04-05-2025
How Ajinomoto Thailand and MUFG Are Pioneering Well-Being Through Food and Finance
On January 28 in Bangkok, experts from two very different industries — food and finance — came together to explore the theme of well-being .
Japan 2 Earth sat down with Ichiro Sakakura, President of Ajinomoto Thailand Co, Ltd and Ajinomoto SEA Regional Headquarters Co, Ltd, whose company plays a central role in promoting Thai food culture.
Joining him was Yuji Kosugi, then Head of the Chemicals & Well-Being Division at MUFG Bank — a department dedicated to tackling social challenges through financial solutions. Their discussion centered on ESG (Environmental, Social, and Governance) initiatives.
Excerpts follow.
Sakakura (Ajinomoto): We've shifted from fossil fuels to biomass and introduced biomass cogeneration using rice husks at our factories. Also, we've nearly achieved zero GHG emissions from our direct and indirect operations. Now, we're working on reducing emissions across the entire supply chain. In terms of packaging, we've transitioned 56% of all product packaging to recyclable materials. Sakakura passionately speaks about Ajinomoto's vision. (©JAPAN Forward by Mika Sugiura)
Sakakura (Ajinomoto): In Thailand, sugar is often used to deepen flavor and richness, not just to add sweetness. For example, at noodle shops, after choosing the noodles and soup, people often add vinegar, sugar, chili, and fish sauce, which can lead to excessive sugar and salt intake.
Food culture varies by region, so standardization is difficult. However, ANPS categorizes Thai cuisine into 10 types and assigns scores. This year [2025], we hope to scientifically validate it in collaboration with Mahidol University, which has a strong reputation in nutrition. Nutrition education from a young age is also key. It's still at the idea stage, but we hope to introduce ANPS in schools in the future. Dishes classified into 10 categories using ANPS. (Courtesy of Ajinomoto)
Kosugi (MUFG): I've heard that Ajinomoto developed ANPS as a contribution to society. The next important step is certification. We're actively involved in food rule-making, and we'd like to support these efforts by leveraging our neutral position as a financial institution. Kosugi speaks about "rule-making" for food. (©JAPAN Forward by Mika Sugiura)
Sakakura: Ajinomoto uses 20% of the 1 million tons of tapioca starch distributed domestically in Thailand, making us the largest starch user. Cassava farmers are therefore essential. However, climate change and the spread of cassava mosaic virus are reducing yields.
To ensure a stable supply, we launched the "Thai Farmer Better Life Partner Project" in 2020. We hold workshops on plant diseases and use soil analysis to help prevent infections. The number of participating farms has grown from 180 to 1,500. I'm happy to report that their harvests have improved.
We're also building a green resource cycle. We provide low-cost fertilizer made from amino acid-rich by-products of our production process. Additionally, we reuse rice husk ash from biomass power generation as a soil conditioner. Our next step is to establish traceability so that harvests from participating farmers can be directly used in our factories. Cassava farmers participating in the program. (Courtesy of Ajinomoto)
Sakakura: Well-being is a broad concept, so we've been discussing internally what it means for Ajinomoto. It goes beyond the environment and includes three pillars: Customer, Employee, and Society. It represents our commitment to sustainability-centered management.
MUFG Bank has renamed one of its divisions to include the word "well-being." Isn't this quite rare?
Kosugi: Our thinking aligns closely with Ajinomoto's. Looking ten years ahead, we envisioned what our division should become. So, in October last year [2024], we renamed the "Sales Division 5" to the "Chemicals & Well-Being Division." I believe it's the only one of its kind in the world.
Sakakura: We hold a 90% market share in umami seasonings in Thailand and have built three top brands, thanks to our predecessors. We also maintain a nationwide distribution network and stable operations across our seven factories.
One of our key strengths is that all factory managers are Thai and deeply rooted in their communities. A major challenge, however, is the declining population — similar to Japan. In response, we're developing products for an aging society, such as amino acid-based supplements to help prevent muscle loss. Sakakura and Kosugi connecting over shared ideas. (©JAPAN Forward by Mika Sugiura)
Sakakura: When I worked in human resources in Japan, I met Masami Atarashi, the former president of Johnson & Johnson, who was a guest lecturer. I've always liked his phrase "Kotsu-Kotsu-Katsu-Kotsu" [steady effort leads to steady success] — a reminder to keep pushing forward without giving up.
For more than 60 years, Ajinomoto Thailand has quietly and steadily focused on the work at hand, consistently delivering results. That mindset remains unchanged.
This report is published in cooperation with Ajinomoto, a logo partner of the JAPAN Forward website Japan 2 Earth focused on initiatives to achieve the SDGs. It was first published on Japan 2 Earth .
Author: Mika Sugiura
