factors for soundmanagement to coexist with society and the environment.
When considering real estate investments, JRA carefully
examines the impact on the environment (asbestos, soil
contamination/pollution, etc.), tenants (anti-social forces,
work environment, etc.), and neighborhood (relationshipwith community, traffic congestion, etc.), in addition to the
profitability of the relevant property.
Due to JRA’s efforts to find environmental issues before
acquisition and to improve environmental performance after

Participation and Cooperation in
Human Rights Initiatives
The Marubeni Group has declared its support for the UN
Global Compact, the principles of which include support andrespect for human rights.
We also participate in the annual UN Forum on Businessand Human Rights, and strive to share our experience andgrasp the latest trends for promoting respect for human rights
among corporations, based on the UN’s Guiding Principles on
Business and Human Rights.
Furthermore, we participate in thetheme-based working groups of the
Global Compact Network Japan.
Through the Human Rights Due Diligence Working Group, we study due
diligence best practices for preventing
human rights violations and apply
these in initiatives for ensuring respectfor human rights within the Company
and throughout our supply chain.

Dialogue with External Stakeholders regarding
Human Rights Risk and Impact
The Marubeni Group conducts dialogues with external stakeholders about the risks and impacts of human rights violationsin the Group’s business through organizations such as the
NGO Business & Human Rights Resource Centre. The resultsof these dialogues are reflected in the spirit of the MarubeniGroup’s Basic Policy on Human Rights.

Risks to Human Rights in the Supply Chain
Marubeni has established a Basic Supply Chain Sustainability
Policy, which includes respect for human rights in its guidelines, and continues to work diligently to obtain the understanding and cooperation of business partners. In line withthe provisions of the Modern Slavery Act in the U.K. thatentered into force in October 2015, Marubeni Europe plc,
some Group companies in England, and the Marubeni Head
Office, which has a certain level of control over the businessof these companies, had each issued a statement by the endof September 2018.
For our FY2017 Slavery and Human Trafficking Statement,
please refer to Marubeni’s website:

https://www.marubeni.com/en/news/2018/
release/00024.html
For our FY2016 Slavery and Human Trafficking Statement,
please refer to Marubeni’s website:

https://www.marubeni.com/en/news/2017/
release/00013.html
For our FY2015 Slavery and Human Trafficking Statement,
please refer to Marubeni’s website:

https://www.marubeni.com/en/news/2016/
release/00046.html

The U.K. Modern Slavery Act applies to companies that
operate within the U.K. with annual worldwide turnover of 36
million GBP or more. Companies are required to implement
step-by-step measures, and to issue a statement by the following fiscal year, in order to confirm that there are no abusesof human rights, such as instances of slavery or human trafficking, within the companies themselves or their supply chain.
In addition, the Marubeni Group uses supply chain sustainability surveys to investigate the status of supplier efforts
related to risks to human rights, such as forced labor and childlabor. We are taking measures to prevent the manifestationand impact of risks, including identifying risks involving humanrights. Since February 2011, supply chain sustainability surveys
also cover the status of human rights risks at our suppliers
based on the results of questionnaires and on-site assessment.
No cases of violation of human rights or labor standards havebeen found in these surveys.

Compliance Manual
The first matter highlighted in the 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 humanrights stipulated in the Constitution of Japan, the LaborSUSTAINABLE DEVELOPMENT REPORT 201958

Social > 3. Human Rights and Local Communities / 4. Health and Safety

Standards Act, the UN’s Universal Declaration of Human
Rights and its Guiding Principles on Business and Human
Rights, as well as the human rights prescribed in the ILO’s
International Labour Standards.*1＊1. The International Labour Standards prescribed by the International
Labour Organization establish fundamental standards for labour. The
standards are comprised of eight conventions in four categories, namely:(1) freedom of association, (2) prohibition of forced labor, (3) prohibitionof discrimination in employment, and (4) prohibition of child labor.
For further information on the Compliance Manual, please refer
to Marubeni’s website:

https://www.marubeni.com/en/company/governance/measure/compliance/

Marubeni Hotline (formerly, “Door of Courage”)
To facilitate counseling and reporting outside the regular channels, the Marubeni Group has established the Marubeni Hotline.

