[2026 New Year's Interview] Why change the company name now? A seafood industry leader shares his strategy for surviving turbulent times (Part 2)

Maruha Nichiro Corporation President and CEO Masaru Ikemi
Seafood Legacy Co., Ltd. President and CEO Kazuo Hanaoka

Maruha Nichiro Co., Ltd. plans to change its name to "Umios Co., Ltd." in March 2026 and relocate its headquarters. Behind this is the desire to demonstrate to the world its determination to continue leading Japan's fisheries industry into a new era as a solutions company, using solving marine issues as an example of turning it into a business.First part).

Furthermore, Maruha Nichiro will acquire Seafood Legacy's "Responsible Seafood Sourcing Roundtable (JRSR）Maruha Nichiro and seven other major companies will work together to ensure that seafood procurement and traceability take into consideration the environment and human rights.

To kick off 2026, Maruha Nichiro Corporation President and CEO Ikemi wiseThis is a conversation between Mr. and Kazuo Hanaoka, CEO of Seafood Legacy Co., Ltd. In the second part, we will talk about their aquaculture efforts and JRSR.In addition, We will discuss our respective future prospects.

Aquaculture has many hurdles.Government support needed from the perspective of food security

Hanaoka:
Aquaculture is an essential option in building a sustainable food system. How should the industry expand aquaculture and work towards sustainability in the future?

Ikemi:
Aquaculture is growing rapidly, surpassing the fishing industry, but it's not easy. First, there's the impact of climate change. We farm yellowtail in Oita and Kagoshima prefectures, and our Oita fishing grounds achieved ASC certification in 2018. However, in Kagoshima fishing grounds, sea surface temperatures are rising year by year, so we're taking measures such as converting yellowtail pens to sinking systems and lowering them deeper into the ocean. Sea surface usage rights are regulated in Japan, so it's not easy to move pen locations. Aquaculture requires operating capital until the fish are grown, and from the perspective of Japan's food security, it would be good if the government were more flexible in its cooperation.

Submerged fish cages at Sakurajima fishing grounds in Kagoshima

There is also the issue of feed costs rising every year. In light of this, we are also working on initiatives to utilize food waste. There are issues such as foreign matter contamination and stable supply, but in terms of using up all the fish without leaving any leftovers, there is the potential to reduce food waste. Aquaculture is simply a high hurdle.

Aquaculture is essential for building a sustainable food system, but in reality there are many challenges

The entire fishing industry should cooperate where necessary

Hanaoka:
Seafood Legacy will be completed in October 2025."Responsible Seafood Sourcing Roundtable (JRSRannounced the establishment ofYour company and othersSeven major Japanese seafood-related companies have expressed their intention to participate. Here, we will discuss ways to ensure traceability and seafood procurement that takes into consideration the environment and human rights.Generally, people are reluctant to share their suppliers and customers with competitors, but your company is not willing to share its suppliers and customers with competitors.SeaBOSYou are also participating in the 2019 FIFA World Cup and actively collaborating with competitors. Why are you open to collaboration?

Ikemi:
As a private company, it is natural that we must fight where we need to fight, but in the coming age, we must also cooperate where we need to cooperate. In the field of distribution, there is no longer only competition, but cooperation is beginning to take place, such as the establishment of joint transportation systems. I think it is time for us to change as well. JRSR in particular,It's great that retailers like Seven & i Holdings Co., Ltd., which are downstream in the traceability process, are also participating. Even if producers gather together and obtain certification, it's meaningless if there's no one to buy it.I think JRSR's efforts are wonderful.

Personnel evaluation is shifting from focusing on economic value to linking it to environmental and social value.

Hanaoka:
Starting in fiscal 2023, your company will introduce a system that links the KPIs of "environmental value" and "social value" set out in your sustainability strategy with personnel evaluations. I think this is a great system in which working on sustainability can lead to career advancement, but was it difficult to get this system started?

Ikemi:
Our corporate value is not just economic valueEnvironmentvalue·社会This system was also introduced into personnel evaluations because it includes value, but this year we have further reduced the proportion of perspectives related to economic value.Environmentvalue·社会In addition to value, we have decided to focus personnel evaluations mainly on the items of challenge and co-creation. The era of internal competition to increase the profits of a single department is over, and we have entered a stage where we need to increase corporate value through collaboration between departments. Furthermore, we want employees to think about how they can co-create with both inside and outside the company and take on new challenges. If they don't do this, the company will not change.

Starting in March of this year, we will be relocating our headquarters to Takanawa Gateway and transforming into a solutions-based company. As part of our efforts to become a solutions-based company, we will begin in May 2024.JR East and the University of Tokyo have also begun a joint initiative to create the "Planetary Health Diet." The "Planetary Health Diet" is a project that aims to create sustainable and enjoyable food for the future that is kind not only to people but also to the planet, and is currently rethinking how we eat fish.

I think that everyone in a position to evaluate within the company is worried about the new evaluation system.Regarding matters related to corporate transformationI hope you will think about it even if it takes time.

Hanaoka:
Seafood Legacy has set a goal at the Sustainable Seafood Summit (TSSS) to make sustainable seafood mainstream by 2030. What do you think is needed to achieve this?

"Our goal is not something that can be achieved by one person alone," says President Ikemi.
Participate in JRSR and advance discussions with stakeholders

Ikemi:
This is not a goal that can be achieved by one person alone. All stakeholders involved in the fisheries industry must share the same enthusiasm and work together to achieve it. And having a specific numerical target may make it easier to move forward.

Hanaoka:
That's right. My image of a situation where sustainable seafood has become mainstream is one in which consumers don't have to think about whether a fish is certified or sustainable when they pick it up. But to make sustainable seafood mainstream, there are a multitude of issues that need to be resolved, including IUU fishing, human rights issues, and biodiversity loss. How can we overcome these difficult problems?

Ikemi:
Just as we are doing at JRSR, I think the best thing to do is to clarify non-competitive areas and understand the need for cooperation. This awareness is now emerging throughout the fishing industry, so it is not impossible. Let's work hard together. If we can't catch fish, we can't compete. What we need to do should be simple.

2026 is a year of change. Two leaders talk about their aspirations for the year

Hanaoka:
Speaking with you again today, I sensed your company's strong leadership in a different form than before. Japan's fishing industry also faces many challenges, but I think it is moving in a positive direction. Finally, please tell us your aspirations for this year.

Ikemi:
This year, we are about to change our company name and relocate our headquarters, which can be said to be symbols of our corporate transformation. I am excited about these big events and want to make the most of this great opportunity. What are your goals for this year, Hanaoka-san?

Hanaoka:
2026 will also be an important year for Seafood Legacy. First, in Japan, we will work to put JRSR, which we established last year, into good shape. Next, we will expand our activities, which have been based in Japan until now, to Asia. The concept of sustainable seafood has taken root in Japan, but if we do not share this concept in Asia, where the market is growing rapidly, all the collaborative efforts we have made in Japan so far will be in vain.

Ikemi:
I have worked in Thailand for about nine years, and from that experience I can say that the government is proactively supporting the issue, and I believe it is not impossible to improve the situation in Asia as well. I also support Mr. Hanaoka's efforts.

Interviewed and written by: Shino Kawasaki
After working at a design firm planning and editing corporate advertisements, she became a freelance writer, copywriter, and food coordinator in 2016. She writes in a variety of fields, including lifestyle, food and drink, and medicine.