Marubeni Corporation

Green is a symbol of growth, renewal, and possibility. Standing in the midst of the unending green vistas of South Sumatra, Indonesia, and engaging with passionate Marubeni colleagues, I was reminded of the remarkable potential for growth within the Marubeni Group and the steady progress we are making together.   During my recent visit to Marubeni’s plantation operations at PT. Musi Hutan Persada (MHP), I saw firsthand the scale and ambition of our efforts. MHP manages eucalyptus plantations across an area 1.3 times the size of Tokyo, operating on a six-year cycle to supply raw materials to the neighboring PT. Tanjungenim Lestari Pulp & Paper (TEL). The pulp produced here is then distributed to markets around the world.   Twelve years ago, this business faced a defining challenge: a disease outbreak wiped out most of the crop. The local team made the bold decision to switch tree species and rebuild operations from scratch. Today, not only has the business fully recovered, but it now produces over one million tons of timber and 500,000 tons of pulp each year.   Marubeni consistently stations 10 to 20 employees—both early-career and experienced—at MHP and TEL. Each generation of these future leaders has walked the fields there, driving continuous innovation in plantation management. I was especially impressed by the tangible results of their efforts: a 20% increase in yields through advanced clonal propagation using cutting, as well as the integration of satellite imagery and real-time operational data to optimize plantation planning. These innovations have elevated our business to new heights. Equally inspiring is the team’s dedication to the local community. Their investment in local employment and education—such as their involvement in running schools—demonstrates a deep commitment to sustainable, inclusive growth.   Both MHP President Watanabe and TEL President Katayama shared details of their ambitious targets for FY2025, with both aspiring to achieve record production and achieve a lasting positive impact. Their vision is a testament to what’s possible when we combine a gemba mindset oriented to achieving results on the ground, a spirit of innovation, and a commitment to nurturing young talent. I am deeply grateful for the dedication and hard work of all the team members on the ground.   This visit reaffirmed my conviction that Marubeni is “green in every sense”—not only in our businesses, but also in terms of our people. We have tremendous potential for growth, an ability to constantly renew ourselves, and the drive to make a positive difference in the world. I am excited to see how Marubeni will continue to create sustainable value for all stakeholders.

I was pleased to visit one of the gemba where we are creating value in our business and at which Marubeni Corporation is set to embrace its next challenge, namely the launch, in collaboration with Green Rubber Energy (GRE) of a tire pyrolysis recycling business in Thailand—the world’s fourth-largest tire manufacturing hub—as we build on the strategic platform business which B-Quik have established and about which I wrote in previous post. As global tire manufacturers increasingly prioritize sustainable sourcing, GRE’s proprietary technology is poised to meet the demand for pyrolysis recycling by enabling the recovery of high-quality recovered carbon black (rCB) from end-of-life tires—a critical material for tire reinforcement. After a decade of research and development with industrial partners, GRE has achieved stable production of rCB that meets the stringent purity standards required for tire applications, marking a significant technological breakthrough. In 2024, Marubeni joined GRE as a strategic investor and partner, further