https://my.ebook5.net/japan-foreign-trade-council/handbook2025_en/

# SHOSHA Handbook (EN)

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SHOSHAHANDBOOKExploringtheFuturewithaFrontierSpirit

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IntroductionJapanesetradingcompanies,knownasShoshas,havecontinuallyadaptedtheirrolesandtheservicestheyprovideinresponsetochangingtimes.Yetattheircore,theiressenceliesinconnectingdifferentpartsoftheworldandcreatingvalue.EvenforthosewhohavelongworkedwithinaShosha,explainingconciselyandclearlytooutsiderswhatexactlyaShoshadoes—andhelpingthemtrulyunderstandit—isnotaneasytask.ForpeopleoutsideJapan,wheretherearefewcompaniescomparabletoaShosha,understandingwhatitiscanbeevenmorechallenging.ThishandbookaimstoprovidereaderswithaclearandaccessibleunderstandingofthedynamicandmultifacetedactivitiesoftheShosha.Inrecentyears,ShoshashaveincreasinglyinvestedincountriesreferredtoastheGlobalSouth,aimingtoaddresslocalsocialchallengeswhilepromotingsustainablegrowthatthesametime.Withthisinmind,thiseditionisthemed“ExploringaDiversifyingWorldwithaFrontierSpirit,”andintroducesavarietyofbusinessinitiativesundertakenbyShoshas.Chapter1explainswhatShoshasareandwhatstrengthstheypossess.Itsummarizestheirbusinessmodel,inwhichtraditionalgoodstradingandbusinessinvestmentfunctionas“twowheelsofacart,”aswellastheirvaluechains.Chapter2describesShoshas’businessactivitiesandcontributionstosolvingsocialissuesinmajorcountriesoftheGlobalSouth,whichareattractingattentionfortheirremarkableeconomicgrowth.Italsohighlightsthedistinctivefeaturesoftheseactivitiesbyregion.Shoshasalsohavethecharacteristicsofmultinationalcorporations.Chapter3introducestheirglobalhumanresourcessystems,includingrecruitment,promotion,andtrainingprogramsfornon-Japaneseemployees.Thesesystemssupporttheirglobalpresenceastheyconductbusinessaroundtheworld.Finally,Chapter4presentstheactivitiesoftheJapanForeignTradeCouncil.Achronologicaltableoftheworldeconomyandtradeisincludedasanappendix.TherearelikelymanyreaderswhoareinterestedinthebusinessactivitiesofShoshas—past,present,andfuture.WewouldbedelightedifthishandbookservesasanopportunityforsuchreaderstogainacloserappreciationoftheShoshas’appealandpotential.November2025

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ContentsIntroduction……02Chapter1WhatAreShoshas1.TheirStrengths……04(1)WhatAretheShosha?……04(2)ExtensiveRangeofAssortedProducts,BusinessSectorsandServices……05(3)GlobalNetworks……06(4)DiverseBusinessDevelopmentandSynergyEffects……08(5)TheContinuouslyEvolvingFunctionsandRolesoftheShosha……09Column1HowShoshasOvercameaVarietyofCrises……10Column2ChallengesFacedbyShoshas……11Column3TheHistoryoftheShosha……12Column4EvolutionofShoshas’Catchphrases……13042.TheShosha'sBusinessModel……14(1)TradeandBusinessInvestmentAretheTwoCornerstones……14(2)TheFeaturesoftheShosha'sBusinessInvestments……153.TheirSocialRole……16(1)TheShosha'sSustainability……16(2)Sustainability-RelatedInitiativesbyShoshas……17(3)SupportingaComfortableLifestyle……18Chapter2WhytheGlobalSouthNow–ANewFrontierfortheShosha1.WhytheGlobalSouthNow……20(1)WhatistheGlobalSouth……20(2)NewTrendsintheGlobalEconomyandtheRiseoftheGlobalSouth……20(3)GeopoliticalBackgroundandJapan’sStrategicInterests……20(4)TheSignificanceoftheGlobalSouthforShoshas……21(5)TheGlobalSouthSeenfromthePerspectiveofSustainabilityandtheSDGs……21(6)Co-CreationwiththeGlobalSouth:PartnershipsShapingtheFuture……21Chapter3InternalGlobalization–IncreasinglyDiverseGlobalWorkforce1.WhatInternalGlobalizationMeansforJapaneseShoshas……36(1)BackgroundandNeedforInternalGlobalizationinShoshas……36(2)AttractingaDiverseGlobalWorkforce……36(3)GlobalTalentthatDrivestheWorldandChallengestoAddress……36Column5TheShoshasandGlobalTalent—TheLegacyof“Cross-BorderPioneers”AcrossEras……372.PracticalCaseStudiesofGlobalTalentUtilizationinShoshas……38(1)LeveragingGlobalTalenttoStrengthenGlobalPresence……38Chapter4WhatJFTCDoes482.Co-CreationandCollaborationintheGlobalSouth:CaseStudiesbyRegion……22(1)BusinessinSoutheastAsia……22(2)BusinessinIndiaandSouthAsia……25(3)BusinessinCentralAsiaandMongolia……27(4)BusinessinMiddleEast……29(5)BusinessinAfrica……31(6)BusinessinLatinAmerica……33(2)RecruitmentofLocalEmployeesatOverseasSubsidiariesandEntities……40(3)RecruitmentofInternationalEmployeesandTraineesinJapan……40(4)GlobalHumanResourcesSystems……41(5)DevelopingManagerialTalentonaGlobalScale……42(6)TrainingandEducationProgramstoEmpowerNon-JapaneseEmployees……441.JapanForeignTradeCouncil,Inc.(JFTC)……482.ActionforaBetterInternationalCommunity(ABIC)……49AppendixTheWorldEconomyandTrade……5020Column6WhatIstheJapan-IndiaInstituteforManufacturing(JIM)?……44(7)EducationalSupportandScholarshipProgramsatOverseasLocations……4636

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1ChapterWhatAreShoshas–TheirStrengths1-1WhatAretheShosha?UsingabusinessmodeluniquetoJapan,ShoshashavebeenengagedintradewithoverseaspartnerssincearoundthetimeoftheMeijiRestoration,inthelate19thcentury.AfterWorldWarII,asJapanrebuiltitselfasatradingnation,Shoshashandledimportsandexportsandactivelyexpandedtheirnetworksaroundtheworld.Inrecentyears,Shoshabusinessinvestmentshavegonebeyondsimplyprovidingcapital.Theyarecharacterizedbyhands-oninvolvementinmanagementandbybuildingentiresupplychains.Inparticular,toaddresscomplexchallengessuchasdecarbonizationandinfrastructuredevelopment,Shoshashaveestablishedasystemthatleveragestheircomprehensivestrengthbycoordinatingmultipleinternaldivisionsinanintegratedmanner.Drawingoninsightsdevelopedthroughovercomingpastcrisesandemployingflexiblestrategies,Shoshascontinuetorefinetheiruniquevalue-creationmodelandpursuenewfrontiers.ExtensiveRangeofAssortedProductsandBusinessSectorsGlobalNetworkProblem-solvingValueCreationAheadoftheTimeswithvrietyofFunctionsContributiontolife,socityandtheglobalenvironmentThemainfeaturesoftheactivitiesoftheShoshatodayareasfollows.❶TheShoshahandleproductsinawiderangeofbusinesssectorsthataresaidtocovereverything"frommineralwatertocommunicationssatellites(seeP.13Column④)".Theirbusinessdomainsextendfromupstreamtodownstreamsectors,fromthedevelopmentandprocurementofrawmaterials,tomanufacturingandprocessing,logistics,salesandservices.Theycontributeateachstagebyenhancingvalue-added.➡SeeP.5Chapter1.1-(2)❷TheShoshaoperateworldwide,makingbusinessinvestmentsonaglobalscale.Bybuildingnumerousvaluechains(seeP.16Chapter1.2-3),theycontributetocreatingricherlivesforpeoplethroughsatisfyingtheirvariedneedsincountriesandregionsaroundtheworld(seeP.6-7Chapter1.1-3).➡SeeP.6-8Chapter1.1-(3),1-(4)❸Theyquicklyidentify,andattempttoanticipate,customers'ever-diversifyingneedsastheychangewiththetimes,expandingtheirrolesandfunctionsontheirowninitiative,whileconstantlyandflexiblyalteringandexpandingtheirbusinessportfolios.➡SeeP.9Chapter1.1-(5)Varyingintypeandsizeofbusiness,theShoshaincludegeneraltradingcompanies,specializedtradingcompanies,salesagentsandwholesalers.ThisHandbookdealsprimarilywithShoshathataremembersofJFTC.04SHOSHAHandbook

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1-2ExtensiveRangeofAssortedProducts,BusinessSectorsandServicesShoshashandleawiderangeofproductsandservices.Theirbusinessesareconstantlytransformingastheyadapttochangesinindustryandsociety.Giventheriseinenvironmentalawarenessandtheevolutionofdigitaltechnologyinrecentyears,theyhavebeenenteringintonewbusinessessuchaselectricvehicles(EV,PHEVandHEV),renewableenergysources,includinghydrogenandammonia,andthedevelopmentofnext-generationmobilitytechnologies.Inaddition,leveragingtheirextensiveindustryexpertiseandglobalnetworks,theycreatenewbusinesseswithflexibilityandspeed.NetworkMachinery,transportationequipmentEnergy,metals,chemicalLifeindustriesMedia,digitalInfrastructure,realestateFinance,logistics▶Constructionmachinery,machinetools,agriculturalmachinery,miningmachinery▶Automobiles(EV,PHEV,HEV),autoparts,next-generationmobility▶Railways,ships,aircraft▶Ironore,coal,fuels▶Iron&steelproducts,steelservicecenters▶Copper,aluminum,nickel,preciousmetals,raremetals,rareearths▶Crudeoil,LNG,LPG,naturalgas,petroleumproducts▶Renewableenergysources(biofuels,hydrogen,ammonia,etc.),CCUS,batteries▶Petrochemicals,inorganic&finechemicals,syntheticresins▶Agriculturalmaterials(chemicals&fertilizers),next-generationagriculture▶Semiconductors,electronicsmaterials▶Textiles(rawmaterials,products,industrialsmaterials,apparel,brandedgoods)▶Lumber&constructionmaterials,paper&pulp,chippings,leather,ceramics,tires▶Rubberproducts,interiorgoodsandhouseholdsundries,forestry▶Grains,rawsugar,marine&livestockproducts,fruit&vegetables,oils&fats,beverageingredients▶Processedfoods(alcoholicbeverages,cannedgoods,dairyproducts,etc.)▶Pharmaceuticals,drugstores,sanitarygoods,health-relatedproducts,hospitals,andfacilitiesfortheelderly▶Conveniencestores&supermarkets▶Recycling▶Characterlicensing▶Information&communications,CATV,TV&Internetshopping▶Visualcontent,digitaladvertising▶Digitalsolutionservices▶Spacebusiness,satellitemedia&ridesharing▶5G,IoT,AI▶Cellularphoneservice▶IT,BPOservices▶Overseasindustrialparks▶Comprehensiveregionaldevelopment,urbandevelopment,housing(development,construction,sales&management),commercialfacilities,officebuildings(facilitiesmanagement,leasing,distribution)▶Smartcity▶Ports,bridge,road▶Railway,airports▶Electricbusiness,solar,wind,hydroelectric&geothermalpowergeneration▶Watersupply&seweragesystems▶Telecommunicationsinfrastructure(basestations,opticalcables,datacenters,etc.)▶Leasing(automobiles,railwayrollingstock,aircraft,etc.)▶Insurance,finance▶Domesticandoverseaslogistics▶Distributioncenter▶Dealing(preciousmetalsetc.)▶REITChapter1:WhatAreShoshas–TheirStrengthsSHOSHAHandbook05

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1-3GlobalNetworksAstheyareactiveontheglobalstage,theShosharunvarioustypesofofficesaroundtheworld,includinglocalsubsidiaries,regionalandbranchoffices,representativeoffices,andfieldoffices.TheselocationsallcollaborateineffectivelydevelopingeachShosha'sglobalbusiness.Europe,Russia,CISPrague/Brussels/Paris/DusseldorfHamburg/Budapest/Milan/Oslo/Warsaw/MadridLondon/Almaty/Khabarovsk/MoscowSt.Petersburg/Vladivostok/Kiev/Tashkentetc.44citiesintotalHugeIndustrialGroupingInJapanandoverseasApprox.5,400MiddleEastAfricaNairobi/AbidjanAddisAbaba/AccraCasablanca/Maputo/LagosJohannesburgcopmaniesChapter1:WhatAreShoshas–TheirStrengths06SHOSHAHandbookCairo/Teheran/TelAvivAmman/Kuwait/MuscatDoha/AlCobalt/RiyadhIstanbul/AbuDhabDubaietc.18citiesintotaletc.19citiesintotal470,000000employees

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No.ofdomestic&overseaslocations21326CitiesoverseasCitiesinJapanNote:NumberofcitiesinwhichthesevenShoshashaveestablishedbusinesslocationsderivedfromtheirwebsites,integratedreports,andothersources.(ThisnumberdiffersfromthenumbersdisclosedbyindividualBeijing/ChengduChongqing/DalianGuangzhou/Qingdao/Shanghai/Shenzhen/TianjinHongKong/Seoul/UlaanbaatarTaipeiAsiaandOceaniaEastAsiaetc.26citiesintotalDhaka/PhnomPenh/Bengaluru/ChennaiKolkata/Mumbai/NewDelhi/JakartaVientiane/KualaLumpur/Naypyidaw/YangonKarachi/Lahore/Manila/Singapore/ColomboBangkok/Hanoi/HoChiMinh/BrisbaneMelbourne/Perth/Sydney/Aucklandetc.40citiesintotalLatinAmericaBuenosAiresRiodeJaneiro/SaoPauloSantiago/Bogota/QuitoMexicoCity/Lima/Caracasetc.18citiesintotalNorthAmericaTorontoVancouverChicagoHoustonLosAngelesNewYork/PortlandSeattle/SiliconValleyWashingtonD.C.etc.48citiesintotalConsolidatedcompanies/employeesofsevenShosha*(incl.employeesofparentcompanies:30,000)Establishingbusinesscorporations,enteringnewsectorsthroughacquisitionsofexistingcompanies*SevenShosha:ITOCHUCorporation,MarubeniCorporation,MitsubishiCorporation,MITSUI&CO.,LTD.,SojitzCorporation,SumitomoCorporation,ToyotaTsushoCorporation(Thesameapplieshereinafter.)Note:DerivedfromthesevenShosha’sAnnualSecuritiesReports2021.Chapter1:WhatAreShoshas–TheirStrengthsSHOSHAHandbook07

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1-4DiverseBusinessDevelopmentandSynergyEffectsTheoriginsoftheShoshalieintrade.Shoshashavedrawnontheglobalnetworksandextensiveindustryexpertisecultivatedthroughthesetradingactivitiestobuildcomprehensivevaluechains.Throughadiversifiedbusinessportfolio,theycontinuouslycreatenewbusinessesthatrespondtochangingtimesandenvironments.TheOriginoftheShoshaBusinessTransactions(Trade)MediatetransactionsconcludedbetweencompanieswantingtosellgoodsandservicesandtheircustomersNewCoreBusinessesBusinessManagement(BusinessInvestment)ProvidetotalmanagementsupportforgroupandinvesteecompaniesfrombusinessdevelopmentthroughexpansionAsorganizers,ShoshasutilizetheirdomesticandinternationalnetworkstobringtogetherandcoordinatepartnercompanieswithoutstandingcapabilitiesandtechnologiesBuildingComprehensiveValueChainsFunctionsevolvedfrombusinesstransactionsInformation-Gathering&RiskManagementGatherandanalyzewidelyranginginformationoneconomics,trade,internationalaffairs,industry,etc.,andapplyittobusiness.Analyzeandminimizebusinessrisksbasedonaccumulatedknowledge.MarketDevelopmentGatherandanalyzeinformationonsupplyanddemandtrendsandnewtechnologies,anduseittodevelopdomesticandoverseasmarkets.FinanceLogisticsProvideuniquefinancialfunctionssuchassupportforfinancingandleasingbusiness.Aimforthemostefficientlogisticsbyutilizingnetworksconnectingtheentireworld.Chapter1:WhatAreShoshas–TheirStrengths08SHOSHAHandbook

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1-5TheContinuouslyEvolvingFunctionsandRolesoftheShoshaAmidsttheconstantlychangingexternalenvironment,theShoshahavealwaysadoptedaflexible,autonomousapproachtoevolvingandexpandingtheirrolesandtheservicestheyoffer,whileanticipatingandidentifyingthecurrentneedsofindustryandsociety.AsdiscussedinP.11Column①below,theShoshahavefaceddoubtsabouttheirfuture,suchaswhenpeopletalkedabout"TheDeclineoftheShosha,"or"ThewinteryearsoftheShosha."Fortheirpart,theShoshatookapositiveattitudeandrepeatedlyreformedthemselves.WebelievethisabilitytorespondtochangeisinitselfthegreateststrengththattheShoshapossess.TheEvolutionoftheFunctionsandRolesoftheShosha194519501960197019801990200020102020PostwarrecoveryRapideconomicgrowthStablegrowthBubbleeconomyPostbubbleGlobalizationTheRiseofProtectionismHistoricalbackgroundReputationTherolesandfunctionsoftheShosha▶WorldWarIIends(1945)▶Privateforeigntraderesumes(1947)▶Fixedexchangerate(1949)▶KoreanWar(1950)◦Import/exportoffoods,textilesandlightindustryproducts◦Earnforeigncurrencies▶Exportpromotionmeasures(1952)"AlmightyShosha"debate▶Shoshaauthorizedtoholdlimitedforeignexchangeopenpositions(1956)"TheDeclineoftheShosha"debate◦Businesstransactionfunctions◦Logisticsfunctions◦Informationgatheringfunctions◦Marketdevelopmentfunctions◦Shoshafinance(Financialfunctions)◦ImportrawmaterialsIntroduceforeigntechnology◦Exportmanufacturedproducts(ex.heavy&chemicalsindustries(iron&steel,shipbuilding,plant,petrochemicals,etc.))▶NixonShock(1971)▶BoomtriggeredbythePlanforRemodelingtheJapaneseArchipelago(1972)▶Floatingexchangeratesystemintroduced(1971)▶FirstOilCrisis(1973)"WickedShosha"debate◦Resources&energy▪Development▪Procurement▪Preparationsforalternativeenergysources▶SecondOilCrisis(1979)"ThewinteryearsoftheShosha"◦Riskmanagementfunctions◦Financefunctions▶PlazaAccord(1985)▶BubbleeconomyBerlinWallcomesdown(1989)◦Businessmanagementfunctions◦Upgradeinformationgathering,marketdevelopment,finance,riskmanagement◦Supportoverseasexpansion◦PromoteimportsPromotecommercialization◦Developdomesticdemand▶EarthSummit(1992)DebateoverwhethertheITrevolutionwillsidelinetheShosha▶Asiancurrencycrisis(1997)◦Upgradebusinessinvestment,logisticsandotherfunctions,andriskmanagementmethods◦Respondtoglobalizationandtheinformationrevolution◦Builduplogisticsandsupplychains◦Respondtoglobalenvironmentalproblems▶Globalization9.11terroristattacks(2001)▶ChinajoinstheWTO(2001)Emergingeconomies/resourcesboom◦ImproveinfrastructureinJapanandoverseas◦Realizemorecomfortablelifestyles◦Preparefortheagingsociety▶GreatEastJapanEarthquake(2011)▶HamasattackonIsrael(2023)▶ParisAgreement(2015)▶SecondTrumpadministration(2025)▶IntensifiedUSA-Chinatradefriction(2018)◦RespondtocarbonneutralandDX◦RealizeSDGs▶COVID-19pandemic(2020)▶Russia’sinvasionofUkraine(2022)▶TheGFC(globalfinancialcrisis)(2008)"ThewinteryearsoftheShosha"(Return)◦ValuechainandintegratorfunctionsthatmakeuseofotherfunctionsReassessingtradingcompanyfunctions◦Platformerfunctions◦Expansionofinvestmentinnon-resourcesectorsandconsumerindustries,withafocusonrenewableenergy◦StrengthencollaborationwiththeGlobalSouthPursueinternalglobalizationChapter1:WhatAreShoshas–TheirStrengthsSHOSHAHandbook09