Respect for Employees’ Right to Unionize andBargain Collectively
Marubeni has declared its commitment to the 10 principles of
the UN Global Compact, which calls for the support and practice of universal principles concerning human rights, labor, andother areas. Accordingly, Marubeni respects the right of
employees to unionize and bargain collectively in conducting
negotiations between labor and management on working
conditions, wage levels, and other matters.

Human Rights and Discrimination Issues Committee
This committee (established in 1981) is chaired by the CAO,*2
and its members comprise the senior managers of the Corporate Staff Group and Business Division planning and strategy
departments, as well as the general managers and deputy
general managers of branches.
＊2. CAO: Chief Administrative Officer

Selection of Officers for the Promotion of Fair
Recruitment and Human Rights AwarenessOfﬁcers for the Promotion of Fair Recruitment and Human
Rights Awareness are appointed at the Tokyo Head Ofﬁce andthree branches. This process contributes to the Company’sfair recruitment system.

Awareness Raising and Training on Human Rights
Marubeni conducts in-house training that includes “Training for
new executive officer,” “Training for new GM for Dept.,” “Training
for new GM for Sec.,” “Corporate examination (Promotion to“M” grade),” “Basic business knowledge,” “Package program for
new employee,” and “Training for Administrative Class.”
Marubeni also works continuously to raise awareness ofhuman rights issues by updating the Company intranet withtraining materials and information that includes the Company’s Basic Policy on Human Rights, and by holding regularawareness campaigns, for example by soliciting human rights
slogans from employees and publicizing them.

Contribution to Local Communities
Initiatives for Global Health Issues
At our operating company in the Philippines, Maynilad Water
Services, Inc. (Maynilad), we run programs related to healthissues and prevention of infectious diseases for our employees
and local residents.
For employees, we provide an annual health check andmonitor individual results.
Since 2009, we have provided low-priced access to vaccinations, including for influenza, pneumonia, hepatitis A and B,
meningitis, chicken pox, rabies, tetanus and cervical cancer. In
2017, 1,703 employees received vaccinations. We also provide
free vaccinations against rabies and tetanus for employees
working at wastewater treatment facilities.
In 2012 and again in 2015, in order to prevent dengue fever,
we distributed mosquito trap kits to residents of our service
area, which covers the cities of Quezon, Paranaque, andMuntinlupa, and we are looking into continuing this initiative.
Maynilad aims to reduce dengue fever infection rates in its
concession service area by raising disease awareness andimplementing anti-mosquito measures.
Elsewhere, from December 2018, at Myanmar Japan Thilawa Development Ltd., which has been developing an industrial park project in Myanmar, we began providing tuberculosis
testing for every employee at tenant companies (2,463 people

59

MARUBENI CORPOR ATION

as of December 2018). We will continue to conduct testing at
the start of each month and take measures to prevent the
spread of tuberculosis.
The Marubeni Group will continue taking measures toaddress health issues among employees and local residents,
and to prevent infectious diseases.
Information about our initiatives to contribute to local
communities is updated periodically on our website.

4. HEALTH AND SAFETY
PolicyMarubeni Group Basic Policy on Occupational Health and Safety
The Marubeni Group recognizes that ensuring healthy, safe
working environments for all Group employees and executives, as well as contractors working at labor sites, business
partners, and other related parties, is fundamental to theviability of our business. We conduct our business basedon this policy, aiming to realize zero occupational accidents
and illnesses. 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.

3. Fostering Safety Awareness through Training

1. Continuous Improvement of Occupational Healthand Safety Management System

5. Support for Maintaining and Promoting HealthWe build and continuously improve our occupational
health and safety management system under the leadership of top management.

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

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 andexisting projects.

Health, Safety, Environmental and Quality Policy
Initiatives of the Power Business Division

Lecture for neighboring communities held by Maynilad
Maynilad’s initiatives:

http://www.mayniladwater.com.ph/company-csr.php

Marubeni’s Power Business Division conducts diverse powerbusinesses and is a global leading player as an Independent
Power Producer (IPP) in terms of power generation assets.
The Division has established a standard code of conducts on
health, safety, environment and quality that includes prioritizing safety in all operations, making ceaseless efforts to achieve
zero occupational accidents, and creating a culture that puts
safety first. We establish and implement appropriate health,safety, environment, and quality management systems incoordination with our operating companies and other relevant
parties. We have also established the Integrity Management
Application (IMA) as concrete guidelines for the execution of
the standard code of conducts. Through education and othermeans we are working to ensure that the IMA is understood

We foster safety awareness by continuously providing
adequate training necessary for ensuring health and safety.

