Numbers

345

45

all employees to contribute to management with the aim ofadvancing co-creation management on a Groupwide basis.

Ratio of Female Employees
at MARUI GROUP

including intra-Group relocation

MARUI GROUP actively encourages employees to change
professions in order to promote the diversity of individual talents
and encourage employee development. In spring 2015, 345 of theCompany’s 5,918 employees changed professions.

2015

MARUI GROUP is cultivating a corporate culture that encourages%

Number of Employees
Changing Professions,28

Co-Creation Engagement

2021

Number of Women in
Management Positions,Supporting the contributions of women is an area that has been
gaining attention among Japanese companies. MARUI GROUP
already has more than 2,600 female employees, who are actively
contributing to its business. Of MARUI GROUP’s 5,918 employees,
45% are female.

54%

including executive officers and directors

Ratio of Male Employees
Taking Childcare Leave

Approximately 8% of MARUI GROUP’s management positions arefilled by women. We are building a corporate culture that supports
the contributions of female employees, and we aim to raise thisratio to 17% by the fiscal year ending March 31, 2021.

MARUI GROUP encourages male employees to take part inchildrearing. We have therefore introduced a short-term childcare
leave system available to all employees.

4,676

g

Carbon Footprintof one pair of shoes

Only 4,676 g of CO2 is emitted during the entire lifespanof one pair of velikoko VI1F5-8014 Rakuchin Kirei Pumps,
from raw material procurement to recycling.

62

thanks to the understanding of colleagues

More than

860

m2

Area of Four Seasonsand Waterside Gardens,beloved attractions for local customers

These gardens form a lush and sprawling forested biotope
on the west side of Nakano Marui. In 2013, they were certified
as “Urban Oases” by the Organization for Landscape and
Urban Green Infrastructure.

63

Official Group Project Teams and Strategy and Other Committees for the Fiscal Year Ending March 31, 2016
Project teams in which members applying from throughout the Group discuss the future of the Group and society

Discuss matters affecting
MARUI GROUP and society
Diversity Project Team

Project Teams

Open application
membership, mainly
young employees

Marui Future Project TeamGroup Shopping Center Project Team

Support frommanagement

 roject Team for Evolving Credit Cards inPConjunction with Shift to Shopping CentersInventory Management Innovationand Evolution Project Team

Support project teams andactivities and stimulate developmentof members
Medium-Term
Management
Visionary Committee
Management

Taskforces

Organization-wide

Cultivation of a Co-Creation Management
Corporate Culture ommunication Tool
C
Improvement Project Taskforce
New Management Indicator Project Taskforce
 o-Creation Management
C
Promotion Project Team

Marui Future Subcommittee
See pages 70–71
Store Strategy Subcommittee
Credit Card Evolution Subcommittee
Store-Card-Internet Integration Subcommittee

Big Data Project Team

Address specific issues or goals

Diversity Subcommittee
See pages 66–69

Strategy
Committees
Executive
officers andmanagement

Strategy
Committees

Open application
membershipRetailing Strategy Committee
Credit Card Strategy Committee
IT Strategy Committee uman Resources Development
H
Strategy CommitteeCustomer Needs Committee 2.0
Human Resources Development Committee

MARUI GROUP is cultivating a corporate culture that unites all Group members with the aim of advancing
co-creation management on a Groupwide basis. The concept of a United MARUI GROUP that promotes cohesion
across company and organizational boundaries constitutes our shared vision for realizing this corporate culture.

Project Teams

Platform for Employee Participation in Management
MARUI GROUP has established the Medium-Term

term. Any Group employee is able to participate inManagement Visionary Committee, an organizationthese project teams, thereby enabling them to provide

tasked with contributing to the realization of medium-to-

a platform for employee participation in management.

long-term corporate growth and the corporate philosophy.

Furthermore, the Group has introduced a unique

The Medium-Term Management Visionary

human resources system that allows profession changes,

Committee comprises a total of five subcommittees,

which are designed to thicken the links between indi-

including the Diversity Subcommittee and the Maruividual businesses and thereby form the foundations for

Future Subcommittee. The topics discussed by thesea corporate culture that will drive the Group to newcommittees are reviewed quarterly and reports on

growth stages. Rather than pursuing the growth of thecommittee activities are submitted at the end of each

Retailing and Store Operation business or the Credit

fiscal year and shared with all Group employees.

Card Services business on an individual basis, our vision

In addition, the Medium-Term Management

is for a United MARUI GROUP that grows as one throughVisionary Committee is responsible for supporting

intrinsic links between all businesses. By working toward

official Group project teams, which discuss matters

this vision, we are broadening our efforts to stimulate theexpected to influence the development of MARUI

development of individual employees and in turn fuel

GROUP or society as a whole over the medium-to-longthe growth of the entire Group.

64

Marui Future Project Team Official

Diversity Project Team Official

Inventory Management Innovationand Evolution Project Team Official

EPOS CARD Application Development
Project Team

Shopping Center Business Fair
Project Team65

Diversity Subcommittee 01

Profession Changes

Ai Tagami
Personnel and Skill Development Section, Personnel and Skill Development Division,
Human Resources Development and Group Distribution Department, MOVING CO., LTD.

     The promotion of diversity has been positioned as a central pillar for the strategies of the medium-term management
plan, covering the three-year period beginning with the fiscal year ended March 31, 2015, and we are therefore working to cultivate a corporate culture that contributes to high productivity and facilitates innovation. Specifically, we are
pursuing diversity from three perspectives: diversity of individual talents, gender diversity, and age diversity. For thisreason, we are actively encouraging employees to undergo intra-Group profession changes to experience the various
work fields we offer and are supporting the participation of women and young employees in making decisions.

Change to personnel division at MOVING after serving customers
on women’s purse sales floors at two stores     
I have always enjoyed customer service and helping
people, and it was this desire to be of assistance topeople that led me to MARUI GROUP when searchingfor employment. After joining the Company, I spent
three years serving customers on women’s purse sales

Profession Changes That Strengthen
Customer-First Mentality
Total number of Group
employees changing
professions since the fiscal
year ended March 31, 2013

More than

1,000

Job Forums That Introduce Various Professions
Aiming to provide career support via profession
changes, the Company holds Job Forum events at which
different Group companies explain their line of work,
and it also periodically conducts individual consultation
events at which employees can discuss possible profes-

In order to accommodate diversity in individual talents,sion changes at job booths. In addition, the work of each

we have been working to increase the number ofGroup company is explained on MARUI GROUP’s

employees undergoing profession changes since April

intranet site. Through these efforts, we hope to aid

2013. The impressive contributions of employees that

employees aspiring to advance their own development

have changed professions were later announced throughby undertaking a change in profession.

the Medium-Term Management Visionary Committee
and project teams, stimulating a rise in the number offloors. Earning the gratitude of customers was an experience that once again made me realize the joy ofhelping people.
Today, I am responsible for personnel at MOVING,
and I am serving 800 customers who are different yet
equally valuable: our part-time workers. The desire I felt
to help customers on the sales floor remains strong as
I serve this new type of customer.

Career History 
2009 Entered Omiya Marui2010 Women’s purse sales floor, Omiya Marui2012 Women’s purse sales floor, Marui City Shibuya
2012 Current position

Tetsuya Hirabayashi

Kenji Watanabe

Chief Leader, Sales Promotion Section, Sales Promotion Division,
Sales Department, Epos Card Co., Ltd.

