Toshiba 2011 Annual Report Download - page 43

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Perspectives of Outside Directors
Toshiba is expanding globally through business structural reform and promoting its focus on
“strategic allocation of business resources.”
It is very important for a global corporation such as Toshiba to make its top leaders as visible
as possible. I think successive generations of top management have demonstrated leadership and
done a good job of sending the Company’s message including its ideas and principles to a wide
audience in and out of Japan.
To become a truly global company, in addition to its renowned technology and innovation,
Toshiba must cultivate human resources capable of operating internationally. People in global HR
must be able to work anywhere in the world and have a flexible attitude that allows them to adapt
to national environments and cultural characteristics, in the emerging markets, for example.
Time waits for no one, and from top management to the youngest employees, Toshiba’s
people must quickly polish their international perspective, and strengthen adaptability and ability to
communicate. Toshiba must also increase overseas recruitment for both local and global operations.
I will continue to make proposals from my perspective as a former diplomat, and hope that
they may be of some use.
Outside Director
Hiroshi Hirabayashi
Today’s Toshiba is moving towards true globalization. This raises many issues and is bound
to result in some difficulties. How to progress toward globalization is one concern and a
challenge that Toshiba now faces in its corporate organization.
A company’s corporate organization needs to change as its environmental changes.
Timing is important. After having observed the measures being taken by Toshiba, I am
convinced that the Company’s top management is moving in the right direction and
improving the organizational structure.
Globalization will require employees to change their way of thinking. And as
business reaches into many parts of the world, it will be important to ensure that the
system of governance meets the requirements of a global corporation.
There are times in business when “strategic allocation of resources” can conflict with
risk control. The way that those are balanced will be important. I hope to help achieve
that balance by offering my opinion.
Outside Director
Takeshi Sasaki
I have served as an outside director for two years now, and my unchanged impression is of
an open company with a high level of transparency. That includes the board of directors,
which encourages frank expressions of opinions.
I believe that top management has a good understanding of corporate governance
and compliance and that they are soundly implemented.
As Toshiba develops globally, all kinds of risks must be considered before they occur,
and efforts made to minimize potential risk areas. Risk management must be further
enhanced to function globally.
In terms of responding to society’s demands, it is not enough to simply observe
already established rules. What is needed is to focus on potential future events and to
create rules for responding to them. Penetrating this kind of thinking throughout the
company will, I think, secure improvement.
I will continue to make proposals from a legal perspective on issues that
need attention.
Outside Director
Takeo Kosugi
TOSHIBA Annual Report 2011
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