My History
Shinmei Holdings can best be described as a company dedicated to agri-food culture. We handle rice, fruits and vegetables, and seafood, while also operating in the restaurant industry—with a mission to safeguard Japanese agriculture and food. Our roots go back to a small neighborhood rice shop. Over time, adapting to changing consumer needs, we grew into one of Japan’s largest rice milling and wholesale businesses, now ranking among the top in the industry by volume. I am the fourth-generation leader, and I became President & CEO in 2007. The first corporate philosophy I introduced was: “Through rice, we will protect Japan’s beautiful rice paddies and culture, create deliciousness and happiness, and contribute to bright and fulfilling lives.”
This was born out of a deep sense of urgency. Japan’s farming population was shrinking and aging, and agriculture risked falling into decline. Farmers told me they were troubled by a lack of successors, or hesitant to encourage their children to continue because of poor profitability. On top of that, rice consumption had been on a long-term decline, and I felt we needed to find ways to reconnect younger generations with rice.
One of the first steps was launching packed rice. As lifestyles evolved, I saw the need to adapt to modern eating habits. In the fall of 2007, we established Wooke, Ltd., and our first factory opened in 2009. Out of pride as a rice company, we insisted on keeping our products additive-free. The result was packed rice without sourness or off-flavors—praised for its taste and steadily growing in sales. A second factory opened in 2013, a third in 2019, and today we produce up to 120 million meals annually. In April 2026, mass production will begin at a fourth factory. Behind this expansion lies international recognition. Packaged rice received strong recognition from the Japanese government in export initiatives, signaling new opportunities abroad. Long before packaged rice, we had been exporting milled rice, primarily to the United States and Hong Kong, with steady growth.
In 2012, we also invested in Genki Global Dining Concepts, a sushi chain operator, which is now part of our group. By offering sushi—one of the most iconic Japanese dishes—both domestically and internationally, we aimed not only to promote Japanese food culture but also to drive rice consumption. Our approach has been twofold: protecting Japanese agriculture to secure production, and expanding consumption both in Japan and abroad. We have never compromised on this dual strategy and have continued to commit ourselves to it.
The Present
Our efforts extend beyond rice into fruit and vegetable distribution. In 2017, we acquired Toka Osaka Co., Ltd., a major wholesaler at the Osaka Central Wholesale Market. This became the foundation for adding more wholesalers to the group: Tokyo City Seika Co., Ltd. at Toyosu Market, which supplies the largest consumer base in Japan; City Seika Narita Market Co., Ltd., located by Narita Airport and specializing in produce exports; and Okayama Daido Seika Co., Ltd., known for handling the region’s renowned fruits. Together, we now connect produce from across Japan to consumers nationwide.
Through this expansion, one truth became clear: focusing on rice alone would not be enough to protect agriculture. To ensure sustainability and profitability, we needed a diversified, conglomerate-style model. Rice yields fluctuate year by year, and managing that risk requires multiple sources of revenue. Rice cultivation runs year-round from planting to harvest, but there are opportunities to grow vegetables in between. We built a system where we could buy and distribute those vegetables. Wholesale markets became essential to that model. To sustain and grow agriculture, profit cannot be ignored. Protecting Japan’s food requires diversification. That has become the core of our approach.
Global food supply and demand trends also point to future risks. Grain production and consumption may fall out of balance. In Japan, rice production has already fallen below demand for the past three years. Japan’s overall food self-sufficiency rate stands at about 38%—the lowest among developed countries. Yet rice maintains a self-sufficiency rate of roughly 99%, and vegetables around 80%—far higher than most other staples. These levels must be preserved. That is why our mission today is to strengthen not only rice but also fruits and vegetables—for the sake of agriculture’s future.
For the Future
Our goal is to achieve sustainable agriculture. To get there, we are expanding our initiatives with two key focuses: investing in people through training and support, and advancing agriculture through modern technology. One example is Shinmei Agri-Innovation Co., Ltd. This program opens the door to farming even for those with no family background in agriculture. It provides training in crop cultivation and farm management—covering rice and other crops—while nurturing future large-scale producers alongside local farmers. Participants include former office workers and public servants, and we have created a system to support them even after they become independent. We are also engaged in farming ourselves. On our own land, we are building models that can be shared with producers across Japan—smart farming with new technologies, and cultivating high-yield varieties with strong potential.
In recent years, we have been developing what we call an “Agri-Food Value Chain.” Upstream is growing food, midstream is processing it, and downstream is delivering it. To adapt to changing needs and approach rice from a market-driven perspective, we have expanded across every stage of this chain. By driving consumption, we ensure that what is produced is sold—contributing to sustainable agriculture. When I became president in 2007, sales were about ¥130 billion. By taking on new challenges, we have continued to grow, surpassing ¥500 billion in the most recent fiscal year. As we strengthen and expand our initiatives, the next step is reinforcing the upstream side of agriculture and establishing ourselves as a true agricultural platform company. Ultimately, by continuing to contribute to society, we aim to become a ¥1 trillion company. We will move forward with determination, never forgetting our founding mission: to protect Japanese agriculture and food.