Women’s Fashion Accessory Shop Manager,
Yurakucho Marui, MARUI CO., LTD.

Transfer to Sales Promotion Section at Epos Card
after being product buyer, sales floor supervisor,and support manager overseeing entire store

From chief buyer of accessories tosales floor manager at Yurakucho Marui     

I have spent a number

employees, taking advantage of this opportunity since

I transferred to Epos Card in the hopes of being able toof years at MARUI

the system was introduced. The number of people

serve customers at the credit card application center

GROUP, where I servedchanging professions is particularly high at sales offices,

based on an accurate understanding of their feelings inprimarily in buyer

with 50% of supervisors at such locations having under-order to make applications into a mere extension of an

positions, including

gone a change.

individuals interested in intra-Group profession changes.
In spring 2015, 345 individuals underwent such changes,
making for a total of more than 1,000, or 18% of all     already enjoyable shopping experience. I aim to utilize

chief buyer for acces-

It is common for people, after having worked in a

my retailing experience to ensure that as many customers

sory sales floors.

single profession for a number of years, to go about theiras possible leave our doors with smiles on their faces.

jobs without putting much thought into their practices.
However, placed in a new profession, the areas of workthat had become routine suddenly seem fresh, kindling a
new sense of inquisitiveness. One of the goals of profession changes is to allow employees to break away from

Career History 
1984 Entered Kamata Marui2003 Support Manager, Chief Buyer, and other corporate positions
2010 Floor Manager, Shinjuku Marui Annex
2014 Current position

I learned a lot inthese positions, butthere were still plenty of new discoveries waiting for me
when I returned to sales floor supervision after several
years. Customers often use the news and the Internet as
timely sources of information on sales floors. Developing

their sense of normalcy and escape preconceptions tosales floors in a manner that responds to the needs ofbetter practice a customer-first mentality and discoverthese customers requires speed. However, the most

new ways of responding to customer needs. Utilizing

satisfying part of my job is when I am able to bring cus-

one’s past experience from a fresh, customer-oriented

tomers joy by accomplishing this task.

perspective can lead to new innovations in one’s daily
work. Ongoing daily efforts can sometimes become theforce driving massive changes to our business as a whole.

66

Career History 
1993 Entered Kichijoji Marui
Women’s shoes and purse sales floor staff
2002 Chief Buyer and other corporate positions
2012 Chief Buyer, Women’s Accessory Section, Direct Marketing Division2015 Current position

67

Diversity Subcommittee 02

Contributions of Female Employees

The Individuality of All Employees Is Respected
as a Form of Diversity regardless of Gender or Age.

     

As of March 31, 2015, MARUI GROUP had 2,641 female employees, representing 45% of its total 5,918 employees.
Around 90% of purchases in Marui stores are made by women. However, when it comes to making decisions about thesestores, only 20% of the representatives involved are female. As female employees come to represent an increasingly
large portion of our employee base, supporting these individuals in making contributions is becoming an ever-more

Junko Tsuda

Kazumi Abe

Diversity Subcommittee member in the fiscal year ending March 31, 2016

Diversity Subcommittee member in the fiscal year ended March 31, 2015

Executive Officer
Director and Store Manager, Marui Family Shiki, MARUI CO., LTD.

Director and Store Management, Omiya Marui, MARUI CO., LTD.

The Group has been broadening its concept of diversity

In order for employees to be able to freely express theirsince the fiscal year ended March 31, 2015. The indi-

opinions, it is necessary for the individuals to expand

viduality of all employees is respected as a form of

their own perspective and continue growing. I believe

diversity regardless of gender or age. However, promot-that diversity is only truly promoted when all employees

ing diversity requires reforms to the corporate culture,develop their individual talents and change how theyand it is also necessary for all employees to freely

communicate with one another to reach a mutual under-

express their opinions and for a proactive stance to be

standing and work together. This process in turn contrib-

taken toward communication.

utes to increased corporate value.

important task for management.

Initiatives of the Diversity Subcommittee
Ratio offemale managers

8%

17%

Target for the fiscal year ending March 31, 2021

Traceability Using Women’s Empowerment Indexes
MARUI GROUP has defined women’s empowerment
indexes for measuring its progress in supporting the contributions of female employees. These indicators are
divided into two categories—awareness improvement

The people working at MARUI GROUP have a diverseand corporate culture cultivation as well as the promotion

range of values. However, the desire to serve customers

of women’s contributions—and we have establishedand to learn and grow is held by both the men and thetargets through to the fiscal year ending March 31, 2021.

women who join the Group. For women, however,marriage, childbirth, and other life events may impede
their ability to continue working, and there is thus an

Fiscal years ended/ending March 31

FY2014 FY2015

Awareness improvement and corporate culture cultivation

urgent need to develop new styles of working that help

Recognition of contributionsof female employees

37%

women overcome the challenges these events may

Ratio of female employees
pursuing upper-level positions

41%*

present. The current state of the Group presents concern for women considering childbirth with regard to theability to balance their work with their child, and no
doubt many women feel as though they must choose
one or the other.
In the medium-term management plan launched in
the fiscal year ended March 31, 2015, the promotion ofdiversity has been positioned as a central pillar of strategies, and we are therefore pursuing diversity from threeperspectives: diversity of individual talents, gender
diversity, and age diversity. To promote gender diversity,
initiatives are being advanced centered on the Diversity
Subcommittee, which consists of members of management, and are being focused on the two areas of creating
new support systems and improving awareness. For
example, realizing that the number of women who continue to work with the Group after life events is exceptionally low, we introduced a new system that enables
such employees to work only in a fixed area and during
set times. Meanwhile, we have established a specialorganization-wide networking group as a measure to
improve awareness. Numerous employees of all genders
participate in this networking group.

FY2017 FY2021(target) (target)

Ratio of applicable male
employees taking childcare leave

60%
1

64%*

1

100%

60%

80%

14%

54%

60%

100%

Ratio of female employees
returning to work full-time after
taking childcare leave

36%

55%

70%

90%

Number of female leaders

545

576

650

900

Number of female managers

24

28

35

55

Ratio of female managers

7%

8%

11%

17%

Promotion of women’s contributions*1 R atio of female employees pursuing upper-level positions is based on resultsof surveys conducted in June 2014 and 2015.

Diversity Subcommittee Directives
1. Formulate working styles that will allow women to continue
working until retirement• Increase working style options available inresponse to life events• Form additional associations to support women
looking to continue working long term
2. Boost female representation in decision-making processes• Increase the number of female employees pursuing
upper-level management positions by improving awarenessand creating a welcoming atmosphere for women• Raise awareness among male employees to support thecontributions of female employees

Through these initiatives, we aim to foster the female
leaders that will become the next generation of managers and thereby improve productivity and cultivate a
corporate culture that facilitates innovation.

68

100%

In September 2014, MARUI GROUP held a workshop for mid-level female employees.
A total of 350 employees assembled at this event, which served as an opportunity forparticipants to think about how the corporate culture could better facilitate more
empowering working styles while networking with peers from throughout MARUI GROUP.
69

Marui Future Subcommittee

Contributions to Society through Business Activities     

From Trade-Ins

MARUI GROUP’s vision for corporate social responsibility (CSR) entails making contributions to society through the

To Reduction Program Designed to Eliminate Unworn Shoes

business activities of the entire Group. For example, the used clothing trade-in program started in 2010 has grownby incorporating other stores and departments of Group companies. Today, this initiative has evolved into aGroupwide activity that also involves collecting such items as shoes. Contributions made through our business of
co-creating with customers are part of the concept of Marui Future, and we are advancing activities based on thisTrade-In and Reuse of Women’s Shoes

concept through the Marui Future Project Team and the Marui Future Subcommittee.

