Konica Minolta 2015 Annual Report Download - page 16

Atrium of Konica Minolta Hachioji SKT
Konica Minolta Hachioji SKT and the BICs located in five major regions around the world
have been the R&D organizations taking the initiative and driving us as we TRANSFORM.
They are the open innovation bases that not only engage in the development of new
technologies and applied research like conventional research laboratories, but also observe
customers closely to discover any potential needs, and create innovative business models
and solutions. As one example, the members in top management and managerial positions
at our BICs are personnel who have produced outstanding results in different industries.
They are capable of engaging in the creation of new value by incorporating perspectives
and ideas previously non-existent in Konica Minolta.
Of course, it is important to take full advantage of the collective strengths of “One
Konica Minolta.” In doing so, we must go beyond the boundaries of departments and
regions in order to realize businesses that anticipate customers’ needs based on new
technologies and business ideas. In fact, for the past few years, we have reorganized
managerial system, eliminating the business company and in-house company systems for
the purpose of strengthening our activities as One Konica Minolta.
In fiscal 2014, we established the Global Strategy Council, consisting of overseas
management personnel. Based on the council’s insights, we reflect on the formulation of
group management strategies and other issues, and proactively promote the use of global
human resources within the Company. Similarly, regarding overseas business development
and businesses newly incorporated into the Group as the result of M&As, we do not allow
the corporate headquarters to plan and control management. Instead, we utilize the people
most knowledgeable about the field(s) as leaders, and have adopted the policy of affording
such people discretional authority and flexibility in local organizations.
By appropriately drawing on the strengths of our global group frontlines and
maximizing our potential, we will proactively create new businesses that contribute to
solving customers’ issues and achieving sustainable growth.
The Japanese government introduced Japan’s Corporate Governance Code in June 2015.
However, Konica Minolta was years ahead in this area, having strengthened its governance
system early on through various measures such as appointing outside directors since 2002
and shifting to a company with three committees in 2003 when the managements of
Konica Corporation and Minolta Co., Ltd. were integrated. Moreover, placing an emphasis
on management transparency and communicating with investors, in addition to providing
financial information, we proactively disclose non-financial information in the areas of
Optimal utilization of our global organization and
personnel resources as “One Konica Minolta”
Pursuing sustainable business activities
as the social responsibility of a global company
achieving further growth in the future. One such business is the measuring instruments field.
We have also acquired Radiant Vision Systems, LLC—a U.S. company whose strength lies
in visual surface inspection of display products such as smartphones—thereby expanding
our scope through synergies with existing businesses and accelerating the expansion of our
business scale.
Message from the CEO
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KONICA MINOLTA, INC. Annual Report 2015
Foundation for GrowthBusiness StrategiesGrowth StrategyCompany Overview and Characteristics Financial Report