Marubeni Group’s
Long-Term Strategy
on Nature
Here, we explain the Marubeni Group’s long-term strategy on nature.
Long-Term Strategy on Nature
In accordance with the spirit grounded in “Fairness, Innovation and Harmony,” the Marubeni Group is proudly committed to social and economic development and safeguarding the global environment by conducting fair and upright corporate activities as our Management Philosophy. The Marubeni Group’s long-term strategy is to put our Management Philosophy into practice and to create value and growth by anticipating the challenges of customers and society and providing solutions. The challenges faced by customers and society are diverse and constantly evolving. To stay ahead of these changes, the Marubeni Group continues to evolve, using four key aspects of diversity— 1. human capital, 2. regions, 3. sectors, and 4. business models —as important differentiators. This is major strength and source of value creation for the Marubeni Group.
The impact of our business on natural capital and biodiversity (impact materiality) is an issue for our customers and society, and by providing solutions, the Marubeni Group will achieve financial impact (financial materiality) in the form of “growth.” Therefore, double materiality and single materiality are inseparable for our Group, and understanding the nature-related issues associated with our business is nothing less than exploring growth opportunities for our Group. The Marubeni Group is committed to anticipating the societal issues posed by nature degradation and achieving the international community’s goal of nature positive (halting the loss of natural capital and biodiversity and putting it on a recovery path) in accordance with the Kunming-Montreal Global Biodiversity Framework (GBF), while promoting economic transition to a nature positive economy both within and outside of our Group, and we will link this to our own growth.
The Marubeni Group has been working to enhance sustainability as one of the basic policies in the Green Strategy that forms part of the GC2024 Mid-Term Management Strategy. Each Business Division has drawn up its own green strategy (Division-Specific Green Strategy) that identifies existing and potential environmental and social issues in each related sector and assesses the opportunities and risks, and has formulated initiatives to address these based on the potential impacts on both the Marubeni Group and the environment or society. The precise content of these initiatives varies significantly depending on the Business Division, but there are commonalities in the overall approach to addressing. While taking respect for human rights as a prerequisite, the strategies outlined in the initiatives aim for a nature-positive approach that will contribute to the realization of a decarbonized society and of the transition to a circular economy, to achieve a society that is in harmony with nature. The GC2027 Mid-Term Management Strategy continues to embody an approach that aims to enhance corporate value through Green Initiatives, and in 2025 we reviewed our Materiality to maintain consistency with this strategy.
For the analysis and assessment of the relationship between business and nature by sector, and identification of priority issues, which were conducted when the strategy was formulated, please refer to the sections “What's Green Portal?” and “Living in Harmony with Nature (Disclosure in Line with the Recommendations of the TNFD).
Through the formulation and implementation of the GC2024 Green Strategy and Division-Specific Green Strategies for each business divisions, awareness of connecting “green” to “growth” has permeated throughout the entire Group. In the Mid-Term Management Strategy GC2027 (FY2025-2027), under the basic policy of “shifting into high gear towards the next growth stage, accelerating profit growth and corporate value enhancement,” we aim to “promote green initiatives to enhance corporate value.” In other words, “green” is also advancing toward the next stage.
For additional details, please refer to GC2027.
