Sustainability

“Helping to strengthen the resilience of an aging society” and “Achieving household carbon neutrality.” These are the two types of social value that Joshin wants to create. To enhance our corporate value over the medium to long term, it is essential that we continue to generate not only financial but also social value in a consistent and meaningful way. The home appliance industry has arrived at a crossroads, and I believe that this is the time for new initiatives grounded in this perspective.

In April 2026, the Company will change its name to Joshin, reflecting our intention to pursue flexible business development without being restricted to the traditional “electric appliances” sector. Drawing on our long-cultivated ability to stay close to customer needs and leveraging our three contact points of stores, e-commerce, and delivery, we hope to develop new services that embody this spirit.

Moreover, the active participation of diverse talent will be indispensable in developing these new business initiatives. Having long been involved in both new business line development and the promotion of women’s success in the workplace, I intend to use that experience to provide appropriate oversight and guidance to support the Company’s continued growth and advancement.

I intend to take this opportunity presented by the change in organizational structure to closely monitor the progress toward achieving our key management KPIs, verifying them on an ongoing basis. In cases where targets are not met, I will ensure that the causes, countermeasures, and outlooks are effectively examined so that the Company’s PDCA cycle functions properly and continuously. Through this, I aim to contribute to both the achievement of the Company’s publicly announced budget targets and to the acceleration of the decision-making process.

To make this possible, management information must be monitored accurately and nearly in real time. To make such a system permanent, it will be necessary to transform our internal operational processes so that data generated along each workflow is entered into the system immediately and processed instantly. This transformation represents a true  management and operational reform, and is essentially a company-wide DX initiative that cannot be realized without strong leadership from top management. It will also be crucial to pursue optimization of the overall system architecture, ensuring that digital systems do not fall into the trap of local optimization, while simultaneously achieving cost reductions and shorter development cycles. I intend to follow up on these DX and ICT initiatives, providing guidance and advice as necessary.

Ultimately, what will be most important for Joshin moving forward is that every officer and employee thinks deeply and acts proactively, so that together we can grow Joshin into an even stronger organization.

In Joshin’s evaluation of the effectiveness of the Board of Directors, bolstering the Board’s monitoring functions emerged as a key issue. With my appointment as a director serving as an Audit and Supervisory Committee member, I intend to go beyond the traditional check-and-balance role and provide advice from a management perspective, contributing to the enhancement of our corporate value.

As a certified public accountant, I have experience auditing storebased businesses as well as managing corporate operations as a director at an e-commerce company. I have also been involved in the transition of a company with a Board of Auditors into a company with an Audit and Supervisory Committee. Drawing on these experiences, I will contribute to improving profitability through recommendations based on monitoring profitability by category, channel, and store, while fulfilling my supervisory responsibilities over management as an Audit and Supervisory Committee member. In doing so, I aim to help further enhance the effectiveness of the Board of Directors. In addition, as a member of the Nomination and Compensation Committee, I will actively engage in key matters such as developing and operating management staff evaluation and compensation systems to support sustainable growth, as well as formulating a robust succession plan.