A blanket impairment on Chile copper and the first net loss in 18 years (2020)
The trading house that bets on resources, and its control
What this decision reflects is the constitution of a general trading house whose consolidated profit and loss directly absorbs the resource markets. Interests acquired at high valuations in a boom rebound as impairments once the market turns. The Kakinoki regime’s blanket impairment can be read as a judgment tilted more to defence than to offence: at the milestone of taking office, it cleared in a single batch the latent losses carried over from the previous tenures. The lightness of having set the baggage of the past down — even at the cost of a large loss — became the ground for the subsequent V-shaped recovery and for the rebuilding of investment discipline. That it moved to clean up pushed by a sudden market slump, rather than lancing the boil while the good times lasted, is where the character of this judgment shows.
That said, the tilt toward resources itself has not vanished. As the expansion of Centinela shows, Marubeni still bets on copper — a market commodity — while facing resources by offloading that risk onto outside capital. The investment discipline that turned the impairment into an institutional lesson also became a premise for the growth investment that the successor president, Omoto Masayuki, now espouses. Earning on resources, sinking on resources, and turning back to resources again — the question of how a trading house comes to terms with the market cycle still remains in Marubeni’s management.
Revenue and net margin, FY2015–FY2025
Revenue in ¥ bn (bars) and net margin in % (line), for the years around the decision. Shaded columns are FY2020 onwards — after it was taken.
Source: securities reports
Read the full dossier in Japanese →
The Japanese edition carries the complete record of this decision — the situation that forced it, the options weighed, what actually followed, and the sources behind every claim.
Other key decisions at Marubeni
- 1976 Marubeni and the Lockheed scandal — a “voyage without a chart” (1976)
- 1987 Rebuilding into a “strong trading house”: Haruna names the flaws (1987)
- 1992 Cleaning up after financial engineering: Toriumi’s early restructuring (1992)
- 2002 Rebuilding from the “losers’ camp”: a root-and-branch bad-asset cleanup (2002)
- 2012 Buying the grain major Gavilon — and the Viterra grain exit (2012)
- 2025 The ¥10 trillion market-cap target: the “GC2027” plan and Omoto’s new regime (2025)
Yen amounts are converted at the average rate of each figure’s own year — not today’s rate; the revenue chart is shown in yen. Exchange rates & sources — the full ¥/US$ table →
Disclaimer
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- Sources are primarily each company’s securities reports and other public filings, but errors and omissions may remain.
- Any use of this information is at the reader’s own risk. Past performance does not indicate future results.
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