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Column1HowShoshasOvercameaVarietyofCrisesAlthoughtheShoshahavebeenkeydriversofJapan'spostwargrowth,theyhavecertainlynotenjoyedsmoothsailingatalltimes.Astheyfacedmultipledifficultiesintheprocess,theyrespondedtotheneedsofthetimesbyflexiblyevolvingtheirfunctions.1960s"TheDeclineoftheShosha"debateThefirstindicationofdoubtsinthefutureoftheShoshacameintheformofanarticleon"TheDeclineoftheShosha.*1"SincetradewasthemainstaybusinessoftheShosha,theargumentwent,theirserviceswouldnolongerbeneededifmanufacturersbecamelargeenoughtoestablishtheirownsalesnetworks.Inreality,however,Japanwasinthemidstofitsrapidgrowthera,leadingtoasituationwherethemanufacturersneededtheShoshamorethaneverbecauseoftheirskillsinprocuringthenecessaryrawmaterialsandintroducingfirst-classtechnologyfromoverseas.ThemanufacturersandtheShoshaalsoworkedtogethertodevelopexportmarketsandsteadilyexpandtheirbusinesses.SeveralfactorswerebehindtherapidadvanceoftheShosha.ThedebateoverthedeclineoftheShoshanotonlyprovidedthemwithanopportunitytostrengthentheircorporatestructures,butalsoencouragedthemtoformulatelong-termstrategiesthatincludeddiversifyingtheiroperations.AroundthetimeoftheOilCrisisCriticismoftheShoshaandthetheorythattheywerenolongerneededSocialcriticismoftheShoshamountedfromthesecondhalfof1971through1975,whentheJapaneseeconomyfaceddisruptionscausedbyrapidpriceincreases.TheShoshawereseenastheringleadersbehindrunawayinflationbecausetheywereaccusedofhoardingandwithholdinggoodsfromsale.JapanFairTradeCommissioncarriedoutinvestigations,whilethetopmanagementofthemajorShoshaweresummonedtotheDiet(Japan'sparliament)asawitness.ThisalertedtheShoshatotheimpactthattheirownactivitieshadonsocietyandtothemagnitudeoftheirsocialresponsibilities.Asaresult,theydrewupSogo-Shosha'sCodeofConduct*2,whichdeclaredthattheentiresectorwouldhenceforthactinaspiritofself-restraint.Secondhalfofthe1970sthroughthefirsthalfofthe1980s"ThewinteryearsoftheShosha"TheglobaleconomicstagnationandongoingappreciationoftheyenagainstthedollarthatfollowedtheOilCrisiserodedShoshaprofits,usheringinwhatwasknownas"ThewinteryearsoftheShosha."WeakerShoshaprofitswereattributedtofourfactors:①theShoshawereslowtoreacttochangeinJapan'sindustrialstructureasitmadethetransitionfromheavyindustriestolighter,morecompactindustries;②growingexchangeandcountryrisk;③manufacturers'growingdisengagementfromShosha;and④increasinglybloatedin-houseorganizations.TheShoshasurvivedthewinteryearsoftheShoshabytakingamoredefensivestance.Toovercometheseproblems,theyadoptedmeasurestoimprovemanagement,includingstepstoreducetheirinterestburdensbydiversifyingtheirfundingmethodsandpreventingbaddebtsthroughmorerigorousriskmanagement.Theyalsobecamemoreproactivetowardsexportstotheoilproducingnations,whichhadbeguntoplayamuchgreaterroleintheglobaleconomyfollowingtheoilcrisis,andtowardsoverseasinvestmentandentryintonewbusinesssectors.1990sThe"collapsingShosha"debateandthetheorythattheITrevolutionwouldeliminatetheneedfortheShoshaTheafter-effectsofthecollapseofthebubbleeconomyandtheAsiancurrencycrisispresentedtheShoshawithanunprecedentedmanagementprobleminthelatterhalfofthe1990s,promptingbusinessmagazinestoputoutnumerousspecialeditionsonthecollapseoftheShosha.ThisledtoasectoralrestructuringwherebytheShoshasoughttogetbackontheirfeetagainbyfocusingontheircorecompetences,liquidatingtheirunprofitablebusinesses,andwritingofftheirproblemloans.OtherobserverswonderedwhethertheITrevolutionwouldrendertheintermediaryfunctionoftheShoshaunnecessary.Againstthisbackground,theShoshasawbusinessinvestmentasanewwayoutoftheirdifficulties,proactivelyexpandingtheirresourceandenergysectors,andtheirbusinessesinemergingeconomiessuchasChina.TheyalsochanneledmoreeffortintotheirdownstreambusinessesinJapan.MakinggreateruseofITinthelogisticssector,theymovedaheadwithsupplychainmanagementinitiativesdesignedtoenhancetheircustomers'productionandsalesactivities.Secondhalfofthe2000sthroughthefirsthalfofthe2010s"ThewinteryearsoftheShosha,Return?"TheturmoiloccurringintheUSfinancialmarketsledtoamassivecreditcrunch,resultinginaglobalrecessionthatcausedmajorcountriestopostnegativegrowthacrosstheboard.Shoshasalesfellsharply,simultaneouslyleadingtoasharpdeclineinprofitability.WhileChinaavoidedtheconsequencesthroughmassivefiscalinvestmenttomaintainpositivegrowth,theexcessiveconsumptionofresourcesthataccompaniedthisgrowthledtoasharpriseinglobalcommodityprices,inevitablycausingtheresourcebubbletoburst.TheprofitabilityofShoshainvesteecompaniesdeterioratedandtheirbusinessinvestmentsdepreciatedasaresult,buttheysuccessfullymaintainedmarketconfidencebycuttinganddisclosingtheirlossesasquicklyaspossible.*1In1961,Japan'sTheWeeklyEconomistmagazinepublishedareportentitledAreJapan'sShoshainDecline?*2FormulatedonMay10,1973,revisedasShosha'sCorporateCodeofConductonJuly8,1999.Referencematerials:Seminar:NihonnoSogoShosha(Secondedition)(Ed.ResearchDivision,ITOCHUCorporation,Pub.ToyoKeizaiShimposha)SogoShoshanoKenkyu--SonoGenryu,Seiritsu,Tenkai(TANAKATakayuki,Pub.ToyoKeizaiShimposha)10SHOSHAHandbook

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Column2ChallengesFacedbyShoshasThebusinessofShoshasisextensiveandglobalinscope,makingitsensitivetodomesticandinternationaleconomictrends,socialandpoliticalchanges,technologicalinnovation,andchangesinindustrialstructure.Suchexternalfactorscanhaveeitherapositiveornegativeimpactontheirbusiness.Whenfactorsrequirearesponse,Shoshasrecognizethemaschallengesandtakeappropriatemeasures.Challengesincludethosethatdirectlyaffectbusinessoperations,aswellasissuesrelatedtolegalsystemsandthesocialenvironment.Moreover,becausebusinessactivitiesalwaysinvolverisk,theymustapproachtheiroperationswiththisrealityinmind.MainChallengesFacedbyShoshasThosethatdirectlyaffectbusinessoperationsMaintainingthefreetradesystem(divisionanduncertaintycausedbyprotectionisttrends)Strengtheningsupplychains(realizingsupplychainDX,addressingeconomicsecurityconcerns,formulatingstrategiesforsupportingthedevelopmentandpreventingtheoutflowofcriticaltechnologies,andreinforcingorreviewingexistingbusinesses)Encroachmentonexistingbusinessdomains(riseofplatformcompaniessuchasGAFA,andthespreadofnewtechnologiessuchasgenerativeAI)Strengtheningmutualcollaborationwithemergingcountriesandregions,particularlyintheGlobalSouthLegalsystemsandinstitutionsEconomicpartnershipagreements,investmenttreaties,taxtreaties,andsocialsecurityagreementsTrade-andinvestment-relatedproceduresSecurityexportcontrolsystemsMajorRisksSurroundingShoshasBusinessrisksMarketrisks(interestrates,foreignexchange,commodityprices,andlistedsecuritiesprices)CreditriskBusinessinvestmentriskCountryriskManagementrisksLegalandcompliancerisksInformationsystemandsecurityrisksExternalenvironmentrisksGeopoliticalrisks(impactsfrompolitical,military,andsocialtensions)RisksassociatedwithmacroeconomicchangesClimatechangeandenvironmentalrisksRisksfromnaturaldisasters,terrorism,andemerginginfectiousdiseases(employeesafetyandbusinesscontinuity)Internationaltaxation,Japan’sdomestictaxsystem,andaccountingstandardsInstitutionsrelatedtooverseasinfrastructuresystemdeploymentEnhancingcompliance,governance,andinternalcontrolSocialenvironmentSustainabilitymanagementthatincorporatestheSDGsandESGperspectivesAdvancingdiversityandinclusion(developingdiversehumanresourcesandstrengtheningworkforcecapabilitiesthroughworkstylereformstailoredtolifestages)PromotinginitiativestowardcarbonneutralityRespondingtothedigitalsociety(includingthesocialpenetrationofthemetaverse)EnsuringthesafetyofemployeesandbusinessoperationsSource:SecuritiesreportsandcorporatewebsitesofShoshasSHOSHAHandbook11

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Column3TheHistoryoftheShoshaTheShoshacameintobeingatthesametimeasJapan'smodernizationbegan,andtheirhistoryshowstheyfacedmanydifficultiesandtransformedthemselvesintheprocessofovercomingthem.ThisColumnexaminestheShosha①beforeWWII,②duringWWIIandundertheOccupation,and③post-WWII.01TheShoshaBeforeWWIITheprincipalprewarShoshacanbedividedintothreecategories:theShoshaaffiliatedwiththezaibatsu(conglogerates),andtextileShosha,andiron&steelShosha.Themainzaibatsu-affiliatedShoshaaretheformerMITSUI&CO.,LTD.*1andtheformerMitsubishiCorporation*2.TheformerMITSUI&CO.,LTD.hadbecomeageneraltradingcompanybythetimeoftheSino-JapaneseWarandhandledallkindsofcommoditiesinadditiontoexportingcottonyarn,coal,andrawsilk,andimportingrawcotton,machinery,andotherproducts.Incontrast,theformerMitsubishiCorporationhandledfewerproductswhenitwasfirstestablished,limitingitselftocoalandcopperfromthecopperminesitowned,andwasreluctanttohandleitemsthatitdidnotproduceitself.AfterWWIusheredintheGreatWareconomyforJapan,however,itbegantohandleawiderrangeofcommodities.WhilethesetwocompaniesweresetupasShoshabyzaibatsu,Suzuki&Co.,Ltd.*3andotherShoshaaresaidtohavedonetheoppositebyestablishingtheirownzaibatsu.ThetextileShoshaincludedcompanieswithrootsinthetextilewholesalersoftheEdoperiod(1603-1868)andtradingcompaniesestablishedtosupplyrawcottontospinningcompanies.Fivecompaniesinparticular--ITOCHUCorporation*4,MarubeniCorporation*5,ToyoMenkaKaisha,Ltd.*6(nowToyotaTsushoCorporation),JapanCottonTradingCo.,Ltd.,*7(nowSojitzCorporation),andGoshoCompany*8(nowKanematsuCorporation)--wereknownastheFiveCottonCompaniesofKansai.TheyexemplifiedthebusinessacumenforwhichpeoplefromtheKansaiarefamousastheyexpandedtheirbusinessandsizeinlinewiththetimes.SteeltradingcompaniesincludedIwai&Co.Ltd.*9andAtakaShokai*10,whichbecamedesignatedtradingcompaniesofYawataSteelWorks,aswellastheformerMITSUI&CO.,LTD.andtheformerMitsubishiCorporationwhichemergedfromtheendoftheMeijiperiod.Initially,thesesteeltradingcompaniesenhancedJapan'smilitarycapabilitiesbyimportingironorefromChina,India,andothercountries,transportingittoiron&steelworks,andusingtheirproductstobuildmachineryandweapons.Overthelongerterm,theycametounderpinthedevelopmentofJapan'smodernheavyindustry.02TheShoshaDuringWWIIandUndertheOccupationDuringWWII,theShoshawereforcedtoclosetheirbranchesandfieldofficesintheUnitedStates,Europe,andotheropponents,andinsomecasestheirassetswerefrozen.Unabletoengageinfreetradeactivities,theywereorderedbytheJapanesegovernmentandthemilitarytopurchaseoil,iron,timber,rubber,andotherresourcesandrawmaterialsinthePhilippines,theMalayPeninsula,Singapore,andotherareasinSoutheastAsia,thenknownas"theSouth."TheywerealsoobligedtoengageinsuchnontraditionalShoshaareasasplantationmanagementandforestrydevelopment.TheShoshawereforcedtocooperatewithgovernmentpoliciesuntiltheendofthewar,anditisbelievedthatthiswartimeexperienceledtotheirtransformationintomoregeneraltradingcompaniesinthepostwarera.03PostwarShoshaAfterJapan'sdefeatinWWII,theformerMitsui&Co.andtheformerMitsubishiShojiweredismantledin1947undertheGHQmemorandumorderingthedissolutionofthetradingcompanies.ThisdramaticallychangedthestructureoftheShoshaindustry.TheabilitytoestablishShoshawithoutadequatecapitalcreatedarushtosetupnumeroussmallscalecompanies.TheFiveCottonCompaniesofKansaiplusNisshoCo.Ltd.,(thesuccessortoSuzuki&Co.,Ltd.),Ataka&Co.Ltd.,(thedesignatedShoshaofYawataSteelWorks),andIwaiSangyoCo.Ltd,emergedasthecentersofimmediatepostwartrade.Aroundthesametime,SumitomoCorporation*11launchedtradingactivitiestoprovidejobstorepatriatesfromSumitomo'sbusinessinmainlandChina.TheActfortheEliminationofExcessiveConcentrationofEconomicPowerwaspromulgatedandenforcedin1947.DaikenCo.,Ltd.,whichhadbeenestablishedduringthewarthroughthemergeroftheformerC.Itoh&Co.,Ltd.andMarubeniShoten,wasseparatedtoformITOCHUCorporationandMarubeniCorporation.AftertheKoreanWarbrokeoutin1950,theShoshagreatlyexpandedtheirexportsandsharplyincreasedtheirearningsonthebackofspecialmilitaryprocurementdemand.Oncethetrucewascalled,however,thingschangeddramatically.Thetextilebusinessfacedaparticularlyseveredecline,andtheShosha,includingtheFiveCottonCompaniesofKansai,immediatelyfellonhardtimesandsufferedhugelosses.Inaddition,asGHQeaseditspolicyondissolvingthezaibatsuconglomerates,amajormergeramongtheformerMitsubishi-affiliatedShoshasin1954ledtotheestablishmentofMitsubishiCorporation,followedbyasimilarmergeramongtheformerMitsui-affiliatedShoshasin1959,whichresultedinthecreationofMitsui&Co.Tocounterthegrowingstrengthofthezaibatsu-affiliatedShoshas,othertradingcompanies,includingtheFiveCottonCompaniesofKansai,soughttodiversifytheirbusinessportfoliosbymergingwithspecializedtradingfirmsinfieldssuchassteelandmachinery.ThisprocessultimatelystrengthenedtheirbusinessfoundationsandpavedthewayfortheestablishmentoftheSogo-Shoshasystem,whichwouldlatersupportJapan’seraofhigheconomicgrowth.ShoshaHakusyo(UCHIDAKatsutoshi,Pub.KODANSHA)ShoshaHakusyo(UCHIDAKatsutoshi,Pub.KODANSHA)12SHOSHAHandbook

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Column4EvolutionofShoshas’Catchphrases*1Foundedin1876.Japan'sfirstgeneraltradingcompany.Note:Legallyspeaking,theformerMitsui&Co.andthepresent-dayMITSUI&CO.,LTD.arecompletelydifferentcorporateentitieswithabsolutelynocontinuitybetweenthem.*2Establishedin1918astheindependentsalesdivisionofMitsubishiGoshiKaisha.ThecompanywasoriginallyestablishedbyIWASAKIYataroin1870asTsukumoShokai,asteamshiptransportationbusiness.Afterseveralnamechangesandreorganizations,thecompanybecameMitsubishiGoshiKaisha.*3Foundedin1874.Nisshowasestablishedin1928asasuccessortoSuzukiShotenayearafteritwentbankruptandmergedwithIwaiSangyoCo.Ltdin1968toformNisshoIwaiCorporation.*4ITOHChubeicommencedlinentradingoperationsinlinenin1858.HesetupItohItomise(ThreadandYarnStore)asaprivateenterprisein1893,creatingthepredecessoroftheITOCHUCorporation.ItohItomisewasreorganizedasC.Itoh&Co.in1914.In1918,thesalesdivisionwassplitintoItochuShoten,Ltd.(thepredecessortoMarubeniCorporation)andtheformerpublicstockcompanyC.ItohandCo.,Ltd.*5WithitsrootsinC.ItohandCo.,MarubeniShotenwasestablishedin1921throughthemergerofItochuShotenLtd.,andItohChobeiShoten.SankoKabushikiKaishaLtd.wasestablishedin1941throughthemergeroftheformerC.Itoh&Co.,Ltd.andothercompanies.DaikenCo.,Ltd.wasestablishedin1944throughthemergerofDaidoBoekiKaishaLtd.andothercompanies.*6Establishedin1920asanindependentcottondivisionoftheformerMITSUI&CO.,LTD.CompanynamechangedtoKabushikiKaishaTomenin1970.MergedwithToyotaTsushoCorporationin2006.*7Establishedin1892.ChangeditsnametoNichimenCo.,Ltd.in1943,andtoNichimenCorporationin1982.MergedwithNisshoIwaiCorporationin2003andbecameSojitzCorporationin2004.*8FusajiroKanematsuShotenofAustraliaTradingin1889.KitagawaShoten,thepredecessortoTheGoshoCompanyestablishedin1891.MergedwithTheGoshoCompanytoformKanematsu-Gosho,Ltd.ChangednametoKanematsuCorporationin1990.*9Establishedin1896.RenamedIwaiSangyoCo.Ltd.in1943.*10Foundedin1904.NamechangedtoAtaka&Co.Ltd.in1943.CeasedtoexistafteracquisitionbyITOCHUCorporationin1977.*11OriginallyestablishedasTheOsakaNorthHarbourCompanyLimitedin1919withrealestatemanagementasitscorebusiness.ChangeditsnametoNipponEngineeringCo.,Ltd.in1945.In1952,afterthebanontheuseofformerzaibatsutradenameswaslifted,tookthenameSumitomoCorporation.Referencematerials:YokuwakaruShosha--SaishinGyokainoJoshiki(NAKAOKAInataro,Pub.NIPPONJITSUGYOPUBLISHING)SogoShoshanoRekishi(OMORIKazuhiro,OSHIMAHisayuki,KIYAMAMinoru,Pub.KanseiGakuinUniversityPress)ThecatchphrasesusedtodescribetheShosha'sactivitieshavechangedwiththetimes.Today,"frommineralwatertocommunicationssatellites"isoftenused.Atthebeginningofthe20thcentury,thesloganwas"frombirdfeedtowarships,"butthischangedto"fromramen*1tomissiles."Followingcomplaintsthat"missiles"werenotgoodforthecorporateimage,however,"rockets"or"aircraft"wereadoptedinsteadandusedproactively.TheideawastouseasimpleexpressionthatconveyedtheideathattheShoshahandleaverywiderangeofproducts,fromthesmallesttothelargest.However,themessagethattheShoshahandledeveryconceivableproductunfortunatelyconveyedthenegativeimpressionthattheyweresuspiciousmegacorporations.WebelievethiswasonereasonforthecriticismoftheShosha*2thatoccurredinthe1970s(seePage.10Column①).Shoshaaresometimescomparedtoamoebabecausetheyhavehistoricallysurvivedbyflexiblyadaptingtheirbusinessformatstothemajortrendsofthetimes.Inrecentyears,theyhavebecomeinvolvedinsuchawiderangeoffieldsthatithasbecomeimpossibletodescribetheirbusinessinafewwords,notleastofallbecausetheyhandleanalmostinfinitevarietyofproducts,fromtangiblegoodstointangibleservices.Manycatchphraseshavebeenusedtodescribetheactivitiesoftoday'sShoshaastheyconstantlycreatenewbusinessesandexpandglobally.Itwillbeinterestingtoseewhatcatchphrasesemergenextandwhethertheygainglobalcurrency.TheShoshahandleaverywiderangeofproducts,fromthesmallesttothelargest.LeisureFacilitiesPhotocourtesyofHanwaCo.,Ltd.BookintroductionSogoShoshanoKenkyu---SonoGenryu,Seiritsu,TenkaiThehistoryofsogoshoshaisexplainedindetail.ResinRawMaterialsPhotocourtesyofInabata&Co.,Ltd.Author:TANAKATakayuki,Professor,FacultyofEconomics,SenshuUniversity.Publisher：ToyoKeizaiShimposha*1SalesofNissinFoods'ChickenRamenstartedinMay1958.Thepacksweighed85gandtheretailpricewas¥35.*2OilpricesrocketedwhentheFourthArab-IsraeliWarbrokeoutin1973.ThemassmediaandconsumergroupsaccusedtheShoshaofcausingthejumpinpricesforpetroleumproductsandgeneralconsumergoodsbyhoardingandwithholdinggoodsfromsale.ThetopmanagementofthemajorShoshaweresummonedtotheDiet(Japan'sparliament)aspartofitsintensiveinvestigationsintopricerises.https://www.jftc.or.jp/publications/assets/pdf/shosha_research_201203.pdfSHOSHAHandbook13

