Blessings from The Sea

For eleven consecutive years, Japan’s food exports have reached record highs, totaling JPY 1.45 trillion in 2023. This trend is mirrored globally, with the number of Japanese restaurants overseas more than tripling over the past decade—from 55,000 in 2013 to over 200,000 today. What do you believe is driving the growing global popularity of Japanese cuisine, leading to record-high exports and the rise in Japanese restaurants worldwide?

One key factor is the global trend toward health and wellness, which Japanese companies are actively aligned with. Japanese cuisine is widely recognized and praised for its nutritional benefits, attracting more overseas consumers. It is not only low in sugar and fat but also emphasizes fresh, seasonal ingredients, minimal processing, and traditional preparation techniques. Additionally, it remains reasonably priced—even compared to some fast-food chains.

I believe these factors explain the rising global popularity of Japanese food. The wellness aspect is becoming increasingly relevant as more people face health challenges such as obesity, diabetes, high blood pressure, and heart disease. Japanese cuisine offers a dietary approach that supports a healthier lifestyle.

Beyond its nutritional value, another major appeal of Japanese food is its aesthetics. The presentation of seasonal ingredients in traditional arrangements enhances both visual appeal and dining experience. The combination of quality, nutrition, ingredients, and aesthetics contributes to the growing demand for Japanese cuisine worldwide.

Another driving force behind its expansion is the rise in global tourism to Japan. Visitors are drawn to Japan for various reasons, and experiencing authentic Japanese food is a major part of their journey. Many return home wanting to recreate those culinary experiences, which has further fueled the spread of Japanese cuisine internationally.

Government and industry support have also played a significant role in this growth. In recent years, Japan has heavily promoted food exports as part of its broader economic strategy. Washoku (Japanese cuisine) has been a focal point of these efforts, helping Japanese food penetrate international markets.

Of course, UNESCO’s designation of washoku as an Intangible Cultural Heritage has further elevated global awareness and interest. This recognition has acted as a catalyst, sparking international campaigns to promote Japanese food culture abroad.

Social media has also been a powerful driver, with influencers capturing and sharing beautifully presented Japanese dishes. The rise of digital platforms has made it easier than ever to showcase the artistry and uniqueness of Japanese cuisine, further amplifying its appeal.

Lastly, Japan’s reputation for otaku (geek) culture and its dedication to craftsmanship have contributed to the perception of Japanese food. The meticulous attention to detail and precision in Japanese craftsmanship are widely respected, and this association enhances the global perception of Japanese cuisine as something refined, high-quality, and worthy of appreciation.

You mentioned that the government is aiming to push food export numbers even higher. With a shift toward a more globally focused and proactive policy—such as the establishment of the Japan Food Product Overseas Promotion Center—and increased investment in infrastructure, overseas marketing, and human resource development, Japan has set an ambitious goal of reaching JPY 5 trillion in food exports by the end of the decade. Do you believe this target is achievable within that timeframe? Additionally, what role do you see your company playing in contributing to this goal?

Whether Japan can reach this target will depend on the strategies and methods food companies adopt. If the right approaches are taken, I believe it is possible, though it’s difficult to predict the exact odds. As I mentioned earlier, Japan’s exceptional craftsmanship is deeply ingrained in our national character, which can be a strong advantage in achieving this goal. However, sales and marketing have not historically been strengths of Japanese companies, which could present challenges.

To reach these export targets, we must focus on core principles and best practices. In our case, tuna and bonito are our flagship products, so we need to ensure excellence in every step of the process—from catching and freezing to sustainability. By upholding these high standards, we can help deliver the magic of Japanese products to international markets.

Over the next 15 years, Japan is expected to undergo significant demographic shifts, marked by both an aging and declining population. This will result in a labor shortage and a shrinking domestic market. In fact, projections indicate that Japan could face a labor shortfall of approximately 11 million people by 2040. What challenges does this create for your company, and how are you navigating these obstacles to ensure continued growth and stability?

I believe global expansion is the key to addressing the challenges of a shrinking domestic market. While it doesn’t solve every issue, it presents a significant opportunity for our company—especially given the increasing global popularity of Japanese cuisine that we’ve been discussing.

