While playing an important role in supervising management, I recognize that outside directors are positioned to provide advice and suggestions from an external perspective and ultimately contribute to the development of businesses. Having been involved in manufacturing for over 40 years at TOYOTA MOTOR CORPORATION and Aichi Steel Corporation, I would like to provide the knowledge that is essential for the company's growth from the perspectives of automobiles and steel manufacturing to contribute to achieving the goals of the Noritake Group.

The unresolved issue in the 12th Three-Year Business Plan is “earning power”

The environment surrounding manufacturers is undergoing drastic changes, often described as a “turning of the tide.” Compared to ten years ago, the situation is completely different. With the achievement of carbon neutrality, advances in AI and digital technology, changes in mobility represented by CASE, and in terms of management, the practice of BS management and the promotion of sustainability management, the landscape is totally different from a decade ago. The era in which manufacturers were only required to provide customers with good products at low-cost has ended, and now it is also required to make the necessary plans and investments for their next growth. Within this context, based on VISION2030 “To be a driving force essential for today's changing society with our unique material and process technologies” which was set forth as the direction for management for 2030, the Noritake Group designated the three fields as growth areas. Environment, electronics, and well-being businesses are chosen as areas to be expected to grow in the future and Noritake launched the basic strategy of the 12th Three-Year Business Plan, “enhancing the revenue base and preparing for growth areas.” However, the results for Fiscal 2024, the final year of the 12th plan, did not meet the profit targets of all our businesses. In my analysis, the biggest factor was that we have not been able to improve our “earning power.”
Manufacturers are evaluated only when they supply good quality products that are useful to customers in a timely manner. We must be a company that serves our customers by ensuring that our sales departments which deal with customers, earnestly clarify their problems and needs, and our engineering and development departments solve them by making full use of their technologies and knowledge. Furthermore, in order to sell products at prices that balance profitability and competitiveness, the manufacturing departments must establish a Noritake Production System to eliminate “unreasonableness, waste, and inconsistency,” and make daily improvements to reduce costs. Such efforts will lead directly to “earning power.” At the Miyoshi Site, we have already begun to use digital technology and TPS (Toyota Production System) to streamline production lines. However, we need to promote labor savings and establish smooth-flowing lines on a company-wide basis. Moreover, most importantly, it is the organizational culture of the company in which achievement of goals is checked and followed up firmly. The key to achieving these goals lies in the strong determination of all employees, from manufacturing, engineering, and sales departments to management departments, to “absolutely achieve” the annual and Three-Year Business Plans they have formulated.

The achievement of the 13th Three-Year Business Plan is the lifeline of Noritake

The 13th Three-Year Business Plan was launched in Fiscal 2025. This plan aims to enhance “earning power,” which is an issue revealed in the 12th Three-Year Business Plan, and to promote investment for building a strong earnings base and accelerate growth under the slogan of “establishment of growth base”, as we work to upgrade our management foundation. In Fiscal 2027, we are aiming for consolidated net sales of 157.5 billion yen, consolidated operating profit of 13.5 billion yen, ROE of 9% or higher, and PBR exceeding 1.0, which shows a strong will to pursue very high targets compared to the sales and profit levels of Fiscal 2024. The targets set forth in the Three-Year Business Plan are promises from the company to shareholders and other stakeholders. Therefore, we recognize that the achievement of the 13th Three-Year Business Plan is the lifeline of Noritake. Based on the ceramic technology cultivated in tableware manufacturing, the Noritake Group has greatly expanded its business portfolio. We are expanding our business to Industrial Products, Ceramics & Materials, and Engineering, and have a good human resource, so I believe we are fully equipped to boldly pursue these high targets.
Noritake's founder, Ichizaemon Morimura, established the Morimura Gumi with a high ambition to enrich the lives of the people. Upon the establishment of “Nippon Toki Gomei Kaisha,” the predecessor of Noritake, he declared, “We pledge to act with utmost sincerity, to carry out our original intention, and to forever seek the benefit of the nation and happiness of the people.” As these words express, it is most important for everyone to unite their hearts and boldly move forward with a strong aspiration, a persistent attitude, and a sense of ownership to continue facing challenges without giving up. I expect the Noritake Group to grow further as a company that leads industry and ultimately supports our country with its own ceramics technology.

Being appointed as a Director (Outside), I would like to utilize my experience as a human resources consultant and the knowledge I gained as a member of management involved in organizational operations. I would like to contribute, in any way I can, to the future of our company through the pursuit of enhanced corporate value.
As society and industrial structures change at unprecedented speed, companies are required not only to adapt to environmental changes, but also to proactively create changes on their own. The driving force for this is the attitude of each and every employee to think autonomously and take on challenges. I am convinced that organizations in which such human resources can be nurtured and thrive will continue to evolve and develop in a more flexible manner in the times of the changes.
As a Director (Outside), I am constantly aware of the significance of being an independent officer and recognize that my role is to bring a diverse perspective and healthy sense to decision-making for management from a perspective of connecting the company with the outside world. Governance is the process by which a company reexamines how it engages and builds trust with society and evolves into a better form. We will sincerely be involved in this process.
From the perspective of well-being, we believe that a state in which employees are naturally motivated to believe in their own possibilities and take on challenges using their abilities leads to true enhancement and enhances the vitality and creativity of the company. Based on dialogue with frontline employees, we will sincerely commit to “people-centered management” that supports sustainable growth through collaboration and co-creation, while respecting diverse values.
With a history and pride, our company will continue to be an organization that promotes transformation through DX and CX while valuing the tradition, maintaining flexibility and enjoying the process. From an external perspective, we will address the social and marketplace expectations and will work together with management to enhance sustainability and corporate value.

After the General Meeting of Shareholders in June 2025, I was appointed as Director (Outside) of Noritake. To date, I have been engaged in research and development and higher education in the fields of chemistry and materials, focusing on catalysts, fuel cells, and inorganic materials at universities and research institutions. Through research and development of catalytic reactions and energy conversion aimed at realizing a sustainable society, I have deepened collaboration with industry and have experience in research and development in fields highly compatible with the company’s core technologies, such as Ceramics.
In recent years, social issues have become increasingly globalized, such as achieving carbon neutrality on a global scale, energy conservation, and addressing resource problems. Material development and technological innovation that meets social demands are becoming increasingly important. I believe that materials development and technologies that lead the times are the foundation for the sustainable growth of companies that pioneer changing eras. I would like to utilize my research and development experience to contribute to the enhancement of our technological capabilities and creation of new businesses.
I have also been involved in promoting diversity, such as fostering female researchers and creating a workplace environment where women can work comfortably. I believe that promotion of diversity is a driving force to respond flexibly to rapid changes in social conditions and values, and to create new value from diverse perspectives. As the birth rate continues to decline, I would also like to contribute to building systems where talented personnel can fully demonstrate their abilities.
While respecting diverse opinions both inside and outside the company, I will objectively and professionally examine the soundness and future prospects of management, and contribute to further enhancing corporate value. In addition, I would like to support the establishment of a foundation for creating technologies and products that contribute to society by leveraging my ability to discover and solve issues cultivated through research experiences.