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1ChapterWhatAreShoshas–TheShosha'sBusinessModel2-1TradeandBusinessInvestmentAretheTwoCornerstonesTheShoshahavetwosourcesofrevenues:traditionaltrading,andtheirgrowinginvestmentactivities.Theirbusinessportfoliosarethusbasedontwocornerstones,trade,andbusinessinvestment.Shosharevenuestructuresaretransitioningfromafocusoncommissionsarisingfromconventionaltradingtowardsthewide-rangingrevenueopportunitiesobtainablefromthemanufacturingandservicebusinessesinwhichinvestmentshavebeenmade,aswellfromtheoverallactivitiesofthegroup,includingsubsidiariesDifferencesBetweentheTradeBusinessandBusinessInvestmentCommission(Fee)RawMaterialsCountryofOrigin(Seller)BusinessTransactions(Trade)Shosha▶Traditionaltransactionsofgoods▶Shoshasleveragetheirglobalnetworksforinformation,logistics,andfinancing.▶Actingonbehalfofclients,Shoshasidentifyandconnectsellersandbuyers,earningcommissionsasrevenue.ProcessorWholesalerFoodServiceIndustry,etc.(Buyer)ConsumerCommission+ProcessingFeesDividendsfromBusinessOperationsBusinessManagement(BusinessInvestment)InvestmentShosha▶Asacharacteristicofbusinessmanagement,Shoshasmakestrategic,relativelylong-terminvestmentsandaredeeplyinvolvedinmanagingtheirinvesteecompanies.▶Throughlong-termownership,theycultivatebusinessesthemselves,pursuinginvestmentthatexpandstradeandgeneratessynergywithotherbusinessareas.▶Insomecases,theyinvestindependently;inothers,theyseekstrongpartnerstoco-invest,especiallytoacquireknow-howinnewfields.▶Unlikeinvestmentbanksorfunds,theirfocusisnotonshort-termcapitalgainthroughresale.FeedDevelopmentandProduction▶Import/exportofrawmaterials▶ProductdevelopmentandqualityimprovementInvestmentFarmRanchManagement▶Enhancementofbreedingmethods▶FinancingInvestmentInvestmentMeatProcessingPlants▶Qualityandhygienemanagement▶BrandingstrategiesRetailIndustryFoodServiceIndustry▶Improvementoflogisticssystems▶ManagementstrategyConsumer14SHOSHAHandbook

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2-2TheFeaturesoftheShosha'sBusinessInvestmentsValueChainStrategy▶Theycoverawidespectrumofbusinessesfromupstreamtodownstreamsectors.ComprehensiveStrengthGainedthroughInvestmentExperience▶TheyutilizeShoshas’overallcapabilitiesbasedontypicalfunctionstoadvanceintohithertounfamiliarbusinessdomains.▶ExperienceofbusinesswithpartnersspecializingindiversefieldsaroundtheworldDiverseRevenueStructure▶Inadditiontodividendsandequitygains,Shoshasearnawiderangeofincome,includingsalescommissionsrelatedtotrade,profitmarginsontransactions,andmanagementadvisoryfees.ExpansionofKnow-How▶Shoshasearnprofitsnotonlyfromtheprofitabilityofindividualinvestmentprojectsbutalsobyexpandingsimilarinvestmentstoothercompaniesandcountries.Long-TermStrategicInvestment▶Unlikeinvestmentbanksandfundsthataimforshort-termcapitalgains,theymakestrategicinvestmentsbasedonlong-termownership.50(trillionyen)403020100---10---2019961997199819992000200120022003200420052006200720082009201020112012201320142015201620172018201920202021202220232024BookintroductionChangesintheTradeBalanceandPrimaryIncomeBalanceCurrentAccountTradeBalancePrimaryIncomeBalanceTowardaNewForeignTradeCountryFulltextisavailableontheJFTCwebsite.Author:SpecialResearchCommitteeon"midtermtradeandinvestmentvision"FromTradetoBusinessInvestment(trendsaffectingJapanandtheShosha)WhileJapanisknownasatradingnation,itsbalanceofpaymentsstatisticsshowedthatitstradebalancepostedadeficitofJPY1.65trillion(preliminarybalanceofpaymentsstatistics,MinistryofFinance)infiscal2021.Incontrast,itsprimaryincomebalancecomprisingdividendsandinterestreceivedwasinsurplustothetuneofJPY21.59trillion.Japan'sprimaryincomebalancesurpluscomprisinginvestmentincomebegantoexceeditstradebalancesurplusinfiscal2005andtodayhasbecometheprimarysupportforJapan'scurrentaccountsurplus.AsimilarsituationappliestotheShoshabecausetheearningsoftheiroverseassubsidiariesandaffiliatesbegantoexceedthoseoftheirparentcompaniesfromaroundthesametime.TheshiftfromtradetobusinessinvestmentsuggeststhatasimilartrendisaffectingJapanandtheShosha.Inlightofthesedevelopments,JFTCcompiledandpublishedaspecialresearchreportentitledTowardsaNewTradingNationinJanuary2008.https://www.jftc.or.jp/publications/assets/pdf/trading_200801.pdfChapter1:WhatAreShoshas?–TheShosha'sBusinessModelSHOSHAHandbook15

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1ChapterWhatAreShoshas–TheirSocialRole3-1TheShosha'sSustainabilityIssuesShosha’sActivitiesRelatedSDGsConservationofGlobalEnvironmentRenewableenergybusinessCirculareconomybusinessEngageinrenewableenergyprojects,recyclingprojects,andenvironmentalconservationwithaviewtorealizingacarbon-neutralsociety.BookintroductionTheUnitedNationsadoptedtheSDGs(SustainableDevelopmentGoals)in2015withtheobjectiveofsolvingcommonglobaleconomic,social,andenvironmentalchallengesby2030.TheSDGscalluponcompaniestocontributetoachievingtheseobjectivesthroughtheirbusinessoperations.Shoshashavecontinuouslyadaptedtochangingenvironmentsthroughouttheages,constantlyconsideringwhatrolesandfunctionstheyshouldfulfillandrespondingtotheneedsofthetimes.Shoshasoperateinawiderangeofbusinessfields,andtheirbusinessmodelsareoftendescribedascomplexanddifficulttounderstand.However,theseverycharacteristicsmaketheirdiversebusinesseshighlycompatiblewiththe17SustainableDevelopmentGoals.ShoshascontributetoachievingtheSDGsinavarietyoffields.In2020,theJFTCpublishedaspecialJFTCresearchreportentitledSustainableDevelopmentGoalsandShosha.TheShosha’sActivitiesandtheRelatedSDGSustainableDevelopmentGoals&SHOSHAFeaturingcasestudiesofShoshaactivitiesAuthor:JapanForeignTradeCouncil,Inc.SpecialResearchCommitteeonSustainableDevelopmentGoals&SHOSHASupervision:KANIENorichika,Professor,GraduateSchoolofMediaandGovernance,KeioUniversityhttps://www.jftc.or.jp/publications/assets/pdf/SDGs_2020_0001.pdfResponsibleforStableSupplyFoodbusinessEnergybusinessMineralresourcebusinessSupportingGlobalBusinessLogisticsservicebusinessOverseasindustrialparksbusinessSupportingMoreComfortableLifestylesInfrastructurebusinessConsumergoodsindustriesHealthcarebusinessCreatestablefoodandresourcesupplysystems.Supportbusinessactivitiesinvariousways,buildsupplychainsthatreducetheenvironmentalimpactoflogisticsandprotecthumanrights.Engageininfrastructure,consumergoodsindustriesandhealthcarebusinessestoenableeveryonetoenjoyhealthyandprosperouslives.CreateNewValuesDigitalandnextgenerationtechnologybusinessCreateinnovativebusinessesthatcontributetoresolvingsocialissues.EnrichingPeopleandSocietyPromotediversityandflexibleworkstyleShosha'sCSRActivitiesCreateopportunitiesandworkplacestoenablediverseworkforcestosharevaluesandgrow.PlayapartinthedevelopmentofcountriesandregionsthroughCSRactivities.16SHOSHAHandbook

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3-2Sustainability-RelatedInitiativesbyShoshasThissectionintroducesthesustainability-relatedinitiativesthatShoshasareundertakingaroundtheworld.RenewableEnergyProjectsPowergenerationusingrenewableenergysourcessuchasgeothermal,solar,wind,andhydroelectricreplacesthermalpowergenerationthatreliesonfossilfuelslikeoilandcoal.Shoshasareworkingtobuildandexpandrenewableenergyprojectsglobally.Inaddition,theyarepromotingavarietyofinitiativestotransitiontoadecarbonizedsociety,includingtheexpansionofhydrogenenergy,whichisattractingattentionasanext-generationcleanenergy,andthespreadofnextgenerationvehiclessuchaselectricvehicles.Offshorewindfarm(Taiwan)PhotocourtesyofSojitzCorporationCircularEconomy-RelatedProjectsAsustainablesocietycannotbeachievedwithouteffortstowardthe3Rs(Reduce,Reuse,Recycle).Shoshasareworkingtorealizeacirculareconomy,payingattentiontovarioustypesofwasteacrossabroadrangeofbusinessareas,fromupstreamtodownstreaminthevaluechain,andaddingnewvalue.Forexample,inthemetalssector,theyrecyclemetalscrap;inmachinery,theyreuseautomotivepartssuchasvehiclebatteries;andinthefoodsector,theyworkoncontainerandpackagingrecyclingaswellasreducingfoodloss.Hydrogenfuelcellship(Japan)PhotocourtesyofIwataniCorporationMetalscraprecyclingbusinesses(UnitedStates)PhotocourtesyofToyotaTsushoCorporationReprocessedresinpelletsPhotocourtesyofInabata&Co.,Ltd.Renewableenergytransmissionandstorageprojects(Japan)PhotocourtesyofToyotaTsushoCorporationBatteryleasingandrepurposed-batteryenergystorageprojects(ALTNA)PhotocourtesyofMitsubishiCorporationwebsiteB-LOOP™,afiberrecyclingschemethatcollectsusedclothingandwastefibersgeneratedduringmanufacturingprocesses,andrecyclesthemintonewtextilematerialsandotherresourcesPhotocourtesyofCHORICO.,LTD.StableFoodSupplyOneofthemajorchallengesfacingtheworldistosecuresufficientfoodinbothquantityandqualitywhileproducingnutritiousfoodthatsupportsahealthylifestyle.Shoshasareworkingtoimproveagriculturalproductivity,developdiverseagriculturalsupplychains,ensurestablesupply,andenhancetraceability.Full-cycleaquacultureofbluefintuna(Japan)PhotocourtesyofToyotaTsushoCorporationBuildingsustainablefoodsupplychains(UnitedStates,etc.)PhotocourtesyofKanematsuCorporationGrainexportterminal(US)PhotocourtesyofMarubeniCorporationChapter1:WhatAreShoshas?–TheirSocialRoleSHOSHAHandbook17

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3-3SupportingaComfortableLifestyleTheShoshasoperateacrossawiderangeofbusinessareas,fromupstreamtodownstream.Sincetheyoftenprovidevariousservicestoconsumersthroughtheirinvesteecompanies,manypeoplepurchasegoodsandserviceswithoutrealizingtheirinvolvement.Shoshasareinvolvedinnearlyeveryaspectofdailylife—includingwhatpeoplewear,whattheyeat,wheretheylive,howtheyconducttheirdailyactivities,andhowtheyspendtheirleisuretime—andcontributetoprovidingacomfortablelifestyleforpeopleinJapanandaroundtheworld.LogisticsBusinessLogistics,oftencalledthe“bloodoftheeconomy,”isanessentialsocialinfrastructurethatsupportseconomicactivitiesanddailylife.Shoshasareconstantlyoptimizingtheirlogisticsoperations.Theyleverageaccumulatedknow-howandtheircomprehensivecapabilitiesasaShoshatoprovidehighvalue-addedlogisticsservices.Specifically,theypromoteDX,labor-savingandefficiencyimprovements,andgreenlogisticsinitiativesthatreduceenvironmentalimpact.LifestyleIndustryBusinessMassproductionofsustainableaviationfuel(SAF)PhotocourtesyofMITSUI&CO.,LTD.Bycombiningtheirgroup-widerangeofproducts,functions,andexpertise,Shoshasprovideastablesupplyofgoodsandservicesthatsupportacomfortablelifestyle.Inrecentyears,theyhavecollaboratedwithinvesteeITcompaniestoanalyzeconsumerbehaviorand,basedontheseinsights,identifyincreasinglydiverseandsophisticatedconsumerneeds,creatingmorehigh-value-addedservicesTheShosha'sPrincipalConsumerorientedBusinesses(excludingfoodandmedical)InformationRetail▶High-speedcommunications▶Satellitebroadcasting,cableTV▶Informationservices,ITsolutions▶Internet-relatedservices,IoT▶Filmproductionanddistribution,animatedcontent▶Electricityretail▶Supermarkets(SUMMIT,MammyMart,UnitedSuperMarketsHoldings,TOBUSTORE,LIFECORPORATION,etc.)▶Conveniencestores(FamilyMart,LAWSON,Seven&iHoldings,MINISTOP,etc.)▶Cafésanddessertshops▶Overseasbrandsandfashion(Converse,FILA,UnderArmour,EDWIN,etc.)▶Mobilephonesandlines▶Fuelsales▶E-commerceConveniencestore(FamilyMart)PhotocourtesyofITOCHUCorporationFoodRealEstateServices▶Restaurants(ROYALHOLDINGS,EATALY,etc.)▶Officebuildings,residentialproperties,shoppingcenters▶Lodgingfacilities,smartcities,mixed-usecomplexes▶Financialandinsuranceservices▶Cateringservices▶Carsharing,usedcarsandaircraft,mobilityservices▶CharacterlicensingCableTVbusiness(JCOM)PhotocourtesyofSumitomoCorporationChapter1:WhatAreShoshas?–TheirSocialRole18SHOSHAHandbook

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HealthcareBusinessTheglobaldemandforhigh-qualitymedicalservicesandtechnologiescontinuestogrow.Shoshasarebroadlyinvolvedinsupportingpharmaceuticaldevelopment,supplyingactivepharmaceuticalingredientsandfinishedformulations,establishingmedicalinstitutionsbothinJapanandoverseasandsupportingtheirmanagement,providingonlinemedicalconsultationsandAI-baseddiagnosticservices,andoperatingdrugstoresandseniorcarefacilities.Throughthesebusinesses,Shoshascontributetoimprovingpeople’squalityoflife(QoL).MedicalEquipmentandDevicesPharmaceuticalsandRawMaterialsHospitalHealthNursingCareandSeniorServices▶Developmentandmanufacturing▶Import,sales,andleasing▶DrugdiscoverysupportandmedicalR&D▶Contractclinicalresearchservices▶Activepharmaceuticalingredients(APIs),intermediates,finishedformulations,diagnosticagents,andcosmeticingredients▶Manufacturingandsalesofgenericdrugs▶Dispensingpharmaciesanddrugstores▶Hospitalmanagementandsupport▶Hospitaloutsourcingservices(Procurementsupportforpharmaceuticals,medicaldevices,andsupplies)▶Medicalinformationservices▶Staffingandplacementservicesforhealthcareprofessionals▶Onlinemedicalconsultationservices▶Regenerativemedicinebusiness▶Healthcheckups,medicalscreeningreservations,andpaymentsettlementservices▶PET(PositronEmissionTomography)business▶Telephone-basedhealthconsultation▶Publishinginthefieldsofmedicineandhealth▶Employeebenefitsandhealthsupportservices▶Consulting-basedandsupport-typehealthmanagementservices▶Managedcarebusiness**Amanagedhealthcaresystemthatisdevelopingmainlyincountrieswherepublichealthcaresystemsarestillunderdeveloped.Itisaframeworkinwhichcompanies,privatehealthinsuranceproviders,managedcareoperators,andmedicalinstitutionscollaboratetoprovidehealthcareservices.▶Supplyofwelfareequipment▶In-homenursingcareservices▶Wholesaleandrentalofnursingcareproducts▶Non-insurance-coveredrehabilitationservicesInvestmentinaprivatemedicalclinic(CCHS),MalaysiaPhotocourtesyofSumitomoCorporationHealth-relatedproducts(OTCdrugsandhealthcareproducts)PhotocourtesyofKowaCompany,Ltd.DigitalandNext-GenerationTechnologyBusinessShoshashavetouchpointswithawiderangeofregions,industries,andpeople.BycombiningtheinsightsgainedthroughtheirbusinesseswithdigitaltechnologiessuchasIoT,AI,andXR,theyaredrivingdigitaltransformation(DX).Theireffortsgobeyondcostreductionandoperationalefficiencytoincludetheevolutionofexistingbusinessesandthecreationofnewvalue.Theyalsostrivetoidentifypromisingnext-generationbusinessesandbuildfuturesourcesofmajorrevenue.BycollaboratingwithstartupsaroundtheworldthatpossessinnovativetechnologiesBookintroductionDigitalNewEraandShoshaThestatusandprospectsofdigitalutilizationintheShoshaindustryarepresentedAuthor:https://www.jftc.or.jp/publications/assets/pdf/digital_shosha.pdfandbusinessmodels,Shoshasareexpandingintonewfieldssuchasmobilityservices,JapanForeignTradeCouncil,Inc.SpecialResearchCommitteeon"DigitalNewEraandShosha"Supervision:MorikawaHiroyuki,Professor,GraduateSchoolofEngineering,TokyoUniversity.Publisher:KYURYUDOARTPUBLISHINGCO.,LTD.logisticssystems,andeventhespacebusiness—providingsolutionstoawidearrayofsocialchallenges.DXinmanufacturingusingthefluidanalysissoftwareservice“MixingConcierge™.”PhotocourtesyofNAGASE&CO.,LTD.Businessdevelopmentutilizingacommercialspacestation(SierraSpace)PhotocourtesyofKanematsuCorporationRegionaltransportationDXusingAI-poweredondemandbusesPhotocourtesyofMitsubishiCorporationChapter1:WhatAreShoshas?–TheirSocialRoleSHOSHAHandbook19

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Chapter2WhytheGlobalSouthNow–ANewFrontierfortheShosha2-1WhytheGlobalSouthNow1WhatistheGlobalSouthInthewakeoftherivalrybetweentheUnitedStatesandChina,aswellastheRussia–Ukrainewar,manysaythattheworldhasenteredaneraofdivision.Amidthistrend,themovementsofthecountriescollectivelyreferredtoastheGlobalSoutharedrawinggrowingattentionintheinternationalcommunity.Butwhatexactlydoes“GlobalSouth”mean?Infact,thetermhasnosingle,universallyaccepteddefinition,anditsnuancevariesdependingonwhousesitandinwhatcontext.Oneofitsoriginsliesintheconceptofthe“periphery”describedindependencytheory,whichemergedinthelate1950s.Thistheoryhighlightedtheexploitativeinternationalrelationshipinwhichthe“center,”referringtoadvancedindustrialnations,extractedresourcesandwealthfromthe“periphery,”meaningless-developedregions.Anothersourceofthetermstemsfromtheideaofthe“South”intheso-calledNorth–Southproblem.Thiswasfirstpointedoutin1959byOliverFranks,thenchairmanofLloydsBank,afinancialgroupbasedintheUnitedKingdom.ThecurrentnotionoftheGlobalSouthhasinheritedthesehistoricalperspectivesandthuscarriesacertaincontinuityofmeaning.Itisalsosometimesregardedasthesuccessortotheideaofthe“ThirdWorld.”ThesecountrieswerelargelypartoftheNon-AlignedMovementduringtheColdWar,choosingnottosidewitheithertheWesternorEasternbloc.EvenaftertheColdWar,theyhaveoftenmaintainedacertaindistancefromhegemonicpowerssuchastheUnitedStates.Againstthisbackdrop,theGlobalSouthhastraditionallybeenregardedaspartofthedevelopingworld.However,sincetheendoftheColdWarandwiththeadvanceofglobalization,manyofthesecountrieshaverisenasemergingeconomies,andtodaytheyhavebecomeinfluentialplayersthatcannolongerbeignoredinbotheconomicandpoliticalspheres.2NewTrendsintheGlobalEconomyandtheRiseoftheGlobalSouthThecombinednominalGDPoftheGlobalSouthcountriesisexpectedtoexpandrapidly,surpassingthatoftheUnitedStatesandChinaby2050,andtoaccountforabout30%oftheworld’stotal(Figure1).Factorsdrivingthiseconomicgrowthincludecontinuouspopulationincrease,ongoingurbanization,expandedresourceexports,andinflowsofforeigndirectinvestment(FDI)associatedwithinfrastructuredevelopment.Amongthese,demographictrendsareparticularlyimportantasafoundationsupportingeconomicgrowth.Inmid-2022,India,acorecountryoftheGlobalSouth,reachedapopulationofapproximately1.4billion,surpassingChinatobecomethemostpopulouscountryintheworld.By2050,itisprojectedthatabout70%oftheworld’spopulationwillbeconcentratedintheGlobalSouth(Figure2).Figure1:NominalGDPShareForecast45403530252015105Note:ForecastasofJuly2023.Aggregatedforcountrieswithavailabledata.Source:PreparedbyTANAKAKodaiofMitsubishiResearchInstitute.301970(Share,%)GlobalSouthtotalChinaUSEUJapanProjectedtosurpasstheU.S.andChinaby205019801990200020102020203020402050Figure2:PopulationForecast70(in100millionpeople)Note:TheGlobalSouthisdefinedasG77memberstatesexcludingChina(asofSeptember2024).Source:PreparedandupdatedbyTANAKAKodaiofMitsubishiResearchInstitute(November8,2024).GeopoliticalBackgroundandJapan’sStrategicInterestsForJapan,cooperationwiththeGlobalSouthhasbecomeanimportantmeansofensuringeconomicsecurity.Inparticular,strengtheningrelationshipswithGlobalSouthcountriesregardingthesupplyofcriticalmineralresourcesisincreasinglyimportantfromtheperspective605040302010By2050,theGlobalSouthwillaccountforabout70%oftheworld’spopulationIndiatoovertakeChinaGlobalSouthtotal(includingIndia)India0197019801990200020102020203020402050EUChinaUS20SHOSHAHandbook

