2007年的邮件门－－-柯尼卡美能达销售员PK大老板(转载)

2007年5月10号上午,柯尼卡美能达办公系统(中国)有限公司的所有员工都收到了一封邮件,内容是曝光公司高层的黑幕.正好有朋友的同学在这家公司上班,好象证据都是从政府部门获得的,很权威.

　　真没想到现在外资单位比以前国营企业的贪官更厉害

　　更没想到柯尼卡美能达的企业文化原来这么恐怖

　　真佩服那发送邮件的人,文章写得不错.

　　抄送：(无)

　　主题：严重投诉BCN总经理舟仓忠幸(Seriously complain BCN general manager)

　　柯尼卡美能达控股株式会社

　　太田 义胜 社长：

　　BT 木谷 社长、儿玉 阁下 及柯尼卡美能达控股株式会社全体董事会成员：

　　

　　 您们好！

　　我们是柯尼卡美能达办公系统（中国）有限公司销售部的方波和胡斌

　　本次我们不得不冒昧的并非常严肃的向公司总部投诉公司总经理舟仓忠幸先生的失职和公司高层管理人员钟登根先生的职业道德问题。这些问题已经严重影响到公司的利益和发展。

　　请参看附件部分证据同时简述如下：

　　1）2003年，江苏省部分分销商到公司中国总部（上海）向舟仓忠幸总经理投诉时任公司销售部本部长的钟登根先生与我们某些经销商一起开公司谋取私利，并对市场操作存在明显的不公正和营私舞弊行为。因胡斌2002年曾任江苏省业务担当，舟仓忠幸总经理和胡斌有过几次谈话，但是始终试图回避该问题，甚至要求胡斌提供证据，否则无法处理。当时，胡斌认为此事已超出日常销售工作，并且涉及公司重大问题理应由公司出面调查取证。当年，舟仓忠幸总经理没有给与任何答复和采取任何行动。

　　 在此之后，胡斌受到公司本部长钟登根的威胁，称：谁对他不利，谁就不会有好结果，他绝对不会放过。甚至威胁说：“你再优秀，我给你的目标你永远完不成；相反，能力再差的新员工哪怕什么都不懂，我照样每年让他完成120%的目标，照样升职并给他优秀销售奖”。从那以后，钟登根间接通过其它管理者在工作中人为地设置障碍，曾经使胡斌的工作一度陷入困境。2004年，胡斌被调任上海市场，钟登根不惜牺牲上海市场来阻碍胡斌工作的正常开展，其间甚至在年中取消上海经销商合同来阻碍其工作，上海部分经销商不得不通过法律手段来解决，这些事实已经在OA行业成为笑话。其间胡斌有相应报告和相关证据给舟仓忠幸总经理。报告中涉及很多市场问题，并且再次提醒舟仓忠幸总经理，但舟仓忠幸总经理仍然没有任何答复。

　　2)2006年底，我们提供了详细的证据给舟仓忠幸总经理，但是我们得到的答复是：

　　 A）公司通知副课长方波先生2007年度不再续约，并且在原合同期内立即离开公司。

　　 B）舟仓忠幸总经理与胡斌谈话，以不能与钟登根合作为由，调离胡斌销售岗位，被胡斌拒绝。

　　 C）钟登根与胡斌谈话表示已知道此投诉的详细过程和内容，并称我们投诉舟仓忠幸总经理没有任何作用。

　　 D）在2007年公司的销售晚宴中，舟仓忠幸总经理居然用中文对胡斌说：在公司想要有发展，必须要拍钟登根的马屁（必须要讨好钟登根）！

　　3）舟仓忠幸总经理从2003年初接到第一次分销商投诉开始就试图掩盖事实真相；2004-2005年开始包庇很多问题；2006年进一步发展到纵容，甚至提升钟登根为副总经理；2006年底当我们提供了确凿证据后，舟仓总经理发觉无法掩盖事实时，就对我们公然采取报复的手段。

　　

　　在此我们严重投诉柯尼卡美能达办公系统（中国）有限公司董事长、总经理舟仓忠幸：

　　

　　1）公司员工为了公司的利益及配合公司调查揭露公司的管理问题，作为公司的总经理舟仓忠幸透露给投诉当事人钟登根致使我们员工遭受严重报复，这是一个总经理的职业素质的体现吗？

