Takamoto:
When I talk to young developers one to one, they often say “I want to be involved in developing products that contribute to society.” We have our own Innovation Management System (IMS) which supports the planning process when launching a research topic, by looking at marketability, competitive advantage, and sales and profit forecasts. Being able to see the impact that your own work has in the real world is a source of motivation and a driving force for growth. If people have enthusiasm but do not know how to develop their ideas, I hope this can show them a way forward.

Ohnishi:
It’s as if we take ideas that have sprouted in the SBinno program, and nurture them into trees through the IMS. We have the tools in place, so now it’s up to us as managers to show how we put them into practice to enhance awareness and produce actual results.

Mori:
Interaction between research laboratories is also essential for personnel development and revitalizing the organization. Working in the same laboratory for a long time tends to narrow your perspective, so finding out about other divisions’ research can be a source of inspiration. I hope developers will widen their knowledge and come up with new ideas through networking events such as technical discussion meetings and personnel exchanges.

Takamoto:
The idea is to actively harness external expertise for anything we cannot handle within the Company. This could involve cutting-edge analytical equipment or collaboration in areas where we do not have sufficient knowledge. We believe that working with expert partner companies and universities will help us reach our goals more quickly.

Ohnishi:
The role of the R&D Planning and Promotion Department is to match up research laboratories with internal and external partners. If Mr. Mori’s research laboratory is having trouble with something, we find out which department within the Company can deal with it; or if Mr. Takamoto’s research laboratory needs a certain technology, we can suggest an external company or university. The relationship of trust we have on a daily basis certainly helps this kind of collaboration go smoothly, which makes it easier to create new value.

Ohnishi:
As a Company, we have set out a policy of transforming our product/business portfolio with a focus on the three areas of ICT, mobility, and healthcare. My role is to drive innovation in these areas and create new products and businesses, not forgetting to explore new technologies with a view to new business creation in five- or ten-years’ time. At the R&D Planning and Promotion Department, as well as matching up research partners and strengthening external collaboration, we are also investing in venture capital. The aim is to incorporate promising new materials from around the world into our technical base, leading to unique product development.

Takamoto:
At the Advanced Materials Research Laboratory we take a dual approach: developing materials based on topics from the business divisions and application research laboratories, and independent research of our own. Looking ahead to our Group’s medium-term targets and beyond to 2030, it is vital for fundamental research laboratories to create new products and core technologies with a greater impact. Vice President Inagaki has talked about producing “technology that can hit a home-run.” To make this a reality, we need to continually plant promising seeds, so we will transform our fundamental development portfolio and focus on topics that align with the Company’s policy. As for responding to environmental issues, we are developing “dismantlable” polymers which break down easily after disposal, for use in the mobility field. With a joint venture, we are also working on joint development of plastics made from plant-based materials.

Mori:
We have always had four key products at the Information & Telecommunication Materials Research Laboratory: semiconductor encapsulation materials, adhesives, wafer protection materials, and substrate materials. However, materials are diversifying in today’s semiconductor industry, and new technologies are emerging every day. We need to translate this into new business. We are currently strengthening our approach through new product development programs and internal and external collaboration, with a particular focus on liquid encapsulation materials. Solid encapsulation materials have mainly been used in the past, but liquid encapsulation materials have high added value as they make it possible to fill smaller spaces. In terms of environmental initiatives, we are aiming to reduce CO₂ emissions and energy consumption by finding ways for materials previously stored at −20 degrees to be stored at room temperature. Team members from our laboratories and plants are keen to obtain Life Cycle Assessment (LCA) certification, and this commitment supports our research and development efforts.

Ohnishi:
As a Group operating in multiple business areas, I believe it is crucial to expand LCA-certified personnel and SDGs certified products. At the Research & Development Division, we are working to turn promising research themes into Company-wide projects. In April this year, we launched a Project Team to Prepare for Mass Production of Functional Membranes for Hydrogen Production. As well as providing support to quickly commercialize new technologies, we want to continue improving our environmental response.

Mori:
Coming up with the seeds of ideas for new products and new business is vital for the sustainable growth of the organization. Without sufficient seeds, product development and innovation will eventually disappear. To develop people who can come up with seeds, I strive to clearly communicate the direction of the Company and department to my team members. I think this helps them understand how their own work connects to the Company’s goals, making it easier to take on new challenges in addition to their daily work. Ideally, I would like to provide a forum where everyone can spend about half a day freely discussing ideas, once every week or two. This would increase opportunities to come up with seeds for new products, leading to growth of the Company as a whole.

Takamoto:
When I moved to the Advanced Materials Research Laboratory this April, the first thing I said to the researchers was “I value psychological safety, so please do not hesitate to voice your opinions.” This is because, as a leader, I place importance on listening to all opinions, not dismissing those that seem outlandish at first. Going forward, after building this solid foundation, I want to work with academia and partner companies to discover needs that have not yet come to light. When it comes to product development, being involved from the planning and design stage before the specifications are finalized gives us a competitive advantage. I want to continue contributing to these mechanisms and systems.

Ohnishi:
Looking back at my own career, the most rewarding times have been when I was involved in launching new projects or products. Now, I want to nurture as many young employees as possible who will take on such challenges with a positive attitude. Measures may not always have an immediate effect, but it is important to create an environment where people will not be criticized. In recent years, the level of challenge is now taken into account in our personnel evaluation system, and we are starting to establish a culture of challenge. For this culture to take root, managers like us must nurture new ideas together and help motivated people to succeed. When these people take on positions of responsibility and build on their successful experiences, it should create a chain of challenges in our Company. I believe this cycle will eventually lead to exciting results.