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ofreinforcingsupplychainresilienceanddiversifyingcountry-specificrisks.Multilayeredcooperationisunderway,includingtheconclusionoffreetradeagreements(FTAs)andeconomicpartnershipagreements(EPAs),theprovisionofODA,aswellasinfrastructureinvestmentandtechnicalassistance.4TheSignificanceoftheGlobalSouthforShoshasInthisenvironment,Japaneseshoshas(tradingcompanies)viewthediverseandgrowingneedsoftheGlobalSouthasbusinessopportunities.Theyareexpandingtheiroperationsacrossmultiplefields,includingpower,infrastructure,renewableenergy,mineralresources,food,andhealthcare.Theyarealsodevelopingpublic-privatepartnershipmodelsthatcombineODAwithprivateinvestmenttomeetinfrastructuredevelopmentdemandsarisingfrompopulationgrowthandurbanization.Thiscreatesalong-termcollaborativemodelthatbalancespublicinterestwithbusinessviability.Forshoshas,transactionswiththeGlobalSoutharealsoimportantfromtheperspectiveofreconstructingsupplychains.Byavoidingdependenceonspecificcountriesanddiversifyingtheirbusinessportfolios,theyareabletoenhanceresilienceagainstgeopoliticalrisks.5TheGlobalSouthSeenfromthePerspectiveofSustainabilityandtheSDGsWhenbuildingco-creativepartnershipswiththeGlobalSouth,addressingtheSustainableDevelopmentGoals(SDGs)isanimportantfactor.TherapidlyurbanizingGlobalSouthisfacingincreasinglyseriousissues,includingdeterioratingsanitation,healthriskssuchasinfectiousdiseases,andclimatechange-relatedrisks,creatinghighdemandfortechnologiesandservicesthataddressthesechallenges.Inthiscontext,itisincreasinglynecessarytopromotesustainabledevelopmentwhiletakingtheSDGsintoaccount.Atthesametime,challengesremainregardingclimatechange-relatedgoals.CountriesintheGlobalSoutharguethattheprimarycausesofclimatechangelieintheeconomicactivitiesofadvancednationssincetheIndustrialRevolution,andtheytakethepositionthattheGlobalNorth,whichbearshistoricalresponsibility,shouldtaketheleadinaddressingthisissue.WhenimplementingtheSDGs,countriesintheGlobalSouthtendtoprioritizeeconomicdevelopmentandpracticalbenefitsovertheprinciplesoftheSDGs,creatingagapwithadvancednations.6Co-CreationwiththeGlobalSouth:PartnershipsShapingtheFutureJapaneseshoshasareworkingwiththeGlobalSouthtobuildsustainable,coexistingbusinessmodels.Specifically,theyaredevelopingprojectsinfieldsdirectlylinkedtotheSDGs,suchasrenewableenergy,decarbonizationtechnologies,andhealthcareandsanitation,aimingtobalanceeconomicdevelopmentwithsustainabilitywhilecontributingtothegrowthofpartnercountries.ForJapan,theGlobalSouthisnotonlyanoptionfordiversifyinggeopoliticalrisksbutalsoanimportantpartnerforcreatingnewvaluethroughco-creation.Shoshasareattheforefrontoftheseefforts,promotinginitiativesthatcombinebusinessactivitieswithsolutionstosocialchallenges.ThefollowingpagespresentconcreteexamplesofinitiativesthatshoshasarecarryingouttogetherwiththeGlobalSouth,organizedintosixregions:SoutheastAsia,IndiaandSouthAsia,CentralAsiaandMongolia,theMiddleEast,Africa,andLatinAmerica.MiddleEastCentralAsia・MongoliaIndia・SouthAsiaAfricaSoutheastAsiaLatinAmericaChapter2:WhytheGlobalSouthNow?–ANewFrontierfortheShoshaSHOSHAHandbook21

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2-2Co-CreationandCollaborationintheGlobalSouth:CaseStudiesbyRegion1BusinessinSoutheastAsiaInSoutheastAsia,Japaneseshoshasarefurtherstrengtheningtheirinitiativesinvarioussectorssuchasfood,healthcare,andenergytoenhancetheircompetitivenessinthesegrowingmarkets.First,inthefoodsector,theregionhasseenagrowingconsumptionofmeatanddairyproductsasdietaryhabitsbecomeincreasinglyWesternized,drivenbytheexpansionofthemiddle-incomeclassandrisingincomelevelsalongsideeconomicgrowth.Asaresult,thefoodmarkethasexperiencedrapidgrowth.Japaneseshoshasareworkingtocapturethisdemandmainlybysupplyingrawmaterialsanddevelopingmanufacturinganddistributionsystems.Atthesametime,changingdietaryhabitshaveledtoariseinlifestyle-relateddiseasesandcancercases.Combinedwithashortageofmedicalfacilitiesandspecializedprofessionals,thishascreatedrapidlygrowingdemandforclinics,preventivehealthcare,anddigitalhealthcareservicesusingsmartphones.Inresponse,shoshasarecollaboratingwithmedicalinstitutionsandhealthcare-relatedcompaniestoimprovepreventiveandwellnessservicesandenhanceaccesstomedicalcare,therebyhelpingtobuildhealthcaresystemsintheregion.Meanwhile,intheregion,thereisapressingneednotonlytomeetthegrowingpowerdemanddrivenbyeconomicdevelopmentbutalsotoaddressclimatechange.Tothisend,theintroductionofrenewableandgreenenergyhasbecomeanurgentpriority.Japaneseshoshasarestrategicallyexpandingtheirbusinessestorespondtoboththesesocialchallengesandeconomicneeds,contributingtothesustainablegrowthofSoutheastAsia.SoutheastAsiaMyanmarLaosThailandVietnamPhilippinesCambodiaMalaysiaBruneiSingaporeIndonesiaEastTimorChapter2:WhytheGlobalSouthNow?–ANewFrontierfortheShosha22SHOSHAHandbook

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SumitomoCorporation(AcrossSoutheastAsia)Initshealthcarebusiness,thecompanyoperatesbothaclinicbusinessandamanagedcarebusiness—servingasanintermediarybetweenpatients,insuranceproviders,andmedicalinstitutionstoreviewandmanagemedicalexpensesaswellastoprovidepre-illnessandpreventivecareservices.Throughthesetwobusinesses,thecompanystrivestodeliverhigh-qualitymedicalcaretopatientsatfairpriceswhileaimingtocontainoverallmedicalcosts.IwataniCorporation(Thailand,IndonesiaandMalaysia)ThecompanyhaslaunchedarefrigerantrecoveryandrecyclingbusinessforairconditioninginThailandandIndonesia.InMalaysia,itenteredtherefrigerantsalesmarketthroughtheacquisitionofalocalcompany.Additionally,inThailand,thecompanyisconstructingagreencarbondioxideplantusingbioethanol.InSoutheastAsia,IwataniCorporationaimstobothreduceenvironmentalimpactandexpanditsmarket.PhotocourtesyofSumitomoCorporationCFCrecyclingequipmentPhotocourtesyofIwataniCorporationToyotaTsushoCorporation(Indonesia)ThecompanyhasjoinedtheoperationofPatimbanInternationalPort,whichwasdevelopedaspartofaJapaneseODAloanprojectbytheIndonesiangovernment.Itsautomobileterminalbeganfull-scaleoperationsin2025,followedbythecontainerterminalin2026.Thecompanyaimstoenhancetheport’sinternationalcompetitivenessthroughitsoperationsandtherebycontributetofurthereconomicdevelopmentinIndonesia.KanematsuCorporation(Indonesia)ThecompanyinvestedaboutthreebillionyeninCimory,anIndonesianfoodmanufacturer,becomingacapitalpartner.Cimoryhasadistributionnetworkthatprimarilyhandlesdairyproducts.KanematsuisleveragingthisnetworktoexpandfoodsalesandsupporttheentryofJapanesecompaniesintothemarket.Inaddition,itisprovidinglogisticscapabilitiesandtemperature-controltechnologytostrengthentheoveralldistributionnetworkPatimbanInternationalPort–AutomobileTerminalPhotocourtesyofToyotaTsushoCorporationMilkandyogurtdrinksproducedandsoldbyCimoryPhotocourtesyofKanematsuCorporationITOCHUCorporation(Thailand)ThecompanyhaspartneredwithPremiumGroupinThailandandinvestedinEasternCommercialLeasing(ECL)toexpanditsautoloanbusiness.Byutilizinglocalfinancialsystems,itisstrengtheningservicesforthesubprimecustomersegment.ItispromotingsustainablefinancialservicesandsupportingeconomicgrowthintheAsianmarket.TEIJINFRONTIERCO.,LTD.(Thailand)TeijinPolyester(Thailand),agroupcompanyofTEIJINFRONTIERCO.,LTD.,whichmanufacturespolyesterfibersinThailand,hasintroducedasolarpowergenerationsystemtoreduceCO2emissions,aswellasequipmentthatproduceshigh-qualityfibersfromrecycledrawmaterialsderivedfromusedPETbottles.Throughtheseandotherinitiatives,thecompanyispromotingenvironmentallyconsciousbusinessinthecountry.SigningceremonyPhotocourtesyofITOCHUCorporationExterioroftheTeijinPolyester(Thailand)plantPhotocourtesyofTEIJINFRONTIERCO.,LTD.Chapter2:WhytheGlobalSouthNow?–ANewFrontierfortheShoshaSHOSHAHandbook23

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NAGASE&CO.,LTD.(Malaysia)PacTech,asubsidiaryofNagasehasexpandeditsfacilitiesinPenang,Malaysiaforcontractmanufaturingofsemiconductorwaferbumping.Itplanstoincreaseproductioncapacityforpowersemiconductorsusedinsmartphonesbyabout1.5times,aimingtoexpanditsmarketshare.Inaddition,itwillsupportthedevelopmentofsemiconductorswithhigherfunctionalityandlowerpowerconsumption.MITSUI&CO.,LTD.(Singapore,Malaysia,etc.)MITSUI&CO.,LTD.isworkingtoimproveaccesstomedicalcarethroughIHH,thelargestprivatehospitalgroupinAsia,whichoperatesinSingapore,Malaysia,andothercountries.ThecompanyhasalsoinvestedinEuYanSang,atraditionalmedicinecompanyinSingapore,aimingtostrengthenthepreventionandwellnesssectorbyintegratingEasternandWesternmedicalpractices.Throughtheseprojects,itcontributestoimprovingregionalhealthcareaccessandbuildingasustainablehealthcaresystem.NIPPONSTEELTRADINGCORPORATION(PhilippinesandSingapore)ThecompanyhasinvestedinMlion,acompanythatsellscivilengineeringandconstructionmaterialsinthePhilippinesandSingapore.ThroughstrategiccollaborationwithMlion,itispromotingtheexpansionofhigh-performanceproductsandtheacquisitionofODA-relatedprojectsbyutilizingsalesnetworksandprocessingcapabilities,whileaimingtocapturethegrowingdemandforcivilengineeringandconstructionmaterialsinfrastructureintheASEANregion.PhotocourtesyofMITSUI&CO.,LTD.SigningceremonyPhotocourtesyofNIPPONSTEELTRADINGCORPORATIONCBCCo.,Ltd.(Singapore)CBCwillestablishajointventureinSingaporeincollaborationwithFormiica,acompanybasedinSingapore.ThroughcooperationwithFormiica,itaimstoinlicenseprospectivedrug,andwhichleverageCBC'spharmaceuticalbusiness.MarubeniCorporation(Vietnam)SojitzCorporation(Vietnam)ThecompanyhasinvestedinAIG,asupplieroffoodingredientsandfunctionalfoodmaterialsinVietnam,andsupportsitsgrowthstrategyasastrategicbusinesspartner.ItaimstoexpandAIG'sproductportfolioandglobalpresencetogrowthebusiness,whilecontributingtothedevelopmentoftheVietnamesefoodmarketthroughtheseefforts.SojitzestablishedajointventurewithVILICO,asubsidiaryofVinamilkinVietnam,tobeginprocessingandsellingbeefproducts.Thecompanysuppliessafeandhigh-qualitybeeftomeetthegrowingmarketdemanddrivenbypopulationgrowthandrisingincomes.ByleveragingVILICO’sexpertiseinlivestockoperationsandcollaboratingwithVinamilk’ssalesnetwork,thecompanyaimstostrengthentheproteinsupplysysteminSoutheastAsia.AIG'sproductsPhotocourtesyofMarubeniCorporationMeatprocessingplantPhotocourtesyofSojitzCorporationNomuraTradingCo.,Ltd.(Vietnam)MitsubishiCorporation(Laos)ThecompanyaimstobuildasupplychainforworkuniformsinnorthernVietnam,providingproductionfacilitiesandtechnicalexpertisewiththecooperationofaChristianchurchinNgheAnProvince.Thebusinessstartedin2018.Itcontributestocreatingjobsoutsideofagricultureandoperatesasustainablebusinessthatrespondstotherealitiesandneedsofthelocalcommunity.Thenumberofemployeeshasnowgrowntoabout400.(Left)Insidethefactoryatthestartofthebusiness(Right)InsidethefactorynowPhotocourtesyofNomuraTradingCo.,Ltd.Throughitswhollyownedsubsidiary,thecompanyhasinvestedinthedevelopmentofMonsoonWindPower,anonshoreplantinLaos.InlinewiththeLaogovernment’selectricityexportpolicy,theplantisscheduledtosupplypowertoVietnamfor25years.Theplant,oneofthelargestinSoutheastAsia,willcontributeespeciallyinalleviatingelectricityshortagesduringthedryseasonandinpromotinggreenenergy.Chapter2:WhytheGlobalSouthNow?–ANewFrontierfortheShosha24SHOSHAHandbook

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2BusinessinIndiaandSouthAsiaJapaneseshoshasarestrengtheningtheiractivitiesinIndia,Bangladesh,andotherpartsofSouthAsiaandaredevelopingstrategiestailoredtotheregionalcharacteristicsofeachcountry.Indiaisattractingattentionasanoptionfordiversifyingsupplychains,drivenbyitsexpandingdomesticdemandduetopopulationgrowthandtherisingmiddleclass,aswellasitspotentialasameansofmitigatinggeopoliticalrisks.Asaresult,activeinvestmentisbeingmademainlyinthemanufacturingsector.The“MakeinIndia”policyhasalsoprovidedstrongmomentum.Shoshasarefocusingnotonlyonautomobilemanufacturingandsalesbutalsoonafter-salesservices,multi-branddealershipbusinesses,andleasingoperations.ThistrendissupportedbythefactthatIndiaisapromisingmarket,rankingfourthintheworldinautomobileproductionandthirdinsalesvolume.Otherpromisingbusinessareasincludeinfrastructuredevelopmentsuchashigh-speedrailtoaddresschallengesliketrafficcongestionandairpollution,recyclingbusinessestosupportgrowingsteeldemand,andJapanese-stylegeneralhospitalsdesignedtoservethemiddleclassseekingacertainstandardofhealthcare.InBangladesh,meanwhile,projectslinkedtothecountry’seconomicdevelopment,suchasthedevelopmentofindustrialparksinspecialeconomiczones,areunderway.Inaddition,withtherapidgrowthofthemiddleclass,thecountryisalsobecomingincreasinglyattractiveasaconsumermarket.Inbothcountries,shoshasarecontributingtosustainableeconomicdevelopmentandjobcreationwhileadvancingnewbusinessinitiativesthatleveragedigitalinfrastructure,therebyenhancingtheircontributionstolocalcommunitiesandtheeconomy.IndiaandSouthAsiaPakistanNepalBhutanIndiaBangladeshSriLankaMaldivesChapter2:WhytheGlobalSouthNow?–ANewFrontierfortheShoshaSHOSHAHandbook25

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MitsubishiCorporation(India)Thecompanyhasstrengtheneditsafter-salesandmulti-branddealershipbusinessesbyacquiringa32%stakeinTVSVMS,anIndianentity.Itaimstobuildacomprehensivemobilityservicebusinessbyleveragingdigitaltechnologies.MITSUI&CO.,LTD.(India)Thecompanyisaddressingchallengesinthefood,resources,andenergysectorsinIndia.Specifically,itsinitiativesincludeparticipatinginaround-the-clock(RTC)projectandsolarpowergenerationbusinessledbyReNewPower,amajorcompanysupportingthespreadofrenewableenergy;abiomassfuelbusinessthatutilizesagriculturalresidues;metalrecyclingtopromoteacirculareconomythroughinvestmentinMTC;andcontributingtoastableproteinsupplybyinvestinginSneha,aleadingbroilerproducer.Inaddition,Mitsuiiscontributingtotheregion’ssustainabledevelopmentthroughinfrastructureprojectssuchasthedevelopmentofdedicatedfreightrailways.ToyotaTsushoCorporation(India)In2014,thecompany,inpartnershipwithSECOMMedicalSystem,openedSAKRAWorldHospitalinBengaluruasthefirstJapanese-stylegeneralhospitalinIndia,offeringadvancedmedicalandnursingcare.Tofurthercontributetopeople’shealth,itplanstoopenanewhospitalinthesameareain2027,whichwillincludeaComprehensiveOncologyCenter,aComprehensivePediatricandPerinatalMedicalCenter,andotherspecializedfacilities.MTC’sscrapyardPhotocourtesyofMITSUI&CO.,LTD.ImageofthenewhospitalPhotocourtesyofToyotaTsushoCorporationSojitzCorporation(India)Sojitz,inpartnershipwithLarsen&Toubro(L&T),hasbeenawardedacontractforelectricalworksontheMumbai–AhmedabadsectionofIndia’shigh-speedrailproject.Thisprojectincludesconstructionof14substationsandthedevelopmentofapowerdistributionsystemwiththeaimofimprovingtransportationinfrastructureandpromotingeconomicdevelopment.Throughthisinitiative,SojitziscontributingsolutionstoaddresssocialchallengesinIndia.NIPPONSTEELTRADINGCORPORATION(India)ThroughNSSI,acompanyoperatingintheNeemranaIndustrialParkinRajasthan,India,thecompanysignedanMOUwiththestategovernmentregardinginvestmentinequipmentsuchasa600-tonprogressivepress.Bystrengtheningcollaborationwiththestate,itaimstoexpanditsbusinessandcontributetotheregionaleconomy.JFEShojiCorporation(India)JFEShojiIndia,havingpartneredwithArfinIndiaLimited,amanufacturerandsellerofaluminumproductsandferroalloys,isbuildingasystemthatmeetsthegrowingdemandforrecycledaluminumdeoxidizersandotherproductsintheIndianmarketandsurroundingregions.Mumbai–AhmedabadHigh-SpeedRailLineProjectChartcourtesyofJapanInternationalCooperationAgency(JICA)NAGASE&CO.,LTD.(India)NagasehasestablishedajointventurewithJapanAviationElectronicsIndustry,Ltd.toexpandsalesofUSBchargersandconnectorsfortwo-andfour-wheeledvehiclesinIndia.Thecompanyisworkinginthecountrytostrengthentheproductionsystemandsupplychainofthejointventure.MOUexchangePhotocourtesyofNIPPONSTEELTRADINGCORPORATIONTokyoBoekiHoldingsCorporation(India)ThecompanyhaspositionedtherapidlygrowingIndianmarketasastrategichubforthegroupandestablishedalocalsubsidiaryinGurugram,India,inFebruary2025.ItisworkinginIndiatostrengthennewcustomeracquisitionsaswellasthehandlingoflocallysourcedproducts.Atthesametime,itwillcontinuetoexpanditsbusinessinthecountryasabaseforexportingindustrialmachinerytoCIScountries.ArfinheadquartersPhotocourtesyofJFEShojiCorporationSumitomoCorporation(IndiaandBangladesh)ThecompanyoperatesindustrialparksnearChennai,India,andnearDhaka,Bangladesh.LeveragingtheexpertisegainedfrommanagingninesitesacrossAsia,itsupportstheoperationsoftenantcompaniesintheseparkswhilealsoworkingtoattractnewmanufacturers.Throughtheseefforts,itcontributestoindustrialization,economicdevelopment,andlocaljobcreationinbothcountries.KowaCompany,Ltd.(India)ThroughitspartnershipwithAdaniGroup,anIndianconglomerate,KowaproducesgreenhydrogenandammoniainIndiausingrenewableenergyandcarriesoutsalesandmarketingactivitiestargetingJapanandTaiwan.OfficebuildinghousingTOKYOBOEKIINDIAPRIVATELIMITEDPhotocourtesyofTokyoBoekiHoldingsCorporationPhotocourtesyofSumitomoCorporationChapter2:WhytheGlobalSouthNow?–ANewFrontierfortheShosha26SHOSHAHandbook

