DyDo Group Holdings

A full year has passed since I was appointed as an outside director for DyDo DRINCO, Inc. (now DyDo Group Holdings, Inc.) in April 2016. My ideal of governance is one based on principles. I believe that the group’s overall approach and actions will maintain the proper direction as long as we hold fast to our philosophy and vision. The DyDo Group’s corporate philosophy is clear about its mission toward contributing to people and society.

I think there are two functions expected of an outside director as we strive for sustainable corporate growth. One is reducing risk. This role falls primarily to Outside Director Shinji Mori, who is a lawyer. The other is increasing shareholder interest. This role I feel is my role, as I have long been involved in the management of business. This requires my efforts to be made from the viewpoint of the shareholder and investor.

I believe that the basis for doing good business is to “do the right thing in the right way.” If the direction of your strategies and investments is in line with the corporate philosophy and vision, and if the medium-term plan lays out steps over time for carrying out those strategies, that is how you know that the “right thing” is being done the “right way.”

The atmosphere at the Board of Directors’ meetings is one that brings about active discussion. The outside directors have a lot of expertise, and the questions and points that they present are addressed carefully and earnestly, and because of this I feel that the Board of Directors operates in a in a very open and transparent way.

At present the DyDo Group is putting energy into developing overseas markets. I believe my own experience in overseas business management and auditing can be of great use in this area.

The DyDo Group got started in overseas business development in 2008 with its advance into China. Today the group also does business in Russia, Malaysia, and Turkey. Various obstacles stand in the way of applying DyDo’s domestic standards to local measures in different countries. I emphasize that the path to success will depend on drawing up a scenario that clarifies the order of priority for individual projects and that implements a PDCA management method in an integrated fashion. You then need consistency when turning that strong-willed vision for how you want things to be into an annual plan and a medium-term plan. The annual plan must contain a “success scenario” that has an end in view, based on which it becomes possible to evaluate progress throughout the term, summarize progress at the end of the term, and get the PDCA cycle working.

By sharing this coherent scenario of the future it becomes easier to get on the same page with local management personnel and employees. Even for the Board of Directors, clarifying evaluation criteria, such as whether or not a scenario is appropriate or what stage of achievement it has reached, allows a constructive exchange of opinions.

Global investments are still relatively new for the DyDo Group, and to this extent, success will require a long-term readiness, but we are working to develop these seeds of growth so that will lead to further expansion.

This transition to a holding company structure is a turning point for the DyDo Group. After the shift, the responsibilities and authority of each operating company were clarified and the authority transferred. It is now up to the outside directors to provide an independent and objective point of view on how the holding company can best support and coordinate the operating companies so that each business can grow.

I will continue to take a long-term view of the DyDo Group’s business development and provide support for the dynamic challenges the company takes on.