Apparel Recycling Program for Reusing Products
Customer clothing items andshoes traded-in to date

Approx.

4.4 million

Create a trade-in counter

Comments from customers trading-in shoes• They felt fine when I tried them on,
but my feet started to hurt after wearing
them for long periods.

I’m glad my shoes
could be of use
to someone!

Customers’ Shoe-Related Concerns• I had issues with the widthand instep height.

Q1. How many pairs of shoes do you have?
How many of these are unworn?
A1. 28 pairs with 3 unworn on average• As I got older, I grew to prioritize comfort.

Results for survey of 1,112 female EPOS cardholders
Marui store shoes sales floor

In Japan, less than 30% of clothing items are reused or
recycled. While there are no doubt many people hoping
to put the clothes and shoes they no longer wear togood use, it is often unclear where these items can be
Unworntaken or how they can be reused. This situation has led

Sell trade-in shoes at special in-store corners

Categorize and repair trade-in shoes

Marui store

Product center of MOVING CO., LTD.

There weresome great finds.
I’m satisfied!

more than 70% of apparel items to simply be thrownaway. With the hopes of addressing this social issue, we

Q2. What is the reason these shoes are not worn?

launched the apparel recycling program through whichA2. 

we work together with customers to contribute to theenvironment and society by reusing clothes and shoes.
The apparel recycling program began with the usedclothing trade-in program that was launched in Maruistores in 2010. This initiative allows customers to tradein clothing items they no longer need. In return, customers receive a ¥200 discount coupon for each item they(Select all that apply)
Other 18%

Do not fit or are
painful to wear

Damaged or soiled

41%

8%
Out of style 8%

Difficult to matchwith clothes

Tastes changed 11%

14%

Q3. How do you handle shoes that you no longer wear?
A3. “Throw away” selected by 92% of respondents

donated. Clothing items collected in this manner are
categorized and repaired in Group product centers.
These items are then provided to people in the Tohoku

Evolution from Reuse to Reduction
Based on customer feedback, we are evolving our shoe reuse efforts to reduce the amount of shoes that go to waste.
We believe providing all customers with products and services that offer levels of satisfaction exceeding their expectations
will contribute to such reductions, and we are making various proposals to customers to realize this ideal.

Throw away

92%

region of Japan, which was heavily damaged by the

Support to help customers
choose the best shoe for their footCreation of shoesthat perfectly match customers

Great East Japan Earthquake, through special donation
shopping events or resold in Marui stores. In 2014, we
sometimes an even greater cause of concern thanReceipt of Chairperson’s Award,
Eco-Products Awards Steering Committee

clothing. Over the period from the program’s start in

The apparel recycling program allows customers tospring 2010 to March 31, 2015, approximately 4.4

trade-in clothing items and shoes, even those made by

million clothing items and shoes have been traded-inother companies, and these articles are then resold orby some 430,000 customers.

reused in stores or in the quake-stricken Tohoku region

also began accepting trade-ins of shoes, which are

In-store footmeasuring eventsof Japan. This reuse-promoting initiative was recognizedat the Eco-Products 2014 exhibition when the Company
was presented with the Chairperson’s Award, Eco-

Shoes LABO Plus community website

We are committed to creating shoes that perfectly match customers’ feet and that provide unrivaled levels of comfort. Accordingly,
Rakuchin Kirei Pumps are offered in a total of 24 sizes, consisting of
12 different lengths available in two width variations.

Products Awards Steering Committee.
MARUI GROUP’s CSR reports (Japanese only)
www.0101maruigroup.co.jp/csr/report.html
7071Corporate Governance
As of June 25, 2015

Basic Policy for Corporate Governance
It is the Company’s basic policy to prioritize sound andfair management and pursue stable long-term improvements in corporate value. The Company promotes
highly transparent management and continually reinforces supervisory functions. Directors are given short

External Directors
Koichiro Horiuchi

Etsuko Okajima

Both external directors are also independent directors as
stipulated by the Tokyo Stock Exchange. They utilize theirunique experience and insight to stimulate lively discussion during meetings of the Board of Directors while also
exercising a restraint function on the Company’s
management.

See also Messages from the External Directors on pages 27 and 28

terms of service and multiple external directors havebeen appointed to further enhance ­management trans-

2007

Changed to a holding company system

2008

Appointed first external director
Shortened the term of all directors to one year to clarify management responsibilities

2014

the Group’s strategies with the aim of improving corpo-

1. Corporate Governance System rate value. The term of directors is set at one year to

The Company employs the Company with Company

ensure the transparency of operational execution and

Auditors system described in the Companies Act ofclarify management responsibility. In principle, the Board

Japan, with its Board of Directors consisting of six direc-

of Directors meets 10 times a year.

Appointed second external director
Began pursuing improved corporate value under the mantra of a United MARUI GROUP

2015

Expanded the use of the executive officer system and reduced the number of directors
from 10 to 6 to improve the flexibility of executive management
Established and disclosed the Criteria for Independence of External Directors and Audit & Supervisory Board Members

The Board of Directors is a body for supervising
operational execution and discussing the structure ofparency and ensure fairness.

Initiatives to Strengthen Corporate Governance System	Overview of Corporate Governance System
Organizational structure
Board ofMembers
Directors
Term
External directors
Activities of external directors(April 1, 2014 – March 31, 2015)

tors and its Audit & Supervisory Board consisting of four
Audit & Supervisory Board members.
Moreover, an executive officer system has been intro-

Audit & Supervisory Board andAudit & Supervisory Board Members

duced to strengthen executive management systems

The Company’s Audit & Supervisory Board consists ofthroughout the Group. On June 25, 2015, steps were taken

four members: two full-time Audit & Supervisory Board

to improve the flexibility of executive management, includ-

members and two external Audit & Supervisory Board

ing expanding the use of the executive officer system andmembers, both of whom are also independent auditors

reducing the number of directors from ten to six. In addi-

as stipulated by the Tokyo Stock Exchange. On June 25,

tion, we strove to reinforce supervisory functions for the2015, Hideaki Fujizuka was newly appointed as a full-

Board of Directors by making it easier for the opinions oftime Audit & Supervisory Board member. Joining fromthe external directors, who are independent from manage-

outside the Company, Mr. Fujizuka has gained a wealth ofment, to be incorporated into management practices.

experience and a breadth of insight at major financial
institutions and operating companies.

Board of Directors and Directors

Audit &
Supervisory
Board

responsible for formulating audit policies and plans. Theyof six members, consisting of four directors and two

also receive reports from directors and the accounting

external directors.

auditor with regard to the execution of their duties. In

Members
Term
External Audit &Supervisory Board members
Activities of external Audit &Supervisory Board members

Tadashi Ooe(April 1, 2014 – March 31, 2015)

Takehiko Takagi

Ordinary General Meeting of Shareholders
Appoint / Dismiss

Appoint / Dismiss
Coordinate

Audit &
Supervisory
Board

Appoint / Dismiss
Audit

Select / Discharge

Board of Directors
ReportReportCompensation
Committee

2 Audit & Supervisory Board members)
ReportDirector and Senior
Managing Executive
Officer, and CFOManagement Committee

Masao
Nakamura

Director and Managing
Executive Officer

Responsible for Retailing andStore Operation Businessa forum for discussing and exchanging information

Tomoo Ishii

Director and Managing
Executive Officer, andChief Operating Officer

Healthcare Promotion and General
Manager, Personnel Division
In charge of General Affairs and
Healthcare Promotion

The Management Committee meets regularly to provide

Committees
Coordinate

Audit

ings and holding periodic meetings with the president.