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3BusinessinCentralAsiaandMongoliaInCentralAsiaandMongolia,Japaneseshoshasaredevelopingbusinessesacrossawiderangeofsectors,withafocusonenergyaswellasinfrastructureanddigitaltechnologies.Theseactivitiesaredrivenbyfactorssuchasgeopoliticalshifts,theneedforeconomicdiversificationineachcountry,andcontributionstoJapan’senergysecurity.Intheenergysector,Japaneseshoshasareinvestingingas-relatedprojectsandbuildinggas-firedpowerplantsinUzbekistan,contributingtostableelectricitysupplyandeconomicgrowthintheregion.Intheinfrastructuresector,theyareinvolvedintheopeningandoperationofaninternationalairportinMongolia,wheremedium-tolong-termgrowthisanticipated.InTurkmenistan,theyarecontributingtoalleviatingchronicpublictransportationshortagesbyexportinglargenumbersoftaxisandbuses.Byprovidingsafeandreliabletransportation,theyarealsohelpingtoimprovesocialinfrastructure.Inthefieldofdigitaltechnology,theyareworkingwithUzbekistan’sstate-ownedtelecommunicationsoperatoronprojectstodevelopdatacentersforcorecommunicationsystemsandenhancetelecommunicationsinfrastructure.Theyareexpectedtocontributetotheregionthroughtheintroductionofadvancedtechnologies.Throughtheseactivities,JapaneseshoshasaresupportingthesustainabledevelopmentofCentralAsiancountries.UzbekistanCentralAsiaandMongoliaKazakhstanMongoliaKyrgyzstanTajikistanTurkmenistanChapter2:WhytheGlobalSouthNow?–ANewFrontierfortheShoshaSHOSHAHandbook27

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ITOCHUCorporation(Uzbekistan)ThecompanyhassignedanagreementwithUzkimyosanoat,akeyplayerinfertilizerproductioninUzbekistan,andToyoEngineeringCorporation.Focusingongas-relatedprojects,itwilladvanceinvestmentinitiativesthatcontributetotheexpansionofUzbekistan’schemicalindustryanditssustainabledevelopment.Itwillalsosupporttheeffectiveuseofresources,therebycontributingtoregionaldevelopment.ToyotaTsushoCorporation(Uzbekistan)Thecompany,incollaborationwithInternetInitiativeJapan(IIJ),NECCorporation,andNTTDOCOMOBUSINESS(formerlyNTTCommunicationsCorporation),hasbeenawardedacontractforatelecommunicationsinfrastructuredevelopmentprojectbyUzbektelecom,Uzbekistan’sstate-ownedtelecomoperator.Underthisproject,theyareconstructingadatacenterforitsadvanceddatacommunicationsystemandupgradingthetelecommunicationsinfrastructure.SojitzCorporation(Uzbekistan)Sojitzisconstructinga1,600MWgas-firedpowerplantintheSyrdaryaregionofUzbekistan.Througha25-yearlong-termpowersellingagreement,theprojectaimstostabilizeelectricitysupplyandimproveenergyefficiency,whichcontributestoregionalinfrastructuredevelopmentandsustainablegrowth.SumitomoCorporation(Turkmenistan)From2021to2023,thecompanyexportedanddelivered2,110taxisandbusestotheAgency"Turkmenavtoulaglary",whichwasundertheAgencyofTransportandCommunications.Itaimstoprovidesafeandreliablemeansoftransportationbyresolvingtheshortageofgovernment-authorizedtaxis,andcontributetotheimprovementofpublictransportation.DatacenterunderconstructionPhotocourtesyofToyotaTsushoCorporationSumitomoCorporation(Mongolia)ThecompanyestablishedTranswestMongoliainthecountrytooperateasadistributorforminingequipmentsalesandservice.Inadditiontoequipmentsales,italsohandlespartssupply,repairandmaintenance.In2011,itreceivedordersforlarge-scaleminingequipmentmanufacturedbyKomatsuLtd.fortheOyuTolgoiMine,oneoftheworld’slargestcopperandgoldmines.Sincethen,ithasexpandeditscustomerbaseandcontributedtothecountry’sresourcedevelopmentandeconomicgrowth.TaxisdeliveredtotheAgency"Turkmenavtoulaglary"PhotocourtesyofSumitomoCorporationMitsubishiCorporation(Mongolia)ThecompanyoperatesChinggisKhaanInternationalAirportthroughNUBIA,anentitywhichitestablishedjointlywiththeGovernmentofMongolia.Itfocusesonensuringsafetyandcomfortinairportoperationsandaimstoenhanceservicesbyexpandingflightroutesandfrequenciesaswellasimprovingcommercialfacilities.Throughtheseefforts,thecompanycontributestothesocialandeconomicdevelopmentofMongolia.(Top)Providinghighqualityequipmentrepairandmaintenance(Bottom)LargedumptrucksoperatingatOyuTolgoiPhotocourtesyofSumitomoCorporationChinggisKhaanInternationalAirportPhotocourtesyofMitsubishiCorporationChapter2:WhytheGlobalSouthNow?–ANewFrontierfortheShosha28SHOSHAHandbook

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4BusinessinMiddleEastIntheMiddleEast,Japaneseshoshasaredevelopingadiverserangeofbusinesses,withaprimaryfocusontheenergysector.Inadditiontotheirlong-standingLNGoperations,theyarealsofocusingonrenewableenergyanddecarbonizationtechnologiessuchasgreenammoniaandhydrogen,strengtheningcollaborationinlinewithnational,onsitestrategiesliketheSaudiVision2030andOmanVision2040.ThisreflectsthealignmentbetweenJapan’senergysecurityneedsandthegreentransitionprioritiesofMiddleEasterncountries.Inaddition,theyareactivelyinvolvedininfrastructuredevelopment.Inalarge-scalewaste-to-energyprojectpromotedbytheEmirateofDubai,UAE,theyintroduceditsfirstwasteprocessingandpowergenerationfacilities,contributingbothtoreducingenvironmentalimpactandensuringastableenergysupply.Inaddition,theyareengagedintheICTsectorandconsumer-orientedbusinesses,providingservicesrelatedtosmartphonesandotherproducts.Productandservicedevelopmentisalsobeingenhancedtomatchthemarketcharacteristicsoftheregion,includingarapidlygrowing,youthfulpopulationandrelativelyhighpercapitaincomelevels.Inthisway,JapaneseshoshasaredevelopinginitiativesthatsupportsustainablegrowthwhilevaluingtheirrelationshipsoftrustwithcountriesacrosstheMiddleEast.MiddleEastTurkeyLebanonPalestineSyriaIraqIranAfghanistanIsraelJordanKuwaitBahrainQatarSaudiArabiaUnitedArabEmiratesOmanYemenChapter2:WhytheGlobalSouthNow?–ANewFrontierfortheShoshaSHOSHAHandbook29

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ToyotaTsushoCorporation(SaudiArabia)ThecompanyisparticipatinginanindependentpowergenerationprojectinSaudiArabia.Inthisproject,itplanstoconstruct,own,andoperatea119MWsolarpowerplantinWadiAdDawasirandselltheelectricityproduced.Thisproject,whichispartofthecompany’seffortstowardthe2050carbonneutralitytarget,hasbeenselectedasasubsidizedinitiativebyJapan’sMinistryoftheEnvironment.MarubeniCorporation(Oman)ThecompanyhassignedabusinessdevelopmentagreementandalanduseagreementwithHydrom,basedinOman,foragreenammoniaproject.Ithassecuredlanduserightsfor47yearsandaimstoconstructandoperatehydrogenandammoniaproductionfacilities,sellingtheproductstodomesticandinternationalcustomers.Thisprojectispositionedasacontributiontosustainablegrowthbasedongreenhydrogenandammonia.SumitomoCorporation(SaudiArabia)ThecompanyhasinvestedinZension,afirmbasedintheMiddleEast,supportingitssmartphonesubscription,warranty,andresalebusinessesinSaudiArabiaandtheUAE.Throughthisinvestment,itleveragesitsexpertiseindevice-relatedbusinessestopromoteacirculareconomyintheMiddleEast.MitsubishiCorporation(Oman)ThecompanyhasreachedanagreementwiththeGovernmentofOmantoextenditsstakeintheOmanLNGproject.Throughthisinitiative,itcontinuestoensureastableenergysupplywhileadvancingcontributionstodecarbonization.SigningceremonyPhotocourtesyofMarubeniCorporationMITSUI&CO.,LTD.(UAE)ITOCHUCorporation(UAE)Buildingonmorethan50yearsofcollaborationwithAbuDhabiNationalOilCompany(ADNOC)intheLNGbusiness,thecompanyisnowjointlyadvancingtheRuwaisLNGprojectandalow-carbonammoniaprojectintheUAE.Tocontributetotherealizationofasustainablesociety,itispromotinginitiativesthatleveragenextgenerationenergiessuchashydrogenandammoniatodrivedecarbonizationeffortsoriginatingfromtheMiddleEast.Inalarge-scalewaste-to-energyprojectthecompanyhasbeencarryingoutintheEmirateofDubai,thefacilitieswerecompletedinAugust2024andcommencedcommercialoperations.Byintroducingthecountry’sfirstwaste-to-energyfacility,theprojectprocesses1.9milliontonsofwasteannually,equivalenttoabouthalfoftheemirate’stotalwaste,whilealsosupplyingcleanelectricitygeneratedfromtheheatproducedduringincineration.©ADNOCPhotocourtesyofMITSUI&CO.,LTD.PhotocourtesyofITOCHUCorporationChapter2:WhytheGlobalSouthNow?–ANewFrontierfortheShosha30SHOSHAHandbook

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5BusinessinAfricaJapaneseshoshasarediversifyingtheirbusinessesintheAfricanmarketwhileadvancingthetransitiontosustainablebusinessmodels.ThistrendisdrivenbyAfrica’srapidpopulationgrowthandeconomicdevelopment,thepressingneedforinfrastructuredevelopment,andtheglobalshifttowardrenewableenergy.Whileresourcedevelopmenthastraditionallybeenatthecoreoftheirbusinesses,investmentinrenewableenergy,suchasgreenammoniaandwindpowergeneration,isexpanding.Carboncreditprojectsarealsoattractingattentionaspartofclimatechangecountermeasures.InAfrica,growingpopulationsandeconomicexpansionarealsocreatingnewbusinessopportunitiesinthefoodsector.Thepoultrybusinessisthrivingintheregionowingtoitshighfeedefficiency,fewerreligiousrestrictions,andrelativelylowcost.Demandforinstantnoodlesisalsoincreasingasincomesriseandlifestyleschange.Meanwhile,thepharmaceuticalmarketcontinuestogrow,drivenbyrisingdemandforadvancedmedicalcareamidanincreaseinnon-communicablediseasessuchaslifestyle-relatedillnesses.TheJapanesegovernmentisalsosupportingcorporateexpansionintoAfricathroughinitiativessuchastheTokyoInternationalConferenceonAfricanDevelopment(TICAD).Japan–Africaeconomicrelationsareexpectedtodeepenfurtherinthecomingyears.TunisiaAfricaMoroccoWesternSaharaAlgeriaLibyaEgyptCapeVerdeGambiaSenegalGuinea-BissauSierraLeoneLiberiaMauritaniaGuineaMariBurkinaFasoNigerChadNigeriaCentralAfricaRepublicCameroonGhanaBeninCôted'lvoireSãoGabonDemocraticRepublicofTogoTomée=PríncipetheCongoEquatorialGuineaCongoAngolaZambiaSudanSouthSudanUgandaKenyaTanzaniaEritreaEthiopiaRwandaBurundiComorosMalawiDjiboutiSomaliaSeychellesMadagascarNamibiaBotswanaZimbabweMozambiqueMauritiusReunionRepublicofSouthAfricaEswatiniLesothoChapter2:WhytheGlobalSouthNow?–ANewFrontierfortheShoshaSHOSHAHandbook31

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ToyotaTsushoCorporation(AcrossAfrica)Guidedbyits“WITHAFRICAFORAFRICA”vision,thecompanyhasbeenworkingalongsidethepeopleandcommunitiesofAfricaforover170years.Today,withabout23,000employees,itoperatesacrossall54Africancountries,focusingonfourcorebusinessareas:mobility,greeninfrastructure,healthcare,andconsumer.In2024,itestablishedAEOLUS,anewentitydedicatedtorenewableenergybusinessinAfrica,enablingittopursuerenewableenergyprojectsmoreflexiblyandswiftlythaneverbefore.Furthermore,in2025,itmadeafull-scaleentryintothepharmaceuticalretailsectorbyacquiringGoodlife,thelargestpharmacychaininEastAfrica,asawhollyownedsubsidiary.ToyotaTsushoremainscommittedtoworkingtogetherforabetterglobalenvironmentandasustainablesocietyforthechildrenwhowillshapeAfrica’sfuture.GoodlifestorePhotocourtesyofToyotaTsushoCorporation©FranckDUNOUAGulfofSuezWindFarmII,EgyptPhotocourtesyofToyotaTsushoCorporationMarubeniCorporation(AcrossAfrica)ThecompanyoperatesahealthcarebusinessinAfricathatincludesregulatoryaffairs,promotionandlogisticsservicesforpharmaceuticalsandmedicaldevices.ThroughitscapitalpartnershipwithPhillipsPharma,itisworkingtoexpanditsbusinessinpharmaceuticalmarketsandimprovethequalityofhealthcare,aimingtoaddresslocalhealthchallengesinAfrica.MITSUI&CO.,LTD.(30countriesinAfrica)ThroughitsinvestmentinETCGroup(ETG),whichhasanextensivenetworkacross30Africancountries—particularlyintheSub-SaharanAfrica—thecompanyjointlydevelopingabroadrangeofbusinesses,fromfoodandagriculturalinputstosteelproductsandmineralresources.Inthecocoaandcottonsupplychains,togetherwithETG,itpromotessustainableagriculturaldevelopmentandsupportslocalfarmers’incomegrowththroughtheimplementationofsustainabilityprogramsandtraceabilitysystems.PhotocourtesyofMarubeniCorporationPhotocourtesyofMITSUI&CO.,LTD.MITSUI&CO.,LTD.(MoroccoandEgypt)ThroughitsinvestmentsinZalarandWadiPoultry,MoroccanandEgyptianentities,respectively,thecompanyoperatesanintegratedproductionbusinesscoveringbroilerproduction,processing,manufacturingandsalesofprocessedfoods,andprocurementoffeedgrains.Inmarketsexpectedtoexperienceeconomicgrowthandrisingdemand,thecompanyaimstoenrichpeople’slivesandhelpthemachieveamoreprosperousandfulfillinglifestylethroughfood.PoultryfarmnearCairoPhotocourtesyofMITSUI&CO.,LTD.ITOCHUCorporation(RepublicofSouthAfrica)ThecompanyisengagedinagreenammoniaprojectutilizingrenewableenergythroughitspartnershipwithHiveintheEasternCapeprovinceofSouthAfrica.Buildingontheregion’sabundantnaturalenergyresources,theprojectaimstoestablishanintegratedsupplychainfromproductiontoexport.Itcontributestotherealizationofadecarbonizedsocietyandsupportsthedevelopmentofnext-generationenergy.SigningceremonyPhotocourtesyofITOCHUCorporationSojitzCorporation(Kenya)SumitomoCorporation(MadagascarandMozambique)SojitzhaslaunchedaninstantnoodlemanufacturingandsalesbusinessintheEastAfricaregionincollaborationwithKapaOilRefineries,basedinKenya.Throughproductdevelopmenttailoredtothelocalmarket,thecompanyaimstoprovidehigh-qualityfoodproducts.Thecompanyseekstoachievea20%marketshareby2026andtocontributetothedevelopmentofthefoodindustryintheregion.ThecompanyoperatesacarboncreditbusinessinAfrica,basedinMadagascarandMozambique.Inthisproject,itcarriesoutmangroveplantingincollaborationwithlocalcommunities.Theprojectaimstogenerate34milliontonsofcreditsandcontributetobothclimatechangemitigationandthelocalcommunities.TastingofinstantnoodlesPhotocourtesyofSojitzCorporationMangroveforestinMozambiquePhotocourtesyofSumitomoCorporationChapter2:WhytheGlobalSouthNow?–ANewFrontierfortheShosha32SHOSHAHandbook

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6BusinessinLatinAmericaJapaneseshoshasarestrengtheningtheirstrategicinitiativesacrossawiderangeofsectorsinLatinAmerica,includingresourcesandenergy,agriculture,andenvironmentalbusinesses.Inparticular,theyareactivelyinvestinginmineralresourceproductionprojectsandagricultural-relatedbusinessestoensurestablesuppliesofkeymineralresourcessuchaslithium,ironore,andcopper,aswellasfoodresourceslikesoybeansandcorn.Themarketforbio-pesticideshasbeengrowingrapidly,drivenbygovernmentregistrationsystemsthatencouragetheiruseandbytheirincreasingadoptionamonglarge-scalesoybeanandothercropfarmers,attractingsignificantinterestfromshoshas.Theyarealsofocusingonthedevelopmentandoperationofpowergenerationprojects,includingrenewableenergy,withanemphAsiaonenvironmentalfriendliness.LatinAmerica,withapopulationofmorethan650millionandagrowingmiddleclass,isexpectedtoseefurtherexpansionasamajorconsumermarket.Theregionisalsohometoabout3.1millionpeopleofJapanesedescent,offeringopportunitiestostrengthenregionalcooperationthroughthesehumannetworks.Shoshas’diversebusinessactivitiesnotonlycontributetothesustainabledevelopmentofLatinAmericabutalsohelpenhancetheinternationalpresenceofJapanesecompaniesamidtheincreasingentryofChinesebusinessesintotheregion.LatinAmericaMexicoBelizeCubaBahamasHaitiHondurasJamaicaNicaraguaGuatemalaCostaRicaElSalvadorPanamaDominicanRepublicEcuadorColombiaVenezuelaGuyanaSurinameFrenchGuianaSaintKittsandNevisAntiguaandBarbudaDominicaSaintLuciaBarbadosPeruBoliviaBrazilGrenadaSaintVincentandtheGrenadinesTrinidadandTobagoParaguayChileArgentinaUruguayChapter2:WhytheGlobalSouthNow?–ANewFrontierfortheShoshaSHOSHAHandbook33

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MITSUI&CO.,LTD.(Brazil)ThecompanyhasinvestedinValeinBrazil.CenteredonitsironorebusinessincollaborationwithVale,itisworkingtoensureastableglobalsupplyofmineralandmetalresources.Itsoperationshelpsupportasustainableindustrialbaseandbolsterexportcompetitiveness.MitsubishiCorporation(Brazil)InBrazil,thecompanyengagesingrainprocurementandsales,agriculturalinputssales,andgrainproduction,throughAgrexdoBrasilLTDA.servingasitsgrainprocurementhub.ItisalsostrengtheningitsgrainsourcingcapabilitiesinBrazilthroughcollaborationwithitsstrategicpartner,ADM,aleadingglobalgraincompany.Theseeffortscontributetoensuringastablesupplyoffood.©DarioZalis/ValePhotocourtesyofMITSUI&CO.,LTD.SoybeanfarminBrazilPhotocourtesyofMitsubishiCorporationITOCHUCorporation(Brazil)ThecompanyhasincreaseditsstakeinCSNMineração,aleadingironoreproducerinBrazil,raisingitsownershipratiotoapproximately18percent.Itaimstosecurehigh-qualityironoreandreduceCO2emissionsthroughsteelproductionusingdirectreducediron.MarubeniCorporation(Brazil)AdubosRealprovidesfarmerswithagri-inputproductssuchasfertilizers,cropprotection,andseedsinBrazil.ThecompanyleveragestheknowledgeoftheMarubeniGroupaswelltocontributetodevelopmentofagricultureinBrazil.CasadePedraMinePhotocourtesyofITOCHUCorporationAsceneofagri-inputproductsapplicationPhotocourtesyofMarubeniCorporationSojitzCorporation(Brazil)SojitzhascollaboratedwithToshibaCorporationandCBMMtojointlydevelopanext-generationlithium-ionbatterythatusesNTOastheanodematerial.ApilotprojectforelectricbuseswascarriedoutattheAraxaMineinBrazil,andinJune2025thecompanybeganmanufacturingtheproductandsupplyingpaidsamples.NAGASE&CO.,LTD.(Brazil)Prinovagroup,asubsidiaryofNagasehasacquiredAplinovainBrazil,whichengagesinthewholesale,manufacturing,andsalesoffoodnutritioningredients.Throughthisacquisition,thecompanyhasmadeafull-scaleentryintotheSouthAmericanmarketaspartofitsregionalexpansionstrategyandaimstofurtherstrengthenitscustomernetworkintheregion.LaunchceremonyofthepilotprojectPhotocourtesyofSojitzCorporationChapter2:WhytheGlobalSouthNow?–ANewFrontierfortheShosha34SHOSHAHandbook

