We, the Okamura Foods Group, are committed to our mission: “Supplying healthy seafood to the people of the world in a responsible way with respect for nature.” This mission is our fundamental management policy for contributing to society as a global food infrastructure that delivers healthy seafoods.

At present, while global fisheries markets continue to see increasing demand, they are facing serious risks such as climate change, marine pollution, and overfishing. In such an uncertain environment, our “Medium-term Management Strategy 2030” expresses our determination to realize our mission and transform the fisheries industry into a sustainable “growth industry” through two growth engines: “Increase Domestic Aquaculture Harvest” and “Expand Overseas Wholesale Business.”

I believe that promoting sustainability and our continuous business performance improvement are both essential and complement each other; neither can succeed without the other. In our Medium-Term Management Strategy 2030, in addition to outlining the challenges and growth strategies toward 2030, we have established a section on ESG initiatives and, for each of the five materiality topics—Respond to climate change; Protect marine and river resources; Contributing to communities and fisheries industries through technology; Strengthen governance system underpinning business; Create an environment where a diverse workforce can thrive professionally with peace of mind—we present our future policies and directions for action. For our Group, which conducts Aquaculture Business in local communities by utilizing nature such as seas and rivers and develops business globally, these materiality priorities are extremely well aligned with our business and are important issues that must be addressed through our business activities.

“Increase Domestic Aquaculture Harvest,” as one of the two growth engines, is not simply about expanding scale. It also means establishing responsible aquaculture models exemplified by ASC certification and providing a stable supply of high-quality protein while reducing environmental impact—our answer to solving social issues. Furthermore, in “Expand Overseas Wholesale Business,” it goes without saying that, in order to expand business areas globally and achieve sustainable growth, “Strengthening governance system underpinning business” and “Creating an environment where a diverse workforce can thrive professionally with peace of mind” are necessary.

Capital gained through improved business performance will be reinvested in next-generation aquaculture technology, environment-fliendly facilities, and solving materiality issues. Such efforts towards sustainability will not only generate additional revenue by strengthening competitiveness in the global market but also mitigate long-term risks. This circulation will make a strong and sustainable corporate group we aim for with our Medium-term Management Strategy 2030.

Our Group will continue to tackle each business with confidence and pride as an industry that brings reassurance to people, and we will work to solve a wide range of food-related social issues. We may not be able to promise explosive growth like the AI or IT sectors. However, we intend to grow steadily and stably with a long-term outlook, making measured progress as a company that serves society. We ask our stakeholders, including shareholders and investors, to understand these characteristics of our company and to maintain a long-term relationship with us.