4. R isk Reduction and Continuous Improvement ofWork Environment
We identify and specify hazards and sources of harm
related to our business activities, and eliminate or reducethem. We also maintain and continuously improve theworkplace environment by ensuring smooth communication within our organization.

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 the Group’s official website and other avenues.

and implementation is enforced by all relevant personnel
within and outside the Power Business Division.
In the Power Business Division, we work to ensure projectsafety by emphasizing a risk-based approach with a target ofzero occupational accidents. This entails continuous improvement via a PDCA cycle that identifies, evaluates, manages andmonitors risk. Specifically, we work together with people on the
project side to achieve targets by identifying project safety
risks through visits by safety management experts at sites
where we manage power generation assets, through audits
conducted by the Power Business Division, among othermeans, by promoting risk reduction from the project side, andmanaging the progress of improvement plans. We audit newand existing projects in terms of both systematic and implementation aspects, making reference to our Health, Safety,
Environment, and Quality Management Systems to evaluate
appropriate response to risk in accordance with business scaleand operations. The audits look at items such as initiatives toreduce occupational accidents, operation risk assessments,
appropriate investigation of accidents and implementation of
prevention measures, and emergency response drills.

SUSTAINABLE DEVELOPMENT REPORT 201960

Social > 4. Health and Safety

In addition to site visits and audits, we strive to inculcate aculture of prioritizing safety throughout the Group. These efforts
include holding forums for sharing safety initiatives, distributing
safety-related study materials about accidents to relevant personnel at operating companies, and presenting safety awards toprojects that implement outstanding safety measures.
The Power Business Division will continue striving to achieve
zero accidents by steadily implementing and continuously
improving its management systems based on the standard codeof conducts on health, safety, environment, and quality. Throughthese efforts we will meet the expectations and demands ofcustomers and society, and contribute to the economic growthof countries throughout the world, as well as development oflocal communities.

Marubeni Group Health Declaration
The Marubeni Group has established the Marubeni Group
Health Declaration based on the Marubeni Group Basic Policy
on Occupational Health and Safety, as follows.

Marubeni Group Health Declaration
Employees are a vital asset for the Marubeni Group, and theirhealth is of paramount importance. The Group has therefore
positioned maintaining and promoting employee health as a
top management priority.
The Marubeni Group supports employees’ success byworking to create an environment where each individual canautonomously and proactively take steps to maintain andpromote his or her health. These efforts will lead to the growthof the Marubeni Group.

Framework
Marubeni Health Promotion Structure
Marubeni has established the Marubeni Health Promotion
Structure, under the responsibility of the director in charge ofthe Human Resources Department. The 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 and productivity management promotion officers selected from among the Company’s
employees. Representatives of these groups meet at a HealthManagement Promotion Meeting to review health management measures and discuss future initiatives. The HealthManagement Promotion Committee, which is made up ofrepresentatives from the Internal Medical Clinics (occupational
physicians), the Health Insurance Association, and the Human
Resources Department, meets twice a year to discuss healthprojects of the Health Insurance Association and various
health management initiatives, and other matters relating to
occupational health and safety.
In addition, a legally mandated Health Committee is chairedby the Chief Health and Safety Supervisor (General Managerof 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);

61

MARUBENI CORPOR ATION

and representatives of the labor union and the Health Insurance Association. The committee meets once a month to discuss various issues including health management and healthand productivity management initiatives, improving theworking environment, measures to tackle long working hours,
and countermeasures for occupational accidents.
Marubeni Health Promotion Structure
Chief HealthManagement Officer(director in charge ofthe Human Resources
Department)

HealthManagement
Promotion
Meeting

Health Management
Promotion Committee

Human Resources
Department

Health Insurance
Association

Health and productivity management
promotion officers(employees)

Occupational
physicians (Internal
Medical Clinics)

Initiatives
Marubeni Health Project
Under the Marubeni Health Project, we will continuously rollout various initiatives based on four key themes: 1) Improving
health literacy, 2) Strengthening countermeasures against

cancer and lifestyle diseases, 3) Strengthening mental healthmeasures, 4) Strengthening initiatives for maintaining andpromoting women’s health.

