Nisshin Seifun Group
Solutions:
Nisshin Seifun Group Inc. renewed its global executive development program, the Global Forum, in collaboration with GLOBIS. We spoke with Mr. Takao Ouchi, Mr. Yasuhiro Hashimoto, Mr. Jun Aoyama, and Ms. Mami Hatano from Corporate Planning Division, Globalization and Overseas Business Development, about the background behind the program renewal, the design and operational innovations, and the organizational changes that followed.
As Japanese companies expand globally, it has become increasingly important for headquarters, regional offices, and country-level subsidiaries to function as one management team. For organizations with diverse talent spanning multiple countries, languages, and business areas, simply aligning policies or encouraging networking is not enough. What is truly required is a platform that enables shared understanding and collective action on group-wide management challenges.
Nisshin Seifun Group, Japan’s leading flour milling company, has supported the country’s food infrastructure for more than 120 years. Today, the group’s business portfolio extends well beyond flour milling to include processed foods, yeast and biotechnology, health foods, ready-to-eat meals, and industrial materials such as mesh cloth.
The group has a strong global presence, operating 22 overseas subsidiaries and 35 production sites across 11 countries, mainly in Asia, North America, and Oceania. Overseas markets account for approximately 30 percent of total sales, while foreign nationals make up about 40 percent of the workforce, positioning Nisshin Seifun Group as a genuinely global enterprise.
To build a global management platform that would support continued international growth, the group held a four-day Global Forum in Singapore. Senior leaders from overseas subsidiaries came together to discuss shared management challenges and identify future actions to drive the group’s long-term growth.
Mr. Ouchi:
Our overseas business has expanded rapidly over the past decade. We acquired a U.S. flour milling company in 2012, a New Zealand company in 2013, and in 2019, Australia’s largest flour milling company. To achieve further global growth, it is essential not only to strengthen vertical collaboration between headquarters and overseas subsidiaries but also to enhance horizontal collaboration among overseas subsidiaries themselves. With this in mind, top management decided to restart the Global Forum by bringing together leaders of overseas subsidiaries.
The Global Forum had previously been held annually from 2014 to 2019 as a gathering of leaders of overseas subsidiaries, but it was suspended after moving online in 2020 due to COVID-19. I personally participated six times while working at overseas subsidiaries. At the time, simply having top leaders come together to share business updates and network was groundbreaking. Over time, however, I felt that the gathering itself had become the purpose, and the forum was losing its original value.
Our overseas subsidiaries differ widely. Some operate fully integrated local businesses from manufacturing to sales, while others function solely as manufacturing bases for Japan or as sales offices. As a result, even when leaders come together, their backgrounds, business models, management styles, and challenges differ significantly. Restarting the forum under the same concept would have been meaningless. We therefore believed it was necessary to clearly define a shared agenda and goals that all participants could commit to.
Mr. Ouchi:
Among the common themes facing overseas business leaders, one particularly urgent challenge is strengthening global HR governance. While the headquarters is involved to some extent in appointing top executives at overseas subsidiaries, the recruitment and development of managers and successors below that level are often left entirely to local management. At the same time, the number of Japanese managers capable of leading overseas businesses is limited. This made it increasingly necessary to establish global HR systems at an early stage, including defining talent requirements, developing successors that include local talent, and setting recruitment guidelines.
There is no single correct answer when it comes to global HR governance. Such systems must be designed by those directly involved in overseas operations, tailored to each company’s situation. That is why we decided to leverage the Global Forum. Rather than positioning it as a training program or networking event, we aimed to use it as a place to examine and shape our future approach to global HR governance.
To ensure broad participation, we proactively engaged overseas subsidiaries well in advance. Asking busy executives to spend four days in Singapore placed a significant burden on them, especially given the heavier pre-work compared to previous forums. As a result, initial reactions were not always positive. We therefore contacted each participant individually by phone and email, carefully explaining the forum’s purpose and significance.
We also consulted key overseas subsidiary leaders during the planning stage, asking what format would motivate them to participate. My prior experience visiting all overseas subsidiaries helped as well. By carefully listening to each company’s situation and challenges, we were able to identify themes that everyone could genuinely engage with.
Mr. Hashimoto:
When planning the new Global Forum, we were determined to ensure that it would not be a one-way lecture-based program. We wanted a space where participants could engage interactively, discuss openly, and learn from each other’s insights. To build a global management platform, it was essential to involve participants with diverse backgrounds and encourage proactive engagement. Creating such an environment requires not only English proficiency but also advanced facilitation skills.
