Farewell Ceremony for Kunio Suzuki, Former President and Chairman of MOL　鈴木邦雄・元商船三井社長・会長の「お別れの会」

2025年12月9日

Japanese maritime community, including shipping and shipbuilding representatives, attends service

海運、造船ら日本の海事関係者が列席

The farewell ceremony for the late Kunio Suzuki, who served as President and Chairman of MOL, was held on the 9th at The Okura Tokyo in Toranomon, Minato-ku, Tokyo, in the Heian Ballroom. The ceremony was attended by many participants including MOL alumni, representatives from the shipping industry, shipbuilding, trading houses, shipbrokers and financial institutions. Mr Suzuki passed away on 20 September 2025 at a hospital in Tokyo due to illness. He was 86.

鈴木邦雄・元商船三井社長・会長の「お別れの会」

海運、造船ら日本の海事関係者が列席

　商船三井の元代表取締役会長・社長を務めた故・鈴木邦雄（すずき・くにお）氏の「お別れの会」が9日、東京都港区虎ノ門のオークラ東京（The Okura Tokyo）「平安の間」で営まれた。「お別れの会」には商船三井のOB・OGのほか、海運関係者、造船、商社、ブローカー、金融関係者など多数が列席した。鈴木邦雄氏は2025年9月20日、病気のため都内の病院で亡くなった。86歳だった。

“You can read the rest of the article in both English and Japanese.”（続きは英語と日本語で書かれた本文でお読みください）

■ Under clear skies, remembering the late Mr Suzuki

Many participants repeatedly mentioned how many times they had been scolded by Mr Suzuki. The description “instant boiler” suited him perfectly, and I too was shouted at many times during my early days as a rookie reporter.

The episode of that time is available here:

However, no one in the circle of attendees spoke ill of the deceased. Rather, after sharing stories such as being scolded because the introduction to an investment project was too long or being told to “explain the key points properly,” everyone added, “but it was only in the moment.” Groups formed here and there, sharing personal anecdotes about him with smiles.

One incident symbolising such episodes comes to my mind. Around 2002, a dinner hosted by Mr Suzuki was held in a tatami room on the second floor of the Azabu Nagasaka Sarashina Honten restaurant. Having become President in June 2000, Mr Suzuki already possessed the presence of a commanding leader, and I, then in my early thirties, was seated at the lowest end of the table.

About an hour after the dinner began, Mr Suzuki’s angry voice rang out.

“Don’t talk about information you just read in a book as if it were your own experience.”

An attendee seated with us had shared some knowledge about soba noodles, and Mr Suzuki listened attentively, responding, “Is that the taste of that soba shop, and is that its reputation?” However, the information turned out to have come not from the attendee’s own visit to the restaurant but from a “soba restaurant guidebook.”

Upon discovering the true source of the information, Mr Suzuki erupted in anger, but after the storm passed, the dinner returned to its original atmosphere. The attendee remained seated formally on his knees, but actually expressed gratitude for the correction. Naturally, the relationship between Mr Suzuki and that attendee continued afterwards, and they even went together to soba restaurants.

For those who knew the deceased, such episodes are countless.

I believe that there will never again be a president like Mr Suzuki. He relentlessly pursued performance numbers and would openly scold people, whether they were from his own company or another.

Speaking with self-reflection, such a “corporate person” may not only be an exceptionally rare and valuable individual in the Reiwa era of 2025, but may no longer exist at all.

That is precisely why those attending the farewell ceremony spoke fondly of their shared memories with him. The farewell ceremony for Mr Suzuki gave many attendees the opportunity to reconnect with old acquaintances. I feel that this too was one of his remarkable achievements.

I would like to once again pray for the peaceful repose of the deceased.

(Hirofumi Yamamoto)

■Added below is the text of the “Letter of Appreciation” jointly signed by Chairman of the Board Junichiro Ikeda and President & Chief Executive Officer Takeshi Hashimoto, which was handed to the attendees and contains a remarkable episode illustrating Mr Kunio Suzuki’s character.

Letter of Appreciation

We sincerely appreciate your attendance today at the “Farewell Gathering” for our former Chairman of the Board and President, Mr Kunio Suzuki, despite your many commitments.

