Sony 2007 Annual Report Download - page 19

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Sony United
implementing specific actions to achieve this. Almost
everyone who has gone through a rotation has described
the experience as stimulating and fulfilling. In the future,
we will continue our efforts to ensure the effective
deployment of young employees.
Nakagawa I agree completely. Employee training and other
such efforts are important, but acquiring varied, firsthand
experience is extremely important. An overseas posting at
one of Sony’s offices around the world is certainly a significant
experience for any employee. I like people in my group to
have experience in both devices and consumer products.
We also offer personnel exchanges with research facilities
and other schemes that enable employees to gain new
experiences in a different workplace.
Chubachi Mr. Ihara spent time at Sony Ericsson during
his career at Sony, while Mr. Nakagawa spent the first half
of fiscal year 2006 in the digital imaging business, and in
the second half took over responsibility for the devices
business. I think mobility for management is also important
to invigorating businesses. I look forward to implementing
broad-based efforts to create revitalized workplaces,
including management transfers.
Reinforcing stepping stones to growth
and striving to make Sony a company
that is respected by society
Chubachi In closing, I’d like to ask you both to convey
to our shareholders what the phrase “uniquely Sony”
means to you.
Ihara I think that society, as well as our shareholders,
counts on Sony to be a company that responds to the
times faster than any other. I will try to have my antenna
up at all times and be highly receptive to changes as they
happen. I will endeavor to be sensitive to what is new, not
just in Japan but also in Europe, North America and
elsewhere in the world.
Nakagawa Sony is an organization whose lifeblood is
forward-looking R&D. Every day we add to our store of
innovative seeds reflecting strategies that look a few or
even many years into the future. Accordingly, it is my hope
that shareholders will take a long-term view of Sony and
help us grow.
Chubachi I can’t put my interpretation into just a few
words, but I think it means Sony’s unique corporate culture.
In addition to this, my vision of Sony, as I’d like it to be, is
of a company that is respected by society. To earn that
respect, we must fulfill four conditions.
The first condition is a reputation for innovative
technologies. We must create groundbreaking products
from the customer’s perspective that enrich lifestyles and
cultures. The second condition is product and service
quality. We must incorporate new technologies in products
and deliver quality products and services. The third is
motivated employees, that is, employees who are proud
to work for Sony. And the fourth is social contribution. If
Sony can fulfill all four conditions, it can expect to be
respected by society. Co-founder Masaru Ibuka
incorporated these concepts in Sony’s founding
prospectus.
Sony must change with the times. The strategy for
prevailing now lies in our business units. Our strategy for
succeeding in the future focuses on R&D, as well as on
the establishment of a solid management foundation
capable of supporting future growth. My intention is to
implement both strategies simultaneously. Sony’s
Electronics business is on the verge of entering a new
phase of growth. As we move forward, we will work
together to once again fulfill Sony’s reputation as a global
brand and a technological leader by providing products
and services that are “uniquely Sony.”