Regarding the labor shortage, employing overseas workers in Japan is important, but simply increasing the workforce is not enough. We must also focus on training and skill development. This includes conducting seminars with experienced managers and offering specialized certifications—both of which we actively implement in our company.

Technological advancement is another crucial factor. We are integrating digitalization and automation into our operations to improve efficiency and reduce labor dependency.

Additionally, our strategy is to focus on high-quality, luxury products rather than lower-cost alternatives, allowing us to generate higher profits. While I’ve outlined these strategies from our company’s perspective, I believe many Japanese businesses will adopt similar approaches as they navigate these challenges.

As a company operating in the fishery industry, which market do you see as having the greatest growth potential?

We must consider the expectations of overseas markets, as each country has different perceptions and demands. For example, in Europe, sushi served on rice is more common, while in the U.S., rolls are the preferred style. By understanding and adapting to these varying preferences, we can offer better products and achieve greater business success.

The core of your marine production division is your overseas purse seine fishery, with a primary focus on tuna and bonito. You operate four vessels, mainly in the central and western Pacific, and work to overcome industry challenges through your overseas fishing operations and strategic bases in Japan and international locations like Phuket. How do these four overseas vessels give you a competitive advantage over other fishing companies in the region?

Our four overseas purse seine vessels are the core strength of our company. Each operates year-round, with voyages lasting between 30 and 40 days.

Another key advantage is our unified supply chain, which covers every stage—from catching the fish to processing and delivering the final product to customers. While some competitors focus on just one part of the supply chain, we oversee the entire process, ensuring quality and efficiency.

Additionally, we benefit from strong partnerships with trusted retailers and wholesalers. For example, we work with companies that hold BRC (British Retail Consortium) Global Standards for Food Safety as well as Hazard Analysis and Critical Control Point (HACCP) certification. While we hold this certification ourselves, we also prioritize working with partners who meet the same high standards and commitment to food safety.

The Fukuichi Nishijima Cold Storage Facility, completed in 2015, plays a crucial role in ensuring food safety and environmental sustainability for both domestic and global seafood distribution. Key features include the Pascal Air system, an energy-efficient, air-based refrigerant that eliminates chlorofluorocarbons and reduces CO₂ emissions; a tunnel freezer capable of freezing over one ton per hour; and a one-way traffic flow design to prevent cross-contamination. With stringent export regulations in place, how do the facility’s advanced technologies and features enable you to efficiently deliver your seafood to international markets while maintaining the highest standards of quality and compliance?

HACCP regulations require one-way processing, meaning every step must follow the same method without deviation. Given HACCP’s strict standards, we implemented the Pascal Air system and tunnel freezer to ensure compliance. These technologies enable us to meet HACCP requirements, which are essential for supplying our products to international markets.

The European Union HACCP is a distinct and more stringent regulation that applies exclusively to the EU. While some Japanese companies meet these requirements, they often do not actively use the certification. I believe we are the first company to not only comply with EU HACCP but also implement it across our entire fleet, products, and cold storage facility.

One critical aspect of our operations is tunnel freezing, which allows us to achieve a higher-quality product. Our tunnel freezer can process over one ton of seafood per hour, ensuring rapid freezing at temperatures as low as -60°C. Every stage of our processing facility operates at low temperatures, including trimming and deboning, before the final pieces are sent to the tunnel freezer. This system is essential in maintaining maximum freshness and taste, which is crucial for our customers.

Rapid freezing also plays a key role in food safety, preventing the growth of harmful bacteria during storage and transportation. The time it takes for tuna or bonito to reach their final destination varies depending on the market. In the US, for example, tuna surfaces are often treated with a special gas to preserve quality, but once defrosted, the fish turns reddish and does not compare to freshly caught tuna. Our advanced freezing system, however, allows us to preserve tuna at a quality nearly identical to freshly caught fish, regardless of delivery time.

From an environmental perspective, the Pascal Air system helps us reduce CO₂ emissions and energy consumption by evenly dispersing air inside the cold storage facility. This ensures optimal preservation of tuna quality. Additionally, the system operates without catalysts, meaning it does not use freon, a substance harmful to the environment. This makes our operations more sustainable and environmentally friendly, aligning with global sustainability standards and minimizing our facility’s environmental footprint.