Since joining Osaka Shosen Kaisha in 1962, the late Mr Suzuki was involved in the energy transportation business, mainly tankers, and in his youth gained broad vision through his experience at the New York branch office. He dearly loved shipping, and even in severe management environments, he continued to hold the belief that “shipping supports people’s lives and the economy”, dedicating himself to steering the company’s management.

During the merger with Navix Line Co., Ltd. in 1999, he worked tirelessly as a negotiator to realise the integration. Upon assuming the position of President & Chief Executive Officer in 2000, he drove forward aggressive investment while encouraging employees, saying, “Put forward proposals one after another. Do not compromise easily; state your opinions clearly.” In doing so, he played a central role in driving the growth of MOL as a comprehensive shipping company.

In particular, his bold decision to place aggressive and early orders for Capesize bulk carriers, foreseeing rapid global demand growth centred on China, became a turning point that significantly strengthened our business foundation and remains a management decision still talked about today.

Furthermore, from 2005 to 2007, he served as Chairman of the Japanese Shipowners’ Association, where he led the introduction of the tonnage tax system, which became a turning point in greatly enhancing the international competitiveness of Japan’s shipping industry, and made a significant contribution to strengthening cooperation within the industry and establishing a sound industrial foundation.

At the same time, the late Mr Suzuki valued personal relationships and reading. Even after dinner engagements, he enjoyed reading every day, generously sharing knowledge gained from history and management books with younger generations and setting an example as a business leader.

He cherished the words of Philip Marlowe, the protagonist of Raymond Chandler’s novels: “If I wasn’t hard, I wouldn’t be alive. If I couldn’t ever be gentle, I wouldn’t deserve to be alive.” Holding the conviction that “a company cannot contribute to society unless it is strong”, he was a strict person in daily life, but behind that strictness lay a kindness that reached people’s hearts. Long before diversity in values was widely discussed, he quietly supported and guided others so that everyone could work in their own way.

The belief cherished by the late Mr Suzuki, “shipping supports people’s lives and the economy”, is deeply connected with our current corporate philosophy, “Bring value to life. Sustain the future from the blue ocean.” We will firmly inherit his spirit and continue to devote ourselves to contributing to society as one team of employees.

Here, we would like to express our heartfelt gratitude for the many courtesies you extended to the late Mr Suzuki during his lifetime, and we pray for his peaceful rest.

9 December 2025

Mitsui O.S.K. Lines, Ltd.

Chairman of the Board Junichiro Ikeda

President & Chief Executive Officer Takeshi Hashimoto

鈴木邦雄・元商船三井社長・会長の「お別れの会」

海運、造船ら日本の海事関係者が列席

■晴天の下、故人を偲ぶ

　当日、参加した多くの参加者が口にしたのは、鈴木氏に「何度怒られたか」という話題だった。「瞬間湯沸かし器」という表現がぴったりの通り、鈴木氏には私も駆け出し記者時代は何度も怒られた。

　当時のエピソードはこちらから

　しかし、列席者の輪の中では一言も故人を悪く言う人はいない。むしろ「投資案件の説明の前振りが長すぎて怒られた」「ポイントをしっかり説明しろと怒られた」というエピソードの後に、「でもその場限りだったな」と皆が口を揃える。様々なところで故人のエピソードを笑顔で話す輪ができた。

　私にも、そのエピソードを象徴する出来事が一つ思い出される。2002年頃のことだ。当時、鈴木さん主催の懇親会が麻布永坂・更科本店の二階の座敷であった。2000年６月に社長に就任した鈴木さんは、既に大社長の貫禄があり、30代前半の私は末席につらなった。

　会食が始まり1時間ほど過ぎたころだった。突然、鈴木さんの怒声が響いた。

　「そんな本で読んだ情報を自分のエピソードのように語るな」

　私と同席した人間が蕎麦に関する知識を披露し、鈴木さんも「あそこの蕎麦屋はそういう味か、そういう評判か」と同席者の話に熱心に耳を傾けていた。しかし、その同席者の語った情報が自分でそば屋に足を運んで得た情報ではなく、「蕎麦屋の本」からの情報だった。

