Received Master’s degree from Kyoto University Graduate School Department of Precision Engineering in 1980, then joined Toyota Motor Corporation. Became a Managing Officer in June 2007.
Became Lexus International President in 2012, and Senior Managing Officer in 2013.
Became a Member of the Board of Directors in June 2013, followed by General Manager of the Technical Development Division in 2014, General Manager of the Motor Sports Division in 2015, and President and Chief Safety Technology Officer of Advanced Technology Development Company in 2016.
Became Executive Vice President and Corporate Officer of Aisin Seiki Co., Ltd. in January 2018, and President in June 2018 (current position).
What do you consider your mission as President?
I believe that my mission as president is to help us ride out the waves of the so-called once-in-a-century transformational period that is currently upon the automotive industry, and to build a foundation for our company that will enable us to grow for the next 25 to 50 years. In order to achieve this, I would like to make effective use of my experience thus far in advancing structural reforms across the entire AISIN Group.
We must survive in a business environment that is drastically changing in many ways: environmental regulations are expanding, advances in computing are leading to technological innovation, manufacturers from other industries are entering the market, and the values and lifestyles of car users are changing.
Previously, when cameras transitioned from film to digital, the pace of change dramatically exceeded people’s expectations.
Similarly, we at Aisin must not avert our gaze from the future, no matter how inconvenient. It would be a mistake to assume that the rise of electric vehicles is still far away because gasoline engine car powertrains have high performance. It is especially important to begin reforms swiftly when business performance is strong.
These revolutions occur rapidly in society, whereas structural reforms such as embarking on new businesses or selecting and focusing on businesses to strengthen take a certain amount of time. We must build a firm operating foundation to support the company during this period.
Our current operating foundation is strong due to high demand for automatic transmissions and our other major components.
However, a closer investigation reveals many issues, including that our earning potential is still weak compared to other mega-suppliers, and that our fixed costs are high.
To ensure sustained growth for the future, I believe we must simultaneously strengthen our operating foundation to provide a firm footing, and carry out structural reforms to sail through this “once-in-a-century transformational period”.