strengthening GRE’s operational and commercial capabilities. Through this collaboration, B-Quik—Thailand’s leading car maintenance company—will supply end-of-life tires to GRE. Marubeni will then leverage advanced technology, including expertise from Germany’s RCB Nanotechnologies (in which Marubeni has invested), to produce highly purified rCB. Marubeni Techno Rubber’s extensive sales network will accelerate the distribution and commercialization of both rCB and recycled oil, drawing on deep expertise in rubber raw materials and secondary products. GRE is now developing an integrated sales and supply system to serve the Thai factories of major global tire manufacturers. With Marubeni’s support and B-Quik’s established platform, GRE is well-positioned to scale its operations and drive meaningful impact within the circular economy. I look forward to seeing the positive results as we collectively advance this promising project—setting a benchmark for the positive impact of “crossvalue” that Marubeni’s global platform aspires to create. B-Quikによって確立された戦略的プラットフォーム型事業を基盤に、丸紅は世界第4位のタイヤ生産拠点であるタイにおいて、Green Rubber Energy社（GRE）と共同でタイヤの熱分解リサイクル事業を立ち上げるという、次なるチャレンジに取り組んでいます。先日その現場を訪問する機会を得ました。 世界のタイヤメーカーが持続可能な資源調達をますます重視する中、GREは独自技術で使用済みタイヤから高品質の再生カーボンブラック（rCB）を生成し、この需要に応えようとしています。同社は、産業界のパートナーとの10年にわたる研究開発で、タイヤ用途に要求される厳しい純度基準を満たすrCBの安定生産を実現するという、技術的なブレークスルーを果たしました。2024年、丸紅は戦略的パートナーとしてGREに参画し、同社の事業強化に取り組んでいます。 この提携により、丸紅の子会社でありカーメンテナンス事業を手掛けるB-Quikは、使用済みタイヤをGREへ供給します。同じく出資先であるドイツのRCB Nanotechnologies社の高度な技術を活用し、さらに高純度なrCBの製造を計画しています。加えて丸紅テクノラバーの広範な販売網、ゴム原料や二次製品に関する深い専門知識を活用し、rCBと再生油の流通と拡販も計画されているほか、世界の主要タイヤメーカーのタイ工場向けに、販売・供給体制の整備を進めています。 丸紅の支援とB-Quikの確立されたプラットフォームにより、GREは事業規模を拡大し、循環経済の中で有意義な役割を果たすことができる可能性が十分にあります。丸紅のGlobal crossvalue platformが目指す 「crossvalue」のベンチマークとなるこのプロジェクトを共に推進し、成功を期待したいと思います。

Founded in 1995 and acquired by Marubeni in 2006, B-Quik has grown into a leading car maintenance business with operations in Thailand and Indonesia, with its journey marked by a series of remarkable successes. By leveraging strategic partnerships with multiple tire manufacturers, B-Quik has expanded its footprint to 230 stores across Thailand and, over the past five years, has achieved steady growth in the Indonesian market. These accomplishments are especially impressive given Marubeni’s traditional focus on B2B and upstream operations. What, then, accounts for B-Quik’s ability to excel in such a fundamentally different, consumer-facing business? I was pleased to observe during my visit to Thailand that at the core of B-Quik’s success is its exceptional leadership team, led by CEO Henk Johan Kiks and COO Busararat Assaratanakul. CEO Kiks, who began his career as a tire fitter and mechanic, brings a deep appreciation for operational excellence at the store level. B-Quik’s unwavering emphasis on “people” as the foundation of its business is evident in its rigorous in-house training and human resource systems, which ensure that store employees are both highly motivated and equipped with advanced technical and customer service skills. Sincerity in customer interactions is a value embraced by everyone at B-Quik. This dual commitment—to talent development and genuine customer engagement—has enabled B-Quik to deliver consistently high-quality service across its expanding network, while also fostering a culture of continuous innovation at each location. From streamlining services for greater efficiency, to actively listening to customer needs, to creative branding initiatives such as distributing branded stickers, B-Quik continually raises the bar. B-Quik stands as a prime example of the “Strategic Platform Business” approach that Marubeni is championing. Its continued success will depend on leveraging its greatest competitive advantage—its people. I look forward to supporting B-Quik as it continues to set new standards for operational excellence in the years ahead and sustains its growth through capturing the tremendous growth potential of Asia’s consumer markets.   