　　2）作为公司总经理不处理或没有能力处理公司严重隐患问题的同时，对我们的员工说必须拍严重违反职业道德的管理者的马屁。这是一个总经理应该说的话吗？难道这就是柯尼卡美能达公司派驻中国的职业经理人素质和涵养吗？

　　3）公司的高层管理者存在严重的违反职业道德行为并严重损害公司利益，舟仓忠幸总经理不仅没有处理，并且试图掩盖事实真相，2006年提升钟登根为副总经理；甚至联合钟登根对我们进行报复和不公正对待。这难道就是我们柯尼卡美能达公司的企业文化吗？

　　4）我们有理由质疑：作为公司在中国的总经理舟仓忠幸是否与钟登根私人达成某种默契；如果存在默契，那么必然对公司的利益构成极大的威胁，公司未来的发展必然潜伏着巨大的危机。

　　5）公司派驻中国总经理的职业素质和管理能力实在令人感到震惊，拿着公司的优厚的年薪，难道只考虑任期内自身的利益而不顾公司的长远利益和发展吗？舟仓忠幸总经理的任期结束后，他的后任将面临怎样的困境呢？

　　这是对企业的侮辱，对公司所有员工的不负责任。这样的总经理派来中国是来度假的吗？

　　6) 一个企业可以为了保全名誉和形象而暂时不采取激烈的行为， 但并不表示可以不作为，甚至纵容不良现象的延续，并对知道内情的员工施加报复。这是任何企业，任何国家的文化都不能接受的。

　　

　　我们质问柯尼卡美能达公司总部董事会：

　　1） 作为公司员工，难道可以和经销商有私人的经济合作吗？我们普通员工可以效仿钟登根那样和经销商存在利益关系吗？难道作为柯尼卡美能达公司的雇员不需要职业道德吗？

　　2） 企业内部有严重隐患问题，我们员工不应该和管理层沟通吗？

　　3）柯尼卡美能达的企业文化是什么？企业的是非评判标准又是什么？

　　4）中国政府整治腐败曾经自问：有没有计算过“高素质”的贪官们给我们加大的“经济成本”？！；那么在这里，我们要质问董事会：你们有没有计算过，柯尼卡美能达公司每年在中国的销售数字背后，那些不负责任的管理者又为企业加大了多少成本呢？

　　5）柯尼卡美能达进入中国十几年了，对中国市场难道没有一点掌控能力吗？！

　　 难道真的是OA行业里传说的那样------柯尼卡美能达的日籍领导不懂市场、不懂业务，只能让某些人玩弄于股掌之间吗？难道柯尼卡美能达公司真的丧失管理能力了吗？！

　　6）在中国小孩都知道这样的道理：如果做错了就立即改正并诚意道歉；作为跨国企业，难道连中国小孩的素质都不如？！

　　7）外商独资企业在中国投资，除了促进两国的经济，更背负有积极的社会责任。

　　 默许如此行为的发生和延续，是对中国社会文化的藐视，对中国价值观念的颠覆，对中国精神文明的羞辱。

　　是对中国社会道德底线的挑战。是对中国的文化侵略。

　　 企业文化的昏暗，是非的颠倒，必将对所有在中国的外企员工造成巨大的负面影响，将误导所有外企员工的价值观念，彻底颠覆中国白领的职业道德。从长远来看，将对中国社会的健康发展产生巨大的负面影响。

　　 我们始终坚信人的本性是积极的、善良的，所以我们几年来一直默默地忍受并试图通过我们的诚意来感化周围的浮躁和邪恶；但善意的努力却被误以为懦弱和无原则的让步，致使公司文化日益昏暗；今天我们不得不站在这里要回正义的尊严！！

　　义无再辱！

　　是可忍，孰不可忍！

　　在此，我们表示极大的愤慨和最为严厉的谴责！！！

　　我们郑重要求公司总部立即予以答复：

　　1）不管是丑陋和还是健康的，请立即勾勒出企业文化的轮廓以明示我们在华所有员工。

　　如果柯尼卡美能达的企业文化确实如此丑陋，也请告知全体员工，以免其它员工重蹈我们的覆辙,同样遭受报复！

　　如果柯尼卡美能达的企业文化不是这样的，请及时纠正并道歉！

　　2）几年来，因无意中触及公司此阴暗面而被迫离职或被公司解除合同的员工有很多；他们中有很多还不知道事实的真相。我们在此为那些无辜牺牲的兄弟姐妹们讨回公道、要回尊严！！！

