Green Energy & Company is leading the Micro GX revolution by advancing bottom-up energy solutions.
We would like to begin by discussing Japan’s macro energy landscape. Currently, Japan faces severe constraints in domestic energy supply, particularly in nuclear power, along with persistently high energy prices. There are also mounting pressures to reduce costs, with Japan’s energy prices now roughly four times higher than those of many other nations. The government’s new energy plan, announced in February 2025, sets ambitious targets to lower greenhouse gas emissions—by 60% by 2035 and by 73% by 2040—while also aiming for renewable energy to account for 23% of the mix and nuclear power for 9%. Given this context, how do you assess Japan’s current energy situation, and what do you see as the key macro-level challenges and opportunities in balancing affordability, energy security, and decarbonization?
Japan’s current energy situation is, frankly, at a crossroads. The country has long depended heavily on imported fuels, and this dependence poses challenges not only for energy security but also for national resilience and competitiveness. From both a geopolitical and economic perspective, we must reduce our overreliance on overseas energy sources. At the same time, Japan is committed to carbon neutrality by 2050, yet our existing energy structure—still dominated by fossil fuel–based thermal power—runs counter to that goal. While the government has set targets to increase both nuclear and renewable power generation, progress has been uneven. Some nuclear plants are slowly coming back online, but in renewables, particularly solar power, we face significant obstacles. Regulatory restrictions are heavy, suitable land is limited, and project development faces multiple bureaucratic layers.
As a result, Japan finds itself in a very challenging position. We need to expand renewable generation rapidly, but the available land and regulatory environment make it extremely difficult to do so. Unless we address these structural barriers, achieving the government’s ambitious decarbonization targets will remain very tough.
You mentioned land scarcity and regulatory hurdles for solar power. How is your company addressing these challenges in practical terms?
In Japan, solar development tends to follow two main patterns. One is the large-scale “mega-solar” model, which involves clearing mountains or forests for massive installations. The other, which is our approach, focuses on smaller, decentralized projects using unused or abandoned farmland.
Our strategy is to revitalize Japan’s vast amount of idle farmland—about 420,000 hectares nationwide—by installing compact, privately operated solar systems. While it’s often said that Japan lacks land, in reality, there is a great deal of underutilized land that can be transformed into productive energy sites. Large-scale solar farms are increasingly constrained by regulation and community opposition, especially in regions like Hokkaido. In contrast, our small-scale, distributed solar model can coexist harmoniously with local communities and landscapes. We’ve been pursuing this approach from the beginning—while others were focused on mega projects, we concentrated on small, dispersed ones. That’s now proving to be our strength.
Green 300 - Green Energy & Company's medium-term business plan
Let’s move to Japan’s feed-in tariff (FIT) system. Since its introduction in 2012, it helped jump-start renewable energy, but in 2017 the system transitioned toward a feed-in premium (FIP) model. Many projects now also rely on corporate PPAs and environmental certification schemes. How has your company adapted to this evolution—from FIT to FIP and beyond?
The FIT system was, in essence, a set of training wheels for Japan’s renewable energy industry. It was designed to help the market develop until it could stand on its own. Just as a child cannot immediately ride a bicycle without support, the solar industry needed an initial structure to help it mature. However, Japan moved through that phase very quickly—perhaps too quickly. As the FIT prices declined sharply, many companies that had entered the market simply for short-term profit could not sustain their operations and disappeared.
We, on the other hand, have remained resilient because our motivation has always been mission-driven, not opportunistic. Our purpose is to make solar energy a standard, accessible part of everyday life. For us, the transition from FIT to a market-based “non-FIT” world was a natural and necessary step. The companies that failed were those that treated renewables as a temporary business opportunity. We built ours on conviction, and that’s why we’re still here, growing.
You have also announced the “Green 300” plan as part of your mid-term growth strategy, alongside your “Sustainable Growth 2035” vision. Could you elaborate on the main objectives of Green 300 and how these two initiatives are related?
Certainly. At present, our annual revenue stands at around 10 billion yen. To truly establish renewable energy as a major, recognized industry in Japan, we believe the sector needs players of at least 100 billion yen in scale. Currently, there are major industries in construction or real estate, but renewables still lack comparable industrial weight and therefore lack influence. Our “Green 300” initiative is a stepping-stone—a promise to the market to first achieve 30 billion yen in sales. It sets a clear benchmark on the path toward our long-term “Sustainable Growth 2035” vision, where we aim to become a 100-billion-yen company.
So, to clarify, how does “Green 300” serve as part of the broader journey toward “Sustainable Growth 2035”?
“Green 300” is positioned as a milestone within that journey. We see it as the foundation stage where we strengthen our business fundamentals, prove scalability, and build credibility with investors and financial institutions. Once that foundation is in place, it will naturally lead us toward the larger 2035 vision. Our goal is not just to achieve numbers, but to give renewable energy a legitimate industrial presence and voice within Japan’s economic landscape.