Accounting Auditor

ings of the Board of Directors and other important meet-

In charge of Corporate Planningand Finance
Responsible for Credit Card Services
Business and Information Systems

regarding Groupwide operational execution. Comprisedof executive officers, the Management Committee
functions as the highest decision-making body.
Effective April 2015, the range of authority of theManagement Committee was revised to allow for

Public Relations IR Committee

Chairman: President

Members: 8

Internal Control Committee

Chairman: Senior Managing Executive Officer

Members: 14

Environment CSR Promotion Committee

Chairman: Managing Executive Officer

Members: 9

Personal Information Protection
Promotion Committee

Chairman: Senior Executive Officer

Members: 8

Safety Control Committee

Chairman: Senior Executive Officer

Members: 12

Insider Trading Prevention Committee

Chairman: Senior Managing Executive Officer

Members: 4

Report / Participate

Legal Advisor

Motohiko Sato

ReportAudit Department• Executive in charge of audits• Executive in charge of internal control

Consult

General Affairs Department• Executive in charge of legal affairs• Executive in charge of personal
information protection

Audit

Internal Notification
SystemHead Office
Divisions

MARUI Group Code of Conduct—

Compliance Promotion Board
Chairman: President
Members: 14 (including 3 directors andsteps to enhance audit functions, including attending meetRepresentative
Executive Officer

ReportCommunicate

Hiroshi Aoi
President andRepresentative
Director

DirectPresident

Management
Committee

addition, the Audit & Supervisory Board members takeDirectors

Participated in all 10 meetings of the Board of Directors
and all 15 meetings of the Audit & Supervisory Board
Participated in all 10 meetings of the Board of Directors
and all 15 meetings of the Audit & Supervisory Board

Corporate Governance System

The four Audit & Supervisory Board members are

As of June 25, 2015, the Board of Directors had a total

Company with Company Auditors
6
1 year2 (independent directors)
Koichiro Horiuchi		Participated in all 10 meetings of the Board of Directors
Etsuko Okajima		Participated in all 8 meetings of the Board of Directors held
after appointment at the 78th Ordinary General Meeting of
Shareholders
4
4 years
2 (independent auditors)

Group Companies
Stores / Specialty Stores / Offices

ReportConsult

swifter decision making.
7273

Support Systems for External Directors

Factors regarding Appointment of External Directors

held on June 27, 2012, the upper limit for full-year com-

healthy, compliant with relevant laws and regulations,and Audit & Supervisory Board Members

and Audit & Supervisory Board Members

pensation paid to directors was set at ¥300 million

and supported by all Group members.

The Corporate Planning Division, the General Affairs

The Company has established the Criteria for(excluding employee salaries paid to directors that are

Department, and the Audit Department are responsible

Independence of External Directors and Audit &also employees of the Company or Group companies).

for supporting external directors and Audit & Supervisory

Supervisory Board Members to ensure the independence

Separate from this amount, the upper limit for new share

Board members. In addition, materials related to meet-of external directors and Audit & Supervisory Board mem-

warrants issued to directors (excluding external direc-

Risk Management Systemings of the Board of Directors are distributed to thesebers and guarantee that they can make objective decisions.

tors) through the stock-option-based compensation

The Company has established six committees tosystem has been set at ¥100 million. Compensation paid

manage risks: Public Relations IR Committee, Internal

to individual directors is decided by the Compensation

Control Committee, Environment CSR Promotion

Committee, which external directors participate in, based

Committee, Personal Information Protection Promotion

on consideration of the director’s level of responsibility

Committee, Safety Control Committee, and Insider

individuals ahead of time, and briefings on the content
of these materials are provided as necessary.

 ee also Criteria for Independence of External Directors
Sand Audit & Supervisory Board Members on page 77

Reason for Appointment of External Directors and Audit & Supervisory Board Members
Koichiro Horiuchi
External Director(Independent Director)
Etsuko Okajima
External Director(Independent Director)
Tadashi Ooe
External Audit &Supervisory Board Member(Independent Auditor)
Takehiko Takagi
External Audit &Supervisory Board Member(Independent Auditor)

for Group management, progress toward the targets of

Trading Prevention Committee. Through these commit-

Mr. Horiuchi has accumulated a wealth of management experience and insight at FUJI KYUKO CO., LTD. In the past, he has
effectively carried out his duties as an external director of the Company by actively posing questions and offering advice froman independent and objective standpoint. Mr. Horiuchi was therefore selected to serve as an external director so that hemay continue contributing to the strengthening of the management supervisory function.

the medium-term management plan, and other factors.

tees, swift improvements to workflow processes are

The upper limit for monthly compensation of Audit &pursued while steps are taken to prevent the actualization

Supervisory Board members is ¥6 million. Compensationof risks. Also, the Compliance Promotion Board, which is

Ms. Okajima has accumulated a wealth of management experience and insight at ProNova Inc. as well as a deep understandingof diversity. In the past, she has effectively carried out her duties as an external director of the Company by actively posing
questions and offering advice from an independent and objective standpoint. Ms. Okajima was therefore selected to serveas an external director so that she may continue contributing to the strengthening of the management supervisory function.

for individual Audit & Supervisory Board members is decided

chaired by the president, has been established to over-through discussions by the Audit & Supervisory Board.

see these committees and manage Groupwide risks.

Accounting Auditor Compensation

between the General Affairs Department and the Audit

The Company has selected independent auditing firm

Department. These organizations document and moni-

KPMG AZSA LLC to perform accounting audits, andtor the business operations of Group companies as wellcompensation is paid accordingly. Appropriate

as anticipated risks and their countermeasures with thecompensation amounts are decided based on theaim of minimizing exposure to management risks.

Mr. Ooe has accumulated a wealth of legal experience and insight as an attorney. In the past, he has effectively carried out
his duties as an external Audit & Supervisory Board member of the Company. Mr. Ooe was therefore selected to serveas an external Audit & Supervisory Board member so that he may continue conducting impartial audits.

Mr. Takagi is a licensed tax accountant and has accumulated a wealth of specialized insight and experience related toaccounting. In the past, he has effectively carried out his duties as an external Audit & Supervisory Board member of theCompany. Mr. Takagi was therefore selected to serve as an external Audit & Supervisory Board member so that he may
continue conducting impartial audits.

* Ms. Okajima is also Representative and CEO of ProNova Inc. This company possesses specialties in diversity and has therefore been contracted by the Company
to provide assistance with trainings on supporting the contributions of female employees. Such assistance has been provided for a total of eight trainings, and com­pensation of ¥2 million was paid to ProNova in the fiscal year ended March 31, 2015. Regardless of this transactional relationship, Ms. Okajima meets the Company’s
Criteria for Independence of External Directors and Audit & Supervisory Board Members, and this relationship has no impact on her actual independence from theCompany’s management.

Compensation of Directors andits compensation systems for directors through such

Audit & Supervisory Board Members

means as introducing stock option systems.