As part of your B2B operations, you supply seafood to restaurants and mass retailers across Japan while also exporting tuna and bonito globally. With the growing demand for high-quality seafood in international markets, how is your company capitalizing on this opportunity? Additionally, what sets your seafood apart, making it the preferred choice for international buyers?

It goes without saying that strong global sales depend on access to high-quality raw materials. However, our fleet of purse seine fishing vessels, along with the international certifications and operational strengths we’ve discussed, set us apart from competitors and give us a significant advantage in international markets.

Additionally, operating our conveyor belt sushi restaurant, Kaisen Gyokou "Fukuichimaru," in Shizuoka has been a valuable experience for us. It not only deepens our understanding of customer preferences but also helps reinforce a positive brand image in the minds of consumers.

The global demand for seafood is enormous, but the fishing industry often faces criticism regarding the need for more sustainable practices to protect marine ecosystems. How is your company balancing sustainability with efficiency, ensuring responsible fishing practices while still delivering the highest-quality seafood?

We are strongly committed to sustainable fishing practices and eco-friendly operations, which we see as essential to our business. This commitment extends to our partners, whom we carefully screen to ensure they also uphold environmentally responsible practices.

In Japan, the Marine Eco-Label Japan (MEL) certification is actively supported and enforced by the government. However, on a global scale, the Marine Stewardship Council (MSC) Fisheries Standard sets even higher requirements for sustainable fishing. Our goal is to align with MSC standards, and we are on track to receive MSC certification by this summer—a milestone that we believe will further strengthen our overseas exports.

Beyond certifications, we take concrete steps to preserve natural fish habitats and strictly adhere to all relevant regulations. For example, when endangered species are inadvertently caught in our hauls, we practice catch and release to support marine conservation efforts.

In addition to your core focus on the seafood industry, your company has diversified into other ventures, including the business development department and the hotel business division, where you operate Hotel Nanvan. What opportunities do you see for these additional business areas, and which do you believe holds the greatest potential for future growth?

We see the hotel business as a natural extension of our marine operations. By opening a hotel in the Yaizu area, we aim to attract more visitors who want to experience the local fishing culture or enjoy our seafood. There is a strong connection between the two industries.

For example, guests staying at our Yaizu hotel receive an all-you-can-eat tuna experience as part of their stay. This unique offering not only enhances the guest experience but also draws more visitors to the hotel, further promoting the region’s rich seafood heritage.

Your company is celebrating its 61st anniversary this year. Looking ahead, let’s imagine we return in four years for your 65th anniversary to interview you again. By that time, what dreams or goals would you like to have accomplished? Additionally, how would you like your company to be perceived in the global market?

Many businesses consider it sufficient to have just one certified individual in the plant, but we go beyond that. We currently have 30 certified professionals, demonstrating our strong commitment to this issue—something we know is important to your readers and consumers worldwide.

We will continue upholding these standards, but it’s not just about having the certification on paper. It’s equally important that our employees develop a deep understanding of sanitary and sustainable practices, recognizing that their role is essential in delivering a high-quality, premium product—which remains our top commitment.

Regarding my ambitions and goals as CEO for the next four to five years, my primary focus is on advancing our premium product strategy, which has become even more crucial due to the labor shortage we discussed. As it becomes increasingly difficult to recruit fishermen, we must raise product prices to ensure better wages and attract skilled professionals to the industry.

Additionally, I want to send a message to the readers: while we operate on land, our role is to support the fishermen who live and work at sea. Our responsibility is to market and sell their catch effectively, ensuring that their hard work is valued and properly compensated.

As CEO, my top priority is to provide fair and competitive wages to the fishermen who perform exceptional work for us. To achieve this, I will focus on balancing supply and demand, investing in R&D, expanding our global presence, and developing innovative new products. I believe that, within the next five years, we can accomplish these goals and strengthen our company’s impact on the global seafood industry.

For more information, please visit their website at: https://fukuichi-world.jp/