For several years now you’ve been involved in the management of AUTOBACS SEVEN. Compared to when you first joined the Board of Directors, do you think there have been any changes in the way the Board operates or discussions that take place in board meetings?

During the first 2-3 years after I was appointed, I recall that in board meetings and Corporate Governance Committee meetings we discussed not only operational matters but also questions about how best to govern the company. We engaged in focused discussions of topics such as executive compensation and evaluation systems, and approaches for appointing directors and senior executives.

Lately, though, our discussions have become more wide-ranging, addressing topics like specific domestic or overseas strategies. I think what has happened is that the framework for the governance system has been built and that even outside directors are now able to concentrate on higher-level matters — such as strategy — that are of greater consequence to the company.

Considering the current state of corporate governance at Japanese companies, are there any areas of governance at this company that pose challenges or require further improvement?

The governance system at AUTOBACS SEVEN is already at a level that permits the coexistence of outside directors — expressing meaningful opinions from the perspective of investors and securities markets — and those whose views reflect intimate insider understanding of what it takes to operate the company.

If I were to mention any area for further improvement in governance, I think it would be diversity. For example, given that the number of female drivers is increasing, it might be advisable for the company to consider appointing women to upper management positions in the future.

As a company pursuing business related to cars, what kind of relationship should AUTOBACS SEVEN be building with society?

With efforts by many people over many years, the annual number of traffic fatalities has come down. Still, though, with over 4,000 people a year losing their lives in traffic accidents, traffic safety remains a major issue for society.

AUTOBACS is one of the most familiar brands for drivers in Japan. If the AUTOBACS Group, therefore, leads activities that translate into greater traffic safety, it will earn even greater trust from drivers, and ultimately increase its corporate value.

As a new outside director, what role do you think observers inside and outside the Company are expecting you to play?

I think I’m being expected to apply my experience in risk management and public safety at the National Police Agency and other places, and my experience in organizational management for risk management and public safety, to help manage risks, including those associated with antisocial forces, and oversee proper operational execution.

Of course, protecting the interests of ordinary shareholders, helping to increase corporate value, and contributing to the enhancement of corporate governance are also important roles.