What specific strategies are you employing to achieve these ambitious targets—both the near-term Green 300 and the long-term 100 billion yen goal?
We are pursuing two main strategies. First, product diversification. While solar power has been our core business, we are now expanding into grid-scale battery storage solutions. Storage will be a crucial part of Japan’s future energy infrastructure, and we intend to be at the forefront of that field. Second, geographic expansion. At present, our operations are concentrated in the Shikoku and Chugoku regions, as well as parts of Kanto. There are still many untapped areas—Kyushu, Tohoku, and Hokuriku, for example—where we see great potential. By expanding both our product lineup and our regional coverage, we can achieve our growth targets domestically before turning our eyes to overseas markets.
Speaking of overseas, do you intend to simply export your existing Japanese business model abroad, or do you envision forming partnerships with overseas firms as part of your international expansion?
Our approach will be partnership-based. We intend to collaborate with local companies abroad, combining their regional expertise with the technology and operational know-how we have cultivated in Japan. This will allow us to tailor our renewable solutions to local market conditions while ensuring consistent quality and sustainability.
Which regions or countries do you currently find most attractive for such partnerships?
Asia, without a doubt. As a Japanese company, I feel we have both an obligation and an opportunity to showcase Japan’s renewable capabilities within Asia. Historically, Japanese products and technologies shaped much of the region’s economic development. I want to revive that legacy through renewable energy. We are currently exploring partnerships and have conducted site visits in countries such as Indonesia, Cambodia, Vietnam, and Australia. Personally, I have a special fondness for Cambodia and Vietnam—they’re beautiful countries with great potential for renewable growth.
For our global readers—many of whom are executives, investors, and industry leaders—what do you see as Green Energy & Company’s defining strengths and points of differentiation from other firms, both in Japan and internationally?
That’s a very good question. Our greatest strength lies in our internal culture and philosophy. Many companies enter this field because they are required to, or because clients demand it. We act from belief. We create what we genuinely think the world needs.
Three core values define our company. First, speed—we move faster than anyone else in adopting new ideas. Second, the courage to challenge convention—though we hold construction and real estate licenses, we don’t let traditional industry norms restrict innovation. Third, systemization—we excel at creating efficient frameworks that reduce costs and generate new services. It’s not about holding a specific patent or proprietary technology; it’s about maintaining the mindset to constantly question assumptions and act swiftly. That’s what makes us different.
Your company has also been investing in grid-connected battery storage systems. How does this business fit into your overall growth strategy?
Battery storage is absolutely essential for the future of renewable energy in Japan. As we increase renewable generation, the grid faces growing constraints. Without the ability to store excess power, we simply cannot integrate more renewables into the system. That is why we established a wholly owned subsidiary to focus exclusively on grid-scale battery technology and aggregation systems. We view these batteries not merely as products but as vital infrastructure—foundational to enabling the continued expansion of renewable energy in Japan.
Your company operates a unique, integrated business model combining energy, housing, agriculture, and maintenance under one ecosystem. Could you explain how this model works and what advantages it brings to your customers and communities?
Certainly. Many companies specialize in one vertical—they either build homes, produce energy, or provide maintenance. We integrate all these elements to build sustainable, self-sufficient communities. Because we are based in regional Japan, we understand local realities. For people to live well, energy, food, and housing must function together. Yet many rural regions rely entirely on external suppliers—money flows out to large corporations or urban centers, and local economies decline.
Our mission is to reverse that trend. By ensuring that local companies own the capital and infrastructure for energy and agriculture, profits stay within the community, circulating to improve local livelihoods. This is how we promote true regional revitalization through energy independence.
As a company deeply engaged in both regional revitalization and decarbonization, what do you see as your next major step?
Our next phase is to deepen that integration—to connect local economic development directly with carbon reduction. These two movements—regional revitalization and decarbonization—are now the most significant currents in Japan’s policy and economy. We aim to be a catalyst where renewable energy becomes a tool for local prosperity. Ultimately, we envision a structure where local capital ownership replaces centralized control, ensuring that the wealth created through energy stays within the communities that produce it.
Your company is now in its 17th fiscal year. Looking ahead three years from now, what milestones do you hope to achieve?
Within three years, I want Green Energy & Company to be widely recognized across Japan as the leading renewable energy enterprise originating from Shikoku. In parallel, I want to democratize renewable energy participation. We’re developing a platform that allows individuals to invest in renewable projects from as little as 10,000 yen. At present, we have several thousand participants, but our goal is to reach 100,000 within ten years. Making renewable energy accessible to ordinary citizens is central to our vision.
And finally, for our global audience—if you had to describe your company in just one sentence, how would you express it?
We are a company that designs renewable energy solution products for individuals. While many firms focus exclusively on large corporations or infrastructure projects, our mission is to empower individuals to engage directly with renewable energy—to make sustainability personal and participatory. That is our corporate identity and our purpose.
For more information, visit their website at: https://green-energy.co.jp/
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