From sports gear to promotional goods, Unifast provides the speed, quality, and creativity brands need to bring their ideas to life.
To begin, could you share your fundamental view of manufacturing and what you believe sits at the heart of Japanese monozukuri?
I believe the basic process of manufacturing is to make the other person happy. That is the foundation. It is a way of thinking, and it is also an attitude. In that sense, it is a philosophy of how we approach making things.
This may be a difficult question, but could you tell us more specifically about what you would call the “soul” of monozukuri, the spirit behind Japanese manufacturing?
Yes, this is a difficult question. When we talk about the soul of monozukuri, we are not only talking about the final output or technical skill. Of course, Japanese manufacturing is recognized for its high quality, and that is important. But the deeper soul is a mindset of sincerity, responsibility, and long-term commitment. It is about why something is made and how it fits into society, not just whether it meets technical standards.
In this interview, we have been discussing the differences between Japan’s manufacturing industry and manufacturing in other countries. How would you describe Japan’s unique strengths?
Monozukuri is not something that exists only for customers. That is our fundamental belief. Many outstanding Japanese companies do not look only at markets or customers. They also consider suppliers, employees, their families, and local communities. They try to maintain balance across the entire economic system. That sense of balance is what makes Japanese manufacturing unique.
You recently established a new office. Was one of the goals to make it easier for customers to visit?
Yes, absolutely. It was designed to be more accessible for our customers. At the same time, it is also intended to provide a comfortable working environment for our employees and to facilitate smoother communication and collaboration with our business partners.
If we compare Japan’s manufacturing philosophy with other countries, where do you believe Japanese OEM manufacturers have an advantage?
The advantage lies in balance and long-term thinking. We are not a consumer-facing brand ourselves. We work as a manufacturing partner for global sports and lifestyle brands. That position requires a strong sense of balance and long-term cooperation with customers, suppliers, and partners. Companies that succeed are those that can maintain this balance over time.
That sounds philosophical.
Yes, it is philosophical, and we value that perspective. Our success does not come from acting alone. It is supported by collaboration. Our philosophy is to support brands and help them succeed.
December 25, 2025 – Christmas Day: President Atsushi Hashimoto serving chicken to employees at Unifast’s new office.
ESG seems central to your philosophy. How important is ESG integration to your business?
We are not a government, and there are limits to what a single company can do. However, one meaningful role a company can play is contributing through ESG. We work on ESG to reduce challenges for future generations. Broad social changes should not be ignored. As a business leader, I believe it is my responsibility to acknowledge these realities and respond through management decisions.
Initiatives such as Shibuya Font allow companies to demonstrate awareness of people in socially vulnerable positions. Even small companies can use such initiatives as a way to express their values.
Can other companies use such initiatives as tools to show their commitment to social issues?
Yes, absolutely.
Are there any additional disability-related initiatives you are planning?
Yes. In Japan, it is still rare for small companies to engage in these initiatives. That is precisely why we want to continue exploring and developing them.
Your business model differs from others. Why did you choose a catalog-driven proposal approach?
Developing a catalog takes six months to a year. During that time, values and needs can change. Ideas only gain value when they are used by others. We collaborate with agencies, designers, trading companies, and factories to build networks. Repeating this process allows us to continuously adapt.
Rising costs are a global issue. How do you think about supply chains?
We do not change supply partners frequently. Trust is more important than short-term cost savings. The distribution of benefits shifts over time among us, our customers, and our factories. Maintaining long-term balance is essential.
How do you view the Japan–China manufacturing relationship in the context of economic cycles?
Economic environments change in cycles of five to ten years. Depending on conditions, collaboration between Japan and China can take different forms. Rather than reacting to short-term shifts, we focus on preparing for the long term.
You mentioned that environmental value is influenced by politics. How does that affect your view of differentiation?
Environmental value does involve political factors, and global priorities can shift depending on leadership. That is why differentiation should be built through direct, fair competition with competitors. Business is ultimately shaped by how one company competes responsibly against another.
How do you approach hiring and developing talent?
We hire people who resonate with our philosophy. Out of roughly 300 to 350 applicants each year, we interview only those who align with our values. We do not see employees as labor, but as partners.
How do you position your company compared to competitors?
We focus on long-term relationships rather than individual wins. Business is company-to-company, not person-to-person. It is important to provide consistent quality and service even when personnel change.
Why do you emphasize long-term transactions rather than one-time deals?
Real business begins with the second, third, fiftieth, and hundredth transaction. Sincerity toward customers, employees, and suppliers is rewarded over time.
Why did you launch your private brand, MAASTIK?
The purpose was employee growth. We had team members who wanted to challenge themselves creatively in fashion, and creating that opportunity energizes the entire organization. Ideas only gain value when they are used for others.
How do you view China’s role in manufacturing over the long term?
China’s manufacturing industry will continue to exist. We have built strong, long-term relationships over many years, and we intend to maintain them.
Looking ahead, what is the key to doubling your business over the next decade?
The key is competing effectively. The essence of business does not change, but the nature of competition does. Understanding competitors, markets, and teams is the only path forward.
Do you believe competition is essential to business?
Yes, absolutely.
Have you always held that belief?
Yes, I believe so.
Five years from now, where do you want your company to be?
I want us to be developing the next generation of leaders. Creating an environment where leadership continues to emerge is good for the company and for Japan.
Finally, for a global audience, how would you define your company in one sentence?
We are a company that competes sincerely, maintains balance across all stakeholders, and builds long-term partnerships to create sustainable value.
For more information, please visit their website at: https://www.unifast.co.jp/
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