As part of management reforms, the Company ceased

Compensation for directors includes fixed basic

establishing new savings accounts for retirement benefitscompensation as well as stock-option-based compen-

for directors and Audit & Supervisory Board members insation provided as a form of performance-linked com-

October 2003 and abolished the retirement benefits

pensation. However, external directors are only paid

system for directors and Audit & Supervisory Board mem-basic compensation in consideration of their role.

bers in June 2008. Furthermore, the Company is revisingInternal control is promoted through coordination

Company’s scale and business characteristics. In addition,

Furthermore, the MARUI Group Hot Line has been

the Company pays KPMG AZSA compensation for non-established to facilitate the prevention and early discov-

auditing duties, such as subcontracted construction of

ery of potential issues. Through this hotline, issues may

comfort letters regarding corporate bonds.

be reported to an internal consultation office or directly
to an outside lawyer.

Accounting Auditor Compensationin Fiscal Year Ended March 31, 2015MARUI GROUP(millions of yen)

Consolidated
subsidiaries(millions of yen)Compensation foraudit certification activities

100

37

Compensation based on
non-audit activities

1

2

Total compensation(millions of yen)Compensation by type(millions of yen)
Basic compensation

Stock options

Number of recipients(people)2. Internal Control and Risk Management Systems Internal Control System
The Company is promoting sound, transparent, andefficient management and has established internal con-

Directors (excluding external directors)

200

173

27

8

Audit & Supervisory Board members(excluding external Audit & Supervisory Board members)

trol systems for the perspective of Groupwide manage-

34

34

—

3

ment. Moreover, the Group has established the MARUI

External directors and Audit & Supervisory Board members

33

33

—

4

Group Code of Conduct. We are spreading awareness* In addition to the above amount of total compensation, a total of ¥54 million was paid to three directors by subsidiaries.

Other Activities
The Company’s IR activities in the fiscal year ended
March 31, 2015, included holding quarterly financial
results briefings for analysts and institutional investors
and participating in conferences sponsored by securities companies. Going forward, we will actively expand
opportunities for interactions with investors in JapanAt the Ordinary General Meeting of Shareholders

Compensation of Directors and Audit & Supervisory Board Members in Fiscal Year Ended March 31, 201574

MARUI Group Code of Conduct (Japanese only)
www.0101maruigroup.co.jp/ci/action.html

of this code to ensure that corporate activities are

and overseas.
Investor relations informationwww.0101maruigroup.co.jp/english.html

Also, MARUI GROUP is advancing CSR activities,
the details of which are disclosed each year in the
Company’s CSR reports (Japanese only).
MARUI GROUP’s CSR reports (Japanese only)
www.0101maruigroup.co.jp/csr/report.html

75

3. Special Notes shareholders and other investors. Even if a large-scale

Criteria for Independence of External Directors

Takeover Defense Measures (Measures to Prevent

acquisition of shares is intended to be conducted, theand Audit & Supervisory Board Members

accountant or other accounting specialist, or a lawyer or

Large-Scale Acquisitions of the Company’s Stock)Company believes that the judgment on whether or not to

MARUI GROUP aims to ensure the appropriate levels

other legal specialist receiving large amounts of monetary

At a meeting of the Board of Directors held on May 12,

allow such an acquisition to proceed should be left finallyof objectivity and transparency necessary for effective

2008, it was resolved that the Company would intro-

to shareholders. Accordingly, the Company will not reject

corporate governance. For this reason, it has establishedduce measures to prevent large-scale acquisitions of its

such acquisitions should they be deemed to contribute to

the following criteria for determining the independence

stock (takeover defense measures). The introduction of

the improvement of corporate value and the protection ofof external directors, external Audit & Supervisory Board

these measures was approved at the 72nd Ordinary

the common interests of shareholders of the Company.

members, and candidates for these two positions.

General Meeting of Shareholders held on June 27, 2008.

However, it is possible that a large-scale acquisition of   6. The individual must not be a consultant, a certified public

payments or other financial assets (more than ¥10 million)
from the Company, its subsidiaries, or its affiliates that are
separate from the compensation paid for services as adirector or Audit & Supervisory Board member. The individual also must not belong to a company or other organization that receives such payments or assets.
   7. The individual must not receive large amounts of monetary

Later, at the 75th Ordinary General Meeting ofshares may be conducted for purposes that do not con-   1. The individual must not be a person involved in operation*1

Shareholders held on June 29, 2011, the Company

tribute to the improvement of corporate value and theof the Company, its subsidiaries, or its affiliates and mustas donations from the Company, its subsidiaries, or its

protection of the common interests of shareholders of

not have been a person involved in operation during theaffiliates and must not belong to a company or other orga-

formulaic revisions and other changes made necessary by

the Company. Such cases include when the acquiring

past 10 years.

nization that receives such donations.

the digitization of securities. At the 78th Ordinary Generalcompany has no intention of rationally managing theMeeting of Shareholders held on June 26, 2014, share-target company and therefore poses the threat of unre-holder approval was received to conduct a renewal ofcoverable damage to the target company; when the salethese measures that did not entail substantial amendments.

of shares of the target company is effectively forced

received approval to update these measures to reflect

upon shareholders; and when sufficient time is not given
1. B asic policy for persons having control in determining
the Company’s financial and business policies

to the shareholders or the board of directors of the target
company to consider the conditions of the acquisition orWith respect to persons who have control in determin-to the board of directors to make a counter proposal.

ing the Company’s financial and business policies, the

The Company deems purchasers who conduct

Company desires that such control be held by persons

acquisitions of this nature to be inappropriate for having

committed to improving corporate value and protecting

control in determining the Company’s financial andthe common interests of shareholders of the Company.

business policies.

In order to improve corporate value and protect thecommon interests of shareholders of the Company, it is

2. Purpose of takeover defense measuresimperative that the Company be managed stably fromThe Company cannot deny the possibility of a large-

a medium-to-long-term perspective based on a fullscale acquisition of shares being conducted for pur-understanding of the Company’s corporate philosophy

poses that do not contribute to the improvement ofand management resources.

corporate value and the protection of the common

At present, the Company is exerting its best efforts tointerests of shareholders of the Company. For thisdevelop its business amid extremely severe competition

reason, takeover defense measures are being imple-

in the retail industry in order to improve corporate valuemented to protect corporate value and the common

and protect the common interests of shareholders of theinterests of shareholders. To this end, the takeover

Company. However, although the capital market in Japan

defense measures are designed, in the event that ais legally regulated to a certain degree, it is still entirely

large-scale acquisition of shares is to be conducted, topossible that large quantities of a listed company’s stock

secure a sufficient amount of information and time to be

may be acquired unilaterally without undergoing theused by the shareholders of the Company to make anprocess of sufficient negotiation and agreement with theinformed decision or by the management or indepen-

management of the company in question.

dent committees of the Company to negotiate or coor-

As the Company is a listed company, it goes without
saying that the purchase and sale of the Company’s sharesshould be conducted at the complete discretion of76

dinate with the acquirers.
For details on the Company’s takeover defense measures, please refer tothe related press release via the link below (Japanese only).
www.0101maruigroup.co.jp/pdf/settlement/14_0513/14_0513_2.pdf

payments or other financial assets (more than ¥10 million)   2. The individual must not be a major supplier* of the   8. The individual must not be the accounting auditor of theCompany, its subsidiaries, or its affiliates or a person

Company. The individual also must not belong to a com-involved in operation of a major supplier.

pany or other organization that serves as the accounting2   3. The individual must not be a major customer*3 of theCompany, its subsidiaries, or its affiliates or a person
involved in operation of a major customer.
   4. T he individual must not be a major shareholder of theauditor of the Company.
   9. The individual must not have been applicable under items
2. to 8. during the past five years.
10. T he individual must not be a relative (one’s spouse or second-

Company possessing direct or indirect holdings equating

degree relatives) of an individual that qualifies under items

to 10% or more of voting rights or a person involved in

2. to 8. (only applicable to relatives of important persons

operation of a major shareholder.

involved in operation*4 for all items except items 6. and 8.).

