Executive Officer Voices

The business environment in which the convenience store industry operates today is changing at a rate no one could have anticipated when I became a Director eight years ago. We are clearly entering a more turbulent period than we have ever experienced in the past.

　The convenience store industry has been particularly responsive to change since its inception, however, consistently serving as a standard bearer for reform. Lawson must therefore be prepared to improve its ability to respond to change and create values of its own. I expect these circumstances to make the role of the Board of Directors, including the independent directors, more important than ever.

　The Company’s strategic cooperation with Mitsubishi Corporation will be leveraged further as it seeks growth as an independent listed company. Lawson’s alliance with KDDI CORPORATION is a good example of its use of Mitsubishi Corporation’s resources. These two partners have established a system of pursuing synergies that transcend their industries. We at Mitsubishi Corporation will spare no effort to support Lawson’s growth by acting to strengthen its relationships with companies in other industries— without limitation to those in the supply chain.

　My eight years of observing Lawson have shown me that its greatest strength is the relationship of trust it has built with its franchise stores. This year, Lawson introduced a fundamental policy of pursuing unprecedented efforts to increase the franchise stores’ profits. This strikes me as perfectly appropriate. The Company is also making steady progress toward realization of such SDG initiatives as reductions in CO2 emissions and food loss.

　The formulation of Lawson’s Way has contributed further to its progress, moreover, by making it easier for the franchise stores and other business partners to understand how Lawson thinks and operates. With this clarification of the Company’s direction, its various undertakings will advance at an accelerated pace. As a member of the Board of Directors, I will contribute all I can to constructing a new convenience store model that will bring happiness to Lawson’s franchise stores and communities.

I perceive the format of the Japanese convenience store to be entering a new phase. Whereas easy access and convenience propelled growth in the 1980s and ‘90s, product appeal and added value will be the motivators of the future. So, how can Lawson set itself apart? I believe the possibilities are enormous.

　A year has now passed since I became a member of the Lawson Board of Directors with its free, open atmosphere. The wisdom based on the high-level motivation and intelligence every member brings to our meetings ensures lively discussions. The high ratio of female members enables us to discuss the convenience store business, a living part of the social infrastructure, properly from the perspective of women.

　The focus of my own university research and teaching is on design thinking and marketing, and I am drawing on my knowledge in these fields to contribute proposals for Lawson’s new value creation. One important concept of design thinking is repetition of an agile, flexible approach from the user’s perspective.

　If we could always perform small experiments at the stores, which are our customer contact points, to identify optimal solutions that enable us to respond quickly to social conditions, individual community environments and customer trends, for example, it would enhance the strength of Lawson as a whole. This will require more detailed support in terms of human and financial resources and information-sharing.

　Lawson’s efforts are extremely admirable, moreover, in these times of heightened concern for corporate social responsibility. Even in the midst of the COVID-19 pandemic, we have continued to pursue social support activities one after another in an ongoing effort to realize our Group philosophy of creating happiness in our communities.

　However popular online shopping may be, people will continue to patronize actual stores to enjoy exciting shopping experiences. The question we are asking is, how much added value can the stores provide? I have high expectations for Lawson’s sincere, faithful efforts to create the convenience store of tomorrow.

This year is my second as an Outside Corporate Auditor at Lawson. Every meeting of the Board of Directors has a free, open atmosphere. President Takemasu’s policy, reflecting his characteristic openness, is to allow us independent officers with our diverse backgrounds to draw on our varied expertise to offer honest opinions, even if harsh, identify good proposals and contribute to decision-making through participation in essential constructive discussions. I consider this approach to governance to be highly effective.

　My own role as an attorney is to help guarantee the quality of management decisions by ensuring that the decisionmaking process is functional and that potential risks are considered. Even where Mitsubishi Corporation is concerned, we rigorously investigate the decision-making concerning individual projects from the perspective of profitability for Lawson, a Mitsubishi Corporation subsidiary, and its shareholders. While maintaining independence, Lawson is currently pursuing various initiatives with its parent company in a spirit of positive collaboration.

　I might add that Lawson’s risk management systems are firmly established. The Company has reported only minor risk issues despite its membership in the retail industry, which is constantly encountering new risks stemming from its close interactions with customers. I am reassured and highly appreciative of the positive attitude Lawson has shown by sharing negative information quickly, responding calmly and promptly, and taking measures to prevent future recurrences.

　I had a good opinion of Lawson even before becoming an Outside Auditor. I was impressed by its unique product development in accordance with new values and lifestyles, and with the warm customer service provided by its store crews. As a LAWSON customer as well, I expect great things of its product development and its creation of unique stores suited to particular communities. Lawson will further strengthen its partnerships with its franchise stores in the future. In this connection, setting target values for increasing the profits of the franchise stores is an especially positive initiative. Today’s fiercely competitive business environment and social situation may conceal the numbers, but I anticipate excellent results from Lawson’s flexible attitude toward change and its open, positive corporate culture.