Olympus 2012 Annual Report Download - page 15

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What are your thoughts on the management
issues facing the reborn Olympus?
Olympus is the world’s only manufacturer with the development and
manufacturing technologies that can meet the diversity of needs for
endoscope products, ranging from diagnosis to therapy, and I consider it a
tremendous company with proven worldwide competitive strength.
Since taking office, I have visited a variety of production sites, learned
about the work performed there, and had conversations with many
employees. Without exception, I feel the employees who work in production
take pride in their work and enjoy making things. Given such circumstances,
the Back to Basics policy set forth in the medium-term vision is by no means
a tall order. To the contrary, I am convinced that we can achieve ample business growth provided employees throughout
the Group further build on and develop the work they have performed heretofore at their workplaces. These visits filled
me with the strong belief that the future of Olympus is bright.
At the same time, one of the business execution tasks is to ensure financial health by rebuilding the business
portfolio, reviewing cost structures, and improving the equity ratio, among others. Financial soundness can only be
achieved through the steady, step-by-step continuation of these measures. Although it will take time for such measures
to produce visible results, we will deliver those results without fail, and I encourage our stakeholders to have high
expectations in this regard.
Do you have a message for Olympus stakeholders and what are your aspirations
as chairman of the Board of Directors?
Olympus has an overwhelmingly high market share and has set the global standard for medical endoscopes. I believe
that the management of Olympus should above all fulfill its responsibility toward the worldwide medical profession and
those who seek health and that corporate governance should function to that end. Through the pursuit of highly rational
and transparent management under a corporate governance system in which the business execution and supervision
functions are clearly segregated, it will become possible for Olympus to achieve stable growth and demonstrate its true
corporate value. I believe that this will lead to the restoration of public confidence and, by extension, lead to meeting the
expectations of our stakeholders.
As an Olympus director, I have a fiduciary duty and duty of loyalty toward Olympus, and I have absolutely no
intention of placing the interests of creditors over the interest of our shareholders. Olympus has responsibility to continue
to grow for the benefit of the health and happiness of people around the world and the interest of shareholders. By
developing a highly reliable corporate governance system and practicing fair and open investor relations, we will give
rise to a new Olympus that proudly and unashamedly demonstrates its value to the world. I request the continued
support and encouragement of our stakeholders in the coming years.
Q6
Q7
OLYMPUS 󱚈 Annual Report 2012 13