We had previously worked with GLOBIS on domestic talent development programs and had confidence in their facilitation capabilities. For this reason, we asked them to provide facilitation that would actively involve participants and deepen their commitments.
Mr. Aoyama:
It is often difficult to understand what leaders of overseas subsidiaries are truly thinking. However, in this Global Forum, participants shared their honest views through interactive exchanges. The facilitator, Mr. Tsutsumi, spoke passionately while ensuring no one was left behind, creating an atmosphere where everyone felt comfortable speaking up.
Mr. Ouchi:
The case studies used in the forum were selected not simply as learning materials, but for their ability to prompt in-depth discussion among participants. Topics such as communication between headquarters and subsidiaries and localization of sales closely reflected the challenges participants were facing. This realism led to lively and substantive discussions.
Although discussions often tend to favor outspoken individuals, and English-only discussions can disadvantage some participants, skillful ice-breaking and facilitation ensured everyone had an opportunity to contribute. By the end of the four days, all participants were speaking with confidence — an outcome that left a strong impression.
Mr. Ouchi:
As pre-work, participants watched a video introducing Nisshin Seifun Group’s history and founding philosophy. The main theme of the forum became “What defines Nisshin Seifun Group?” Initially, we considered a more training-oriented approach, but through repeated discussions with GLOBIS, we concluded that if the forum was to serve as a global management platform, it needed to begin by reaffirming the group’s core values and organizational strengths.
While a company history session already existed for domestic employees, it was only available in Japanese. We therefore worked with GLOBIS to create an English version for overseas subsidiaries. By consolidating our history, decision-making philosophy, and challenges into a single video, we were able to convey the values and culture that have guided the company since its founding.
Mr. Hashimoto:
Many participants referred to our corporate principle, “The basis of business is built on trust,” and spoke about how they wanted to embody trust in their own leadership. This reaffirmed for me the unifying power of this principle across the group.
Mr. Ouchi:
The video was extremely well received, and many participants said they would like to share it with their own teams. We are currently refining it further based on participant feedback so that it can be used in overseas training and town hall meetings. The fact that participants are co-creating this resource with us represents a very positive development.
Mr. Ouchi:
We designed the Global Forum to build a natural sense of momentum, based on the idea that we create Nisshin Seifun Group’s global business ourselves. Through fully participatory discussions, participants shared real experiences, reflected on leadership, reaffirmed group values, and developed ownership over future actions. At the end of the four days, we felt a genuine sense of accomplishment.
Ms. Hatano:
What stood out most was the change in mindset. On the first day, some participants questioned the value of investing in talent development. By the final day, those same individuals were advocating for greater emphasis on developing people. This change symbolized the forum’s impact.
Mr. Aoyama:
In the past, organizational boundaries between business units were difficult to overcome. After the forum, there was a stronger willingness to collaborate and communicate across those boundaries. I hope this will lead to truly integrated group-wide business initiatives.
Mr. Ouchi:
What pleased us most was that on the final day, participants themselves proposed focusing the next Global Forum on strengthening HR management. We had intentionally avoided pushing this theme, so seeing participants independently align on it was deeply meaningful.
Preparation played a key role in the Forum's success. GLOBIS supported us from the planning stage through execution, adjusting content daily based on participant engagement and progress. We hope to continue aligning this initiative with our domestic talent development programs and look forward to ongoing collaboration.
Mr. Ouchi:
Building on the outcomes of this Global Forum, we plan to launch a development program for next-generation global leaders. This fall, we will host the Global Forum for Next Generations, bringing together emerging leaders from overseas subsidiaries. By linking this program with the main Global Forum, we aim to create a continuous cycle that accelerates global growth.
At the next forum, we also plan to focus on global HR management, a topic that was frequently raised by participants. While strengthening global management systems is essential, changing people and organizations takes time and must reflect each company’s context. By pooling the insights of leaders directly responsible for global management, we hope the Global Forum will continue to serve as a cornerstone for Nisshin Seifun Group’s future growth.
Through discussions with the organizing team about the forum’s purpose and strong commitment, I was prompted to reflect deeply on how to make this initiative truly meaningful. I am delighted that the Global Forum functioned as a platform connecting the entire Nisshin Seifun Group and aligning direction for global business growth. We will continue to walk alongside them and support their journey.
The Global Forum is far more than a training program. It brings together top management from group companies worldwide to share realities, discuss challenges, and develop solutions. It also builds shared understanding of what kind of company Nisshin Seifun Group is, including its history, values, and guiding principles. Participants gain insights they can apply directly to daily management, while headquarters gains invaluable visibility into overseas operations. This forum is a vital platform for advancing global management across the group, and I deeply respect the dedication of those leading this initiative.
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