1995年に設立され2006年に丸紅の子会社となったB-Quikは、カーメンテナンス事業のリーディングカンパニーに成長しています。複数のタイヤメーカーとの戦略的パートナーシップを活用しながらタイ全土で230の店舗を展開、インドネシアでも5年間で着実な成長を遂げました。丸紅のビジネスが伝統的にB2Bが中心であったことを考えると、この業績は特に印象的です。B-QuikがB2Cで成功することができた理由は何でしょうか。 先日B-Quikを訪問し、その成功の核心が Henk Johan Kiks CEOと Busararat Assaratanakul COOの卓越したリーダーシップにあることを目の当たりにしました。タイヤフィッター兼メカニックとしてキャリアをスタートさせたHenkさんは、店舗レベルでの優れたオペレーションを深く理解されています。事業の基盤として「人」を重視するB-Quikの揺るぎない姿勢は、従業員の高いモチベーションと高度な技術・接客スキルを支える厳格な社内研修や人事制度にも表れています。お客様との対話における誠意は、全ての従業員に共有される価値観です。 人財育成と真の顧客エンゲージメントという2つのコミットメントにより一貫して高品質なサービスを提供する一方、各拠点で継続的なイノベーションの文化を育まれています。サービスの合理化、顧客のニーズの積極的な傾聴、ブランドステッカーの配布といった独創的なブランディング手法まで、常に高い水準を追求しています。 B-Quikは、丸紅の「戦略プラットフォーム型事業」の好例です。その継続的な成功は、最大の競争優位性である「人財」にかかっています。B-Quikが今後も卓越したオペレーションの新たなスタンダードを確立し、アジア市場の潜在的な成長を取り込み成長し続けることを期待します。

From the perspective of creating high value-added solutions and cultivating outstanding talent through hands-on experience at the gemba where we create value in our business, I am of the view that few sectors possess as much potential as that of chemicals. This was an impression again brought home to me during my recent visits to two Marubeni Group companies: Marubeni Plax (established in 1975) and Marubeni Chemix (established in 1987). 高付加価値ソリューションの創出や、現場での実体験を通じた優れた人財の育成という観点から見ると、化学品分野ほど大きな可能性を秘めた分野は多くはない ―― そのように実感させられたのが、今回訪問した丸紅グループの2社、1975年設立の丸紅プラックスと、1987年設立の丸紅ケミックスでした。

The Marubeni Group is capturing growth in cutting-edge deep tech domains through the provision of their essential foundations—namely, industrial connectors and components—with this segment growing at a CAGR of 8.4 percent over 5 years.   I had the opportunity to engage with Marubeni Ele-Next, a company that began its journey in 1972, as a specialized trading house focused on connectors under the name Kono Shoten, and which joined the Marubeni Group in 2016. In 2024, Ele-Next merged with Solton, and is now expediting its business expansion by leveraging the Marubeni Group’s extensive network and resources.   During our meeting, then-President Naka articulated four distinct sources of Marubeni Ele-Next’s competitive advantage: 1.  A proposal-driven sales approach underpinned by a robust customer base of approximately 3,000 companies, including deep relationships with leaders in frontier domains such as semiconductor manufacturing equipment, regenerative medicine, and electric vehicles (EVs)—areas poised for significant growth 2.  Customer-centric and highly flexible operations, whereby the company manages an inventory of 16,000 items in its own warehouse, enabling rapid, small-lot delivery and agile response to client needs 3.  Synergy between a highly competitive product portfolio and a talented workforce, including sales professionals with deep technical expertise and a dedicated in-house support team, to create a formidable platform for value creation 4.  Productivity gains through initiatives such as upgrading logistics infrastructure and harnessing digital transformation (DX) to optimize operations   Looking ahead, Ele-Next is shifting gears to accelerate growth. As society continues to digititalize, the industrial connectors and components market is expected to see sustained growth, driven by the proliferation of data centers, autonomous driving, and EVs. With its unique positioning as a multi-brand, connector-focused trading company, I look forward to the prospect of Marubeni Ele-Next continuing to deliver exceptional value to its customers and achieving robust, sustainable growth.   