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JFEShojiCorporation(Mexico)ThecompanyhasestablishedasteelprocessingcenterinSilao,Guanajuato,Mexico,whereitprocessesandsellshigh-tensilesteelsheetsandsteelsheetsforautomotiveouterpanels.Equippedwithlaserblankingcapabilities,itisworkingtomeetthegrowingneedsofMexico’sautomotiveindustry.MITSUI&CO.,LTD.(Mexico)ThecompanyestablishedMITinfrabyintegratingAtlatec,anentityinthewatersector,andMPA,apowersectorbusiness,andoperateswater,power,andenergysolutionbusinessesthroughthisentity.Itaimstocontributetosocietybyprovidingsustainableinfrastructurethatrespondstotheregion’sgrowingenvironmentalawarenessandevolvingneeds.PhotocourtesyofJFEShojiCorporationAtotonilcoWastewaterTreatmentPlantPhotocourtesyofMITSUI&CO.,LTD.SumitomoCorporation(ChileandotherpartsofLatinAmerica)MITSUI&CO.,LTD.(Chile)ThecompanyhasinvestedinBioInsumosNativa,basedinChile,andisengagedintheproductionandsalesofenvironmentallyfriendlybiocontrolproductsacrossLatinAmerica.ByleveragingthesalesnetworkofSummitAgro,agroupcompany,itaimstopromoteandexpandtheuseofbiocontrolproducts.Takingintoaccountenvironmentalregulationsandbiodiversityconsiderations,thecompanycontributestosustainableagricultureonaglobalscale.ThecompanyparticipatesintheCollahuasiMineinChile,committingtoensuringastablesupplyofcopper,anessentialmaterialforachievingaglobaldecarbonizedsociety.Itisengagedinsupplyingpowergeneratedfromrenewableenergy,operatingaseawaterdesalinationprojecttominimizefreshwateruseatthemine,anddevelopingoretransportationinfrastructure.Throughtheseinitiatives,thecompanybalancesenvironmentalresponsibilitywithcontributionstothelocalcommunity.Itaimstobuildamodelforsustainableresourcedevelopment.ApplicationofBioInsumosNativa’sbiocontrolproductsPhotocourtesyofSumitomoCorporationPhotocourtesyofMITSUI&CO.,LTD.ToyotaTsushoCorporation(Argentina)IncooperationwithRioTinto,thecompanyproduceslithiumcarbonateattheOlarozSaltLakeinArgentina.Tocontributetotheautomotiveindustry’sshifttowardcarbonneutrality,itisfocusingonsecuringandstablysupplyingmetalresourcesthatareexpectedtoseegrowingdemandwiththeexpansionofelectricvehicles.LithiumcarbonateproductionprojectatOlarozSaltLake(Argentina)PhotocourtesyofToyotaTsushoCorporation©RioTintoAllRightsReserved.Chapter2:WhytheGlobalSouthNow?–ANewFrontierfortheShoshaSHOSHAHandbook35

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3ChapterInternalGlobalization–IncreasinglyDiverseGlobalWorkforce3-1WhatInternalGlobalizationMeansforJapaneseShoshas1BackgroundandNeedforInternalGlobalizationinShoshasAsthebusinessenvironmenthasbecomeincreasinglycomplexandsubjecttorapidchange,thegrowthofshoshashasbeensustainedbypromotingtheactiveuseofglobaltalent.Inthepast,shoshasmainlyactedastradingfirmsthatexportedproductsfromJapantooverseasmarkets.Atthattime,aworkforceprimarilycomposedofJapaneseemployeeswassufficienttocarryouttheiroperationssmoothly.However,sincethe1990s,thebusinessmodeloftheshoshahasshiftedtowardinvestment-ledprojects.Thistransformationrequiredadeeperunderstandingoflocalpolitics,economies,andcultures,aswellastheabilitytobuildlong-termpartnerships.Inparticular,withtheriseofemergingmarketsafterthe2000sandtheacceleratedexpansionintosectorssuchasnaturalresources,infrastructure,andconsumer-relatedbusinesses,employeeswithexpertiseinlocalcustomsandcultureshavebecomekeytosuccess.Shoshascannotsucceedanymorewithoutsecuringanddeveloping“localyetglobal”talentwhocantaketheleadinstrategydevelopment,negotiations,andjointmanagementwithlocalpartners.2AttractingaDiverseGlobalWorkforceToday,shoshashirelocaltalentintheregionswheretheyoperateandalsorecruitinternationaltraineesandforeignstudentsinJapan.Consequently,peoplefromawiderangeofnationalitiesandbackgroundsarecontributingtheirexpertiseacrossvariousbusinessareas.Alongsidethisshift,shoshashavebeenreviewingtheirpersonnelsystemsandstrengtheningtheireducationandtrainingprograms.Theyareworkingtodevelopandappointmanagementleadersonaglobalscaletoenhancebusinessvalue.Moreover,fromtheperspectiveofsocialcontributions,theyarecommittedtofosteringtalentedindividualswhowillleadthefuturebyofferingtheirowneducationalsupportandscholarshipprograms.3GlobalTalentthatDrivestheWorldandChallengestoAddressInrecentyears,theglobalsituationhasbecomeincreasinglyunpredictable.Inadditiontorisinggeopoliticalrisks,businessesarerequiredtoaddresscomplexchallengessuchassustainability,digitaltransformation(DX),anddiversity.Torespondflexiblyandeffectivelytothesechanges,shoshasneedtoinvolvepeoplewithdiverseandglobalperspectivesintheirdecision-makingprocessesatthemanagementlevel.Inparticular,inoverseasmarketswheregrowthopportunitiesareexpanding,itisvitaltodevelopandutilizemanagementtalentinlocalentitieswhoaredeeplyrootedintheircommunitiesandcapableofbuildingstrongrelationshipsoftrust.Atthesametime,therearealsomanychallengesontheground,includingcommunicationbarriersarisingfromdifferencesinlanguage,values,workethics,andculture,aswellasreligiousconsiderations.Recognizingtheserealities,shoshasareexpectedtogobeyondsimplyhiringforeignemployeesandtoestablishsystemsforglobal-scaletalentdevelopmentandpersonnelmanagement.Thus“internalglobalization”hasbecomeoneofthemostimportant,medium-tolong-termmanagementprioritiesforshoshasastheycontinuetoevolvetomeetthedemandsofthetimes.Chapter3:InternalGlobalization–IncreasinglyDiverseGlobalWorkforce36SHOSHAHandbook

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GlobaltalentrecruitmentGlobalizationofHRHumanresourcessystemsEducationandtrainingprogramsDevelopmentandpromotionofmanagementtalentColumn5TheShoshasandGlobalTalent—TheLegacyof“Cross-BorderPioneers”AcrossErasThehistoryofsogoshoshais,inmanyways,thehistoryofglobaltalent.DuringtheMeijiera(late19thtoearly20thcentury),theearlyshosharepresentatives,armedwithlanguageskillsandcrossculturalunderstanding,pioneeredtradewithEuropeandtheUnitedStatesastruecross-borderpioneers.Inthepostwarreconstructionperiod,travelingtotheMiddleEastandAfricatosecureresourcesbecamevitalforshoshas,andearningtrustlocallywasamatterofsurvival.Asthebusinessmodelshiftedfromtradetoinvestmentinprojects,thetypeoftalentrequiredalsoevolvedfromsimpleintermediariestoco-creatorsdeeplyrootedinlocaleconomies.Today,shoshasworkalongsidepeoplefromdiversenationalitiesandculturalbackgroundstoaddresscomplexgeopoliticalandglobalchallenges.Evenastimeschange,themissionofshoshas—toengagewiththeworldandcreatevaluetogether—remainsunchanged.Throughouttheirhistory,theshoshas’journeyhasalwaysbeenaccompaniedbychallengesandco-creationdrivenbyglobaltalent.Chapter3:InternalGlobalization–IncreasinglyDiverseGlobalWorkforceSHOSHAHandbook37

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3-2PracticalCaseStudiesofGlobalTalentUtilizationinShoshas1LeveragingGlobalTalenttoStrengthenGlobalPresenceIntoday’sworld,economiesandsocietiesarechangingrapidlyonaglobalscale.Companiesareexpectedtobuilddiverseandmutuallybeneficialwin-winrelationshipsacrossdifferentculturesandvaluesystems.Thegreateststrengthofsogoshoshas,theirunparalleledpresenceasenterprisesoperatingbusinessesincountriesandregionsaroundtheworld,issupportedbycontinuouseffortstoleverageandnurtureawiderangeofglobaltalent.ChallengesinoverseasexpansionCreatingnewbusinessestailoredtoeachcountryBuildingrelationshipswithlocalpartnersGainingdeepinsightintolocalbusinesspracticesandculturesAnalyzinggeopoliticalrisksineachcountryCoexistingWithLocalCommunitiesAndContributingToSolvingSocialIssuesHumanresourcessystems▶EducationandtrainingprogramsUnderstandingdiversity▶FacilitatingtalentexchangewithoverseasofficesLeveragingdiverseglobaltalentHiringinternationaltalent▶Inoverseaslocations▶InJapanExpandingopportunitiesfornon-Japaneseemployees▶AppointinginternationalChapter3:InternalGlobalization–IncreasinglyDiverseGlobalWorkforce38SHOSHAHandbook

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ICHIBANYA’sEntryintotheIndianMarket(MITSUI&CO.,LTD.)MITSUI&CO.,LTD.haspartneredwithICHIBANYACo.,Ltd.,thebrandownerandoperatorofthepopularJapanesecurryrestaurantchainCURRYHOUSECoCoICHIBANYA,toopenbothdirectlymanagedandfranchisestoresinIndia.Thetwocompaniesestablishedajointventurein2019andlaunchedtheirfirststorein2020duringtheCOVID-19pandemic.WiththesupportofMITSUI&CO.INDIAPVT.LTD.inlegalandHRaspects,thejointventurehasbuiltitsownlocalorganizationtodevelopandoperatetwooutletsintheDelhiNCR.InIndia,whereinternationalrestaurantbrandsotherthanpizzaandburgerchainsremainrelativelylimited,thejointventure,ledbythemanagementsecondedfrombothMITUIINDIAandICHIBANYA’sheadquarters,hasbeendevelopinglocalmenuitemsthroughtrialanderror.Theseeffortshavegraduallygainedacceptanceamonglocalcustomers.Franchiseinquirieshavealreadybeguntocomein,anddiscussionsareunderwayforexpansionintoothercities.PhotocourtesyofMITSUI&CO.,LTD.SupportingEthiopia’sEconomicGrowthThroughTelecommunicationsInfrastructureDevelopment(SumitomoCorporation)Ethiopia,withapopulationof120million—thesecondlargestinAfrica—ispoisedforrapideconomicgrowthintheyearsahead.However,thecountry’sinfrastructure,education,andhealthcaresystemshavelonglaggedbehind,andmobilephonepenetrationhadbeenfarlowerthanthatofmanyotheremergingeconomies.WhentheEthiopiangovernmentdecidedtoliberalizethetelecommunicationsmarket,SumitomoCorporationformedastrategicpartnershipwithleadingglobalplayerstolaunchanewtelecomservice.ThisconsortiumdrawsontheexpertiseofspecialistswithdecadesofexperienceintelecommunicationsaroundtheworldandaimstoprovidenationwideserviceacrossEthiopiaby2030.Asthebusinessexpands,ithasalreadygeneratedmorethan20,000directandindirectjobsonsite,includingopportunitiesforrecentgraduatesasofJuly2025,andcontinuedworkforcedevelopmentisexpected.PhotocourtesyofSumitomoCorporationChapter3:InternalGlobalization–IncreasinglyDiverseGlobalWorkforceSHOSHAHandbook39

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2RecruitmentofLocalEmployeesatOverseasSubsidiariesandEntitiesToday’sworldischangingrapidlyandbecomingincreasinglyunpredictable.Inthiseconomicenvironment,shoshascannoteffectivelyaddressthechallengestheyfacewithoutmaintainingclosecommunicationwithlocalstakeholders.Thecollaborationbetweenforeignemployees—knownasnationalstaff—atoverseasofficesandtheheadquartersinJapanhasbecomeincreasinglyimportantyearbyyear.Moreover,manyshoshasnowoffertrainingprogramstailoredforforeignemployeeswhoarepotentialfutureleaders.Amongtheforeignstaffworkingatoverseasofficesworldwide,quiteafewhavetakenadvantageoflanguagetraininginJapanandprogramsdesignedtodeepentheirunderstandingoftheshoshas’business,enablingthemtoadvancetheircareersasmanagersatbranchesorlocaloffices.DevelopingLocalLeadersinOverseasOperations(SojitzCorporation)Sojitzaimstoleverageitsoverseasoperatingcompaniestotapintolocalnetworks,expandSojitz’sbusinessareas,andcreatenewbusiness.Inordertoachievethesegoals,Sojitzisfurtherincreasingthenumberoflocallyhiredemployeesholdingchiefofficerpositionsatoverseasoperatingcompanies.Theratioofoverseaschiefofficerpositionsfilledbylocallyhiredemployeeswas40%attheendofFY2021,andthisratioincreasedto49%bytheendofFY2024.Previously,Sojitzaimedtoraisethislocalizationratioto50%ormorebyFY2025buthassincereviseditstargetupwardto60%underMedium-termManagementPlan2026aspartofthecompany’seffortstofurtherthelocalizationprocess.SojitzhasalsoestablishedanadvisoryboardmadeupofC-suiteleadersfromoverseasoperatingcompanieswhichconvenesintheUnitedStates.Throughsuchexchanges,SojitzaimstoachievebusinessexpansionandcreatesynergyacrossSojitzGroupbyencouragingcollaborationthroughoutitsdiversebusinesses.3RecruitmentofInternationalEmployeesandTraineesinJapanForshoshas,whoseoverseas-relatedbusinessesaccountforasignificantshareoftheirrevenue,therecruitmentofinternationalemployeesinJapan,regardlessofnationalityoracademicmajor,hasbecomeanimportantpartofeffortstoleverageadiverseworkforce.Inaddition,forshoshas,theacceptanceofinternationaltechnicalinternsandtraineesinJapanhasalsolongbeenpromotedtosupportbusinessoperations,filllaborshortages,andfosterinternationalcooperation.However,therearemanychallenges,suchasinadequateworkingconditionsandhumanrightsprotection,andshoshasarerequiredtoestablishsystemsforacceptingtraineesthatplaceastrongemphasisonhumanresourcedevelopment.GlobalStrategyforLoadingArmsLedbyaNon-JapanesePresident(TokyoBoekiHoldingsCorporation)TheTokyoBoekiGrouphas16subsidiariesbothinJapanandoverseas.Oneofthese,TBGlobalTechnologiesLtd.(TBG),holdsasignificantshareoftheJapaneseloadingarmmarket.Thecompanyisnowfocusingonexpandingitsbusinessabroadtoachievefurthergrowth.LoadingarmsareequipmentforloadingandunloadingfluidenergysuchascrudeoilandLNG.ExpandingTBG’spresenceintheglobalmarketrequiresunderstandingtrendsintheglobalenergyindustryandbuildingstrongbusinessnetworks.In2022,Mr.LaurentPoidevinwasappointedasPresidentandRepresentativeDirectorofTBG.HisexperienceandperspectivegainedfromglobalbusinessnotonlyinspireTBGemployeesbutalsoprovidemotivationforchallengeandgrowthacrosstheentireGroup.TBGlobalTechnologiesLtd.Mr.LaurentPoidevin,PresidentandRepresentativeDirectorPhotocourtesyofTokyoBoekiHoldingsCorporationRespectingtheHumanRightsofTechnicalInternTraineesComingtoJapan(TEIJINFRONTIERCO.,LTD.)TheTEIJINFRONTIERCO.,LTD.Group,whichhasadoptedforeigntechnicalinterntraineesforyearsthroughtheforeigntechnicalinterntrainingsystem,becameconcernedthatforeigntraineeshavecometoJapanbypayingalargefeetothesendingagencyintheirhomecountry.Inanattempttoremedythis,TeijinFrontierhaslaunchedtheZERO-FEEPROJECT,whichwouldeliminatetheforeigntrainee'sfeeburdenbyhavingthedomesticgroupfactorythatacceptsthetraineepaysuchfeefromFY2019.Asaresult,traineescanfocusontheirworkwithpeaceofmindandexperiencehighersatisfactionwiththeirlifeinJapan.*ThisprogramallowsforeigntraineestoacquireJapanesetechnicalskillsandtakethembacktotheirhomecountries.Chapter3:InternalGlobalization–IncreasinglyDiverseGlobalWorkforce40SHOSHAHandbook

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GlobalHuman4ResourcesSystems▶PersonnelrulesapplicableonlyShoshasaimtoplacetherightpeopleintherightpositionsonaglobalscale.Aspartofthiseffort,theyarestandardizingsystemsforpersonnelinformation,careerdevelopment,andtransferrulesforbothlocallyhiredoverseasemployeesandJapan-basedemployees.Theseinitiativesmakeiteasiertounderstandwhattypesofpositions,experience,andskillsemployeeshaveandwheretheyarelocated,enablingshoshastodeveloptalentwithspecializedexpertiseacrossregionsandexpandopportunitiesforemployeestosucceedonaglobalscale.toheadquartersemployees▶Dataontheskills,careeraspirations,andotherinformationofemployeeshiredatheadquarters▶Personnelrulesforeachoverseasentity▶Dataontheskills,careeraspirations,andotherinformationoflocallyhiredemployees▶Unifyingemployeeinformationworldwideforcentralizedmanagement▶Creatingaglobaldatabaseofemployeeskillsandpreferredrolestopromoteeffectivetalentmanagement▶Establishingstandardizedrulesfortransfersofnon-JapaneseemployeesITOCHUGlobalClassification(IGC)(ITOCHUCorporation)Aspartofitsglobaltalentstrategy,ITOCHUCorporationpromotestheplacement,appointment,anddevelopmentofemployeesregardlessofnationality.OnekeyinitiativeistheestablishmentanduseoftheITOCHUGlobalClassification(IGC)—aglobaljobclassificationsystemthatappliestoallpositionsandlevelsworldwide,basedonjobrolesandresponsibilities.ITOCHUhasalsodefinedthebehavioralrequirementsexpectedofleadersandbuiltatalentmanagementprocesstorecruit,develop,deploy,andappointhigh-potentialemployeeswhowilldriveoverseasrevenuegrowthacrosstheglobe.Inaddition,thecompanyhasextendedits360-degreesurveyandcoachingprogram,previouslyofferedtodomesticevaluatorsandwellreceived,toleadersofoverseasorganizationsaswell,providingthemwithsupporttostrengthentheirmanagementcapabilities.EnablingtheUtilizationofTalentwithEssentialSkillsonaGlobalScale(MITSUI&CO.,LTD.)MITSUI&CO.,LTD.hasestablishedaunifiedsetofrulescalledtheGlobalMobilityProgram(GMP),whichstandardizesapprovalproceduresforinternationaltransfers,variousallowances,andhome-leavearrangementsfornon-Japaneseemployees.Intandemwiththisinitiative,thecompanyhasestablishedadedicateddepartmentinSingaporetooverseeinternationaltransferoperations.Thisprogramfacilitatesseamlessmobilitybetweenoverseasoffices,suchastransferringanemployeehiredattheIndonesiasubsidiarytoapositioninChina.ThecompanyhasalsostandardizeditsHRinformationmanagementandcareerdevelopmentsystemsworldwide.Underthisnewframework,informationsuchastheskillsandcareeraspirationsoflocallyhiredemployees—previouslymanagedindividuallybyeachoverseasentity—isnowcentrallymanagedbytheheadquarters,aimingtomatchtherightpeopletotherightpositions.TheintegratedHRdatabasemakesinformationonemployees’workhistories,languageabilities,andcareerpreferencesreadilyaccessible,allowingthecompanytoidentifytalentwiththerequiredskillsonaglobalscale.Forinstance,whenlaunchinganewproject,thecompanycanswiftlyassembleateambysourcingemployeeswiththenecessaryexpertisefromaroundtheworld.Chapter3:InternalGlobalization–IncreasinglyDiverseGlobalWorkforceSHOSHAHandbook41

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5DevelopingManagerialTalentonaGlobalScaleAmongshoshas,thenumberofnon-Japaneseemployees,whetherlocallyhiredorrecruitedbyheadquarters,whoplayactiverolesworldwidehasbeensteadilyincreasing.Astheyaimtofurtherglobalizetheirbusinesses,theyhopetoseemorenon-Japaneseemployeesadvanceintomanagerialpositionsaswell.TohelptheseemployeesbetterunderstandthedistinctivecorporatecultureandbusinesspracticesofJapanesetradingcompanies,manyshoshasalsooffersecondmentsofnon-Japaneseemployeestoheadquartersastrainingopportunities,aswellasnext-generationleadershipdevelopmentprograms.Throughsuchinitiatives,shoshasaresteadilyadvancingthedevelopmentofmanagerialtalentonatrulyglobalscale.MITSUI&CO.’sFirstLocally-bornPresidentofanOverseasSubsidiary(MITSUI&CO.,LTD.)In2020,Mr.FaisalAshraf,whojoinedthecompanyin1998,wasappointedManagingDirectorofMITSUI&CO.INDIAPVT.LTD.,anemergingmarketwhichhasconsistentlybeentheworld’sfastestgrowingmajoreconomy.Heisthecompany’sfirstlocally-bornpresidentofanoverseassubsidiary,andleadsover200employeesbasedinsixofficesinIndiawiththeregionalHQinthecapital,NewDelhi.Aslocalsituationsinfastgrowingregionalmarketsaroundtheworldchangerapidlyandbecomemorecomplex,closecommunicationwithlocalstakeholdersisevenmoreimportanttoresolvelocalissues.PhotocourtesyofMITSUI&CO.,LTD.OverseeingHRandGeneralAffairsintheMiddleEastandAfrica(SumitomoCorporation)Ms.Maureen,originallyfromMalaysia,joinedCompanySCMEA(SumitomoCorporationMiddleEastandAfrica)asanHRspecialistaftergainingexperienceatvariousglobalcompanies.InherroleasanHRspecialist,sheisresponsibleforallSCMEAGroupoperationsanditssubsidiariesacrosstheMiddleEastandAfrica.WorkingoutoftheDubaioffice,sheleadsateamofstaffmembersfromover25differentcountries,strivingeverydaytofosteranorganizationalcultureandworkplaceenvironmentwhereeachemployeecantakeownershipoftheirworkandperformattheirbest.PhotocourtesyofSumitomoCorporationChapter3:InternalGlobalization–IncreasinglyDiverseGlobalWorkforce42SHOSHAHandbook