　　

　　附件资料考虑邮件传送，仅包含如下三项，更多因此事涉及损害市场和公司利益的证据随时供调查取证：

　　1） 钟登根以其妻子的名义和我公司经销商共同注册公司的工商登记资料

　　2） 该公司股东清单等（请核对一下我们的经销商队伍）

　　3） 钟登根与该公司法人代表、董事长、总经理陈亚青的夫妻关系证明

　　

　　

　　投诉者：

　　柯尼卡美能达办公系统（中国）有限公司

　　MFP代理商销售部

　　胡斌

　　柯尼卡美能达办公系统（中国）有限公司

　　MFP代理商销售部

　　原华东营业课

　　副课长

　　方波

　　2007年5月

　　TO: Konica Minolta Holdings, Inc.

　　Mr. Opa Yoshikatsu san:

　　Mr. Kitani Akio; Mr. Kodama Atsushi and board team of Konica Minolta Holdings, Inc.

　　

　　We, Hu Bin and Fang Bo are the employees work for Konica Minolta company sales department. We are very sorry to declare that we have no choice but to complain our general manager Mr. Tadayuki Funakura and the upper level management team. The problems that those people caused already affected our company's benefit and damaged our company's image in China.

　　Please refer to the attachment for the detail information.

　　1) In 2003, our sales sub-dealers in JiangShu province complained to our general manager Mr. Funakura about sales manager Mr. ZhongDengGen. Mr. ZhongDengGen and some of our dealers established their own company to take advantage of our company. Their behavior is illegal. At that time, Hu Bin was the rep to take care of the business in JiangShu province. In earlier 2003, general manager Mr. Funakura had conversation with Hu bin several times .But during the conversation, Mr. Funakura always tried to avoid touching the problem. He even wanted Hu Bin to bring evidence to him. Otherwise, he was not able to do anything about it. At that time, since Hu Bin think this is already cross his line, he felt this should be taken care of by the general manager. That time, Mr. Funakura didn't give any reply and didn't take any action.

　　After that unfortunately, Hu Bin was threatened by Mr. ZhongDengGen. He asked Hu Bin to take the responsibility of all the bad consequence. And he would retaliate Hu Bin. He gave lots of pressure and harassment to Hu Bin. From that point, Hu Bin has experienced lots of difficulty in terms of his work. In 2004, Hu Bin was assigned to in charge of Shanghai market. Mr. ZhongDengGen sacrificed benefit of our Shanghai market to make road stone for Hu Bin. He even canceled all of the contact to make Hu Bin look bad. Some of dealers in Shanghai had to seek the legal help to solve the problem. It’s actually already becoming a laughingstock in the shanghai market. During that period of time. Hu Bin has reported situation and related evidence to general manager Mr. Funakura. The report listed lots of market related problem. The fact that ZhongDengGen already started his own team to take advantage of our company is already very obvious. We kept reminding general manager but were ignored by him.

　　2) In the end of 2006, we provided detail evidence to our general manager Mr. Tadayuki Funakura. But the answer we got were'

　　a) Company canceled the working contact with Fang Bo. And he had to quit his job right away.

　　b) General Manager had a talk with Hu Bin and wanted to change Hu Bin's current job position. It’s funny; the reason he explained was Hu Bin would not cooperated with Mr. ZhongDengGen very well. Hu Bin rejected the request.

　　c) Mr. ZhongDengGen threatened Hu Bin. He told Hu that complaining to general manager is useless. And nothing he would be afraid of.

　　d) At our company's business party, our general manager Mr. Funakura talked to Hu Bin in Chinese that Hu had to follow ZhongDengGen’s rule if Hu wanted to stay in his current position.

　　3) Since the first time we complained to General Manager, he has been trying to cover the truth at first. From 2004 to 2005, he shielded all the problems and even indulged ZhongDengGen. He promoted ZhongDengGen to vice general manager in 2006. Since Mr. Funakura felt it became harder for him to cover the truth anymore, he started retaliating to us when we provided our further investigation report to him in the end of 2006.