1) Improving health literacy
In cooperation with the Health Insurance Association and occupational physicians, Marubeni conducts initiatives to improve employees’
health literacy.
Measures (Initial fiscal year)
Setting and announcement of KPIs for health(FYE 3/2020)

Overview
Set and announced focus health indicators as Company KPIs. Used indicators for discussing integrated measures based on regular reviews.

Introduction of health management app and distribution ofDistributed health management app and app-linked body composition monitor to improve health literacy of
app-linked body composition monitor on voluntary basis
employees and their families.
(FYE 3/2020)
Walking events (FYE 3/2019)

Held walking events in conjunction with health management app. Held in-house award presentation.

Strengthening of efforts to achieve 100% participation in
regular health examinations (FYE 3/2019)

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

Strengthening of initiatives to provide healthy menu
options at staff cafeterias (FYE 3/2019)

Held a health promotion campaign, provided special menu options in support of blood donors, and labeled
nutritional information, among other measures.

2) Strengthening countermeasures against cancer and lifestyle diseases
Among our measures to maintain and promote health, we focus intensively on countermeasures against cancer and lifestyle diseases, which
include the following.
Measures (Initial fiscal year)

Overview

Expansion of cancer screening subsidy (FYE 3/2020)

Expanded screening subsidies for prostate cancer, cervical cancer, and breast cancer to support early
detection.

Strengthening of smoking cessation measures(FYE 3/2019)

Expanded subsidies for smoking cessation therapy, began smoking cessation therapy program at our Internal
Medical Clinics, and ran smoking cessation campaign.

Strengthening of measures for employees eligible for specific health guidance (FYE 3/2019)

Provided health and nutrition guidance from occupational physicians, public health nurses, and registereddieticians at our Internal Medical Clinics, not only for employees aged 40 and above, who qualify for specifichealth guidance, but also for younger employees.
Increased guidance participation rate by sending health examination recommendations from the Human
Resources Department to eligible employees.

Participation in trial program using IoT for type 2 diabetes(Ministry of Economy, Trade and Industry; PRISM-J)(FYE 3/2019)

Provided information to target individuals about participation in a clinical study using IoT on preventing theexacerbation of diabetes.

Sleep apnea syndrome treatment program at Internal
Started sleep apnea syndrome screening and treatment at our Internal Medical Clinics.
Medical Clinics (FYE 3/2018)
Practical Health Seminars; Three-month Intensive Program(FYE 3/2018)

Ran a program aimed at improving lifestyle and exercise habits.
The three-month intensive program involves eight lectures and workshops, and aims to eliminate metabolic
syndrome through guidance on daily meals and exercise.

Introduced fully subsidized brain checkups (FYE 3/2016)
and full-panel medical checkups (FYE 3/2015)

Fully subsidized full-panel medical checkups for employees in the fiscal year in which they reach ages 35, 40, 45,
50, and 55, as well as brain checkups for employees in the fiscal year in which they reach ages 45, 50, and 55.
(Implemented ongoing partial subsidy for full-panel medical checkups for employees aged 35 and over,other than at the ages specified above.)
Also began offering fully subsidized full-panel medical checkups and brain checkups for employees who
have retired at the mandatory retirement age.

Enhancement of health guidance from registered dieticians Established a system for registered dieticians to provide specialist diet management and guidance, etc., at our(FYE 3/2011)
Internal Medical Clinics.
Enhancement of health guidance from public health nurses Established a system for public health nurses to provide individual health guidance and consultations, etc., at(FYE 3/2009)
our Internal Medical Clinics.
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.

Introduction of Hepatitis B and Hepatitis C testing(late 1990s)

Added viral hepatitis testing to health examination to enhance prevention and early detection of cirrhosis andliver cancer.

Smoking cessation measures (late 1990s)

Implemented full indoor smoking ban at Tokyo Head Office and Osaka Branch, and introduced designatedsmoking areas at other branch offices.
Implemented smoking bans or designated smoking areas at overseas offices, in accordance with local laws
and regulations.

SUSTAINABLE DEVELOPMENT REPORT 201962

Social > 4. Health and Safety

3) Strengthening mental health measures
Marubeni has recognized 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)

Overview

Introduction of support services to assist people who have
had mental health issues returning to work (FYE 3/2019)

Provided support for the return to work of people who have had mental health issues through counselingbefore and after returning.

