Human Resource Development and UtilizationWork Environment for Diverse Individuals

Promotion of Diversity Management

With “a strong Marubeni Group in which diverse individuals play active roles”as our goal, a special team was established in 2009 to promote diversity management. We promote work-life management as the infrastructure for employees with various backgrounds to succeed.

Diagram: Marubeni Diversity Management
Diagram: Marubeni Diversity Management

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Diagram: Marubeni Diversity Management

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Marubeni International Women’s Day

In celebration of International Women’s Day, Marubeni International Women’s Day was held for two days 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 Marubeni Group, and to further promote diversity within the Group.
At Marubeni International Women’s Day, FY2017, 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 Kokubu’s gave encourasing comments in his opening video message, started that “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 hope that people will actively speak out.”
In the keynote speech and panel discussion, External Director 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 take a long-term perspective, and don’t give up working.”
Additionally, the whole Marubeni Group set the mood for the event as Thank You cards and mimosa flowers (following the Italian custom of men giving mimosa flowers to the women around them as a sign of appreciation) were handed out so that people can express gratitude to those close–by such as bosses, colleagues, and subordinates of any gender.
Attending female employees commented “It was a valuable opportunity to receive inspiration from many other women working in the same Group,” and “I hope to maintain and strengthen this network.”

Measures to Promote Opportunities for Women in Managerial Staff Positions

Since 2006, Marubeni has been working hard to recruit more women for managerial staff positions. As of October 1st, 2017, there are 316 women in managerial staff positions (9.39% of all managerial staff positions) playing an active role in operations in Japan and other countries around the world.

Many of the women in managerial positions are in the early to mid-stage of their careers and are viewed as potential candidates for managerial positions in the future. As such they are expected to play an even greater role in the years to come. Furthermore in FY2014, Marubeni started new programs designed to expand the number of opportunities for women in managerial staff positions. One of these is the "BENInovation Program", which focuses on opportunities for female employees and their immediate managers.

Also the following action plan was established in response to the promulgation of the Act on Promoting Women’s Empowerment in the Workplace. This plan defines the period leading up to March 31, 2021, as a time for creating foundations for incorporating diversity into decision-making. Looking towards the future, Marubeni will enhance hiring, overseas dispatch, and education activities based on this plan.

Diagram: Measures to Promote Opportunities for Women in Managerial Staff Positions
Diagram: Measures to Promote Opportunities for Women in Managerial Staff Positions

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Diagram: Measures to Promote Opportunities for Women in Managerial Staff Positions

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Action Plan for Empowering Female Employees (Phase 1: April 1, 2016–March 31, 2021)
[Goals] Construct HR development pipelines by strengthening hiring, overseas dispatch, and other development programs with the goals of increasing the ratio of female managerial staff to more than 10% and raising the ratio of female managers to above 7% by March 31, 2021.

Click here to view Action Plan (Japanese only)[69KB]

Data base in Ministry of Health, Labour and Welfare (Japanese only)

BENInovation Program

The BENInovation Program is an initiative to further promote the activity and success of female managerial staff by focusing on those in early to mid-career and their immediate managers.

“Career Sessions” for early to mid-career Female managerial staff “Boss Sessions” for Managers
By developing as key managerial staff employees envision a more ambitious career, taking into account future life events. Managers learn to understand and implement support for the career development of diversified staff members.

In FY2016, proposals for solving organizational issues were delivered to the members of the Corporate Management Committee, through the BENInnovation Program Proposal Project.

Percentage of women in career-track positions (As of October 1 each year)

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Percentage of women in career-track positions (As of October 1 each year)

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Percentage of women in managerial positions (As of October 1 each year)

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Percentage of women in managerial positions (As of October 1 each year)

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Opportunities for Senior Employees

In order to make full use of the knowledge and experience of senior personnel, a Continuing Employment System was introduced and, in principle, covers all employees over the age of 60 who wish to continue working after the normal retirement age. (As of October 1st, 2017 there have been 132 employees who have benefited from the Continuing Employment System.) In addition, through the Senior Career Matching System, we aim to increase the job mobility of senior employees and ensure that the right person is assigned to the right position, so that each employee can be most effective.

