All
about
JFE Shoji
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- All about JFE Shoji
Since we were established, JFE Shoji has been on a journey buoyed by your support.
We will continue that journey with you. Here is a look at our past, present and future initiatives.
History
Get to Know Our Past

Establishment of JFE Shoji
JFE Shoji Group was established in October 2004 when Kawasho Corporation and NKK Trading Inc. merged and restructured themselves. Its mission was and is to handle the core functions of product sales and global procurement for the JFE Group.

JFE Group Structure
In October 2012, JFE Shoji became an operating company of JFE Holdings to leverage the JFE Shoji Group’s marketing functions throughout the JFE Group and bolster the efficiency of the JFE Group’s entire steel business supply chain.

Current
Our Present

JFE Shoji by the Numbers
JFE Shoji has around 100 Group companies worldwide and employs more than 8,500 people. JFE Shoji and its Group companies unite as a team in our business activities, so we are able to supply products that match customer needs on a global basis.
JFE Shoji Group
employees
Working worldwide, our employees and Group companies will band together to address global needs while promoting various initiatives.

Number of employees (consolidated)
8618
(as of March 31, 2024)

Number of employees (JFE Shoji)
1051
(as of March 31, 2024)

Diversity and
inclusion
We are incorporating more training and refining an environment that better fosters a corporate culture in which diverse talents can play an active role within various workstyles.

Cultivating human resources to
boost quality and services
To strengthen our human resources development, we are providing various training designed to bring out the full potential of our employees and actively dispatching young employees overseas to give them practical global experience.

Health and safety initiatives
We conduct Group-wide health and safety management activities as a way to create safer and more pleasant workplaces, which represent the core of our corporate activities.
We conduct Group-wide health and safety management activities as a way to create safer and more pleasant workplaces, which represent the core of our corporate activities.
Performance
fiscal year ended March 2024
(consolidated)

Sales revenue
¥1476.4billion

Segment profit
¥48.9billion
*IFRS adopted; fiscal year ended March 2024 (consolidated)
Financial Information
(Link to JFE Holdings, Inc.)
Business Fields
across the Globe

Sales offices:
in Japan, 20 overseas 35
Group companies:
in Japan, 43 overseas 56
Business
Our Business

JFE Shoji
Business
Model
JFE Shoji
Business Model
JFE Shoji is working to establish a more stable revenue base by expanding both our trade and our business. In addition, we will strengthen our business foundation by boosting cooperation between our business bases on the basis of our Global Four Key Regions, which focuses on Japan, the Americas, China and ASEAN.
By expanding our supply chain from upstream to downstream with the focus on steel-related businesses, we will open up new possibilities and pursue social and environmental issues such as carbon neutrality and a recycling-oriented society as opportunities for growth. While taking advantage of the management resources and information network we have cultivated to date, we will work on our ESG management to lead during the times ahead.

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Steel
We supply steel products and quality services to customers worldwide from JFE Steel and our Alliance partners in Japan and other countries. We have also established a structure that allows us to perform secondary and tertiary processing according to customer needs, ensuring that we can supply slit and sheared items as well as steel products that are nearly finished products.
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Raw Materials & Machinery
We are always striving to strengthen our relationships with our existing suppliers and cultivating new ones to help ensure stable operations within the JFE Group as well as to improve its cost-competitiveness. We also leverage the knowhow we have accumulated in businesses related to steelmaking to create new businesses, including proposing new supply chains in other fields and other methods.
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Other
Foods, electronics, the Terre Armée method . . . JFE Shoji’s business domain has expanded far beyond steel.
Contributing to Solve Environmental
Problems through Our Businesses
JFE Shoji supports sustainable living and a sustainable society.
We are working on various environmental initiatives through our businesses.
Future
Get to Know Our Future

Seventh Medium-Term Management Plan (FY2021-FY2024)
Under the current medium-term management plan, we continue to pursue basic policies set forth in the Sixth Medium-Term Management Plan. Those policies include maintaining and expanding trading income, increasing business income, and strengthening our global four key regions. Through these and other measures, we will continue to expand our supply chain to build a stronger foundation for the JFE Group’s growth in promising fields such as electrical steel, automobiles, and construction materials in overseas markets. In addition, we will leverage our vast expertise and high-level proposal capabilities—two of our greatest strengths—to enhance our purchasing and sales power and expand business with products other than those from JFE Steel. Furthermore, we will leverage our Group’s information network and management resources to promote ESG management and DX, which are becoming increasingly significant. We will do our utmost to meet the needs of our customers.


Business strategy
looking ahead to 2024
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Key Measure 1:Initiatives in Priority Fields
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Establish No. 1 position in
global processing and
distribution of electrical steel sheetEstablish No. 1 position in
global processing and
distribution of electrical steel sheetWe have built a top-class electrical steel sheet processing and distribution network. During this medium-term period, we intend to become number one in the global processing and distribution of electrical steel sheet by extending our supply chain into new regions, bolstering our processing functions, and expanding collaborations with alliance partners.
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Strengthen our supply chain for automotive steel composite materials
Strengthen our supply chain for automotive steel composite materials
As demand for lighter vehicles grows, we expect the use of high-tensile steel to rise. While syncing our strategy with JFE Steel, we will strengthen our focus on high-tensile steel in the supply chain to accelerate the global expansion of automotive steel.
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Accelerate efforts in overseas construction materials business
Accelerate efforts in overseas construction materials business
To capture a greater market share in the construction materials sector, which is expected to continue growing, we are looking into broadening our business domains in North America through M&A and expanding our dealings in ASEAN with local general contractors and others. We are also considering more collaborations with local companies.
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Fully capture steel demand in Japan
Fully capture steel demand in Japan
In the Japanese market—which we consider the most crucial—we are forming partnerships outside the Group and expanding services such as secondary and tertiary processing. We are also expanding sales by syncing our strategy with JFE Steel and tying those efforts into maintaining and expanding income.
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Key Measure 2: Strengthening our purchasing and sales capabilities
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Expand business domains in steel, raw materials, and materials and equipment
Expand business domains in steel,
raw materials, and materials and equipmentWe are strengthening relationships in the steel materials field with alliance partners in Japan and other countries to supplement our main source of supply, JFE Steel. In this way we will build a more stable procurement structure and becoming more responsive to customer requests from all over the world. In the fields of raw materials and machinery and materials, we will accelerate the expansion of our business outside the Group by leveraging the knowledge, expertise and procurement network we have built up through transactions within the JFE Group.
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Key Measure 3: Responding to New Business Opportunities
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Expand our environmental
solutions businessExpand our environmental
solutions businessWe will approach the rising social demand for ESG as an opportunity in the following ways:
① Build a steel supply chain dedicated to boosting offshore wind power generation as well as strengthening the processing and distribution of eco-products such as electrical steel sheet and high-tensile steel for automobiles
②Reduce CO2 emissions by expanding trade in biomass fuels such as palm kernel shells (PKS) and wooden pellets, and promoting global resource recycling by increasing the volume of steel scrap we handle -
DX initiatives
DX initiatives
We aim to improve the competitiveness of products and services in supply chains by working on innovative enhancement of productivity through digital transformation (DX), the reform of existing businesses, and the creation of new businesses using digital technologies.
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Target:
Segment profit
¥40 billion
Based on the seven initiatives set forth in our business strategy, we will strengthen our core businesses, build a more robust foundation for growth, and leverage our strengths to achieve our goals.
Reference: FY2020 segment profit was ¥20 billion

