Nikon 2015 Annual Report Download - page 41

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NIKON REPORT 2015
Business Strategy
Q Please tell us about the role played by the Core
Technology Division.
The Nikon Group has many technologies and the competence of each
and every one of its engineers is of the highest order. It is my belief
that we are second to none when it comes to the performance of our
products, which include our mainstay lithography systems, digital
cameras, and microscopes.
In contrast, even with so many technologies at our disposal, they
are widely distributed across the entire Nikon Group, and thus creat-
ing new value that integrates one technology with another is not
necessarily an easy task.
After determining whether the Nikon Group possesses particular
technologies, the Core Technology Division fullls the function of a
hub to connect the technologies of all the companies in the Nikon
Group. To create synergies that transcend business unit borders in
the years ahead, the Core Technology Division enterprisingly pro-
motes the integration and effective utilization of technologies.
Q What initiatives are you considering to accelerate
value creation?
We currently have databases to consolidate technical information,
but from now on, nurturing the engineers that comprehend and
ascertain the technologies of the entire Group and support our hub
function will be necessary.
Primarily from these engineers, I am expecting the creation of
ideas and synergies that will integrate technologies. In 2014, we thus
established the Technical Synergy Development Section within the
Core Technology Division. During the scal year ending March 31,
2016, we will launch the Companywide Synergy Development
Committee, which I would like to produce concrete results in the years
to come.
On the basis of collaboration with each department, we are build-
ing systems that will enable us to realize improvements in product
value, including cost competitiveness, from a total optimization per-
spective. With regard to the current status on such improvements, I
feel that we need to further enhance design that takes into account
the costs as far as manufacturing, even in cases where the design
concept is excellent, but I am aware there are factors that do not
allow technological strengths to be directly linked to product value.
Since the trend is for engineers involved in design and development
to emphasize hardware by any means, I would like to set in place a
solutions mind-set to embrace a little more of the software aspect
throughout the Company; this topic is touched on in the Medium-
Term Management Plan.
Also, I would like to see the development of our overseas R&D
base. Nikon Research Corporation of America (NRCA) serves as our
R&D base and is situated in the state of California. Although it is a
small organization, NRCA carries out a large number of tasks, covers
a wider area of technological responsibilities than its Japanese coun-
terparts, and is characteristically quick in taking action due to its
small scale. For instance, experimental systems are built in a very
short time frame. To me, that sense of speed, which is akin to that of
a venture company, should be emulated at Nikon headquarters. I
believe these types of capabilities will be a major asset in our interac-
tions with various venture companies. In addition to taking on the
function of gathering information for us relating to leading-edge
technologies in overseas locations, I am expecting NRCA to generate
unprecedented and innovative ideas in the years to come.
Q How will you leverage your technological capabilities
in the Medical Business?
A variety of technologies are required in the medical eld, and I recog-
nize that the Company has many technologies that exceed the stan-
dards demanded. Nikon has handled a wide variety of products, ranging
from glass materials and camera lenses to semiconductor lithography
systems, which are called the most precise machines ever built. We will
integrate the great number of technologies available to the Company
with new technologies demanded in the medical area. We are at the
stage of full-scale entry into the Medical Business, and my feeling is
that by increasing our knowledge base, we will continue to accelerate
the utilization and applications of our existing technologies.
Key Person’s Message
We will maintain the ratio of R&D spending to net sales at
approximately 7% to 8% and focus especially on the
rapid launch of the Medical Business.
Hiroshi Ohki
Senior Vice President and Director,
General Manager of Core Technology Division
0
20,000
40,000
100,000
60,000
80,000
0
2.0
4.0
6.0
8.0
10.0
2006 20082007 2009 2010 2011 2012 2013 2014 2015
R&D Costs / Proportion of R&D Spending to Net Sales
(Years ended March 31)
Millions of yen %
R&D costs Proportion of R&D spending to net sales