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Konica Minolta's Approach
Background and Issues
Konica Minolta recognizes that it must utilize the full potential of its employees to achieve its goal of transforming itself into a digital company with insight into implicit challenges. Konica Minolta understands the need for work-style reform that allows all employees to demonstrate their full potential.
Konica Minolta is moving forward with work-style reforms in many areas, including operational processes, human capital utilization, roles and authority, systems, and environmental measures. In so doing, the company is seeking to improve the job satisfaction of every employee as well as overall productivity. In a business environment where unprecedented changes continue to occur, Konica Minolta will continue to promote the creativity and innovation that is the source of competitiveness.
- Preparing operational and workplace environments
- Reforming operational processes
- Making the most of diverse talent
Expanding the System for Creating Innovation
Permitting Employees to Pursue a Second Job or Work Concurrently, and the Introduction of a Job Return System
In December 2017, Konica Minolta, Inc. implemented a program that permits employees to take on a second job or work concurrently to promote innovation. At the same time, the company also introduced a Job Return System to increase employee diversity. The first measure helps to meet the needs of employees who want to start their own businesses while still working at Konica Minolta, and those who want to enhance their skills in areas such as IT and programming. This program is expected to become a starting point for creating innovation, by making full use of employee knowledge and skills that can be gained through work experience outside the company. The Job Return System provides opportunities for reinstatement to employees who have left the company due to personal circumstances such as child rearing or nursing care of a family member, or those who leave in order to study abroad or change occupations with the goal of career advancement. In addition to utilizing the knowledge and experience cultivated by such employees before leaving the company, Konica Minolta expects to also make full use of the knowledge, personal contacts and experience gained by such employees during their time away.
Expanding the Remote Work System
Konica Minolta is working diligently to reform work styles. One key element of this effort is enabling employees to work without being tied to a single location. In April 2017, Konica Minolta, Inc. launched a remote work system for all employees. The remote work system is also being expanded at its sales companies in and outside of Japan.
As part of this expansion, Konica Minolta has taken steps to set up a work environment for employees, such as replacing computer workstations with PCs that can be taken home, introducing ways to save files in the cloud and access internal systems from outside company premises, and introducing Web-based meeting systems.
These preparations in the work environment enabled the company to respond smoothly to the need to rapidly expand remote work starting in spring 2020. Only 10-20% of employees at the Marunouchi headquarters have been coming in to the office.
On the assumption that remote work will continue to be widely used, Konica Minolta will continue to improve operational processes and enhance the quality of operations by raising the efficiency of operations by introducing RPA* and other measures.
In April 2021, 48% of employees (14% at the Marunouchi headquarters) were working on premises at key sites in Japan.
- RPA(Robotic Process Automation): Automating routine business process on a personal computer
Expanding the System for Work-Life Balance
Finding ways to help employees balance work and childcare responsibilities
As part of its support for employees' work-life balance, Konica Minolta, Inc. strives to provide an environment in which employees can focus on work and perform to the best of their abilities with peace of mind, even while raising children. In recognition of its activities, Konica Minolta received Platinum Kurumin certification from Japan's Ministry of Health, Labour and Welfare in August 2017.
Support for Women Balancing Childcare and Career Goals
The childcare leave system at Konica Minolta, Inc. has steadily taken root since its introduction in 1992, and the leave acquisition rate is now 100%. The rate of employees returning to work after childcare leave is also steady at 100%.
In response to the concern of daycare waiting lists, employees with infants are able to take childcare leave until the child reaches the age of 2 years and 3 months, so that even babies born in February or March have two opportunities to get into daycare in the usual registration month of April. Moreover, the company provides salary assistance during a childcare leave period that exceeds the term of childcare leave benefit payment.
After returning to work from childcare leave and until the child graduates from elementary school, employees can choose from a variety of work options including shortened working hours, working from home, and remote work. This allows them to continue building their career according to their family circumstances and their own approach.
In fiscal 2018, the company also introduced an hourly leave system.
Efforts to Promote Childcare Participation by Men
In addition to the childcare leave which employees are eligible for by law in Japan, men who are expecting a child can also take a total of five days of paid paternity leave within one month before or after the baby's due date.
The company has set a goal of 13% of eligible men taking childcare leave in fiscal 2020 and has taken initiatives such as strengthening awareness-raising efforts for men and their supervisors. These efforts bore fruit, with 19% of men at Konica Minolta, Inc. taking childcare leave in fiscal 2019, surpassing the goal early. Going forward, the company will strive to reach even greater heights.
Payment of a “Next-Generation Fostering Allowance”
Konica Minolta, Inc. established a “next-generation fostering allowance” in fiscal 2012, replacing its family allowance and housing allowance. This provides monetary benefits to employees raising children under the age of 18 to support employees in the child-rearing generation. In fiscal 2008, the company also expanded the eligibility for using accumulated paid leave to include reasons such as infant care, or staying home with a child when school is canceled.