At Marubeni, communication between management and employees is strongly encouraged with the aim of sharing the company's Management Philosophy and policies. While incorporating dialogs with executives as part of various training programs, or as sessions held within each organization, talk sessions with the president are held for employees in specific job grades, such as managers. In the year ended March 31, 2015, 32 training sessions were held, and executives and employees engaged in direct talks.
From the year ending in March 31, 2016, we will focus on direct dialog especially between the president and employees, and will work to further deepen the communication between management and employees.
Marubeni periodically conducts an employee awareness survey to promote the development of even better systems and initiatives by incorporating feedback from employees. The results of the most recent survey conducted in December 2014, which had a response rate of around 90%, showed a greater number of positive responses on the whole compared with the previous survey in 2012. In particular, respondents gave strong positive responses to the statements “I feel proud to work at Marubeni” and “Marubeni offers opportunities for personal growth through experience.” These results demonstrate that pride in working for Marubeni and opportunities for growth are well above the national average. While continuing to build on the strengths identified by the survey results, Marubeni strives to address issues by making improvements through various policies.
The Marubeni Employee Union was established in 1949. As of March 31, 2015, it has 2,565 members, or about 59% of our employees. The Company and the labor union share common goals, namely to improve the prosperity of the Company and the socioeconomic status of the employees. Both parties respect each other’s positions and engage in sincere dialogue in order to build good labor-management relations. In the year ended March 31, 2015, 13 meetings were held, including management-union discussions with the President and other senior management members, and various collective bargaining and committee meetings. In addition, the Company and the labor union actively promote joint activities for the introduction and implementation of systems and measures related to the development of the working environment.
For employees, if just by themselves, it may be difficult to get some things done, or make their voices heard. I believe that the role of the Union is to connect those things and combine the dispersed power to reach a solution. Marubeni Employee Union makes specific proposals to the company using various output tools such as management-union discussion sessions, to create an environment where all employees can show their real talent, so that Marubeni will be able to bring out the best from its strong characteristics.
From the 20th century in which homogeneity, competition, and monopolization were the norm, we have entered the 21st century where diversity, sharing, and network are the new set of values, and there is a limit to what one company can do alone. Looking forward, we will expand the network of employee unions that share the same issues and awareness, and aim to solve the issues in the company, which in turn leads to solving issues for the society as a whole.