OUR VALUES
We Uphold 12 Action Guidelines As Core Values That All Members Of S.E.A.T.S Inc. Recognize In Common. In Order To Produce Solid Output In An Environment Where Members Of Multiple Nationalities Cooperate, We Clarify Decisions And Behavioral Standards That Are Considered Appropriate. We Believe That Each Member Realizing These Action Guidelines With Higher Standards Will Be The Driving Force In Increasing The Corporation’s Productivity As A Whole.
When taking an action, you need to think of the meaning and the purpose of that.
Without the consciousness of what are the purposes we have set before taking action, some people just end up doing something unclearly and would be thinking the action is the purpose.However, you can prevent that by always being aware of what the purpose or meaning is.
This is a basic understanding of all activities not only for when you request someone to do something but also for when you are requested to do something as well.
In order to achieve the goals at a high standard of quality in an organization in which all members are independently working, it requires them to clearly understand the purpose.
All results come with at least one cause. Thinking from all the results in the past, not only the good ones but also the bad ones, why it becomes like that, and figure out what the causes are, you could apply this knowledge to other opportunities to step up to success.
We will not say that business will not rely on luck, but in our opinion, the achievement after encountering good luck is all the efforts of accumulating all possible causes correctly through our daily activities and continuing to improve.
Before you can produce great output, you need enough volume of attempts to learn from. Waiting to produce the single perfect version before starting wastes time that could be spent learning through repetition.
By generating ideas, drafts, or actions quickly and in quantity, you create more chances to discover what actually works, and quality rises naturally as a result of that repetition.
This does not mean sacrificing care for speed — it means trusting that the fastest route to a high-quality result runs through enough reps, not through waiting for the perfect first try.
When we started this business, something called “Value” did not exist at all. Creating this “Value” from nothing, we started by collecting information.
Even in an age when almost any information can be found online, the value of information gathered directly — through an actual visit to a client or a site — never diminishes.
What matters most is connecting these pieces of information together. A single fact is rarely useful on its own; value is created in the act of linking facts to form insight for our stakeholders.
Productivity is measured by dividing the outcome (output) by the resources you put in (input). To maximize productivity, you need to input the right amount and the right mix of resources to pull out the maximum possible outcome — not simply more resources.
We believe it is essential for each individual to objectively understand and manage how they allocate their time, budget, and skill, so that every resource is working toward the highest possible return.
Optimizing resources, rather than simply spending more of them, is what allows performance to scale sustainably across the organization.
Pretending to understand an instruction, a client's request, or a colleague's explanation just to avoid looking slow almost always costs more time later than asking a clarifying question up front.
If something is unclear, ask again — and if needed, ask a third time — until you can explain it back in your own words. This is especially important in a multinational team, where language and cultural context can easily hide a misunderstanding.
A short pause to confirm understanding is never wasted time; it is the fastest way to make sure the work that follows is built on a correct foundation.
When you see a problem, a risk, or an opportunity, raise it and act on it before someone else has to point it out to you. Waiting to be told, or waiting until an objection is raised against you, means you have already lost the initiative.
This does not mean acting recklessly — it means thinking ahead, anticipating what a reviewer, client, or teammate would object to, and addressing it in advance.
People who consistently act before objection are the ones who are trusted with bigger responsibility, because they can be relied on to move a situation forward without needing to be pushed.
Before spending time struggling alone with a drafting task, a translation, a piece of code, or a first analysis, bring it to AI first. In most cases, AI can produce a usable first draft, catch an obvious mistake, or surface an angle you had not considered, in a fraction of the time it would take to start from a blank page.
Using AI first is not a shortcut that replaces thinking — it is a way to spend your own time and judgment on the parts of the work that genuinely need a human decision, instead of on the parts that do not.
The goal is the same as the old "Just google it" guideline: do not waste effort reinventing something that a tool can already help you produce faster.
Much of the confusion in daily communication comes from mixing together three very different things — a Fact, an Opinion, and a Question — without making clear which one you are stating.
Before you speak or write, decide which of the three you are communicating, and say so plainly: “This is a fact,” “This is my opinion,” or “This is a question I need answered.” This lets the listener respond in the right way immediately, instead of guessing what kind of response you are looking for.
By separating Fact, Opinion, and Question, we keep discussions efficient, reduce misunderstanding, and make sure that opinions are not mistaken for facts, or questions are not mistaken for conclusions.
Unexpected accidents or problems are inherent to business. As one company, taking action to deal immediately is greatly important when those happen.
It is probably difficult to reveal that it happened because of your mistake or failure, but you must follow this guideline and put the highest priority on reporting that.
Those kinds of things are completely not desirable occurrences, but we believe that a person who can take a quick and proper measure to solve when it happens is the one who should get a warm applause.
“Misunderstanding is unavoidable in most communication”, is our basic understanding. It is impossible that people can totally express themselves or understand one’s opinion or feeling by just using the words in any language.
Communication is a tool that people use to do such things, so misunderstanding certainly occurs.
Especially for people who have different cultural backgrounds and try to communicate in their non-native languages.
Based on this premise, the expectation that people will just understand right away when we are just saying once is so foolish.
However, by just repeating the process of “Telling”, “Writing”, “Repeating”, and “Checking”, the abstract things that we want to express ourselves or other people to understand, will become clearer and more concrete.
It is such a miracle that you can accomplish all the tasks you are asked to do in a correct way, by just trying to do the output at once. After being assigned, it is better to take a trial action, and primarily clarify when it is 20% completed.
In most cases, enormous time loss caused by doing it over again just happens when you try to complete the task until 80% before confirming, and the understanding gap with the person who ordered you occurs.
Here, we will understand clearly the expectation or purpose of the one who ordered us and confirm not only at the first time but on halfway also in order to be able to correct the pathway immediately if we step out of that.
If we just spare no effort, everything will follow the expectation and it will lead to a desirable success which can be obtained in time.
PHILOSOPHY
Creating People, Things, And Ideas From Cambodia To Compete In The World
People Say That “The 19th Century Belongs To Europe, The 20th Century To The US, And The 21st Century To Asia.” Cambodia, One Of The Asian Countries That Went Through Several Historical Hardships, Is Now Experiencing Rapid Development Following Other Asian And Southeast Asian Nations. As With Other Developing Countries, Cambodia Still Lacks In Infrastructure And Education Provisions, Of Which Some May Feel A Huge Gap Relative To Those Of Developed Countries.
However, Because It Is Cambodia, We Create The Business. Not From Countries With Already-Productive Capitals, But From The Country With Big Potentials Of A Leap, We Create People, Ideas, And Services That Can Compete In The World. This Is The Mission We Propose, And By Achieving That, We Believe Can Contribute To Cambodia’s Economic Development.
To Achieve Such A Mission, Each Member In S.E.A.T.S Inc. As A Japanese Trading Corporation Strives To Maximize Productivity In Each Of The Following Three Business Domains:
1) Importing To Cambodia
2) Producing And Distributing Within Cambodia
3) Exporting Outside Cambodia
We place values in always letting Cambodian members be proactive to create business enterprises from the ultimate base. During such a process, we also incorporate Japanese values in the pursuit of the greatest output. We clarify the mission in each business domain, share the S.E.A.T.S Inc.’s action policy to all stakeholders as a common value, and by that, we aim to bring about our responsibilities.
Japanese