Promotion of Work/Life Management

Since 2005, Marubeni has gradually expanded our system to go beyond simply what is required of us by law. In January 2017, we shifted from a “support for balance” phase to “support for success,” moving the focus from “work/life balance” to “work/life management” with the goal of being a company where the work is meaningful. With this shift in focus, we aim to achieve “continuous career development” and “continuous performance” regardless of in what stage in life an employee may be. We also carry out various follow-up measures that allow employees to utilize the specific programs when they need them.

Marubeni Work/Life Management Outline
Marubeni Work/Life Management Outline

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Marubeni Work/Life Management Outline

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Diagram: Main Measures Related to Work-Life Management
Maternity/Parenting

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Maternity/Parenting

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Family care

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Family care

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Other

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Other

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Childcare Support Measures

In addition to handing out the “Pregnancy and Childcare Support Handbook,” interviews are held for any employee going on maternity leave and their immediate manager (interviews are also held for the spouse with their immediate manager if they are also a Marubeni employee). The goal is to ensure a thorough understanding of programs etc., as well as to provide information for entry to the day-care centers for a smooth return to the workplace.
Marubeni also offers programs that go further than what the law requires. For example, our Maternity Leave program, and our Family Support Leave which offers support, not just to mothers, but also to their spouse, children and other family; Marubeni also offers flexible working. Additionally, there is something called Ikumen (active father) Leave that allows part of the childcare leave to be taken as paid leave. This initiative is aimed at encourasing employees to take paternity leave.

Many “Marubeni Kids” have participated in this initiative to date.
Many “Marubeni Kids” have participated in this initiative to date.
Marubeni Kids Project

Each year Marubeni conducts its "Marubeni Kids Project-Visiting Mom and Dad at Work." This project, which began in FY2010, makes it possible for the children of employees to visit their parents's workplace. The purpose of this project is to deepen the children's understanding of their parents' work, while also providing an opportunity for the company, employees, and families to think about how work and life should be balanced.

Nursing Care Support Programs

With decreasing birthrates and an aging population, fewer siblings, more people remaining single, and more working couples, nursing care, which was traditionally taken care of mostly within individual families, is now an issue that business persons must take the initiative to solve. Marubeni has established support programs so that each employee can balance work and care of relatives, while playing an active role in the medium and long term. Here are the details and features of Marubeni’s programs and measures for balancing work and family care.

Family-Care Leave
At Marubeni, Family-Care Leave can be taken in half-day increments. If the leave is for a short period, no evidence documents are required. The leave can also be used in preparatory stages of nursing care if the employee deems it necessary.
System for Efficient Information Gathering
Busy employees need a support system for efficient information gathering to prepare for family care. Marubeni provides support such as family-care seminars and family-care handbook to help employees gather information that matches their needs.
Tailor-Made Support System
Since each employee requiring family care is in a different situation, advice from specialists can be beneficial. Marubeni collaborates with an NPO specializing in family-care support, and employees can seek free advice from professionals at any time. In-house private consultations are also held regularly, and family members can accompany the employee for the consultation. With these opportunities, Marubeni provides a consultation system in which employees feel free to seek everything from basic to specialized advice.
Fair Recruiting and Hiring

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

Promotion of the Employment of Disabled Persons
Promotion of the Employment of Disabled Persons

In order to promote the employment of persons with disabilities, Marubeni established Marubeni Office Support Corporation, which has been certified as a special-purpose subsidiary* by the Minister of Health, Labor and Welfare. As of April 31, 2017, Marubeni Corporation and Marubeni Office Support Corporation had 81 employees with disabilities in total.
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 awarded to superior companies that actively employ individuals who have mental or physical disabilities; a total of 21 companies throughout Japan have received this certification.

Special-purpose subsidiary: a subsidiary that has been certified by the Minister of Health, Labor and Welfare as satisfying the conditions specified in the Act on Employment Promotion, etc., of Persons with Disabilities. The number of workers with disabilities employed by such a subsidiary may be included in the calculation of the employment rate of disabled persons of the parent company.