Thank you very much for welcoming us today. To begin, I would like to ask about the background behind the global success of Japanese food culture. In 2024, Japan’s food exports reached a record 1.5 trillion yen, and the number of Japanese restaurants overseas has tripled in the past decade. Moreover, foreign tourists visiting Japan specifically for Japanese cuisine, such as ourselves, are increasing year by year. In this context, seafood—particularly sushi—has become a symbol of Japanese food culture worldwide. Mr. Yamashita, how do you view this global success of Japanese cuisine

One reason Japanese cuisine has achieved such success worldwide is that exports to the United States began early on. Around 30 years ago, when I personally traveled to the U.S., I witnessed the early signs of a sushi boom. Awareness was growing that Japanese fish was healthy.

Through this experience, we came to believe that our business should not be limited to the domestic market but should also look toward the world. Our cooperative, which is composed mainly of fishermen, began to see fishing as a regional industry and launched full-scale exports to global markets at that time.

Initially, the main export destination was the U.S., but we later expanded to other countries as well. In particular, we increased the production volume of yellowtail (buri) and worked to improve quality, building products that could compete in the global market.

Domestically, regions such as Kagoshima, Kyushu, and Shikoku also had active yellowtail farming, but the market had become saturated. That is why we decided that pioneering overseas markets ahead of other regions represented a major opportunity for us.

 

That was truly foresightful. What would you say were the key factors behind your success in overseas markets?

I believe the most important factor was focusing early on the U.S. market and beginning exports there. At the time, interest in Japanese food and fish was rising in America along with the growth of health consciousness.

Another key was that we carefully understood the differences between foreign and domestic market needs and adapted accordingly. For example, in the U.S., larger yellowtail are preferred, so we adjusted our farming methods and shipping standards.

We also worked on developing feed specifically for export markets, making efforts to deliver the quality and taste that foreign consumers sought. I believe such detailed efforts built the trust and track record that led to our success.

 

 

Turning to the domestic side, Japan’s fisheries industry is facing serious challenges of aging and a shortage of successors. Yet, in your cooperative, over 42% of fishing households already have successors secured, which is a rare success story. Could you tell us more about initiatives such as the youth division that was established to foster the next generation?

To foster successors, the first requirement is an environment where stable income can be expected. Without this, no matter how noble the ideals, young people will not stay in the industry.

Our cooperative has been building support systems for fishermen since the 1940s. Many of today’s successors are now the third generation, and I feel that the results of these long-term efforts are finally taking shape. This system owes much not only to the efforts of the fishermen themselves but also to the strong support of Nagashima Town’s administration.

Furthermore, the staff of our cooperative do not simply leave matters to the successors but think together about the future of the industry. For example, we are always taking on new challenges, such as entering the export business, to create an environment where young generations can work with stability.

 

It seems you have been quick to adopt new initiatives in line with the times. Could you give some examples of trends you anticipated?

One example is our response to climate change. As the natural environment changes significantly, it is becoming difficult to maintain stable fisheries with conventional methods. For this reason, we have been working on developing sustainable feed and improving aquaculture technologies.

It is also essential to properly pass down such technologies and knowledge to the next generation. The importance of data-based production management is also increasing. At present, we are using ICT technologies to monitor the size and quantity of fish daily across 1,600 farming tanks.

 

In terms of collaboration with technology, companies such as Tokyo Ichiban have strengthened traceability, introducing systems that allow them to monitor the health of fish in real time. Is your cooperative considering such technological partnerships as well?

Yes, we are moving in exactly that direction. Managing aquaculture tanks requires advanced data processing. To supply as much as 12,000 tons of fish consistently every year, daily monitoring and management are crucial.

We began introducing these systems over the past two to three years and plan to continue developing them step by step. We are also proactively considering technology partnerships, making use of government subsidy programs. While we are not a large corporation, our advantage lies in being flexible and moving quickly.

I understand that around 70% of your exports currently go to the United States. Given recent political risks and tariffs, are you considering exports to other countries as well?

Yes, we strongly feel the necessity. For example, under the Trump administration, Japanese products were subject to a 15% tariff, which had a significant impact.

Going forward, we plan to expand exports to the EU, China, Korea, and Southeast Asia. In Europe, a company called True World is taking the lead locally, and exports are progressing in countries such as France and the UK. In 2023, we exported 185 tons to the EU.

 

As for market entry methods, is collaboration with partner companies the main approach? And are you also considering expansion into B2C?

Currently, most of our business is B2B, but we are also promoting initiatives targeting individual consumers by leveraging systems like the “Hometown Tax” program. Through our subsidiary JFA Co., we also sell directly to domestic consumers via an online shop. In the future, we are considering overseas B2C expansion as well.

 

Finally, could you tell us why the “Buri-oh” brand of yellowtail is particularly highly regarded?

The key reason is that we put great effort into brand-building. If each of the 110 fishermen raised fish independently, there would be inconsistency in quality and supply. By standardizing everything from feed development to production management, we established the “Buri-oh” brand. The long years of steady effort are now finally bearing fruit.

 

From the perspective of sustainability, why is farmed yellowtail considered superior to wild-caught?

The first reason is stable supply. Wild catches fluctuate greatly from year to year, but aquaculture ensures consistent quality and quantity.

Second, from an environmental standpoint, aquaculture meets demand without placing excessive strain on natural resources. In Hokkaido, aquaculture of scallops and salmon is also growing, and the importance of aquaculture in the fisheries industry overall is rising.

Among consumers, there used to be a strong preference for wild fish as being “safer,” but by building brand strength and making safety and quality visible, trust in farmed fish has steadily increased.

 

As a final question, with 110 fishermen each being independent business owners, you lead the cooperative as its head. What is the personal mission you hope to fulfill before passing the baton to the next generation?

It may sound a little abstract, but my goal is to build a cooperative with a strong and stable management foundation. At present, stability is not yet fully assured.

Over the next 10 or 20 years, I want to develop the organization into one that is stronger and more flexible, establishing a foundation that can be entrusted to the next generation with confidence. That is my greatest mission.