Expansion of employee assistance program (EAP) services;
promotion of service use; trial counseling (FYE 3/2019)

Offered counseling sessions on a trial basis to all new employees and newly appointed junior managers in order
to raise awareness of EAP services and strengthen self-care and line care.
Also, provided self-check and mental health study programs and articles on the intranet to promote accurate knowledge and awareness regarding mental health care and to assist employees in monitoring their own
mental condition.

Stress checks (FYE 3/2017)

Conducted stress checks for employees at all offices in Japan and overseas (including employees on assignment), also covering offices where there is no legal requirement.

Introduction of EAP services (FYE 3/2007)

Established consultation desk at our Internal Medical Clinics and in the Human Resources Department. Establishedexternal 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 Internal Medical Clinics (FYE 3/2007)

Increased number of examination times for mental-health related outpatients from one to two a week.

Mental health care-related training (FYE 3/2007)

Conducted training related to mental health care for new employees, line managers, employees posted overseas and their families.
Created and distributed a manual with information about mental health care and consultation 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

Expansion of subsidies for cervical and breast cancer
Expanded subsidies for cervical and breast cancer screening.
screening (FYE 3/2020)
Women’s health maintenance and promotion literacy semi- Held seminars by external experts to increase awareness of all employees with regard to maintaining and pronars (FYE 3/2019)
moting women’s health.
Establishment of dedicated health consultation desk for
Established a consultation desk for women’s health issues.
women (FYE 3/2019)
Dissemination of articles on “Women’s Health Maintenance Used Company-wide notification system to spread knowledge about maintaining and promoting women’sand Promotion” to all employees (FYE 3/2019)health to all employees.

Establishment of Internal Medical Clinics
The Internal Medical Clinics at the Tokyo Head Office and Osaka
Branch play an important role in promoting health management. At the Tokyo Head Office Internal Medical Clinic, specialist departments for internal medicine, dermatology, radiology,
neuropsychiatric, and dental services are available for employee
consultations at any time. Regular annual and specified healthexaminations are conducted by the Internal Medical Clinics, andbased on the results, employees can receive follow-up services
including re-testing and other treatment for lifestyle diseases,
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, with businesssites in 66 countries/regions around the world.
HIV/AIDS, tuberculosis, and malaria are serious problems insome of these countries/regions.
Marubeni adopts a proactive approach to these and otherglobal health issues. We take appropriate and timely measuresagainst infectious diseases such as HIV/AIDS, tuberculosis,
and malaria, overseas and in Japan.
Overseas, we strive to collect information and understandthe situation regarding the outbreak and spread of infectious
diseases in collaboration with occupational physicians, based on
information provided by the WHO and local authorities, andon-site surveys. Employees and their families receive health63

MARUBENI CORPOR ATION

examinations prior to travel overseas, as well as vaccinations
against infectious diseases that pose 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 Internal Medical Clinics offer vaccinations
against infectious diseases such as measles, rubella, andmumps. Furthermore, the Health Insurance Association subsidizes employee vaccinations at external medical institutions.

Initiatives on Crisis Management
We recognize that people at every business site of the MarubeniGroup in Japan and overseas are exposed to various risks,
including acts of terrorism, 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 theirfamilies our primary concern. As such, we strive to foster everyday awareness of crises, and we have established a permanent
Overseas Crisis Management Headquarters that is able torespond 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, andconducts crisis management training for employees who areassigned overseas and their accompanying family members. We
have a system in place for gathering and analyzing the latest
public security information from areas around the world and shareit with the relevant people. When an incident occurs, the Headquarters solely controls related information about the incident
coordinating with overseas offices to make and implement appropriate judgments and countermeasures.

Support for Overseas Assignees and Their Families
Currently, there are approximately 900 Marubeni employees
and around 900 of their family members living overseas on
assignment from Japan. Ensuring the health of employees andtheir families is essential for enabling overseas assignees toperform at their best.
Before and during overseas assignments, we conduct healthexaminations and training for employees and their families to getan accurate appraisal of their health status and raise their awareness about disease prevention and health maintenance. We
place particular emphasis on health examinations in order toachieve 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 healthexaminations during their assignments. We aim to achieve 100%
participation by following up on employees who have not had
their examinations. We also offer annual health examinations andexaminations after repatriation to accompanying family members. If health examination services are not available at theassignment location, our system for subsidizing travel to a
nearby area with advanced medical facilities or to Japan ensures
employees’ peace of mind. We encourage both employees andtheir families to consult with occupational physicians regarding
examination results and their daily health status.
We have systems in place to transport people to a nearby
area with advanced medical facilities or Japan in the case ofan emergency so that 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.

