Sharp 2014 Annual Report Download - page 3

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In fiscal 2013, ended March 31, 2014, Sharp returned to prof-
itability after two years of losses, marking the first step on
its road to recovery. However, there is definitely no room for
complacency, as crucial moments lie ahead.
To achieve recovery and growth, Sharp must continue steadily
implementing its Medium-Term Management Plan. For a start,
this will require reforms of our corporate culture and customs.
Since I became president in June 2013, I have personally vis-
ited not only our large business operations but also sales and
service offices with small personnel numbers to hear the opin-
ions of our workers and directly convey my thoughts. I feel
that the shortest path to our recovery lies in awakening the
spirit of challenge and creativity in the employees.
At the beginning of 2014, all of us at Sharp made our own
“Action Declaration” towards recovery and growth, in accor-
dance with Sharp’s business philosophy and business creed.
What I declared was “I will develop into a company that
creates good culture from one that changes culture.” I want
Sharp to re-build a “good corporate culture” so it will be able
to stay as “the kind of company that society needs”—for 10,
20, and even 100 years from today. I believe that achieving it
is my role as a president.
Undoubtedly, these efforts have begun to change the con-
sciousness of everyone at Sharp.
We should not only commit ourselves to tasks or issues faced
right now, but also embrace challenges of five or ten years
down the track, then we will be the engine for Sharp’s recov-
ery and growth.
All of us stand united in our quest to achieve recovery and
growth for Sharp.
July 2014
We will stay as
“the kind of company society needs.”
President
Annual Report 2014 1
Message to our Shareholders