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GlobalTrainingthatBringsTogetherEmployeesfromHeadquarters,OverseasAffiliates,andGroupCompanies(MitsubishiCorporation)MitsubishiCorporationandtheMitsubishiCorporationGroupcontinuouslyruntheMCGroupLeadingChangeProgram(LCP),ajointtrainingprogramdesignedtocultivatetheleadershipskillsandorganizationaltransformationcapabilitiesrequiredofthenextgenerationofmanagement.TheprogramisofferedincollaborationwithHarvardBusinessSchoolandtheStanfordGraduateSchoolofBusiness.Tofurtherfostertheconceptualandstrategicthinkingneededtoenhancebusinessvalue,theyalsoconducttheInnovator’sProgram,likewiseincollaborationwithinstitutionssuchasStanfordUniversity.Inthesetwoglobaltrainingprograms,participantsfromdiverseworkplaceenvironmentsandbackgroundscometogethertolearnsidebyside.Theseinitiativesprovidevaluableopportunitiestobuildconnectionsthattranscendgeographicandorganizationalboundaries,fosteringmutualunderstandingandco-creationofvalue.Inaddition,thecompanyisactivelynurturingthenextgenerationofleadersonaglobalscale.Forexample,aroundtennon-Japaneseemployeescurrentlyserveasgeneralmanagersofoverseasofficesoraspresidentsoflocalsubsidiaries.GlobalTalentExchangeandDevelopmentPrograms(ITOCHUCorporation)SinceFY2008,ITOCHUCorporationhasbeenrunningaprogramcalledtheNSHeadquartersUTR(U-TurnRotation),underwhichoverseaslocalstafffromaroundtheworldspendsometwoyearsatthecompany’sheadquartersinJapan.Theprogramisdesignedtocultivatefutureleadersbyprovidinglocalemployeeswithopportunitiestodeepentheirunderstandingofthecorporatephilosophy,gainknowledgeandexperiencethroughheadquartersoperations,andbuildprofessionalnetworks.Todate,some130employeesfromoverseasregionshaveparticipatedintheprogramatheadquarters.Inaddition,todevelopglobalmanagementtalent,thecompanyconductstheGlobalDevelopmentProgram(GDP)andShort-TermAssignmentstoBusinessSchools.InFY2024,102employeesparticipatedintheGDP,and37employeesweresenttoshort-termbusinessschoolprograms.MGMP,aSecondmentProgramfromOverseasOfficestoHeadquartersandOtherGroupCompaniesinDifferentCountries(MarubeniCorporation)MarubeniCorporationoperatestheMarubeniGlobalMobilityProgram(MGMP),underwhichoverseasgroupemployeesidentifiedasfutureseniorleadersaresecondedforacertainperiodtothecompany’sheadquartersinJapanortogroupcompaniesoutsideoftheirhomecountry.Participantsfromawiderangeofcountries,includingEurope,theUnitedStates,China,SouthKorea,India,andThailand,havebeenincreasingyearbyyear.AsofJuly2025,some20employeesareworkingattheheadquartersinJapanthroughthisprogram.Byprovidingoverseashireswithopportunitiestocontributebroadlyatheadquarters,Japan-basedandoverseasgroupcompanies,andoverseassubsidiaries,thisprogrampromotescross-borderengagementofdiversetalentwithinthegroup.NetworkinglunchPhotocourtesyofMarubeniCorporationChapter3:InternalGlobalization–IncreasinglyDiverseGlobalWorkforceSHOSHAHandbook43

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TrainingandEducationPrograms6toEmpowerNon-JapaneseEmployeesFornon-JapaneseemployeestothriveinaJapaneseshosha,itisessentialnotonlytoacquirelanguageskillsbutalsotounderstandJapan’suniquebusinessetiquette,corporateculture,andworkplacerules.Trainingandeducationprogramshelpfosterthisunderstanding,facilitatingsmoothercommunicationandimprovingemployeeretention.Inaddition,talentdevelopmentinitiativesatgovernment-certifiedtrainingcenters—particularlyindevelopingregions—contributetolocaleconomicgrowthaswellastheemploymentofhighlycapablelocaltalent.Throughavarietyofsuchprograms,shoshasareexpectedtocreateorganizationsthatenablenon-Japaneseemployeestofullydemonstratetheircapabilitiesandturndiversityintoastrength.AcquiringknowledgeofthedistinctivecorporatecultureandbusinesspracticesofJapaneseshoshasFosteringlearningandasenseofunitythroughcommunicationwithcolleaguesaroundtheworldDevelopingleadershipskillstosucceedonaglobalscaleOperatingtraininginstitutionstosecuretalentinrapidlydevelopingregionsDifferent-Career-LevelTrainingProgramsforLocallyHiredOverseasEmployees(SumitomoCorporation)SumitomoCorporationconductsEnglish-languagetrainingprogramsforlocallyhiredemployeesofitsoverseasofficesandGroupcompanies,tailoredtodifferentcareerlevels—seniorexecutives,managers,andseniorstaff.Locallyhiredemployeesfromaroundtheworldgatheratthecompany’sTokyoheadquarterstoattendlecturesonSumitomo'sBusinessPhilosophyandstrategies,aswellasbusinessskillssuchascross-culturalleadership.Throughtheseprograms,thecompanyaimstostrengthenparticipants’senseofunityasmembersoftheGroupandfurtherenhancetheirskills.IOTforseniorstaffMDPformanagersChartcourtesyofSumitomoCorporationGLPforseniorexecutivesGlobalNext-GenerationLeaderDevelopment(MITSUI&CO.,LTD.)MITSUI&CO.,LTD.hasbeenimplementingthelong-termcareerdevelopmentChangeLeaderProgram(CLP)since2018tocultivateproactivechangeleadersamongemployeeshiredlocallyatitsoverseasoffices.Participantsselectedfromaroundtheworldaregivenopportunitiesfordirectdialoguewithmanagementandintensivediscussionsonthemessuchasleadership.Theythentakeonstretchassignments.TheprogramattractsemployeesfromdiversebackgroundsacrosstheAmericas,Europe,andAsia.Theinteractionandexchangeofperspectivesamongcolleagueswithexpertiseinareassuchasfinance,sales,andlawprovidehighlyvaluablelearningopportunitiesforlocallyhiredTotalCLPParticipants/Sessionsemployees.(FY2019–FY2025)67participants/5sessionsPhotocourtesyofMITSUI&CO.,LTDColumn6WhatIstheJapan-IndiaInstituteforManufacturing(JIM)?TheJIMisoneofthehumanresourcedevelopmentinitiativesjointlypromotedbythegovernmentsofJapanandIndiaincollaborationwithJapanesecompaniestoinstillJapanesestyleskillsanddisciplineinIndia’smanufacturingsites.Theprojectaimstonurturefuturecoreleadersinmanufacturingworkplaces.ThroughtheJIMandJapaneseEndowedCourses(JEC),theprojectseekstotrain30,000manufacturing-sitepersonnelacrossIndiaovertenyears.Byenablingparticipantstoacquiremanufacturingskillsthroughhands-onpracticeandprovidingopportunitiestolearnkeyconceptsofJapanesemanufacturing,suchas5SandKaizen,theinitiativeaimstoraisethelevelofmanufacturingtalentdevelopmentinIndia.CertificationceremonyfortheJapan-IndiaInstituteforManufacturing(JIM)PhotocourtesyofNIPPONSTEELTRADINGCORPORATIONChapter3:InternalGlobalization–IncreasinglyDiverseGlobalWorkforce44SHOSHAHandbook

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JIM-CertifiedNTTFTrainingCentreinIndia(ToyotaTsushoCorporation)ToyotaTsushoCorporation,underthecertificationgrantedthroughtheMinistryofEconomy,TradeandIndustry’sJapan-IndiaInstituteforManufacturing(JIM)project(seeColumn⑥,openeditshuman-resource-developmentfacility,theToyotaTsushoNTTFTrainingCentre(TNTC),in2018.Itoffersathree-year“on-the-jobtraining”programthroughwhichyoungpeopleinIndiareceivedirectinstructioninJapanese-styleworkethicsandskills,withtheaimofcultivatingfutureleadersforthemanufacturingshopfloor.ForJapanesecompaniesoperatinginGujarat(GJ)StateinwesternIndia,hiringlocally-basedmanagershasbeendifficult,andworkersintheStatearegenerallyconsideredtohaveweakersoftskillscomparedwiththoseinotherstates—issuesthathavebecomechallengesforJapanesefirms.EvenwithinIndia,whereeconomicgrowthremainsrobust,GJStatehasseenanincreasingconcentrationofmanufacturingindustries,particularlyintheautomotiveandsemiconductorsectors.Inthestate,theimportanceofdevelopingandsecuringcorehumanresourcesworkingonthemanufacturingshopfloorisrisingfurther.(Programbatchesimplemented:9;Totalenrollees:203;Totalgraduates:61)PhotocourtesyofToyotaTsushoCorporation“DOJO”andOJT-BasedTalentDevelopmentSupportActivities(NIPPONSTEELTRADINGCORPORATION)ThecompanyhaslongconducteditsowntalentdevelopmentactivitiesatitsgroupcompanyoperatinginthesteelsheetprocessingbusinessinIndia.Since2023,ithaslaunchedaneducationalprogramcoveringknowledgeandskillsrelatedtothemanufacturingofsteelproducts.InAprilofthesameyear,thisprogramreceivedcertificationfromtheJapan-IndiaInstituteforManufacturing(JIM).ParticipantsfirstattendclassroomtrainingcalledDOJO,wheretheyacquirefoundationalknowledgeandunderstandJapanesewaysofthinking.Afterward,theymoveontoon-the-jobtraining(OJT).DuringOJT,theyinitiallylearnhowtooperatemachinerythroughexplanationsonhandlingequipmentattheworkplace.Oncetheybecomeaccustomedtothework,theyareremindedoftheimportanceofadheringtoworkstandardstopreventcomplacency,reinforcingthesignificanceoffollowingestablishedprocedures.Throughrepeatedpracticeandlearning,theygraduallyacquirethenecessaryskills.Whenthesectionmanagerjudgesthataparticipantisready,theyarepermittedtoperformtasksindependently.Inadditiontodevelopingitssteeldistributionbusinesslocally,thecompanyactivelyengagesinsocialcontributionthroughtalentdevelopment.PhotocourtesyofNIPPONSTEELTRADINGCORPORATIONSeekstoexpandbusinessinhigh-growthIndiabutfaceschallengesinsecuringasufficientnumberofhigh-qualityon-sitepersonnel.In2016,underthejointwitnessofJapaneseandIndianleaders,MinisterSekoandIndianAmbassadortoJapan,Mr.Chinoy,signedaMemorandumofCooperationontheManufacturingSkillsTransferPromotionProgram,agreeingtodevelop30,000peopleofmanufacturingtalentovertenyears.AimstopromoteIndianmanufacturingthroughinwarddirectinvestment(“MakeinIndia”);andSeekstoimprovetheskillsofyoungpeoplethroughvocationaldevelopmentinitiatives(“SkillIndia”).Chapter3:InternalGlobalization–IncreasinglyDiverseGlobalWorkforceSHOSHAHandbook45

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7EducationalSupportandScholarshipProgramsatOverseasLocationsFocusingonregionswithsignificanteconomicdisparities,suchascountriesintheGlobalSouth,shoshasleveragetheirglobalnetworkstoprovideeducationalsupporttailoredtothecircumstancesofeachregion.Throughscholarships,donationsofschoolsupplies,andhumanresourcedevelopmentprograms,theycontributetonurturingtalentthatsupportsthesustainablegrowthoflocalindustriesandpromotesthedevelopmentofcommunitiesthatunderpintheirbusinessactivities.Throughsuchinitiatives,shoshasnotonlycontributetostrengtheningrelationsbetweencountriesbutalsodeveloptalentedindividualswhowillleadthefutureinemergingeconomies.This,inturn,reinforcesthebusinessfoundationandrepresentsthemutuallybeneficialimpactthatisexpected.ExamplesofEducationalSupportandScholarshipProgramsbyShoshasAroundtheWorld(AsofMay2025)＠AfricanCountries▶ToyotaAcademyestablishedinKenya(ToyotaTsushoCorporation)▶Strengtheningthedevelopmentofnext-generationleadersinAfrica(MitsubishiCorporation)＠Oman＠India▶Scholarshipsforinternationalstudents(SumitomoCorporation)＠AsianCountries▶AsianCountries:Scholarshipsforuniversitystudents(SumitomoCorporation)▶DonationofschoolsuppliestoethnicboardingschoolsinLaos(MarubeniCorporation)▶ScholarshipsforstudentsattechnicaluniversitiesinMyanmar(MarubeniCorporation)▶ScholarshipprogramsforuniversitystudentsinCambodia(MarubeniCorporation)▶Selectionofscholarshiprecipients(MITSUI&CO.,LTD.)▶DevelopmentofCaregivingPersonnel(MITSUI&CO.,LTD.)＠Thailand▶Supportfortheselfrelianceofminorityhilltribes(MITSUI&CO.,LTD.)＠Vietnam＠HongKong▶Educationalprogramsfornursinghomesandrehabilitationcenters(MITSUI&CO.,LTD.)＠Philippines▶Scholarshipfundprogramandprovisionofschoolsupplies(MarubeniCorporation)▶Scholarshipprograms,visitstoscholarshiprecipients’homes,donationofpicturebooks,bookshelves,andschoolsupplies(SojitzCorporation)▶Professionaldevelopmentopportunitiesforscienceandengineeringuniversitystudents(SojitzCorporation)Chapter3:InternalGlobalization–IncreasinglyDiverseGlobalWorkforce46SHOSHAHandbook

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34561789Photocourtesyof2101MitsubishiCorporation2ToyotaTsushoCorporation©FranckDUNOUA3SumitomoCorporation4MarubeniCorporation5MITSUI&CO.,LTD.6MITSUI&CO.,LTD.7SumitomoCorporation8SumitomoCorporation9MitsubishiCorporation10ToyotaTsushoCorporation11SojitzCorporation12SojitzCorporation1112＠China▶ScholarshipprogramforChineseexchangestudents(SumitomoCorporation)▶HostinghomestaysforChineseuniversitystudents(ITOCHUCorporation)＠Japan▶ScholarshipprogramforstudentsatBrazilianschoolsinJapan(fromelementarythroughhighschool)aswellasforuniversitystudents(MITSUI&CO.,LTD.)▶CareerseminarprogramforstudentsandparentsofBrazilianschoolsinJapan(MITSUI&CO.,LTD.)▶Scholarshipsupportforself-financedoverseasstudents,mainlyfromdevelopingcountries,andhostingnetworkingeventsforthesestudents(ToyotaTsushoCorporation)▶Grantsforacademicresearch,supportforscholarshipstudents,andassistanceforinternationalexchangeprograms(SojitzCorporation)▶Scholarshipprogramforhighschoolstudentsaimedatfosteringglobaltalent(MitsubishiCorporation)＠Indonesia▶Selectionofscholarshiprecipientsandimplementationofsocial-issuesprograms(MITSUI&CO.,LTD.)▶Scholarshipprogramforuniversitystudents(MarubeniCorporation)@UnitedStates▶U.S.study-abroadsupportprogramforJapaneseuniversitystudentsaimedatfosteringnext-generationleaders(SumitomoCorporation)＠Brazil▶Scholarshipsforvocationaltrainingschools(MarubeniCorporation)＠Australia▶Japanstudytourprogramforuniversitystudents(MITSUI&CO.,LTD.)Chapter3:InternalGlobalization–IncreasinglyDiverseGlobalWorkforceSHOSHAHandbook47

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Chapter4WhatJFTCDoes4-1JapanForeignTradeCouncil,Inc.(JFTC)1TheJapanForeignTradeCouncilInc.(JFTC)isatradeorganizationmadeupofShoshaandtradeassociations.ItwasestablishedtocontributetotheprosperityoftheJapaneseeconomyandthedevelopmentoftheinternationaleconomiccommunity.AsofAugust1,2025,theJFTCiscomposedofatotalof137members,includingregularmemberssuchasShoshasandtradeassociations(42companies&18associations),andassociatemembersfromtrade-relatedindustriessuchasmanufacturing,finance,andshipping(49companies&28associations).2AboutJFTCBriefHistoryTheJFTCwasestablishedinJune1947asaneconomicorganizationrelatedtoJapan’strade,throughtheintegrationoffourtrade-relatedassociationsthathadpreviouslyoperatedindependently,inanticipationoftheresumptionofprivatetradeafterWorldWarII.Subsequently,inJune1986,itwasreorganizedintoanindustryassociationwhoseregularmembersconsistofShoshasandtradeassociations.OnApril1,2012,ittransitionedtoageneralincorporatedassociationwiththeauthorizationofthePrimeMinisterofJapan,basedonthereformofthepublicinterestcorporationsystem.3PrincipalActivities(1)GovernmentRelations–LobbyingforProposalsandRequestsJFTCcollectsopinionsfromwithintheShoshaindustryontheissuesitfacesandmakesproposalsandrequeststogovernmentministries,agencies,andrelatedorganizations,whileactivelyworkingtowardtheestablishmentofsystemsandtherealizationofinternationalstandardization.(2)MemberRelations–PromotingCommunicationsandInformationSharingTosupportthebusinessactivitiesofitsmembercompanies,JFTCcollectsandprovidesinformationnecessaryforShoshaactivities,suchasdomesticandinternationalpoliciesandeconomicandindustrialtrends,andpromotestheexchangeofopinionsandsharingofinformationamongmembersthroughstandingcommittees,seminars,andotherforums.(3)PublicRelations–SpreadingUnderstandingofShoshaFunctionsandActivitiesplusCSRActivitiesJFTCwidelycommunicatesthefunctionsandsocialrolesofShoshas,aswellasthesignificanceofitsownactivities,tostakeholdersinJapanandabroad,aimingtodeepenunderstandingandraiseawareness.Italsopromotessocialcontributionthroughenhancedpublicrelations—upgradingitswebsiteanddigitizingitspublications—andthroughcollaborationwithABIC.(SeeP.49,Chapter4-2.)(4)StrengtheningResponsestoNewChallengesFacingtheShoshaJTFCisstrengtheningitsresponsestonewlyarisingcommonissuesthataredifficulttoaddressindividuallywithinitsexistingcommitteeframework.Ithasthereforeadoptedcross-committeeinitiativestodealwithsuchmattersaseconomicsecurity,businessandhumanrights,digitaltransformation,SDGs,andthegreeningoftheenvironment.CommitteesJFTChasestablished17standingcommitteestoencourageinformationsharingandexchangesofopinionsamongmembersontheimportantissuestheyface.Thelatestpolicy-relatedinformationsharedattheseforumshelpsmembersdevelopmoresubstantialproposalsandrequests.PrincipalFunctionsGovernmentRelations▶GeneralAffairsCommittee▶TradeInsuranceCommittee▶PublicRelationsCommittee▶EconomicCooperationCommittee▶LegalCommittee▶HumanResource▶FinanceCommitteeCommittee▶Accounting&TaxCommittee▶Information&▶Logistics&DistributionCommunicationSystemCommitteeCommittee▶InternationalMarket▶SocialContribution&ABICCommitteeCommittee▶TradeTrendResearch▶SustainabilityPromotionCommittee*Committee▶SecurityTradeControl▶InternalControlCommitteeCommitteeTotal16MemberRelationsKEYFUNCTIONS*TheOutlookforJapan’sTradeBalanceandCurrentAccountforthefollowingfiscalyearispublishedannuallyinDecemberPublicRelations48SHOSHAHandbook

