Konica Minolta 2004 Annual Report Download - page 18

Initiatives for Human Resource Integration
Human resources (HR) systems
• Guiding principles for candidacy
qualifications for executive officers
• New HR system for managers
• New HR system for general staff
HR management
• HR career database
• HR development
• HR liquidation
Organization and infrastructure
• Establish an optimum organization
• The right person for the right place
• Improve internal network environment
• Consolidate internal portal site
Develop a new identity
• Conduct employee surveys
Employee Visions
Konica Minolta values people who...
...are committed to sharing corporate goals of becoming
a global company with market leadership in the
imaging business domain.
...always strive for continuing innovation with a
customer-oriented approach, not adhering to successful
achievements of the past or established customs.
Human Resource
Integration
Sensing
Increasing the Business Scale of the Sensing Business Through
Strategic Alliance With the Aim of Securing High Profitability
Konica Minolta will increase sales by expanding its lineup in non-
contact 3-D digitizers and by strengthening its software and solu-
tions development capabilities. At the same time, we will leverage
our strengths in industrial-use color measuring systems and establish
the de facto standard in an effort to secure a captive customer
base. Furthermore, we will secure a high market share and high
profitability in medical-use measuring instruments and cultivate new
businesses. We will expand our overall business scale through
strategic alliances. Konica Minolta is endeavoring to explore all
avenues in its efforts to create new business fields and will estab-
lish a sales network in the lucrative Chinese market. In promoting
these initiatives, we are targeting sales of ¥15 billion and operat-
ing income of ¥4 billion in the final year of the current manage-
ment plan.
Swiftly Realizing Synergy and Integration Benefits by Creating
a New Corporate Culture
In the three-year period ending March 31 2006, Konica Minolta
is expecting to incur integration costs totaling ¥45.4 billion.
Against this expenditure, the Company is projecting cost savings of
¥64 billion over the same period directly related to rationalization
and synergy benefits. In the area of personnel, our target is to
reduce the number of employees as of March 31, 2006 by
4,700 for a total staff complement of 32,600.
Essential to realizing the benefits of integration is a complete
restructuring of our personnel systems. As a new entity, Konica
Minolta is not prepared to rest on previous successes and experi-
ences. Adopting a customer-first approach, we will emphasize
change and innovation in all facets of personnel, including sys-
tems, management, organization and mind-set. In reshaping the
mind-set of our employees, we will move away from the fixed pro-
cedures and customs of both Konica and Minolta and encourage
a lively exchange of ideas and opinions. For our systems, we will
formulate clear selection criteria for executive officers and intro-
duce human resource systems for managers and general staff
based on performance. To this end, we will work to establish a
human resource database, career development and a system that
promotes mobilization of human resources. In implementing reorga-
nization, we will focus on ensuring the right people are placed in
the right area to ensure that maximum potential is realized. We
will upgrade our in-house communication systems and consolidate
employee communication activities into a single portal site. Finally,
based on the employee surveys conducted, we will clarify those
issues that most effect our business and our efforts toward sustained
growth, and formulate solutions to maximize the synergy benefits
from integration.
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