   5. T he individual must not be a person involved in operation

11. The individual must not be a person involved in operation ofof an entity that possesses direct or indirect holdings

another company at which a person involved in operation ofequating to 10% or more of the total voting rights of thethe Company, its subsidiaries, or its affiliates serves as an

Company, its subsidiaries, or its affiliates.

external director or Audit & Supervisory Board member.

Notes:*1 A “person involved in operation” is defined as an executive director, executive officer, or employee with operational execution
responsibilities of a stock company; a director of a non-company legal entity or organization; or individuals serving persons in similar
positions or at similar companies, non-company legal entities, or organizations.
*2 A “major supplier” is defined as an entity that fulfills one of the following conditions:   1. A supplier group (the corporate group to which the supplier that serves as the direct transaction counterparty belongs) that provides
products or services to the Company, its subsidiaries, or its affiliates and for which transactions with the Company, its subsidiaries,
and its affiliates equated to more than ¥10 million and represented more than 2% of the total consolidated net sales or transaction
revenues of the supplier group in the most recently completed fiscal year.
   2. A supplier group with which liabilities of the Company, its subsidiaries, or its affiliates are associated and for which the applicableliabilities equated to more than ¥10 million and represented more than 2% of the consolidated total assets of the supplier group asof the end of the most recently completed fiscal year.
*3 A “major customer” is defined as an entity that fulfills one of the following conditions:   1. A customer group (the corporate group to which the customer that serves as the direct transaction counterparty belongs) to which
the Company, its subsidiaries, or its affiliates provide products or services and for which the total amount of transactions with thecustomer group equated to more than ¥10 million and represented more than 2% of the consolidated total operating revenues of
the Company in the most recently completed fiscal year.
   2. A customer group possessing liabilities that are associated with the Company, its subsidiaries, or its affiliates and that equated tomore than ¥10 million and represented more than 2% of the consolidated total assets of the Company as of the end of the mostrecently completed fiscal year.
   3. A financial group (the financial group to which the customer that serves as the direct transaction counterparty belongs) from which
the Company, its subsidiaries, or its affiliates procure funds through borrowings and from which the total amount of funds borrowed
represented more than 2% of the consolidated total assets of the Company as of the end of the most recently completed fiscal year.
*4 “Important persons involved in operation” refers to directors, executive officers, and employees with operational execution responsibilities ranked as division manager or higher or individuals with similar operational execution authority.

77Directors, Audit & Supervisory Board Members, and Executive Officers
As of June 25, 2015

Directors

Audit & Supervisory Board Members

Hiroshi Aoi

Koichiro Horiuchi

Etsuko Okajima

Hideaki Fujizuka

Tetsuji Sunami

President and Representative Director
Shares held: 2,020,900
Born: January 17, 1961

External Director
Shares held: 0
Born: September 17, 1960

External Director
Shares held: 0
Born: May 16, 1966

Audit & Supervisory Board Member (Full time)
Shares held: 0
Born: September 1, 1955

Audit & Supervisory Board Member (Full time)
Shares held: 1,700
Born: August 13, 1958

Jul. 1986 Joined the Company
Apr. 1991	Director and General Manager,
Sales Planning Headquarters
Apr. 1995	Managing Director andDeputy General Manager,
Sales Promotion Headquarters andGeneral Manager, Sales Planning Division
Jan. 2001	Managing Director and General Manager,
Sales Promotion Headquarters
Jun. 2004	Executive Vice President andRepresentative Director
Apr. 2005	President and Representative Director
Oct. 2006	President and Representative DirectorRepresentative Executive Officer(Incumbent)

Apr. 1983	Joined Long-Term Credit Bank of Japan
Mar. 1988	Joined FUJI KYUKO CO., LTD.
General Manager, Corporate Planning
Division, FUJI KYUKO CO., LTD.
Jun. 1988	Director, FUJI KYUKO CO., LTD.
Feb. 1989	Senior Managing Director,
FUJI KYUKO CO., LTD.
Jun. 1989	Representative Director andSenior Managing Director,
FUJI KYUKO CO., LTD.
Sep. 1989	President and Representative Director,
FUJI KYUKO CO., LTD. (Incumbent)
Jun. 2008 External Director (Incumbent)
Jun. 2012	External Audit & Supervisory Board
Member, Yamanashi Chuo Bank, Ltd.
(Incumbent)

Apr. 1989 Joined Mitsubishi Corporation
Jan. 2001 Joined McKinsey & Company
Jul. 2005	Representative and CEO,GLOBIS Management Bank
Jun. 2007	Representative and CEO,
ProNova Inc. (Incumbent)
Jun. 2014	External Director,
Astellas Pharma Inc. (Incumbent)
External Director (Incumbent)

Apr. 1980	Joined Mitsubishi Bank Ltd. (currently
The Bank of Tokyo Mitsubishi UFJ, Ltd.)
Jun. 2007	Executive Officer and General Manager,
General Affairs Dept.,
The Bank of Tokyo Mitsubishi UFJ, Ltd.
Jun. 2010	President and Director,
Chitose Kosan, Co., Ltd.
Apr. 2012	Director, Senior Executive Managing
Officer and Group President ofCorporate Center, Olympus Corporation
Apr. 2015 Director, Olympus Corporation
Jun. 2015	Audit & Supervisory Board Member(Full time) (Incumbent)

Mar. 1981 Joined the Company
Jan. 2002	General Manager, Store Planning Division,
Sales Promotion Headquarters
Oct. 2004	General Manager, DM Business Division,
Sales Promotion Headquarters
Apr. 2006	Representative and CEO,Marui Voi, Co., Ltd.
Oct. 2007	Managing Director,
M & C SYSTEMS CO., LTD.
Apr. 2011	Representative and CEO,MRI Co., Ltd.
Apr. 2014 Advisor
Jun. 2014	Audit & Supervisory Board Member(Full time) (Incumbent)

Participation in committees:

Participation in committees:
Compensation Committee

Participation in committees:
Management Committee
Compliance Promotion Board
Public Relations IR Committee

Participation in committees:
Compliance Promotion Board
Internal Control Committee

Management Committee (Chairman)
Compliance Promotion Board (Chairman)
Public Relations IR Committee (Chairman)
Compensation Committee

Participation in committees:
Compensation Committee

Motohiko Sato

Masao Nakamura

Tomoo Ishii

Tadashi Ooe

Takehiko Takagi

Director
Shares held: 44,600
Born: December 17, 1953

Director
Shares held: 16,900
Born: June 11, 1960

Director
Shares held: 14,100
Born: July 16, 1960

External Audit & Supervisory Board Member
Shares held: 65,100
Born: May 20, 1944

External Audit & Supervisory Board Member
Shares held: 2,300
Born: January 23, 1945