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4-2ActionforaBetterInternationalCommunity(ABIC)JointProgrambyKwanseiGakuinUniversityandABIC:InternationalHighSchoolStudentsForumJapaneseLanguageClassforForeignTechnicalInternTrainees(CommissionedbyKesennumaCity)JapaneseLanguageTrainingforPakistaniUniversityStudentsAboutABICAspartofitssocialcontributionactivities,JFTCprovidesuniqueformsofhumanresourcesupport.In2000,itestablishedtheActionforaBetterInternationalCommunity(ABIC)asaplatformtoleveragetheexperience,knowledge,networks,know-how,andskillsaccumulatedbyformeremployeesofShoshasandotherorganizationsovertheircareers.In2001,ABICwasincorporatedasanNPO.JFTChasentrusteditwiththeimplementationofitssocialcontributioninitiatives.Today,about3,000membersareengagedinactivitiesthroughABIC.Throughthesemembers,ABICprovideshumanresourcesupporttogovernment-relatedorganizations,localgovernments,companies,associations,educationalinstitutions,andorganizationsthatsupportinternationalstudents.MainActivitiesIntroductionandRecommendationofPersonneltoDomesticandOverseasGovernmentAgencies,Companies,andAssociations,LocalGovernments,andInternationalOrganizationsABICintroducesandrecommendsmembersinresponsetohumanresourceneedsofdomesticandinternationalgovernment-relatedorganizations(suchastheMinistryofEconomy,TradeandIndustry,theJapanExternalTradeOrganization,andtheOrganizationforSmall&MediumEnterprisesandRegionalInnovation),aswellascompanies,businessassociations,localgovernments,chambersofcommerce,NPOs/NGOs,andinternationalorganizations.DispatchofLecturerstoCorporate,Organizational,andLocalGovernmentTrainingProgramsABICdispatchesmemberswithspecializedexpertiseinspecificcountriesandregions,skills,andlanguagestoserveaslecturersforavarietyoftrainingprogramsorganizedbycompanies,associations,localgovernments,andgovernment-relatedagencies.Theseincludepre-departuretrainingforpersonnelassignedoverseas,aswellasskill-basedandlanguagetrainingprograms.DispatchofLecturerstoUniversitiesandGraduateSchoolsABICalsodispatchesmemberswithexpertiseinawiderangeoffieldstoserveaslecturersatuniversities,graduateschools,andprofessionaleducationprogramsforworkingadults.Inaddition,itundertakestheoperationofvariouseducationalprogramsonacontractualbasis.DispatchofLecturersforInternationalUnderstandingandCareerEducationatElementary,JuniorHigh,andHighSchoolsABICdispatchesmemberswithspecializedknowledgeonvariousthemestoserveaslecturersforinternationalunderstandingandcareereducationprogramsatelementary,juniorhigh,andhighschools.DispatchofInstructorsforJapaneseLanguageEducationforForeignChildrenandStudents,TechnicalInternTrainees,andInternationalUniversityStudentsABICdispatchesmemberswhopossessJapaneselanguageteachingskillsandarealsoproficientinthenativelanguagesofthechildrenandstudentstoserveassupportstaffforJapaneselanguageanddailyschoollifeforforeignchildrenandstudentsatelementary,juniorhigh,andhighschools.Inaddition,ABICdispatchesmemberstoteachJapanesetoforeigntechnicalinterntraineesandinternationaluniversitystudents.DispatchofInstructorsforJapaneseLanguageandCultureEducationforInternationalStudentsABICdispatchesmemberstoserveasinstructorsforJapaneseLanguageandJapaneseCultureClasses(includingflowerarrangement,teaceremony,calligraphy,karate,etc)heldatinternationalstudentdormitoriesoperatedbytheJapanStudentServicesOrganization(JASSO).ABICalsodispatchesmemberstoactasinterpretersforchildcareconsultationsandhomevisitsfornewborns.Inaddition,ABICcooperatesbydonatinggoodstothebazaarsheldinspringandautumn.(ThisissubsidizedbytheNakajimaFoundationandsupportedbyJASSO.)CooperationinInternationalEventsABICdispatchesmemberstointernationaleventsheldinJapantomeetstaffingneedsforeventmanagementandinterpretationvolunteers.(Note)Theterm“dispatch”inthistextdoesnotrefertoworkerdispatchasdefinedundertheWorkerDispatchAct,butrathertoABICrequestingitsmemberstoengageintherelevantactivities.ContactustoregisterasamemberofABICactivitiesSupportandExchangeforInternationalortodiscussrecruitmentopportunities.Students(Fromtop:JapaneseLanguageClass,KarateClass,FlowerArrangementClass,Bazaar)https://www.abic.or.jp/Chapter4:WhatJFTCDoesSHOSHAHandbook49

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AppendixTheWorldEconomyandTrade①19451946WorldWarIIends.TheUnitedNationsisestablished.TheWorldJapan(Trade,Shosha/JFTC)TheGHQordersJapantodissolvethebigfourfamily-runconglomerates.BusinessCycleJFTCChairman194719481949MarshallPlan:EuropeanRecoveryProgramTheGATTissignedTheCoordinatingCommitteeforMultilateralExportControls(CoCom)isestablished.ThePeople'sRepublicofChinaisestablished.1950TheKoreanWarbegins.1951TheGHQallowsJapantoresumeprivatetradingbutwithconstraints.JapanForeignTradeCouncil,Inc.(JFTC)isestablished(June25).TheexchangerateagainstUSdollarisfixedat¥360.Japanresumesprivatetrading.TheGHQagreesingeneralfortheShoshastoestablishoverseasbranches.TheJETROisestablished.SanFranciscoPeaceConference;TheTreatyofPeacewithJapanissigned.TheSecurityTreatybetweentheUSandJapanissigned.Operationofcivilaviationresumes.1952JapanjoinstheIMFandWorldBank.1953TheKoreanWarArmisticeissigned.19541955195619571958TheBandungConference:Asian-AfricanConferenceTheEuropeanEconomicCommitteeisestablished.1959TheGATTConferenceisheldinTokyo.19601961EFTAisestablished.TheDillonRoundoftheGATTislaunched.OPECisformed.TheOECDisestablished.TheDillonRoundoftheGATTisconcluded.ThreeObjectivesandFourPrinciplesforEconomicIndependence:Austeritymeasures105Shoshasspecializedintextilegobankrupt(thepost-warhighestrecord).JapanjoinsGATT.ThesystemsthatallowShoshastopurchaseandholdforeigncurrenciesandtosettlenetbalancesbetweenmainandbranchofficesgointoeffect.TheJapaneseGovernmentestablishesanexportcouncilfortradebusinessundertheExportCouncil.TheMinistryofInternationalTradeandIndustry(MITI)announcestheoutlineforeffectiveplacementofoverseaslocationsforShoshas.JapanTradeCharterisadopted(November19).TheBasicGuidelinesfortheLiberalizationofTradeandExchangeisdecided.TheTreatyofMutualCooperationandSecuritybetweentheUSandJapanissigned.TheJointUS–JapanCommitteeonTradeandEconomicProblemsiscreated.Post-warInflationRecessionInducedbythePost-warStabilitySpecialProcurementBoomBroughtbytheKoreanWarExpansionPeriodofthe3rdBusinessCycleContractionPeriodofthe3rdBusinessCycleExpansionPeriodofthe4thBusinessCycleNAKAJIMAKumakichi(1947.6-1953.4)INAGAKIHeitaro(1953.4-1972.10)1962ThenavalquarantineofCuba.Japan-ChinaTradeMemorandum.1963TradeDayisdesignated(June28).1964TheKennedyRoundoftheGATTislaunched.1965AmericanbombingofNorthVietnambegins.JapanacceptstheobligationsofArticleVIIIoftheIMFAgreement.JapanjoinstheOECD.Newtaxbreaksforexportpromotioncomeintoeffect;Theexportincomecreditsystemisabolished.TheTokyoOlympics.TheTreatyonBasicRelationsbetweenJapanandtheRepublicofKoreaissigned.BoomBroughtbytheTokyoOlympicsPost-olympicsRecessionAppendix:TheWorldEconomyandTrade①50SHOSHAHandbook

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1966TheCulturalRevolutionbeginsinChina.19671968TheWorldJapan(Trade,Shosha/JFTC)TheSix-DayWarbegins.TheKennedyRoundoftheGATTisconcluded.TheASEANisestablished.TheOAPECisestablished.TheTreatyontheNon-ProliferationofNuclearWeaponsissigned.Deficit-coveringgovernmentbondsareissuedforthefirsttime.Thecapitalliberalizationofficiallybegins.JointJapan-USCommitteeonTradeandEconomicAffairesmeetinginHonolulu:Cooperationtosupportthedollar1969The2ndstageofcapitalliberalization.197019711972197319741975NeweconomicpolicyisannouncedintheUS;TheNixonShock.ChinajoinstheUN.Multilateralcurrencyadjustment:SmithsonianAgreementUKjoinstheEC.TheTokyoRoundoftheGATTislaunched.The4thArab-IsraeliWarbegins.The1973oilcrisis.TheVietnamWarends.The1stG6Summit:RambouilletSummitJFTCrelocatesheadofficefromBouekikaikan(Ginza)toWorldTradeCenterBuilding(Hamamatsu-cho).TheJapan-UStextilenegotiationsbegin.The3rdstageofcapitalliberalization.TheyenisrevaluedupwardagainsttheUSdollarto¥308undertheSmithsonianAgreement.The4thstageofcapitalliberalization(93%)Japanagreestoa3-yeardealtolimittextileexportstotheUS.TheUS-JapanTextileAgreement.OkinawaisreturnedtoJapan.Sino-Japaneserelationsarenormalized.100%tradeliberalizationisdecided.JFTCdrawsupthe"Sogo-Shosha'sCodeofConduct"(May).Thefloatingexchangeratesystemessentiallycomesintoeffect:TheendofSmithsonianSystemFact-findingsurveyonthelargest6Shoshas(MITI).TheActonEmergencyMeasuresagainstCorneringandSpeculativeStockingofMaterialsandProductsRelatedtoDailyLifeisofficiallyannounced.Fact-findingsurveyonSogoShoshas(JapanFairTradeCommission).JFTCestablishesCommitteeonJapan-KoreaTradeExpansionandBalance.The2ndFact-findingsurveyonSogoShoshas(JapanFairTradeCommission):"SogoShoshasinrelationtoAntitrustPolicy"JFTCsends1stfriendshipdelegationtoPeople'sRepublicofChina.1976TheLockheedbriberyscandals.197719781979The1979energycrisis.The5thG7SummitinTokyo.TheTokyoRoundoftheGATTisconcluded.TheSoviet-AfghanWarbegins.1980TheIran–IraqWar.1981TheCancunSummitonInternationalDevelopment:The1stNorth-SouthSummitTheSino-JapanesePeaceandFriendshipTreatyissigned.TheNaritaInternationalAirportbeginsitsoperation.Douglas-Grummanscandal.Japan-USAutoTradeTalksbegin.TheForeignExchangeandForeignTradeActisrevised.JapanagreestolimitAutoTrade.InternationalTradeInstitute(ITI)isorganized.BusinessCycleExpansionPeriodofthe6thBusinessCycleRecessionInducedbytheNixonShockBoomInducedbytheReconstructingtheJapaneseArchipelagoOilCrisisJFTCChairmanINAGAKIHeitaro(1953.4-1972.10)MIZUKAMITatsuzo(1972.10-1985.5)1982TheinvasionoftheFalklandIslands.Appendix:TheWorldEconomyandTrade①SHOSHAHandbook51

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AppendixTheWorldEconomyandTrade②19831984198519861987The1985MexicoCityearthquake.ThePlazaAccord.TheWorldJapan(Trade,Shosha/JFTC)TheChernobyldisaster.The12thG7SummitinTokyo.TheUruguayRoundoftheGATTislaunched.PerestroikabeginsintheSovietUnion.TheLouvreAccord.BlackMonday.1988TheIran–IraqWarends.198919901991199219931994TheTiananmenSquareMassacre.The1stAPECEconomicLeaders'Meeting.TheBerlinWallisdismantled.IraqinvadesKuwait.Germanyreunifies.CoalitionforcesattackIraq.TheGulfWarbegins.TheSovietUnioncollapses.The19thG7SummitinTokyo.TheEUsinglemarketiscreated.MaastrichtTreatyentersintoforce.TheCoComisdisbanded.TheUruguayRoundoftheGATTisconcluded.1995TheWTOisestablished.KoreanAirLinesFlight007isshotdownbySovietinterceptors.PrivatizationofNipponTelegraphandTelephone,andJapanTobacco.SharpappreciationoftheyenagainstUSdollar.JFTCisreorganizedfromaneconomicorganizationtoatrade-industryassociation(June).TheUSannouncestoimposerestrictionsonJapaneseimports.TheJapanNationalRailwaysisprivatizedanddividedintocompaniescollectivelycalledJRgroup.TheRevisedTradeandInvestmentInsuranceActcomesintoforce.TheUSandJapanreachanagreementontheliberalizationofbeefandorangemarketsinJapan.Salestaxisintroduced.TheUS-JapanworkinggroupontheStructuralImpedimentsInitiativesbegin.Stockmarketplungesshowingsignsofcollapsingbubble(February).ThefinalreportoftheUS-JapanworkinggroupontheStructuralImpedimentsInitiatives.TheInternationalPeaceCooperationLaw(PKOLaw)isenacted.TheJapaneseGovernmenteasesregulationson94items.Theyenrisesabove100yentoUSdollar.TheGreatHanshinearthquake.US-JapanAutomotiveAgreement.1996US-JapanSemiconductorAgreement.19971998199920002001TransferofsovereigntyoverHongKongfromtheUKtothePeople'sRepublicofChina.TheAsiancurrencycrisis.UndergroundtestsofnuclearweaponsbyIndiaandPakistan.TheEuropeanMonetaryUnionbegins.TheNATObombingofYugoslaviaintheKosovoWar.The26thG8SummitinOkinawaandKyushu.TheInter-KoreanSummitinPyongyang.TheTerroristAttacksintheUS(September11).TheWTODohaDevelopmentRoundbegins.ChinajoinstheWTO.Salestaxisraisedto5%.The50thAnniversaryofJFTC.TheBankofJapanActandActonProhibitionofPrivateMonopolizationandMaintenanceofFairTradearerevised,eliminatingabanonholdingcompanies.TheGuidelinesforJapan-USDefenseCooperationareapproved.TheConferenceofPartiestotheFrameworkConventiononClimateChangeinKyoto.TheActonEmergencyMeasuresfortheRevitalizationoftheFinancialFunctionsisenacted.TheNaganoWinterOlympics.JFTCpublishestherevised"Shosha'sCorporateCodeofConduct"(July).JFTCsetsuptheActionforaBetterInternationalCommunity(ABIC).ABICisapprovedasNPO.SFDFaredeployedtoIndianOceantosupporttheUS.BusinessCycleYenExpensiveRecessionBubbleEconomyPost-bubbleRecessionJFTCChairmanMIZUKAMITatsuzo(1972.10-1985.5)MIMURAYohei(1985.5-1992.5)EJIRIKoichiro(1992.5-1996.5)MUROFUSHIMinoru(1996.5-2000.5)MIYAHARAKenji(2000.5-2004.5)Appendix:TheWorldEconomyandTrade②52SHOSHAHandbook

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20022003200420052006TheWorldJapan(Trade,Shosha/JFTC)Eurobanknotesandcoinscomeintocirculation.NorthKoreadeclaresitsdevelopmentofnuclearweapons.NorthKoreaannouncesitswithdrawalfromtheNPT.TheIraqWarbegins.RepeatedsuicidebombingattacksinIraqetc.EUexpandsto25countriesincluding10newcountriesfromEasternEurope.TherenminbiappreciatesagainstUSDby2%.The1stEastAsiaSummit(16countries).Chinabecomestheworld'slargestholderofforeignexchangereserves.2007TheUSsubprimemortgagecrisis(August).20082009The34thG8SummitatToyakoinHokkaido.LehmanShock(September).Thecrudeoilpricesoars(above$100/barrelatonepoint).JFTCdrawsupthe"Shosha'sCorporateEnvironmentalCodeofConduct"(February).The1stJapan-NorthKoreaSummitmeetinginPyongyang.TheActonSpecialMeasuresconcerningHumanitarianReliefandReconstructionWorkandSecurityAssistanceinIraqisenactedforenablingJSDFtobedeployed.JSDFaredeployedtoSamawahinIraq.JSDF'sjoiningtothecoalitionforcesisdecided.TheKyotoProtocolentersintoforce.The2005WorldExpositioninAichi:LovetheEarthExpo.JFTCrevisesthe"Shosha'sCorporateCodeofConduct"(June).TheendoftheBOJ'szero-ratepolicy(0%to0.25%).Theannouncementismadethatthepastlongestexpansionperiodduringthe6thbusinesscycleissurpassed.The60thAnniversaryofJFTC.Postalprivatization.JapanAirSelf-DefenseForcewithdrawsfromIraqafter5-yeardeployment.Thethree-partycoalitiongovernmentofDemocraticPartyofJapan,SocialDemocraticParty,andthePeople'sNewPartyissetup.2010FinancialcrisisinGreece.The10thAnniversaryofABIC.2011UScompleteswithdrawalofAmericanmilitaryforcesfromIraq.DocumentsreleasedfromthenegotiatingchairsofWTODoharound.2012RussiajoinstheWTO.2013EUenlargement(28memberstates).TheGreatEastJapanEarthquake(March11).Japanrecordsfirsttradedeficitin31years.JFTCbecomesgeneralincorporatedassociation.LDP&NKPformcoalitiongovernment.JapanformallydeclarestojoinTPP(March).DietpassestheactontheProtectionofSpeciallyDesignatedSecrets(SDS).2014Japanraisessalestaxfrom5%to8%(April).20152016201720182019US-Cubarestoresdiplomaticrelations.The70thAnniversaryofWWII.The42thG7Summit:Ise-ShimaSummit(May).BREXITreferendum(UK,June).ParisAgreemententersintoforce.DonaldTrumpisinauguratedasthe45thPresidentoftheUS.NorthKoreaacceleratesitsdevelopmentofnuclearweapons.TheInter-KoreanSummitinPanmunjom.USannouncesitswithdrawalfromtheIrannucleardealframework(May).US-Chinatradedisputehasintensified.HongKongproteststointensify.G20OsakaSummit.JapansignsTPP(February).2016KumamotoEarthquake(April14).The70thAnniversaryofJFTC.JFTCrevisesthe"Shosha'sCorporateCodeofConduct"(March).TPP11entersintoforce(December).Japan-EUEPAentersintoforce(February).Japanraisesconsumptiontaxto10%.BusinessCycleExpansionPeriodinthe14thBusinessCycleGlobalEconomicCrisisExpansionPeriodinthe15thBusinessCycleEuropeancrisisAbenomicsEconomyJFTCChairmanMIYAHARAKenji(2000.5-2004.5)SASAKIMikio(2004.5-2008.5)KATSUMATANobuo(2008.5-2010.5)UTSUDAShoei(2010.5-2014.5)KOBAYASHIEizo(2014.5-2018.5)NAKAMURAKuniharu(2018.5-2020.5)2020UKleavesEU(January).WHOdeclaresCOVID-19apandemic(March).TheJapan-UnitedStatesTradeAgreementandJapan-UnitedStatesDigitalTradeAgreementareenacted(January).KOBAYASHIKen(2020.5-2022.5)Appendix:TheWorldEconomyandTrade②SHOSHAHandbook53

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AppendixTheWorldEconomyandTrade③2021TheWorldJapan(Trade,Shosha/JFTC)JoeBidenisinauguratedasthe46thPresidentoftheUS.AnewvariantofOmicronspreadsaroundtheworld.Japan-UKEPAissued(January).JFTCmovesitsofficetoKasumigasekiCommonGate(January).TheTokyoOlympics.BusinessCycleJFTCChairmanKOBAYASHIKen(2020.5-2022.5)2022RussiainvadesUkraine.RCEPissued(January).EconomicSecurityPromotionBillpassed(May).2023WHOliftstheCOVID-19globalhealthemergency(May).TheUnitedKingdomjoinstheTPP(July).Large-scaleattackonIsrael(October).COVID-19isreclassifiedasa“CategoryV”infectiousdisease(May).Anacttosecurefundingforincreaseddefensespendingisenacted(June).KOKUBUFumiya(2022.5-2024.5)2024IranlaunchesadirectattackonIsrael(April).FormerPresidentTrumpre-electiontoofficeintheU.S.presidentialelection(November).Amagnitude7earthquakestrikesIshikawaandNoto,causingtsunamidamagealongtheSeaofJapancoast(January).TheBankofJapanendsitsnegativeinterestratepolicy(March).Anewactconcerning“suitabilityassessments”foreconomicsecurityisenacted(May).YASUNAGATatsuo(2024.5-)Appendix:TheWorldEconomyandTrade③54SHOSHAHandbook

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SHOSHAHandbookFirstedition:December31,2025PublisherJapanForeignTradeCouncil,Inc.KasumigasekiCommonGateWestTower20F,3-2-1,Kasumigaseki,Chiyoda-ku,Tokyo100–0013,JapanTEL03（5860）9350E-mailchosa@jftc.or.jpURLhttps://www.jftc.or.jpEditor/PublisherResearchGroup,JapanForeignTradeCouncil,Inc..CoverDesignerKAMINAGAAikoDesignerYAMAGUCHITsutomu©JapanForeignTradeCouncil,Inc.PrintedinJapanAllrightsreserved,includingtherighttoreproducethisbookorportionsthereofinanyformwhatsoever

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SHOSHAHANDBOOK