Mitsubishi 2015 Annual Report Download - page 31

from an outsider’s perspective, I have
been truly and continuously surprised
anew. Things that simply seem a mat-
ter of course for people within the
organization cause me to ask “Why?”
and “For what reason?” My role is to
look at situations that those within the
organization consider normal and ask
questions from a fresh perspective.
Asking “Why?” just one more time is
an important role for an outside direc-
tor. Also, in order to carefully monitor
the corporate governance system as
an outside director, it is important to
maintain a stakeholder’s perspective.
A second role is to speak a com-
mon language with the people in the
organization. “Conceptual pattern”
might be another way to express this
idea. Sometimes the discussions that
take place inside a company are based
on ideas speci c to the organization
that cannot be understood by people
outside that organization. In cases like
these, it is my role as an outside direc-
tor to understand the organization’s
concepts, and I consider it important
to be able to communicate my opin-
ions in this common language.
A third role is to understand and
discuss the corporate culture. Al-
though I think the corporate culture is
extremely agreeable and attractive for
people within the organization, there
are some aspects that are unnerving
for people from outside the Company.
After understanding the corporate
culture, putting issues like these on the
table for discussion through actions
and words is an important way of
airing out an organization. As a result,
I believe it is possible to come up with
new concepts that had never even oc-
curred before.
I believe the roles of outside direc-
tors like myself who have a miscellany
of experiences are to be surprised
anew, speak the common language
and crack open the door to the cor-
porate culture. Ultimately, this should
lead to good corporate governance.
Finally, what par-
ticular themes are you
focusing on as outside
director?
Mitsubishi Motors’ corpo-
rate philosophy contains
the words “the utmost
driving pleasure and safety.” This
phrase is not about automobiles per
se, but expresses how MMC provides
satisfaction to the people who drive
its cars. In other words, the philoso-
phy focuses not on automobiles but
on people. Cars of course serve as
tools for transporting people, places
of comfort and tools of safety, but
deriving this human-focused “utmost
driving pleasure and safety” is about
the emotions of the people in the cars.
I think this philosophy is truly on point.
MMC’s market share is not large. For
that very reason, the Company is able
to hone in on the senses, sensations
and joys of a certain segment of peo-
ple. I  nd it very interesting how MMC
is able to target a certain segment
within the diversity of customers and
truly grasp their needs. Diversity allows
the Company to build a business that
concentrates speci cally on the senses
of certain customers. As a result, MMC
can provide very particular products to
very particular customers. The ability
to meet this selectiveness makes MMC
a company that generates a sense of
achievement and pleasure. That very
speci city, however, means that MMC
must not disappoint its customers,
because any such disappointment will
be doubly felt and re ected in their
satisfaction. I would like MMC to take
particular care on that point. From my
perspective, I plan to continue commu-
nicating my opinion that this selective-
ness is something the Company needs
to use as a tool.
Q
A
MITSUBISHI MOTORS CORPORATION
Annual Report 2015 29