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Apr. 1982
Mar. 1987
Nov. 1992
Jan. 1995
Aug. 2000
May 2006
Apr. 2008
Jun. 2008
video(3:17min)
Joined Yamashita Shinnihon Steamship Co., Ltd. (present
Mitsui O.S.K. Lines, Ltd.)
ALICO Japan
Clarke Consulting Group of the United States
Dell Computer Corporation (present Dell Inc.)
President and Representative Director of the above company
Vice President of Dell Inc. of the United States
Representative partner of Revamp Corporation
Executive Chief Operating Officer of the Company (present
post)
Director of the Company (present post)
Extensive structural reforms have made Hoya a slimmer, more muscular competitor
Fiscal 2010 was my second year as the COO of Hoya. I took the post in April 2008, and the economic crisis which
unfolded later that year set off a global recession of truly historic proportions, but over the past year, Hoya made some
important steps forward in our effort to climb out of this slump, by implementing large-scale structural reforms. During
the first half of fiscal 2010, in particular, the economic downturn created a very difficult operating environment,
characterized by weak demand and depressed prices. Hoya responded to these pressures by making major structural
changes, closing down plants, temporarily halting production lines and working to cut procurement costs. In this way, we
succeeded in cutting expenses dramatically. These measures have improved the profitability of operations considerably
compared with fiscal 2009, and made Hoya a leaner, more muscular organization.
Five Initiatives to Support Future Growth
Now that the first stage of restructuring has been completed, I am eager to begin the next step of the process. In fiscal
2011, I am implementing five initiatives that we believe will put the Company firmly on the path to future growth.
Over the past year we have been building on Hoya’s strengths by pursuing greater globalization (establishing the most
appropriate structure and location for both production and management, to target the most appropriate markets) and
improving the Company’s technological competitiveness. This year, as COO, I will implement the five initiatives, starting
with (1) preparing the necessary personnel training and diversification and (2) improvements to IT infrastructure needed
to support growth in the longer term. We will then follow with (3) market-driven business expansion, an (4) accelerated
advance into emerging markets and (5) efforts to enhance customer satisfaction. I believe that these five initiatives will
help Hoya move quickly into a new phase of growth.
Pyramid: 5 Initiatives
4