Value Creation in the Nichimo Group

Value Creation Process

Many social issues are inseparable from the Group’s business domains and we aim to provide value to stakeholders by including solutions to these issues in our business strategy.

  • Social issues and environmental change
    • Aging population and low birthrate
    • Global warming
    • Shrinking workforce
    • Marine pollution and the protection of fishery resources
    • Food loss
    • Changing work styles
    • Diverse consumer preferences
    • Marine plastic pollution
    • Reduction of CO2 emissions
  • Management resources
    • Human capital
      • Growing people into stronger individuals and connecting them
      • Average net sales per employee of 300 million yen or more
      • Grade-based capability requirements and training system to support self-directed challenges
    • Financial capital
      • Shareholders’ equity: 34,247 million yen
      • Total assets: 90,522 million yen
      • D/E ratio: 0.8 times
    • Manufacturing capital
      • World’s largest towing tank for experiments
      • One of the largest land-based salmon aquaculture farms in Kyushu
      • Subsidiaries operating various marine raw materials and processed product manufacturing
        etc.
    • Intellectual capital
      • Business coordination within the Nichimo Group
      • Unique unrivaled onboard technical guidance provided for quality, freshness, management
      • Experience and know-how of each business gained over our long history
      • Operational data and expertise in AI and IoT control accumulated through land-based aquaculture, etc.
    • Social capital
      • Participation in SDGs and other initiatives
      • Network encompassing 38 countries and regions worldwide
      • Strong relationships of trust and collaborative networks with fishing companies and local governments
    • Natural capital
      • Development of environmentally friendly fishing gear
      • Supply capacity for biodegradable materials with systems in place for commercialization and mass production

    * As of March 31, 2026

  • Business activities
    Long-term vision. Medium-Term Management Plan(Breaking Through Toward 2028) A business platform provider offering total support from food to housing. Provision/supply, Research & development, Distribution, Procurement, Processing/manufacturing, Distribution Business, Biotics Business, Materials Business, Food Business, Machinery Business, Marine Business Promoting sustainability management. Stakeholders, Employees, Customers, Business partners, Shareholders/Investors, Society, Corporate Governance/United Nations Global Compact
  • Outputs
    Three Values Offered by Nichimo Supporting sustainable fishery resources. Building the next-generation marine products industry. Conserving the marine environment, Shifting to aquaculture Revolutionizing the food supply chain. Promoting automation and labor-saving measures in the food industry. Addressing the severe labor shortage, Maintaining food infrastructure Creating a healthy and fulfilling life. High-value-added food and healthcare. Providing safe and reliable food, Supporting self-medication
  • Outcomes
    Creating economic value.Targets for the final year (FY2027) of the Fiscal 2026 Medium-Term Management Plan. Consolidated net sales 155.0 billion yen, Operating profit 4.3 billion yen, Ordinary profit 4.5 billion yen, ROE 10.0% or more
    Creating social value. Structural shift toward aquaculture, Protection and restoration of marine ecosystems, Contribution to the blue carbon market, Maintaining food infrastructure and supply chains, Reforms to harsh working conditions, Sustainable development of the local marine products industry, Support for extending healthy life expectancy, Safety and security From Ocean To Dining, Co-creating a rich and fulfilling food cultureCreating social value. Structural shift toward aquaculture, Protection and restoration of marine ecosystems, Contribution to the blue carbon market, Maintaining food infrastructure and supply chains, Reforms to harsh working conditions, Sustainable development of the local marine products industry, Support for extending healthy life expectancy, Safety and security From Ocean To Dining, Co-creating a rich and fulfilling food culture

    We return the value created to management resources.