Management of Working Hours and Encouraging
Use of Vacation Time
The Marubeni Group has established guidelines for the management of working hours to enable working styles that ensure thehealth and safety of employees, as well as the Company’s sustainable growth through improved productivity. The guidelines
specifically call for working hours to be properly ascertained
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 call on those in management and supervisory
roles outside the scope of working hour management to trackworking hours to ensure occupational safety (i.e. health management). In addition, Marubeni holds individual interviews withdepartments that consistently register long working hours andtakes steps to reduce chronic long working hours.
In addition to compliance with all laws and regulations,Marubeni conducts the Marubeni Cool & Smart (MaCS) Work

Project. The aim of the project is to strengthen competitiveness by making all companies, organizations, and employees
fully aware that time is a finite resource, and encouraging
them to pursue higher levels of efficiency and productivity.
The project designates times for which overtime is prohibitedand promotes a shift toward morning-oriented working times.
Work after 8 p.m. is not permitted in principle, and prohibited
after 10 p.m. Measures to encourage morning-oriented working times include providing breakfast at Company cafeterias,
and paying overtime rates for early morning work at the samerate as late-night overtime.
With regard to the use of vacation time, Marubeni encourages employees to maintain and promote their health, andseeks to ensure employees have the mental health and good
physical 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 is encouraged to concentrate fully on
work during work hours, and to take the time to fully relax
during vacation periods.

Occupational Accidents
Marubeni strives to prevent the incidence of occupational
accidents. In the event that an accident does occur, we ensurethat it is promptly reported to the Human Resources Department in every case. Accidents are also reported to the HealthCommittee, and every effort is made to prevent recurrence.
Accidents and incidents at Marubeni Corporation or any of its
Group companies are reported as appropriate through thecompliance incident reporting channel. Depending on thenature of the incident, we carry out follow-up investigations
and checks and implement measures to prevent recurrence.
Targets• Zero fatal accidents• Zero lost-time injuries• 100% participation in health examinations by employees
assigned overseas

OHSAS 18001 Occupational Health and Safety
Management System Certification Status
A number of Marubeni Group companies have acquired
OHSAS 18001 certification. OHSAS 18001 Occupational Healthand Safety Assessment Series, a management system for
managing occupational health and safety risks, stipulates
requirements for continuously improving performance. The
system prescribes a series of processes: setting an occupational health and safety policy, establishing targets and actionplans, evaluating initiatives taken to achieve the targets, andimproving on them. As of March 31, 2018, 14 of 430 MarubeniGroup companies, or 3.3%, had acquired certification. By
continuing to encourage acquisition of the certification within
the Group, and thereby ensuring due consideration for occupational health and safety, we are working toward creating anorganization where each employee can achieve their fullpotential with a view to increasing corporate value.

SUSTAINABLE DEVELOPMENT REPORT 201964

Social > 4. Health and Safety

Related Data

Training and Education

Occupational Health and Safety Data

Lost-time injuries frequency rate*1
Occupational illness frequency rate*2

Program
FYE 3/2018

FYE 3/2017

FYE 3/2016

0.36

0

0

0

0

0

No. of occupational accidents or incidents leading toinjuries or fatalities*1

5

4

0

No. of fatal occupational accidents*3

0

0

0

All the indicators for FYE 3/2018 are assured by an external assurance provider based on the international standard ISAE 3000.
＊1. Figures for Marubeni Corporation. The lost-time injuries frequency rate is the frequency rate of occupational injury cases that result in one or more daysof employee absence. Lost-time injuries frequency rate = Lost-time injuries / Total working hours × 1 million. As for occupational injuries, there were nocases that required revisions in the labor safety and health system or improvement in the work environment. There were other cases of falling accidents
in stairways or corridors, but none which required corporate measures.
＊2. Figures for Marubeni Corporation. Occupational illness frequency rate = No. of occupational illnesses / Total working hours × 1 million＊3. Figures for Marubeni Corporation.

Usage of Internal Medical Clinics
Number of users in FYE 3/2018 (cumulative users)

OutlineTargetNumber ofparticipants(FYE 3/2018)

Number ofparticipants(FYE 3/2017)

New graduates

135

164

Employees prior to
becoming GM for Sec.

