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| Interview with the President |
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| Efforts that help ensure Sony is a company respected by all its stakeholders.
For Sony, this is CSR. |
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What are your thoughts on the past year?
After performing sluggishly for several years, Sony finally began to show signs of a recovery in fiscal 2006, thanks to the support of its many stakeholders and the efforts of all Sony Group employees. Through it all, we have never wavered from our belief that corporate social responsibility (CSR) is essential to Sony's revitalization. Where performance, design, price and other such considerations crucial to product appeal are necessary conditions for revitalization, CSR, including attention to environmental considerations, quality control, and social contributions, is also a necessary condition. The importance of CSR is difficult to grasp when looking at Sony products, but it is the foundation of all our businesses; it is something that must be pursued with consideration for the expectations of stakeholders and we must never, ever let our attention to it lapse. |
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While responding to the expectations of stakeholders sometimes means confronting problems head-on, what was the objective of the global replacement program for certain notebook computer battery packs that Sony implemented in fiscal 2006?
With the complexity of technology today, identifying the causes of a problem can be difficult. On the other hand, a corporate position which expresses that causes are often not clear to avoid addressing problems, will only cause customers greater concern.
In fiscal 2006, several computer manufacturers implemented recalls for certain battery packs using Sony-manufactured lithium-ion battery cells. As a measure of our commitment to ensuring customer satisfaction and alleviating any consumer concern which may have arisen as a result of these recalls, we initiated a global replacement program for certain notebook computer battery packs. The success of launching this program was due to the understanding and cooperation of the relevant parties, including the computer manufacturers that implemented the program, and we believe it was a necessary response to ensure that customers use products comfortably.
This episode also provided an opportunity for us to review and strengthen our internal quality controls system. The biggest change that I can see lies in the rule that if someone notices a problem he or she must report it to his or her supervisor, and adherence to this rule has really taken root among employees. This ensures that all relevant individuals share key information early on, enabling them to begin working promptly to identify the cause. I believe that observance of this rule will contribute to improved product quality on several fronts. The unyielding commitment of all employees to resolving quality control issues is essential.
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What role do employees play in putting CSR into practice?
CSR is not just a series of activities that are implemented and overseen by a special department, but is the cumulative result of efforts by each and every employee. Each employee must take the initiative to be socially responsible and accountable for his or her own actions. Only then do the company's efforts come in. This is and always will be the heart of CSR. When I asked this year's crop of new Sony recruits what themes interested them most, the answer that came back most frequently was "R&D and social contribution." To me, employees contribute to putting CSR into practice by cultivating their innate desire to do something useful in the world. One of the main themes of Sony's CSR programs is "For the Next Generation." Going forward, we recognize the need to enhance employee awareness and take steps to transform that awareness into action. A case in point is initiatives aimed at reducing energy consumption. The objective here cannot simply be to cut costs. We need to comprehend that the real issue we face is that conventional energy sources have been depleted to the point where there will not be enough to sustain the next generation, and we must maintain this awareness. If we can do this, our approach to reducing energy consumption will certainly, if gradually, change. This generation has an obligation to explore issues until we determine what we can do for the next generation and then translate our conclusions into action.
In October 2006, the 60th anniversary year of Sony, we completed our new headquarters in Minato-ku, Tokyo, which is the new base of the Sony Group. The building is now the workplace of approximately 6,000 individuals. An environmentally conscious structure, the building incorporates all kinds of advanced energy-saving features. We hope that the new surroundings will inspire greater dynamism and encourage employees to discuss various issues in a free and open-minded manner—in other words, to become a symbol of Sony's approach to CSR.
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With the "revitalization of Sony" well advanced, what issues will you need to address going forward?
We live in a modern society with all the benefits of civilization. At the same time, we face crucial challenges. In Japan, for example, we must contend with a host of problems, including environmental concerns, a declining birthrate and educational issues. None of these are problems that can be resolved overnight.
Thirteen years after our establishment, at a time when our business was still far from stable, we had already launched a foundation to support science education. This foundation, which gradually evolved into the Sony Foundation for Education, will soon celebrate its 50th anniversary. The foundation came into being because Sony's co-founder Masaru Ibuka viewed education as a high priority. The idea of fostering the development of future generations is something that has been passed down continuously throughout Sony's history. To date, the Sony Foundation for Education has provided assistance to nearly 5,000 schools. While it is true that one company can only do so much, it is also true that perseverance and ongoing efforts are important in finding solutions to many problems. Going forward, I believe that collaboration on numerous fronts with government, academia and other companies in the industry, as well as with our many stakeholders, will continue to play a key role.
For Sony to continue growing and evolving as a company that is esteemed by society, it must continue not only to offer appealing products and services, but also, through its various activities, to generate value and prove itself worthy of respect. To these ends, it is necessary that our activities consider the needs of all our stakeholders, including our business partners, customers, communities and employees. To bring this idea closer to home, it is necessary that we strive to be a company that our employees can take pride in with their families, as well as a company that is appreciated in the communities in which it operates. We can be a highly competitive company with stable growth strategies, but if we pollute the environment and are a bane to our communities we will alienate our employees. I think the "revitalization of Sony" will truly be complete when we have earned the respect of all our stakeholders.
Ryoji Chubachi
President and Electronics CEO
Representative Corporate Executive Officer
Member of the Board
Sony Corporation |
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