Imaging Business Unit
As of September, 2017
Our top priorities are completing the restructuring and laying the foundations needed to advance future growth strategies.
Senior Vice President
General Manager of Imaging Business Unit
Q: How would you summarize the fiscal year ended March 31, 2017?
The fiscal year ended March 31, 2017, was a difficult year for the Imaging Business Unit as the market continued to shrink and parts procurement activities were impacted by the Kumamoto earthquakes in April 2016. In addition, we were forced to cancel the release of the DL series of premium compact cameras. This was an unprecedented setback for the Imaging Business Unit, and I must offer my sincere apologies to our customers and the people who were inconvenienced by this regrettable event. We fully recognize the gravity of this failure. For this reason, we are currently reconstructing our frameworks to enable us to make prompt and appropriate decisions at every stage of the process, from product planning to launch, to ensure we can swiftly resolve any issues created by operating environment changes.
Q: What will be important measures for the Imaging Business Unit going forward?
It fills me with shame when I think of how many people had to leave the Imaging Business Unit due to voluntary retirement program and reassignments as part of the restructuring.
However, I also realize that moving ahead with the restructuring and formulating future growth strategies will require us to foster a corporate culture that motivates employees along with a working environment that endows employees with the tenacity needed to boldly tackle new challenges. As one initiative to this end, I deliver monthly messages to all employees in the Imaging Business Unit, telling them about the issues we face and explaining my thoughts and aspirations. I also visit work sites and create opportunities to explain our business policies on a quarterly basis.
We have reassessed our product strategy to focus more on high-value-added products and enhancing profitability. In addition, we will be utilizing return on invested capital (ROIC) as a new management indicator from the fiscal year ending March 31, 2018. The perspective associated with this indicator has become entrenched at work sites, and employees are thus going about their work while remaining considerate of invested capital costs. My next task will be to explain our goal for the Imaging Business Unit and to cultivate a culture that inspires employees to work toward that goal.
Cameras are tools that are able to record images of things that cannot be seen by the human eyes, perhaps due to being too far away or moving too fast. We aim to further evolve cameras as imaging devices, and we will extensively increase their basic performance, improve their connectivity with smart devices, and pursue usability.
By accomplishing these objectives, I will enhance product value, as called for by the restructuring measures. Furthermore, we will build a structure that can ensure profits by making the required improvements in terms of the quality, costs, and delivery of products at every stage of the production process, from design to mass production.
Digital cameras／film cameras／interchangeable lenses／speedlights／accessories／software／sport optics