228

102

Package program for
new graduates

Lecture by head of the medical clinic on “safety andhealth management”

Mental health

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

Training for new GM
for Dept.

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

New GM for Dept.

26

27

Promoted training for
Administrative Class(upper tier)Lecture on “working hour management, healthmanagement, and mental health care”

Employees promoted in
Administrative Class(upper tier)11

14

4th-year training for
Junior Professional Grade

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

Junior Professional
Grade in their fourth year

104

117

4th-year training for
Administrative Class

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

Administrative Class intheir fourth year

34

46

Career development

Lecture on “health management”

Employees aged 49-55

116

128

For the year: Approx. 26,000(Medical examination: 3,700; General treatment: 18,000; Specifichealth guidance: 700; Consultation and other: 3,600)

External Evaluation
Inclusion in Health & Productivity Stock Selection

Stress Checks

Number of subjects
Number of respondents (response rate)

FYE 3/2018

FYE 3/2017

4,369

4,497

3,906 (89.4%)

4,027 (89.5%)

Regular Health Examinations
FYE 3/2018

FYE 3/2017

Participation in health examinations in Japan(legally mandated)

97.6%

97.6%

Participation in health examinations overseas

95.3%

74.3%

Legally Defined Overtime and Use of Paid Vacation Time (Company-wide Average)
FYE 3/2018
Number of hours legally defined overtime (monthly)
Days of paid vacation time used (annual)

65

MARUBENI CORPOR ATION

19.2
hours/month12.3 days

In 2015, Marubeni was selected in the Health & Productivity
Stock Selection Program by the Ministry of Economy, Tradeand Industry and the Tokyo Stock Exchange (TSE). Launched
in FYE 3/2015, this program recognizes TSE-listed companies
that exhibit excellence in strategically practicing “health andproductivity management,” thereby making employee healtha management issue. Marubeni has
been developing more sophisticated healthcare management systems in order to help employees
improve their health, while also
supporting employees so that they
can have more fulfilling social andprivate lives. Going forward, we willcontinue to invest in employee
health to further boost our global
competitiveness.

Marubeni Certified as a Health and Productivity
Management Organization (White 500)
As an organization with an excellent track record of healthand productivity management, Marubeni was certified as a
Health and Productivity Management Organization (White
500) for 2019, by the Ministry of Economy, Trade and Industry
and the Nippon Kenko Kaigi on February 21, 2019.
The Certified Health and Productivity Management Organization Recognition Program highlights outstanding enterprises

engaged in efforts to advance health and productivity management based on initiatives that align with regional healthissues and health promotion endeavors supported by the
Nippon Kenko Kaigi. Marubeni has been selected for a second
consecutive year.
The Marubeni Group has formulated the Marubeni Group
Health Declaration, and Marubeni has established the Marubeni
Health Promotion Structure. Under the Marubeni Health Project, we are working to improve employees’ health literacy,
strengthen countermeasures against cancer and lifestyle diseases, strengthen mental health measures, and strengthen
initiatives for maintaining and promoting
women’shealth.
The
Marubeni Group supports employees’ success by working to create
an environment where each individual can autonomously and proactively take steps to maintain andpromote his or her health. These
efforts will lead to the growth of the
Marubeni Group.
Ministry of Economy, Trade and Industry press release

https://www.meti.go.jp/english/press/2019/0221_002.html
For details about health and productivity management at
Marubeni, please refer to Marubeni’s website:

https://www.marubeni.com/en/sustainability/
human_resources/health/SUSTAINABLE DEVELOPMENT REPORT 201966

Social > 5. Responsibility to Customers

5. RESPONSIBILITY TO CUSTOMERS
PolicyPolicy 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 needsof the times. In a number of our businesses, through ourownership of manufacturing and processing facilities, wehave built an extensive value chain stretching from raw
As 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 foodproducts, beverages, supplements, and cosmetics.
We will proceed to develop new products, making full use
of our proprietary enzyme processing technologies andmaterial 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.

