Pentax 2014 Annual Report Download - page 10

HOYA REPORT 2014
Intraocular lenses for cataract treatment
In the intraocular lens (IOL) business, as higher than expected rates of inflammation and/
or endophthalmitis were reported in the market for some products, we suspended
shipments of the products concerned in January 2013 to put the greatest priority on
ensuring patients' health and safety. In the following February, we also carried out a
voluntary recall as an additional measure. Subsequently, we conducted an investigation
to determine the cause and made changes to manufacturing and quality processes, and
resumed sales in August 2013 in major countries of Europe and Asia. In Japan, in
December 2013, with the acceptance of the administration and relevant organizations, we
launched trials at limited facilities in advance of normal marketing activities from 2014
onward. In regard to this matter, we would like to take this opportunity to sincerely
apologize for causing anxiety and inconvenience to many customers. We will continue to
strive to supply safe, high-quality products while putting priority on patients´ health.
Intraocular lenses are artificial lenses that are implanted after surgically removing lenses
that have become cloudy due to cataracts. The global market is worth more than $2.9
billion and is projected to continue to expand in response to worldwide aging and
population growth.
In the Japanese market, which has been strongly influenced by the voluntary recall, we
intend to steadily promote full-fledged sales of mainstay products and focus maximum
efforts on restoring the trust of doctors. Outside Japan, we will invest in the organization
and distribution in order to improve our coverage and make our products available to
more patients worldwide.
The role of the COO
My role as the Life Care segment COO is to draw
up and execute the strategy of the entire
segment beyond business boundaries. As the
respective divisional heads bear responsibility for
the performance of each business, my role as
COO is to ensure the clarification of targets for
each business within the direction of Life Care as
a whole, monitor progress against those targets,
and provide leadership to enable steady achievement. I also play the role of accelerating
the speed of growth by identifying opportunities for synergies among businesses and
efficiency improvements.
In my career so far, I have dared to set high targets in sectors that I have been in charge
of. In regard to HOYA´s Life Care segment as well, we aim to be a ¥500 billion business
by 2020.
The strategic focus areas
in order to achieve this,
are the following:
1
In mature markets, to accelerate
organic growth that exceeds
market growth by reinforcing
marketing competencies and
stronger salesmanship
2
In emerging markets, to achieve
high growth by broadening our
coverage and expanding the
HOYA footprint
3
To attract and retain the best
talent in the market, through
talent management systems and
managed career development
plans
4
To maintain HOYA´s technology
leadership by developing and
acquiring new technologies that
will help us fulfil unmet customer
needs
5
To embrace the concept of
continuous improvement and
continuously optimize our
business processes
6
To identify, leverage, and realize
cross divisional, cross functional,
and cross country strengths.
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