  • Ideal state
    From Ocean To Dining, Challenges For The Better Future

History of Value Creation

Nichimo’s history of over 100 years began with the fishery division of Kohzu Shoten in Shimonoseki, which was founded back in 1910 and introduced trawl fishing technology from the United Kingdom. Ever since, we have contributed to the modernization and efficiency of Japan’s fishing industry through research, development, manufacturing, and sales of fishing nets and gear, as well as sales of ship machinery and materials. Amid our earnest response to customers’ requests, we have also expanded our business to provide a comprehensive range of products, from marine products to processed food, food processing machinery and packaging materials. In recent years, we have further expanded by researching, developing and selling environmentally friendly fishing nets and fishing gear, and by providing consulting and support for the aquaculture industry that contributes to sustainable protein production. We are constantly responding to the needs of the times and the market with our advanced technology and wide-ranging know-how based on our extensive experience. We continue to work hard every day to meet the expectations of our stakeholders for the next 100 years under the Group’s Purpose of “From Ocean To Dining, Challenges For The Better Future.”

The spirit passed down since our founding

In 1910, the fishery division of Kohzu Shoten, the precursor to Nichimo, was established with an investment from Eima Kohzu, driven by a strong sense of mission to liberate and move offshore Japan’s fishing industry—which had been left behind in the rush toward modernization—and to pioneer a new future for the sector.
Jinpachi Hayashida and Chiyoma Iwamoto, who studied trawl fishing methods in the UK, applied their world-class expertise to refine on-site weaving technique, ultimately creating Japan’s first “Manila net.” This fusion of wisdom and technology laid the foundation for modern Japanese fisheries and has become part of Nichimo’s DNA, passed down for over 110 years.

Times have changed, and while we now face new challenges such as resource conservation and food safety, our commitment remains unwavering. By fully leveraging our unique value chain From Ocean To Dining and building a sustainable food infrastructure, we will continue to take on challenges to pass on a rich ocean and food to future generations.

Eima Kohzu, Jinpachi Hayashida, Chiyoma Iwamoto

1910~Marine BusinessWhat was to become the foundation of the Company, the fishery division of Kohzu Shoten was established. It later was split off and incorporated separately as the net weaving division.

1910

What was to become the foundation of the Company, the fishery division of Kohzu Shoten was established. It later was split off and incorporated separately as the net weaving division.

1919

Establishment of Kohzu Shoten with the aim of becoming Japan’s top fishing net company. The name was changed to Nihon Gyomo Sengu K.K. the next year.

1922

Began trading in lubricant oil for trawl vessels. This was later developed into a petroleum business.

1934

Started conducting surveys into fishing operations in South East Asia. Business was expanded to overseas.

1955

Trading business diversified and began trading in food packaging materials, food processing machinery, and other food related business.

1961~Machinery BusinessDelivered food processing machinery and materials to a food processing plant of a major fishing company. This led to the establishment of the Machinery Business and the Materials Business.
Materials BusinessDelivered food processing machinery and materials to a food processing plant of a major fishing company. This led to the establishment of the Machinery Business and the Materials Business.

1961 1961

Delivered food processing machinery and materials to a food processing plant of a major fishing company.
This led to the establishment of the Machinery Business and the Materials Business.

1967~Food BusinessAmid the development of new technology and modern mass production systems, full-scale sales of frozen surimi (kneaded fish meat) commenced.

1967

Amid the development of new technology and modern mass production systems, full-scale sales of frozen surimi (kneaded fish meat) commenced. The Food Business expanded in scale.

1972

The Company changed its name to NICHIMO CO.,LTD. The petroleum department was split off and it became Kygnus Sekiyu K.K.

1980

The Haneuo brand of karashi mentaiko (spicy pollock roe) was launched. This marked the Company’s foray into the food processing business, and it continued to develop food products.

1999~Biotics BusinessAs a result of conducting research and development on feed, the Biotics Business was started to develop and sell food materials derived from fermented soybeans.

1999

As a result of conducting research and development on feed, the Biotics Business was started to develop and sell food materials derived from fermented soybeans.

2005

Established Nichimo Group’s Charter of Corporate Behavior.

2010~Distribution BusinessThe Distribution Business was started in the Kyushu region.

2010

The Distribution Business was started in the Kyushu region.

2019

Celebrated 100th anniversary of incorporation.

2021

Fish Farm Mirai LLC was established to operate one of the largest land-based salmon aquaculture farms in Kyushu.

2025

Established a Purpose and vision.

Formulated a new medium-term management plan.
Medium-Term Management Plan

2035

From Ocean To Dining, Challenges For The Better Future