　　

　　Hereby, we are here to seriously complain general manager Mr. Tadayuki Funakura of our Konica Minolta Business Solutions (China) Co., LTD.

　　1) In order to protect company's benefit, we complained the people in the upper management team to general manager. This should be confidential. But the fact general manager Mr. Funakura discloses this to ZhongDengGen already hurt our career and even put our company in further dangerous situation. Is this considered as professional??!

　　2) As a general manager, he didn't or not able to take care of this kind of problem .on the contrary, he told us that we had to follow some illegal rule. This is totally against our moral. Is this what a general manager supposes to do?! Is this his moral standard?!

　　And is this our company's moral standard?!

　　3) Our upper management has serious problem which is harm to our company's overall success. General Manager didn't take care of this matter in time, but also tried to cover the truth. Even In 2006, he promoted defendant as vice general manager. With him, He even plays hardship on us. Again, we have to question whether this is our company's moral?!

　　4) We have reason to believe that general manager already had some kind of agreement with Mr. ZhongDengGen. If the agreement is exist, then it must be harm to our company and really putting our company's future at high risk.

　　5) As a general manager that identified by our company, his management skill is really doubtful to us. How can he just take the high salary but sacrificed our company's benefit. This is totally unacceptable. When his duty is over, what kind of problems he will leave to the next person who will be appointed at this position. This is an insult to the company. This is irresponsible to all our employees. We doubt whether our general manager sent for vacation to China instead of in charge of company's business.

　　6) It’s no doubt that the company didn’t take immediate actions thus to protect image temporarily when it was facing quite big problem, but it doesn’t mean that you can shielded all the problems and even indulged badness continuous and retaliate person who know the truth.

　　It’s totally unacceptable!!

　　

　　Hereby, we question our company's board team seriously!

　　1) As an employee, can he establish his own business related with our sales vendor?? Is this a good example for the rest of employee?! Can the rest of employee all follow this kind of behavior?!

　　2) When we see the problem inside of our business unit, as an employee, we shouldn't let our upper management team know?

　　3) What is our company's culture? What is our standard on what is right or wrong?

　　4) When our government faced the similar problem, it used to ask itself what would be the cost of letting those people in the leader team? Therefore, we are here to ask the same question: Have you ever calculate the lost from our company's gain due to those people?

　　5) Our company has been operated in China for more than ten years. How come we don't have the total control of the Chinese market? Is that because our leader doesn't know market and business?

　　Why the company is still totally controlled by certain people who only knows how to play the political game without any professional moral all along.

　　6) There is an old saying in China. If we know what's wrong, then we have to correct it.

　　As an internal business conductor, our company should have at least understood that?!

　　7) As a state own company in China, we should take the positive responsibility when we conduct our business.

　　If we allow these kinds of situation continue, and then we are not going to set up a positive image for our company, even exert quite negative impact on our society and world community.

　　We always believe that positive, virtuous are the nature of our human being. So we did really want to exert quite positive impact on our culture and deeply affect fickleness and wickedness during the past four years. But our kindly efforts were misunderstand as loose-principled compromise and recreance. Cultures of our company are being lost.

　　So we have to request the fairness and the respect here now!!!

　　We are here to demonstrate an ardent protest and ask the reply from our headquarters:

　　1） No matter what, please direct the company healthy culture to all of our Chinese employees.

　　 If what Mr. Funakura did reflect the company's culture, please also notify our entire employees to avoid same situation happened again.

　　 If this is not our company's culture, please correct the mistake and apologize to all of employees in China.

　　2） Many staffs were forced to leave their job because of this issue. We just want to get the fairness to those people. And request the respect from our company now!

　　The following are the attachments. The rest of the evidence will be provided upon request:

　　1） Mr. ZhongDengGen's wife registered a company with some of our sales dealers.

　　2） That company's investor name list and property list.(please compare with our dealer’s team, and check the supports we provided annually)

　　3） Mr. ZhongDengGen and the general manager of that company Ms. chen's marriage certificate proof.

　　

　　Indicted by

　　Hu Bin

　　MFP Dealer Sales Div.

　　Konica Minolta Business Solutions (China) Co., Ltd.

　　Fang Bo

　　Vice Section Manager

　　East China Sales Dept.

　　MFP Dealer Sales Div.

　　Konica Minolta Business Solutions (China) Co., Ltd.

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