For Sigma, “Made in Japan” isn’t just a marketing ethos; it signifies a commitment to the company’s home country, and to the region surrounding the city of Aizu, where its factory is located.
In an industry where most companies manage global manufacturing and supply chains, Sigma CEO Kazuto Yamaki takes pride in anchoring his company not only in its geography but in its culture. In fact, when Sigma introduced its new logo last year, it also doubled down on this regional connection, making “Made in Aizu, Japan” a core part of its brand identity.
Which explains why we find ourselves in Japan talking to Mr. Yamaki about rice. As we wrap up our interview at CP+, he casually mentions, “Actually, I’m not sure if you know it, but we decided to start growing rice.”
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| Sigma products and packaging proudly emphasize the company’s roots in Aizu, Japan. Photo: Richard Butler |
Sigma announced its rice-growing ambitions a few days before our meeting, and while we saw the same press materials as everyone else, it was fascinating to hear the story behind the project, and what inspired it, in Mr. Yamaki’s own words.
It’s about history and ecology
“Aizu is known for many things,” he tells us. “But one reason it’s well known is for being a good production site for rice. There are many rice fields in Aizu, and they produce top-quality rice. But these days, as you know, Japan is a rapidly aging country. Also, the kids don’t want to take over the farmers’ business. So the farmers are losing their successors. Actually, this is nothing new. This already started in the 90s or late 80s. But thanks to the tractor and combine, we don’t need many people.”
“Aizu is known for many things, but one reason it’s well known is for being a good production site for rice.”
According to Yamaki, this represents an important economic and cultural shift from the past.
“Before World War II, we had many big landowners, but after World War II, property was shared by the farmers thanks to the American government, which occupied Japan at the time. So in Japan, there are many small farmers. Until now, some farmers asked neighboring farmers to take care of their fields because, thanks to tractors and combines, they could grow rice through the neighbors.”
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| The Sigma factory in Aizu, Japan. Under Mr. Yamaki’s leadership, the company has leaned into its roots in Japan, focusing on the use of Japanese suppliers and working with local partners. Photo: Dale Baskin |
But it’s not just a matter of changing demographics. As Mr. Yamaki observes, the disappearance of the small farmer is having a lasting physical impact on the land itself.
“But what is happening today is these kinds of farmers are aging, and they are losing successors. I started seeing many abandoned rice fields or paddy fields in the Aizu area. This creates a lot of problems. Paddy fields contain water, right? There’s a particular ecosystem there, so we lose that ecosystem.”
“The disappearance of the small farmer is having a lasting physical impact on the land itself.”
“Once the land loses its ability to absorb water, it creates floods and also mudslides. And the abandoned fields have unexpected, undesirable plants. It invites bugs and harmful animals from the forest. So it creates a lot of problems. And also, the look of the landscape – I mean the traditional Japanese landscape, including the paddy fields – we are losing. So our aim, our purpose, is to keep the traditional Japanese landscape as it is. We are not going to grow the agricultural business, but our purpose is to preserve the paddy fields as they are.”
A view from the train
For Mr. Yamaki, the decision to farm was a deeply personal one, rooted in a final request from his father.
“My father [Sigma founder Michihiro Yamaki] passed away 14 years ago. He had liver cancer. At the very last stage, maybe two or three months before he died, he asked me to take him to Aizu several times.”
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| Kazuto Yamaki’s father, Sigma founder Michihiro Yamaki (far right), poses with supporting members of the Sigma Research Institute Co., Ltd, around 1961. Photo: Sigma |
“Because of his illness, at first I drove him to Aizu. But at some point, he told me he wanted to go by train. The local train in Aizu runs through the paddy fields. And he was looking at the paddy fields. And I realized why he wanted to go to Aizu by train. He was just looking at the rice fields, and since then, I really like looking at the paddy fields.”
“But these days,” he explains, “I feel very sad looking at an abandoned paddy field. So I was interested in starting agriculture about three years ago, and finally, we can start this year.”
Leveraging the experience already inside Sigma
At the Sigma factory, the line between technician and tradition is closer than one might expect; some of the same hands that craft many of Sigma’s world-class lenses are now being tasked with a much older form of craftsmanship: maintaining Aizu’s rice paddies.
“Many of our factory workers are farmers. They know how to make rice, and they have machines. So, we can ask people over age 60 or 65, “Could you work at the rice paddy rather than the factory?” And if we rent out their tractor, we can pay. If we rent their tractor for a week, it can be revenue for them. So we already have the resources to make it.”
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| Some of the same hands that craft many of Sigma’s world-class lenses are now being tasked with a much older form of craftsmanship: maintaining Aizu’s rice paddies. Photo: Dale Baskin |
However, don’t expect to see Sigma brand rice on store shelves anytime soon. Yamaki has a pragmatic plan for what to do with all that rice: keep it within his own family of employees.
“We consume it ourselves, because we have a cafeteria in the factory and we have one at the headquarters. If we sell to wholesalers, we have to sell it very cheaply. But we can sell it directly to the company that runs the cafeterias. So we may not lose much money. So it’s a kind of win‑win situation.”
For Mr. Yamaki, Sigma’s foray into agriculture is an opportunity to lead by example.
“For Mr. Yamaki, Sigma’s foray into agriculture is an opportunity to lead by example.”
“It’s really important to commit to the local community,” he states emphatically.
“Well, of course, as a company, making a profit is the most important responsibility. But in today’s society, companies play many important roles in society and have many social responsibilities. I think the contribution to the local community is one of the important responsibilities a company has. So we are just doing what we can do.”
“Of course, we cannot save the Earth. We cannot save the whole region. But I like the phrase, “Think globally, act locally.” By announcing this kind of activity, it may influence others, and if such activity spreads to the world, people may be able to help the Earth.”