Top Message
Looking to the future, overseas growth will be a vital aspect of the Group’s overall growth. Our overall strategy is to use the business foundation established by our Japanese operations as the bedrock on which to build overseas operations. Key to this will be our ability to harness the experience and expertise amassed in carrying out our operations in Japan. For example, in the food business, we will take the insights gained in meeting a broad range of needs in Japan and apply these to overseas markets, thereby helping enrich dietary life in each region.
Our Group culture has its roots in RIKEN and its founding mission of contributing to the development of Japanese industry. As such, our culture is characterized by a certain wildness of spirit—a desire to take on challenges and a determined open-mindedness. The Group has always embraced change, taking on challenges and pursuing transformation and growth through constant evolution. And yet, in recent years I have increasingly noticed a tendency toward caution. As president, I am determined to revitalize our organization by reaffirming the wildness of spirit we have embraced in the past—i.e., that is a desire to take on challenges and a determined open-mindedness.
But our greatest strengths and the source of our competitiveness are our ability to develop competitive technologies based on a corporate culture that values a certain wildness, and the close ties and trust we have developed with our customers over many years in Japan and overseas. An unwaveringly honest and sincere approach to work invariably helps build long-lasting trust, which I believe will further increase corporate value. I believe that sharing these values and getting all employees to buy in will lead to a stronger organization.
Each business in the Group serves a wide range of industries and implements a variety of initiatives. Rather than operating with a silo mindset, those various businesses will work together and harness our collective strengths to create value-added products and services. I believe that collaboration holds the potential for the Group to find unique competitive advantages. Moreover, high-value-added business activities like these are underpinned by our human resources. In January 2025, we established a Human Capital Policy based on the ideas of “respecting and enhancing individuality,” and “thinking and acting proactively.” I believe that, under this policy, we can achieve sustainable growth when each employee leverages their own specialties and the entire Group continues to evolve as a “thinking organization.”
As president, I place the highest priority on learning from those on our front lines and hearing what people have to say. Naturally, this depends on our ability to create environments where psychological safety is guaranteed and everyone feels they can speak freely. It is vital that our organization encourages the frank exchange of opinions and ideas, regardless of position or rank. This philosophy has always been close to my heart, dating back to my long years working on the front lines of our overseas businesses. Even now, I am convinced of the importance of embracing challenges without fear of change within a free and open-minded organization. In this era of rapid change when various risks are emerging, I believe that the most effective risk mitigation strategy is constant evolution through change and the ongoing pursuit of new challenges. We aim to enhance our corporate value by developing highly competitive businesses and consistently creating new value. I look forward to your unwavering support in our quest for growth.
Tsutomu Mochizuki
President & Representative Director