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We spoke to Mr. Kina Kosuke of the CSR & Citizenship & Culture Department, Brand Communications Headquarters at Panasonic Corporation, about his project, "Japan's first sustainable introduction of sustainable seafood to employee cafeterias" expansion promotion project, which was crowned the inaugural champion in the Initiative (now Leadership) category of the first Japan Sustainable Seafood Awards. He talks about his experiences since becoming a champion, and his thoughts on creating a sustainable seafood movement.
Hanaoka:It seems like the introduction of sustainable seafood into the company cafeteria could even lead to work style reform. How do you think the project itself will develop going forward?
Kina:First of all, we would like to aim to introduce sustainable seafood to all of our company's approximately 100 cafeterias within the next fiscal year. In addition, an increasing number of large companies are obtaining MSC/ASC CoC certification, and in order to further accelerate this trend, we would like to set up a corporate network that can share and utilize the know-how we have accumulated so far.
This activity doesn't end once it's introduced. It's also important to come up with ways to keep employees interested in it even after it's introduced, so I hope we can work together to make it a movement.
Hanaoka:I feel that the movement is entering a new phase, as large companies with no direct connection to the fishing industry, such as Panasonic, are helping to revitalize it.
Kina:We would like to turn this activity into a movement together with various companies and people from all related industries. And we would like to contribute, however small, to creating a world in which sustainable seafood is the norm in Japan and around the world by 2030, the deadline for achieving the SDGs.
It may be ideal to introduce this type of initiative at restaurant chains with large distribution volumes, but it is likely to be perceived as a sales pitch rather than an effort to solve social issues, and even if a product is socially good, it can be difficult to get people to buy it if it is a little more expensive.
Therefore, I think the key will be to first introduce it to employee cafeterias of major companies, raise awareness of sustainable seafood among employees, and change their consumption behavior. As with 2030, I also hope that the 2025 Osaka World Expo will be an opportunity to raise awareness of efforts toward the SDGs.
Hanaoka:You've previously mentioned that the company cafeteria is positioned as a kind of experiential media, with employees sharing their experiences at the cafeteria at home and then going to the supermarket to buy groceries on the weekend.
Kina:Yes. We don't just inform employees about the social significance of sustainable seafood, but also provide information on where it is sold, such as that it can be purchased online, through Pop-ups on the tables in the company cafeteria, in an effort to change consumer behavior. As a result, it seems that Sussey is often mentioned in conversations among employees in the company cafeteria, with comments such as "I looked for this mark at the supermarket the other day and bought it," or "I've known about this mark for a while but didn't understand what it meant."
Hanaoka:I'm looking forward to it. Lastly, please give a message of encouragement to those who will be applying for the award in the future.
Kina:I think there are three important points to keep in mind when starting or expanding a project like ours that is the first of its kind in Japan.
The first thing is whether you have a proactive attitude and a positive mindset.
Even if you try to actually introduce sustainable seafood into your company's cafeteria, you cannot do it on your own. It is important not to simply ask the food service company to do it, but to convey your thoughts and attitude that you would like them to help you by taking the initiative to raise awareness among your employees and work to get them to eat it.
The second is whether you can create a win-win story.
Our company found social significance in introducing sustainable seafood to company cafeterias, but in order to make the catering company see it as an activity worth taking on, we proposed that by taking on the initiative now, they would be able to convey that they are a "company that is at the forefront of sustainability," as interest in sustainability is sure to increase in the run-up to the Olympics, and that other companies could use our track record in their sales activities. I don't think things will move forward unless partner companies also take a positive approach.
The third is to build equal relationships with internal and external partners so that they can consult us about anything.
By always telling them they could consult us about anything, various issues came to light and we were able to take measures at an early stage, which allowed us to move forward. For example, the school lunch company initially had a strong negative reaction because they misunderstood that everything had to be changed to sustainable seafood, but by raising the issue and discussing it, we were able to find a realistic compromise of starting by providing it once a month. Also, several companies tried to order new knives and all other cooking-related items due to confusion with halal certification, but we were able to stop them.
Although we are in different positions, if we can have lively discussions and cooperate as partners in activities that have social significance, we can develop the wisdom and know-how to move forward. I truly believe that our efforts have been nurtured by everyone, and this was possible only because we were equal partners, which I think is extremely important.
Hanaoka:That's wonderful, I'll continue to support you. Thank you.
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If you are interested in the corporate network for expanding and promoting sustainable seafood, which Mr. Kina introduced in this blog, please contact us at the email address listed below.
sus-sea@ml.jp.Panasonic.com
*This article is reprinted from Seafood Legacy Co., Ltd.'s blog.
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