Our Team

Relying on SBF’s strengths to achieve growth as a global company

Representing Shareholder Perspectives as an Independent Director
Having spent 30 years working in listed foreign companies, I believe that one of the most important characteristics of these companies is their emphasis on shareholder perspectives. For example, when they plan new products or propose new projects, they always explain the returns that can be expected as a result of investment in these initiatives. Success also depends on a company’s ability to convince its shareholders that its decisions are appropriate. Repetitions of this experience naturally make employees more aware of shareholder perspectives.
As an outside director of SBF, I see myself as a representative of ordinary shareholders. From that perspective, I am continually thinking about how SBF can achieve sustainable growth and improve its corporate value. In my opinion, the role of an outside director is to provide external perspectives while understanding the internal perspective and raise issues that may be difficult for those within the company to speak about. Fortunately, the meetings of the SBF Board of Directors are characterized by a mood of openness. I am grateful for an environment in which I can speak my mind.

Global Experience on the Frontline of Business
I believe that I can best contribute through my understanding of the business principles of foreign companies, which I have developed through my experience with such companies. During my 17 years with a leading global FMCG company, I was involved in the start-up of global operations at corporate headquarters and gained direct experience of corporate thinking and the way in which initiatives are accepted in various regions and countries.
Through this work, I became keenly aware of how difficult it is to implement one-way corporate strategies in local markets. In that sense, I am very impressed by SBF’s concept of local autonomy, as explained by President Kogo. By giving autonomy to each region, SBF achieves growth based on an understanding of local consumers and customers. I believe that the central corporate organization should be an enabler. Its role should be to facilitate growth by providing support.

Ensuring the Future Growth of SBF
As companies grow and their activities become more global, it can become more difficult for employees to understand the character of their companies. The corporate philosophy becomes extremely important when employees start to wonder about the purpose of their work. SBF’s Mizu To Ikiru philosophy is excellent in my opinion. It consists of concepts that anyone can support, and they are expressed in clear and simple language. Also important is the corporate culture. Culture is like the air in a company, and the air in SBF is imbued with the bold, adventurous spirit of Yatte Minahare. When I attend board meetings, I sense the Yatte Minahare spirit in everyone there. I believe that the people who inherit this corporate culture are SBF’s most important assets. SBF’s brands are also assets. I want to help SBF to strengthen its brands and services in each region and country. I also want to help it build its global corporate brand, strengthen its employer branding, and improve its shareholder value.