Pentax 2009 Annual Report Download - page 11

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Question
What kinds of structural reforms have you been promoting as COO?
Answer
In order to implement our new growth strategy, we need to reexamine how we have allocated investments in
the past. We also need to make an exhaustive study of our cost structure during the high-growth years, and
build a framework that can ensure high levels of profitability amid the changing market.
During the year under review, Hoya focused on rebuilding a lean and efficient business structure. Specifi-
cally, we made organizational revisions, such as consolidating and eliminating manufacturing bases, accelerated
transfer of production overseas, and restructured certain operations in the optical lens and other businesses. We
also withdrew from unprofitable segments such as the crystal business, and reduced personnel in line with these
reforms. We have made reduction of inventories and improving the yield rate common themes at all our pro-
duction sites, and reviewed costs, from materials to outsourcing. We are continuing to reduce SG&A and other
costs as much as possible across the entire Group in order to establish a strong, low-cost operating structure.
Through these initiatives, I hope to cultivate a strong corporate culture in which employees will take the
whole product supply chain into perspective and consider the pursuit of competitiveness as part of their own
jobs as members of the new Hoya.
Question
What are your ambitions for the future, and what message would you like to send to the shareholders?
Answer
Hoya will accelerate the pace to take on two challenges going forward: achieving growth balanced between
health care businesses and Information Technology, and enacting reforms aimed at enhancing our responsive-
ness to the finished products market.
Personally, I am convinced that to realize progress Hoya must develop its diversity. If we want to create a
strong company, we have to look to the whole world, crossing boundaries and breaking down customs to
gather a collection of outstanding people. Going forward, Hoya will strengthen its personnel evaluations
through a fair, merit-based system that does not take nationality, gender, or age into consideration, and speed
up the globalization of our workforce. Diversifying businesses has been a solid tree supporting Hoya’s sustained
growth. As I see it, diversifying our people will add countless branches to that tree, yielding all kinds of fruit in
markets around the globe.
I am still new at Hoya, so I am not wrapped up in past experience in the Company or preconceived notions.
My only aim is to move ahead boldly with reforms so that Hoya can enjoy a bright future. I hope for the under-
standing and support of all our stakeholders as we move forward.
Hiroshi Hamada
Chief Operating Officer
9
HOYA Annual Report 2009