Mar. 1977 Joined the Company
Jan. 2000	General Manager, Supply Chain andLogistics Management Division,
Sales Promotion Headquarters
Jun. 2005	Director and General Manager,
Group Corporate Planning DivisionJun. 2008	Managing Director andManaging Executive Officer
Apr. 2012	Senior Managing Director andSenior Managing Executive Officer
Apr. 2015	Director and Senior Managing
Executive Officer, and CFO
In charge of Corporate Planning and FinanceResponsible for Credit Card Services
Business and Information Systems (Incumbent)

Apr. 1983 Joined the Company
May 2003	General Manager, Store Planning Division,
Sales Promotion Headquarters
Apr. 2007	Executive Officer and General Manager,
Group Business Promotion DivisionJun. 2008	Director and Executive Officer,
General Manager, Corporate Planning
Division and General Manager,
Business Development Division
Apr. 2011	Managing Director and Managing
Executive Officer
President and Representative Director,
MARUI CO., LTD. (Incumbent)
Apr. 2015	Director and Managing Executive Officer
Responsible for Retailing andStore Operation Business (Incumbent)

Apr. 1983 Joined the Company
Oct. 2005	General Manager,
Group Compliance Division
Apr. 2007	Executive Officer and General Manager,
Group Compliance DivisionJun. 2009	Director and Executive Officer,
General Manager,
General Affairs Division
Apr. 2013	Director and Executive Officer,
General Manager, Personnel Division
Apr. 2015	Director and Managing Executive Officer,
and Chief Operating Officer
Healthcare Promotion andGeneral Manager, Personnel DivisionIn charge of General Affairs and
Healthcare Promotion (Incumbent)

Apr. 1969	Registered as Attorney
Apr. 1989	Practicing-Attorney, Professor for
Civil Advocacy,
Legal Training and Research Instituteof the Supreme Court of Japan
Mar. 1994	Outside Audit & Supervisory Board
Member, Canon Inc. (Incumbent)
Jun. 2004	External Audit & Supervisory Board
Member (Incumbent)
Jun. 2011 Director, Jeco Co., Ltd. (Incumbent)
Jun. 2015	Outside Director,
Nissan Chemical Industries, Ltd.
(Incumbent)

Jul. 2001	Chief, Kanazawa Regional
Taxation Bureau
Jul. 2002 President, National Tax College
Jul. 2003	Retired from National Tax
Administration Agency
Aug. 2003	Registered as Certified Public
Tax Accountant
May 2006	External Audit & Supervisory Board
Member, TOH-TEN-KOH Corporation(Incumbent)
Jun. 2008	External Audit & Supervisory Board
Member (Incumbent)
Jun. 2010	External Audit & Supervisory Board
Member, KAWADA TECHNOLOGIES, Inc.
(Incumbent)

Participation in committees:
Management Committee
Compliance Promotion Board
Public Relations IR Committee

Participation in committees:
Management Committee
Compliance Promotion Board
Public Relations IR Committee
Environment CSR Promotion Committee
Safety Control Committee
Compensation Committee

Participation in committees:
Management Committee
Compliance Promotion Board
Public Relations IR Committee
Internal Control Committee (Chairman)
Insider Trading Prevention Committee (Chairman)
Compensation Committee

78

79

Executive Officers

Hiroshi Aoi

Motohiko Sato

Masao Nakamura

Representative Executive Officer
Born: January 17, 1961

Senior Managing Executive Officer
Born: December 17, 1953

Managing Executive Officer
Born: June 11, 1960

Jul. 1986 Joined the Company
Apr. 1991	Director and General Manager,
Sales Planning Headquarters
Apr. 1995	Managing Director andDeputy General Manager,
Sales Promotion Headquarters andGeneral Manager, Sales Planning Division
Jan. 2001	Managing Director and General Manager,
Sales Promotion Headquarters
Jun. 2004	Executive Vice President andRepresentative Director
Apr. 2005 President and Representative Director
Oct. 2006	President and Representative DirectorRepresentative Executive Officer(Incumbent)

Mar. 1977 Joined the Company
Jan. 2000	General Manager, Supply Chain andLogistics Management Division,
Sales Promotion Headquarters
Jun. 2005	Director and General Manager,
Group Corporate Planning DivisionJun. 2008	Managing Director andManaging Executive Officer
Apr. 2012	Senior Managing Director andSenior Managing Executive Officer
Apr. 2015	Director and Senior Managing
Executive Officer, and CFO
In charge of Corporate Planning and FinanceResponsible for Credit Card Services
Business and Information Systems (Incumbent)

Participation in committees:
Management Committee (Chairman)
Compliance Promotion Board (Chairman)
Public Relations IR Committee (Chairman)
Compensation Committee

Participation in committees:
Management Committee
Compliance Promotion Board
Public Relations IR Committee
Internal Control Committee (Chairman)
Insider Trading Prevention Committee (Chairman)
Compensation Committee

Apr. 1983 Joined the Company
May 2003	General Manager, Store Planning Division,
Sales Promotion Headquarters
Apr. 2007	Executive Officer and General Manager,
Group Business Promotion DivisionJun. 2008	Director and Executive Officer,
General Manager, Corporate Planning
Division and General Manager,
Business Development Division
Apr. 2011	Managing Director and Managing
Executive Officer
President and Representative Director,
MARUI CO., LTD. (Incumbent)
Apr. 2015	Director and Managing Executive Officer
Responsible for Retailing andStore Operation Business (Incumbent)

Takashi Wakashima

Toshikazu Takimoto

Tomoo Ishii

Akira Ino

Nariaki Fuse

Hajime Sasaki

Managing Executive Officer
Born: November 19, 1956

Managing Executive Officer
Born: November 5, 1959

Managing Executive Officer
Born: July 16, 1960

Senior Executive Officer
Born: January 21, 1955

Senior Executive Officer
Born: June 3, 1959

Senior Executive Officer
Born: November 24, 1963

Mar. 1981 Joined the Company
Jan. 2001	General Manager, Product Planning
Division, Sales Promotion Headquarters
Jun. 2006	Director, Deputy General Manager,
Sales Promotion Headquarters andGeneral Manager, Sales Planning Division
Apr. 2011	Director and Executive Officer
President and Representative Director,
MOVING CO., LTD. (Incumbent)
Apr. 2013	Director and Executive OfficerIn charge of CSR Promotion andReal Estate Business & ArchitecturePresident and Representative Director,
Totsuka Commercial Buildings
Management Co., Ltd. (Incumbent)
Jun. 2013	President and Representative Director,
Nakano Suncuore Co., Ltd. (Incumbent)
Jun. 2015	Director and Managing Executive OfficerIn charge of CSR Promotion and Real
Estate Business & Architecture (Incumbent)Director, AIM CREATE CO., LTD. (Incumbent)

Mar. 1982 Joined the Company
Oct. 2003	General Manager, Credit Card Planning
Division, Zero First Co., Ltd.
Mar. 2009	Executive Officer and General Manager,
Group Profit Improvement Division
Oct. 2009 Director, Epos Card Co., Ltd.
Apr. 2011	Managing Director, Epos Card Co., Ltd.
Apr. 2012	President and Representative Director,
Epos Card Co., Ltd. (Incumbent)President and Representative Director,
Zero First Co., Ltd.
Director, MRI Co., Ltd. (Incumbent)
Jun. 2012 Director and Executive Officer
Apr. 2015	Managing Executive OfficerIn charge of Credit Card Services
Business (Incumbent)

