Human Capital
Building Organization, Culture and DNA
Click to jump to the corresponding section in this page
Konica Minolta's Approach
Background and Issues
To foster an organizational climate and culture where professional human resources are able to demonstrate high performance and actively participate, we have established two issues and are implementing measures.
1. Engagement Improvement
2. Ability to Integrate Management Team to Overcome Adversity
Vision
When all Group employees share the Konica Minolta vision and tackle their jobs with a sense of purpose and take on challenges (engagement), they are contributing to customers, which then leads to sustainable growth for Konica Minolta. To pursue these kinds of reforms in the organization, the Group listens to the views of all of its employees and carries out improvements based on an understanding of its strengths and issues. The Group believes that this will lead to a corporate culture in which individuals can thrive. To that end, we recognize that top management needs to take the lead in building a team that takes initiative and can withstand adversity.
Key Measures
Konica Minolta conducts the “Your Voice” Global Employee Survey (GES) to assess its organizational culture via employee engagement scores. These scores measure whether engagement, the long-term vision, and strategy are personalized, whether individuals are thriving and whether the environment their growth.
Resonance with Management Vision and Six Values
Philosophy
Responding to people’s hopes and desires to “see”, Konica Minolta has always created new value. “Imaging to the People”, our long-term management vision statement for 2030 expresses Konica Minolta's ideals and its position in society as an imaging technology company, both our heritage and strength. We have brought together this statement, Our Philosophy that has remained unchanged since the launch of Konica Minolta in 2003, our 6 Values that guide our corporate culture as a wellspring of value creation, and our Brand Proposition that is a promise to customers, to create the Konica Minolta Philosophy.
Practicing the Six Values
Our 6 Values are the essence of our innermost beliefs, our inherited DNA, and define how we go about our business and act towards all our partners. They articulate what we stand for and direct our decision making.
RETHINK Communications
RETHINK was established as the behavioral slogan to encourage each individual employee to take action to live up to the Konica Minolta Philosophy. As each Konica Minolta Group employee “rethinks,” they help to accelerate the achievement of the long-term management vision and medium-term management plan. Konica Minolta also proposes the RETHINK concept to customers, seeking to grow together with them and contribute to society.
Konica Minolta Awards
Through its global award system, Konica Minolta singles out cases worthy of commendation and seeks to share the same values Group-wide. This award system evaluates employees’ proactive efforts to create new value—such as customer value creation, business process transformation, and enhancement of intangible assets. By learning from best practices and applying their insights across the organization, the program encourages continuous improvement and innovation in daily operations.
Konica Minolta, Inc. reflects these principles in its human resources system so that employees always consider the 6 Values in their actions.
The Group is transforming its corporate culture to foster employee practice of the 6 Values.
Video of Award Announcement and Dialogue Session with Award Winners
Interactive Communication
Konica Minolta focuses on interactive communication, so that management and employees can put their heads together to think about the growth of Konica Minolta and implement it through dialogue. In the internal financial results briefing "CEO LIVE!" held quarterly, the president and executives directly explain business performance and policies to all employees. Early-career employees are responsible for planning and preparing materials, making the content easy for general employees to understand. In the Q&A session, many questions are submitted in real-time each time, and the president and executives answer them on the spot in order of interest.
After the event, videos are posted on the internal portal site for wide dissemination, and surveys are conducted to reflect employee feedback in future planning and operations, striving to improve content. Furthermore, answers to questions that could not be addressed during "CEO LIVE!" are also posted on the internal portal site at a later date. Generative AI is also being utilized in preparing answers to improve efficiency. This content is distributed globally in English and Chinese.
In addition, after "CEO LIVE!", "offline meetings" are also held as opportunities for small groups to discuss with the president and executives, deepening communication by directly listening to employee voices and discussing their thoughts on business performance and company policies.
Implementation of the Global Employer Survey and Continuous Improvement Activities in Each Region
To foster an organizational climate and workplace environment that encourages employees to experience "job fulfillment and to take on challenges (engagement)," we conduct the “Your Voice” Global Employee Survey (GES) of employees worldwide to visualize the current status of each organization and plan and steadily implement actions for improvement by measuring engagement. These efforts will improve the competitiveness of the entire Group.
| Results | Targets | |||||
|---|---|---|---|---|---|---|
| FY2021 | FY2022 | FY2023 | FY2024 | FY2025 | FY2030 | |
| Engagement score* | 6.4 | 6.6 | 6.8 | 6.8 | 7.7 (Industry benchmark average) |
Industry benchmark top 25% |
| Response rate | 90.8％ | 85％ | 91％ | 91％ | - | - |
- *
- Engagement score: Average score of responses to the question “How likely is it you would recommend Konica Minolta as a place to work?” in the Your Voice on a scale of 0 to 10. The question was incorrectly stated in the disclosures for fiscal 2022 and fiscal 2023 and has since been corrected. This question has been used consistently since fiscal 2021.
Specifically, through surveys, Konica Minolta recognizes the distance between management and employees as an issue, and the president himself visits various domestic and international locations to engage in direct dialogue with employees. Each business division, company, and workplace also continues to implement a cycle of improvement actions through dialogue based on survey results, and the engagement score for fiscal 2024 was maintained at the previous fiscal level despite the ongoing review of its business structure. In fiscal 2025, the Company will create a "Dialogue Handbook" based on good practices derived from on-site experience and, based on the results of the "Your Voice" survey, will deploy a "framework" to steadily implement the three steps of "sharing results," "dialogue with members," and "executing actions."
Through these initiatives, the Company aims to raise its engagement score to the industry average by fiscal 2025 and to the top 25% of the industry by fiscal 2030. Furthermore, the engagement score is incorporated into the executive compensation scheme and is considered one of Konica Minolta's important management indicators, with the entire Group working together.
Integration of Management Team: Implementation of Resilience Program
Resilience Program
To achieve organizational transformation and a return to growth, Konica Minolta believes that this transformation must start from the top. To this end, the Company has introduced a "Resilience Program" for its officers and officer candidates, including the president, to help them become professional human resources and a professional management team.
The "Resilience Program" is a year-long program that teaches and instills the essential elements for individuals and organizations to achieve peak performance from medical, neuroscientific, and psychological perspectives.
Specifically, it is divided into four perspectives: physical, emotional, intellectual, and spiritual. For example, it not only focuses on exercise, nutrition, and sleep to enhance brain performance but also aims to cultivate "humanity" to integrate oneself and the organization with a high and broad perspective, even in difficult and complex situations. By the management team itself transforming, the Company believes that its effects will spread to the next generation and the entire Company, forming the foundation for Konica Minolta to transform into a team of professional talent.
The program has transformed the behavior and values of the participating executives and has also promoted inter-organizational collaboration and synergy in operations. One result of the program was an increase in the engagement score, which is one of the performance targets for executives.