accumulated expertise, while addressing nutrition issues
through the sale of these functional ingredients.
Overview of Rutin

http://www.toyosugar.co.jp/en/item/agrutin.html

Japan Food Additives Association

Japan Soft Drink Association

The Japan Food Additives Association (JAFA) is comprised ofcompanies and organizations that are involved in the production, import, sale and use of food additives in Japan. The
association is a successor to the Federation of Japan Food
Additives Groups, established as a nationwide organization in
October 1982 with the addition of new members.
JAFA works under the guidance of the Ministry of Health,Labour and Welfare and other related government agencies
with the objectives of providing members with accurate
knowledge pertaining to the production, sale, and use of foodadditives, and promoting consumer understanding of safety
and utility. In addition, JAFA seeks to contribute to the sounddevelopment of food-related industries, and to better consumer dietary habits and public hygiene.
The Marubeni Group gathers information about the safety
and functionality of food additives from JAFA, and conducts
its businesses appropriately, receiving advice on matters suchas labeling for food additives and interpretations of the relevant laws.

The Japan Soft Drink Association is an industry organizationthat prioritizes shared benefit and public good. The association
aims to ensure rigorous compliance with laws and regulations
among soft drink manufacturers, sellers, and related businesses,
and facilitates smooth coordination of activities between association members and the government. It also promotes, supports, and provides guidance on corporate social responsibility,
encourages healthy consumption of soft drinks, and spreads
awareness and knowledge relating to soft drinks.
Through the Japan Soft Drink Association, the MarubeniGroup receives advice on matters such as beverage labelingand quality management.

Japan Food Additives Association
Overview of Hesperidin

https://www.jafaa.or.jp/13English

http://www.toyosugar.co.jp/en/item/hesperidin.html

All Japan Coffee Fair Trade Conference

Initiatives
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 ofImported Food, Japan and the Japan Food Hygiene Association. At the same time, to improve our technology, we havebeen working in partnership with an external specialist organization since 2004, accumulating expertise on food safety andhygiene management. In particular, to ensure the safety ofimported agricultural, livestock, and marine produce, as wellas processed food products, we gather information and checksafety ourselves. Furthermore, depending on product characteristics and risks, we may have external specialists perform
plant inspections of local suppliers.
If a food safety-related incident does occur, we have systems in place to implement immediate response measures incommunication with relevant government agencies and suppliers. These initiatives help to build awareness of food safety
among overseas suppliers, leading to improvement of safetymeasures throughout our supply chain.

67

MARUBENI CORPOR ATION

We ensure that employees receive appropriate training
and that relevant information is shared. We hold internalGroup training for all newly assigned employees twice annually, and quarterly Group compliance liaison meetings withGroup companies.
Twice annually we hold seminars on selected topics andissues related to food safety, such as ensuring safety of foodproduct imports. In FYE 3/2019, we invited an external expert
to hold a seminar on the revised Food Sanitation Act inJapan. Group companies and suppliers were invited to participate in the seminar as part of our efforts to raise awareness of food safety.

Participation in Food Safety Initiatives andAssociations, etc.

The All Japan Coffee Fair Trade Conference formulated the Fair
Competition Code for Labeling of Regular Coffee and InstantCoffee Products, designed to aid consumers in the purchase ofregular coffee and instant coffee products. The code was recognized by the Japan Fair Trade Commission on November 13,
1991, and a notification was published in the Kanpo (the official
gazette of the Japanese Government) on November 27, withfull enforcement starting from May 28, 1993.
On November 29, 1991, the conference was inaugurated asa discretionary body with membership consisting of coffee-related business operators who agree with the objectivesof the conference. It is dedicated to ensuring the fair labelingof coffee products.
The Marubeni Group receives advice regarding coffeelabeling and related matters from the All Japan Coffee Fair
Trade Conference.

Japan Soft Drink Association

http://j-sda.or.jp/about-jsda/english.php

Society of Soft Drink Technologists, JapanThe Society of Soft Drink Technologists, Japan was launched
in 1992 with the objective of providing a forum for soft drink
technologists and researchers to meet and exchange information, while furthering technological innovation and skill development. The society works to provide technical support sothat the soft drink industry can continue to develop in harmony with the public interest.
Through the Society of Soft Drink Technologists, theMarubeni Group receives advice on matters such as beveragelabeling and quality management.

All Japan Coffee Fair Trade Conference

http://www.ajcft.org/ (Japanese only)

Marubeni aims to provide safe, reliable food products andingredients, and to maintain and improve quality management
functions. To achieve this, Marubeni Group companies participate in the activities of the following external organizations
with the goals of gathering information and exchanging
opinions.

SUSTAINABLE DEVELOPMENT REPORT 201968