Apr. 1983 Joined the Company
Oct. 2005	General Manager,
Group Compliance Division
Apr. 2007	Executive Officer and General Manager,
Group Compliance DivisionJun. 2009	Director and Executive Officer,
General Manager,
General Affairs Division
Apr. 2013	Director and Executive Officer,
General Manager, Personnel Division
Apr. 2015	Director and Managing Executive Officer,
and Chief Operating Officer
Healthcare Promotion andGeneral Manager, Personnel DivisionIn charge of General Affairs and
Healthcare Promotion (Incumbent)

Mar. 1977 Joined the Company
Jan. 2000	General Manager, Store Planning Division,
Sales Promotion Headquarters
Apr. 2004	Deputy General Manager,
Sales Promotion Headquarters
Jun. 2004	Director and Deputy General Manager,
Sales Promotion Headquarters
Oct. 2007 Director and Executive Officer
May 2009	Senior Managing Executive Officer,
AIM CREATE CO., LTD.
Apr. 2013	President and Representative Director,
AIM CREATE CO., LTD. (Incumbent)
Apr. 2015 Senior Executive Officer (Incumbent)

Mar. 1982 Joined the Company
Feb. 2005	General Manager, Customer System
Development Department,
M & C SYSTEMS CO., LTD.
Apr. 2007 Director, M & C SYSTEMS CO., LTD.
Apr. 2011	Executive Officer
Managing Executive Officer,
M & C SYSTEMS CO., LTD.
Apr. 2013	President and Representative Director,
M & C SYSTEMS CO., LTD. (Incumbent)
Jun. 2013 Director and Executive Officer
Apr. 2015	Senior Executive OfficerIn charge of Audit andInformation Systems (Incumbent)

Participation in committees:
Management Committee
Compliance Promotion Board
Public Relations IR Committee
Internal Control Committee
Personal Information Protection
Promotion Committee

Participation in committees:
Management Committee
Compliance Promotion Board
Public Relations IR Committee
Environment CSR Promotion Committee
Safety Control Committee
Compensation Committee

Apr. 1986 Joined the Company
Oct. 2007	Director and General Manager, Card
Planning Division, Epos Card Co., Ltd.
Oct. 2009	General Manager,
Demand Survey Department,
MARUI CO., LTD.
Apr. 2012	Director and General Manager,
Private Brand Department,
MARUI CO., LTD.
Apr. 2013	Executive OfficerDirector and General Manager,
Sales Department 3, MARUI CO., LTD.
Apr. 2014	Managing Director and General Manager,
Specialty Store Department,
MARUI CO., LTD.
Jun. 2014 Director
Apr. 2015	Director and Senior Executive Officer
Senior Managing Director, MARUI CO., LTD.
(Incumbent)Director, Epos Card Co., Ltd. (Incumbent)
Jun. 2015 Senior Executive Officer (Incumbent)

Participation in committees:
Management Committee
Compliance Promotion Board
Environment CSR Promotion Committee (Chairman)
Compensation Committee

80

Participation in committees:
Management Committee
Compliance Promotion Board
Public Relations IR Committee

Participation in committees:
Management Committee
Compliance Promotion Board
Internal Control Committee

Participation in committees:
Management Committee
Compliance Promotion Board
Internal Control Committee
Personal Information Protection
Promotion Committee (Chairman)

Participation in committees:
Management Committee
Compliance Promotion Board
Internal Control Committee
Safety Control Committee (Chairman)

81

Yoshiaki Kogure

Masahiro Aono

Yoshinori Saito

Executive Officer
Born: September 5, 1960

Executive Officer
Born: March 4, 1962

Executive Officer
Born: July 25, 1962

Apr. 1983 Joined the Company
Mar. 2006	General Manager,
Group Financial Department
Apr. 2007 Executive Officer (Incumbent)
Jul. 2008	General Manager, Personnel Division
Oct. 2009	General Manager, Voi Business
Department, MARUI CO., LTD.
Mar. 2011	General Manager,
Corporate Planning Division
Apr. 2013	President and Representative Director,
MARUI FACILITIES Co., Ltd. (Incumbent)
May 2013	President and Representative Director,
Shiki City Development Co., Ltd.
(Incumbent)
Apr. 2015	Director, MARUI HOME SERVICE Co., Ltd.
(Incumbent)

Mar. 1984 Joined the Company
Mar. 2008	General Manager, Women’s Clothing andAccessories Department, MARUI CO., LTD.
Apr. 2010	General Manager, Women’s Fashion
Department, MARUI CO., LTD.
Apr. 2011	Director and General Manager, Business
Promotion Department, MARUI CO., LTD.
Apr. 2013	Executive Officer (Incumbent)
Apr. 2014	General Manager,
Store Business Promotion Department,
MARUI CO., LTD. (Incumbent)
Apr. 2015	Managing Director, MARUI CO., LTD.
(Incumbent)Director, AIM CREATE CO., LTD.
(Incumbent)

Mar. 1986 Joined the Company
Aug. 2006	General Manager, Planning Department,
MARUI CO., LTD.
Jul. 2008	Executive Officer (Incumbent)
General Manager, Financial Department
Apr. 2011	General Manager,
Direct Marketing Department,
MARUI CO., LTD.
Apr. 2013	General Manager,
Collaboration Card Business Department,
Epos Card Co., Ltd.
Oct. 2014	General Manager,
Sales Promotion Department,
Epos Card Co., Ltd. (Incumbent)
Apr. 2015	Managing Director, Epos Card Co., Ltd.
(Incumbent)Director, M & C SYSTEMS CO., LTD.
(Incumbent)

Participation in committees:
Management Committee
Compliance Promotion Board
Internal Control Committee

Participation in committees:
Management Committee
Environment CSR Promotion Committee
Safety Control Committee

Participation in committees:
Management Committee

Yuko Ito

Hirotsugu Kato

Mayuki Igayama

Junko Tsuda

Executive Officer
Born: June 2, 1962

Executive Officer
Born: July 30, 1963

Executive Officer
Born: June 19, 1964

Executive Officer
Born: May 25, 1972

Mar. 1986 Joined the Company
Oct. 2007	General Manager,
Construction Department (Incumbent)
Apr. 2012	Director and Deputy General Manager,
Space Production Business Department,
AIM CREATE CO., LTD. (Incumbent)
Apr. 2014 Executive Officer (Incumbent)

Mar. 1987 Joined the Company
Apr. 2013	General Manager,
Corporate Planning Division(Incumbent)
Apr. 2015 Executive Officer (Incumbent)

Apr. 1987	Joined the Company
Apr. 2009	General Manager,
New Business Department
Oct. 2009	Deputy General Manager,
Direct Marketing Department,
MARUI CO., LTD.
Apr. 2012	General Manager,
Direct Marketing Department,
MARUI CO., LTD.
Apr. 2014	Director and General Manager,
Direct Marketing Department,
MARUI CO., LTD. (Incumbent)
Apr. 2015	Executive Officer (Incumbent)
Director, MOVING CO., LTD. (Incumbent)

Mar. 1995 Joined the Company
Apr. 2014	Store Manager, Nakano Marui,
MARUI CO., LTD.
Apr. 2015	Executive Officer (Incumbent)Director and Store Manager,
Marui Family Shiki, MARUI CO., LTD.
(Incumbent)

Participation in committees:
Management Committee
Environment CSR Promotion Committee

Participation in committees:
Management Committee
Public Relations IR Committee
Internal Control Committee
Insider Trading Prevention Committee

Participation in committees:
Management Committee

Participation in committees:
Management Committee
Personal Information Protection
Promotion Committee

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