丸紅グループは、最先端のディープテック領域の成長を、その基盤となる産業用コネクタ・部品の提供を通じて取り込んでおり、この分野は5年間でCAGR 8.4%で成長しています。 先日、1972年にコネクタの専門商社「河野商店」として創業し、2016年に丸紅グループに加わった丸紅エレネクストと対話する機会がありました。丸紅エレネクストは2024年にソルトン社と経営統合し、丸紅グループの広範なネットワークやリソースを活用して、事業拡大を進めています。 面談では、中社長（当時）から４つの競争優位性が明示されました。 一つ目は、半導体製造装置、再生医療、EVといった大きな成長が見込まれる最先端分野のリーダー企業との深い関係を含む、約3,000社にも及ぶ強固な顧客基盤に支えられた提案型営業アプローチです。 優位性の二つ目は、顧客目線に立った高いフレキシビリティを持つオペレーション体制です。同社は自社倉庫で16,000点ものアイテムを在庫管理しており、小ロット・即時での配送といった顧客ニーズに機敏に対応できます。 三つ目の強みは、競争力の高い製品ラインナップと優秀な人材－高度な技術的専門知識を有する営業部隊や専任の社内サポートチームーとの掛け合わせにより、価値創造のための強力なプラットフォームを構築していることです。 四つ目として、物流インフラの整備やDXを活用した運営最適化などの取り組みを通じた生産性向上が挙げられます。 丸紅エレネクストは、今後の成長加速に向けギアを上げています。社会のデジタル化が続く中、産業用コネクタ・部品市場は、データセンター、自動運転、EV車などの普及により、持続的な成長が期待されています。マルチブランドでコネクタに特化した専門商社という独自のポジションを確立している同社が、引き続き顧客へ卓越した価値を提供し、堅実で持続可能な成長を達成することを期待したいと思います。

Contributing to the stable supply of energy in Japan is a critical mission—one embodied by Marubeni Ennex and Marubeni Energy, two leading Japan-based energy companies in the Marubeni Group I recently had the opportunity to visit. Marubeni Ennex operates strategically located port terminals in Chiba, Sakai, and Moji, each situated near major energy consumption centers in the Kanto, Kansai, and Kyushu regions, respectively. These terminals are equipped with wharves capable of accommodating large vessels and collectively house 40 storage tanks for petroleum products, organic chemicals such as methanol, and biofuels. Notably, the Chiba terminal supplies jet fuel to Narita Airport via a dedicated 47-kilometer pipeline, underscoring the company’s indispensable role in supporting both regional industry and daily life. In recent years, Marubeni Ennex has also expanded its handling of biofuels, actively contributing to Japan’s broader energy transition. Meanwhile, Marubeni Energy has a nationwide network of approximately 600 affiliated service stations, leveraging both B2B and B2C business models. The company procures gasoline, diesel, kerosene, and fuel oil from petroleum producers and distributes these products through its extensive service station network, thereby playing a pivotal role in maintaining stable energy supply. Beyond fuel sales, these stations are increasingly focused on enhancing customer convenience by offering integrated services such as convenience stores and comprehensive car care and maintenance facilities. Together, Marubeni Ennex and Marubeni Energy exemplify the Marubeni Group’s capacity to build a robust and resilient energy supply chain. For instance, Marubeni Corporation’s import operations feed into Marubeni Ennex’s storage infrastructure, while Marubeni Energy manages wholesale and retail distribution—creating a seamless, end-to-end system that underpins Japan’s energy security. At the same time, both companies are proactively responding to the evolving needs of the market, including the shift toward more sustainable energy sources. I look forward to seeing Marubeni Ennex and Marubeni Energy continue to collaborate and innovate, further strengthening Japan’s mission-critical infrastructure for the future.   日本のエネルギーの安定供給に貢献する―この重要なミッションに取り組むエネルギー関連事業会社、丸紅エネックスと丸紅エネルギーを訪問しました。 丸紅エネックスはエネルギー消費地に近い千葉、堺、門司の港湾ターミナルに、大型船の着桟も可能な桟橋と、石油製品、有機化学品(メタノール等)、バイオ燃料等を貯蔵するタンク設備40基を保有しています。千葉ターミナルでは成田空港まで47kmのパイプラインを経由しJET燃料を供給する等、各ターミナルが地域の産業、人々の生活に不可欠なエネルギーの安定供給に貢献しています。近年はエネルギートランジションの一環でバイオ燃料の取扱いも増加しています。 丸紅エネルギーは石油会社等からガソリン・軽油・灯油・重油等の石油製品を調達、全国に約600展開する系列サービスステーション(SS)を通じて販売を行うB2B/B2C型ビジネスを展開、エネルギーの安定供給の一翼を担っています。系列SSでは、燃料油の販売に加え、コンビニエンスストアやカーケアサービスを提供可能な整備工場を併設する等、お客様の利便性を高める努力を続けています。 両社は、丸紅グループが持つ強固かつ柔軟なエネルギーサプライチェーンを象徴しています。丸紅本社が担う輸入機能を活用しながら、丸紅エネックスが貯蔵インフラを担い、丸紅エネルギーが卸売・小売の現場でそれを届ける―グループ一体となったシームレスな供給網が、日本のエネルギー安全保障をしっかりと支えています。 同時に、両社は市場ニーズの変化や持続可能なエネルギーへの転換にも積極的に対応しており、今後もさらなる連携とイノベーションを通じ、日本の社会インフラを一層強化していくことを期待しています。