Part III: Trust as a Compass -- Building the Future of Agricultural Support for Africa

President Shuichi Suzuki has had a long and distinguished career in global business management. Now, as a leader with a background in the private sector, how does he perceive the Sasakawa Africa Association (SAA), a nonprofit organization, and what future does he envision for it?

Headquartered in Tokyo, SAA works closely with its country offices in Ethiopia, Uganda, Mali, and Nigeria. Suzuki emphasizes that when physical distance is a factor, the importance of "connections between people" becomes even more critical. For him, it is not about displaying strong leadership or implementing dramatic reforms but about "building an organization rooted in trust." He underscores that trust-based relationships are the foundation of success, as they allow for deeper communication and collaboration, even when there are differing opinions or backgrounds.

— SAA’s staff across different countries collaborate online. What do you believe is most important for effective cooperation across physical distances with staff and partners?

Throughout my career, I have been involved in launching businesses across the U.S., Asia, and the Middle East, and managed organizations with thousands of employees. What I have come to realize through these experiences is that the most important aspect of running an organization is not paperwork — it’s sincerely and directly engaging with people.

There are four keywords I always keep in mind when building trust: trust, credibility, sincerity, and humility. With these four, you can engage in deep communication with people from diverse backgrounds. Even if opinions differ, we can move forward together toward a common goal by respecting each other.

We live in an era of diversity, where it’s rare for everyone to agree. That’s why deep, thoughtful communication becomes so crucial. And the foundation for that communication is these four values.

— The importance of focusing inward, on the organization itself

When I revisited SAA’s vision and mission, I was particularly moved by the deep empathy and commitment toward supporting African farmers. There is a strong consistency between the organization’s ideals and actions, and that coherence is SAA’s strength.

However, if I may add one thing, I feel the perspective of “the employee's point of view” is somewhat underrepresented. SAA has about 200 staff members across its Tokyo and overseas offices. Each one of them is the foundation that supports activities on the ground. Clarifying how SAA provides value to its staff and what kind of growth it seeks to pursue together may be essential for future organizational development.

Designing the organization in a way that makes each employee feel, “I’m glad to be part of this team,” and nurturing a culture that values connection — I believe these are vital for SAA’s sustainable growth.

From farmers and agricultural extension workers sweating alongside us in the field, to partners bringing their expertise to solve problems, to donors supporting our activities — it is through collaboration with these diverse stakeholders that SAA’s work continues to deepen. Suzuki’s words prompt reflection on the partnerships and future that SAA is striving to build.

— What kind of partnerships are essential for successful projects?

No project can be accomplished alone. A “good partner” is always essential. Throughout my career, I have advanced many projects hand-in-hand with reliable local partners.

As the number of partners increases, the scope of business expands. But what matters is whether we share common values. Simply working together is not enough. Sharing a business philosophy — especially how we contribute to society — is the foundation of any collaboration.

The guiding principles I personally value are: respect for trustworthiness, and the spirit of “benefiting both self and others; unity of public and private interests.” Partners who share these values and aim to contribute to society — they are the true partners.

Also, the role of donors is extremely important. Just like shareholders in a company, we need to build solid trust with those who support SAA’s activities through honest, consistent communication about our achievements and challenges.

— Moving into the next phase through both "expansion" and "evolution"

Looking ahead, we must pursue both “expansion” and “evolution.” I don’t believe in scaling up blindly, but to deliver SAA’s work to more people, some degree of territorial expansion should be considered.

However, expansion alone can lead to superficiality. What matters most is the evolution of the project itself. To elevate SAA to a new phase within society, striking the right balance between expansion and evolution is critical.

— What is the ideal vision for SAA?

I believe our goal should be to become “the most trusted agricultural support organization in Africa.” Trust cannot be built in a day — it takes steady effort and sincere behavior over time.

To achieve that, we need vitality and innovation as an organization. With staff in Japan and Africa working together, inspiring one another, and moving forward — such a dynamic, entrepreneurial spirit is what makes local communities say, “Working with this organization ensures we’re on the right path.”

— A message to SAA staff and partners

To everyone who supports SAA’s activities — I have great respect for your dedication to local challenges and for your expertise and perseverance. I believe it is your passion and sincere efforts that have earned SAA the trust and results it has achieved across Africa.

In the coming years, agriculture and rural development will face increasingly diverse and complex challenges. In that context, we at SAA aim to remain an organization that continues to learn and adapt as we tackle issues together.

We will continue striving to be a vibrant team that is “positive, joyful, and results-driven,” and to work hand-in-hand with diverse partners to bring sustainable change to communities.

Thank you for being part of SAA’s journey—we look forward to your continued support.

FIN.

Column: Moments that Add Color to Daily Life♪♪♪

Outside of work, I find great joy in traveling and playing golf with my wife. Exploring places together has been a refreshing and meaningful part of life, offering valuable time to recharge.

Music is also an essential part of my daily rhythm. Every morning, and often while driving to golf courses or reading, I listen to classical music. It brings calm and balance to my day. I particularly enjoy symphonies by Mozart, Beethoven, Mahler, and Bruckner; string quartets by Haydn, Mozart, and Beethoven; and piano concertos by Beethoven, Mozart, Rachmaninoff, and Chopin. These moments of travel and music keep me grounded, reminding me of the importance of balance, in both life and leadership.

Part I: Four Decades of Global Business Experience – Grounded in Trust and Altruism
Part II: From International Business to the Sasakawa Africa Association (SAA)