　鈴木さんは「ネタ元」の真相を知って激怒したわけだが、その後は嵐が過ぎ去ったかのように元の宴会に戻った。同席者はずっと正座を続けていたが、むしろ鈴木さんの指摘に感謝していた。もちろん、その後も鈴木さんとその同席者の関係は続き、蕎麦屋にも一緒に行っていた。

　故人を知る人にとって、このようなエピソードは枚挙にいとまがないだろう。

　今後、鈴木さんのような社長は出てこないとも思う。貪欲に数字を追い求め、悪いことは悪いと自社であろうと他社の人間であろうと遠慮なく怒る。

　自戒を込めて言えば、こういう「企業人」は2025年の令和の時代にはもはや稀有な人財どころか、存在しないとさえ思える。

　だからこそ、「お別れの会」で参列した皆さんは鈴木さんとのエピソードを懐かしみながら話す。鈴木さんの「お別れの会」がきっかけで、多数の列席者が旧交を温めることもできた。それも故人の素晴らしい偉業の一つだと実感する。

　改めて故人のご冥福を祈らせていただきます。（山本裕史）

■参列者に手渡された池田潤一郎・取締役会長と橋本剛・代表取締役の連名の「御礼」の文章が鈴木氏の人柄を示すエピソードとして素晴らしい内容なので下記に付記させていただきます。

御礼

　本日はご多用中にもかかわらず、弊社元代表取締役会長・社長鈴木邦雄の「お別れの会」にご来臨を賜りまして、誠にありがとうございます。

　故人は、1962年に大阪商船株式会社に入社以来、タンカーを中心にエネルギー輸送事業に携わり、若き日にはニューヨーク支店を経験し広い視野を培ってまいりました。海運をこよなく愛し、厳しい経営環境にあっても「海運は人々の暮らしと経済を支えるものである」との信念を持ち続け、会社経営の舵取りに邁進してまいりました。

　1999年のナビックスライン株式会社との合併では、交渉役として合併実現に奔走し、2000年に代表取締役社長に就任すると「どんどん提案を出せ。安易に妥協せず、自分の意見をはっきりと主張せよ。」と社員を鼓舞しながら積極的な投資を推し進め、総合海運企業としての商船三井の成長を牽引いたしました。

　とりわけ、中国を中心とした世界的な需要拡大をいち早く見通し、ケープサイズバルカーの積極先行発注を大胆に決断したことは、当社の事業基盤を大きく強化する転機となり、今なお語り継がれる経営判断であります。

　また、2005年～2007年にかけては日本船主協会会長を務め、日本の海運業界の国際競争力を大きく高める転機となったトン数税制の導入を主導し、業界の連携強化と健全な産業基盤の確立に多大な責献を果たしました。

　一方で故人は、人付き合いと読書を大切にし、会食を終えたあとも日々の読書を楽しみとし、歴史や経営書から深めた学びを若い世代にも惜しみなく伝え、経営者としての背中を見せてくれました。

　レイモンド・チャンドラーの小説の主人公フィリップ・マーロウの台詞「タフでなければ生きて行けない。優しくなれなければ生きている資格がない」を胸に、「企業は強くなければ社会に貢献できない」と考え、日頃は厳しい人でありましたが、その厳しさの奥に人の心に寄り添う優しさがあり、価値観が今ほど多様に語られる以前より、誰もが自分らしく働けるよう静かに支え導く存在でありました。

　故人が大切にしていた信念「海運は人々の暮らしと経済を支えるものである」は、現在の当社理念「青い海から人々の毎日を支え、豊かな未来をひらきます」に深く通底しており、私たちはその精神をしっかりと受け継ぎ、今後も社員一丸となって日々精進し、社会への貢献に努めてまいります。

　ここに、故人が生前に皆様から賜りました数々のご厚誼に対して、衷心より厚く神礼申し上げますとともに、故人の安らかなる永眠をお祈りいたします。

2025年12月9日

株式会社　商船三井

取締役会長　池田潤一郎

代表取締役社長　橋本剛　