Skip to main content

Sustainability Management

Sustainability Management System

At Konica Minolta, the President and CEO, who also serves as a Director, holds ultimate responsibility and authority for overall sustainability management and is accountable for ensuring its effectiveness. Under the President and CEO, the officers responsible for each sustainability issue promote sustainability management across the Group. Discussions and decision-making on key sustainability issues, like other important management issues, take place at the Management Council and other meeting bodies attended by the President, Executive Officers, and Corporate Vice Presidents.
Medium-term business plans for sustainability issues are formulated by the respective officers in charge and consolidated into the Company-wide business plan. Following deliberation and approval by the Management Council and other meeting bodies, the plans are submitted to the Board of Directors for approval. Materiality is also reviewed as part of the process of formulating the medium-term business plan. Led by the officer in charge of Corporate Planning, the officers responsible for each sustainability issue conduct rolling reviews to assess the degree of change in risks and make revisions as necessary. Following deliberation and approval by the Management Council and other meeting bodies, any revisions are submitted to the Board of Directors for approval.
The officers responsible for each sustainability issue establish “Promotion Committees” as necessary to consider and promote medium-term sustainability plans. For example, the “Group Environmental Promotion Committee” has been established to consider and promote the Group’s medium-term environmental plan. Chaired by the Manager of the Corporate Planning Division, the committee includes persons responsible for promotion appointed from among the heads of business units, corporate divisions, and other organizations. It deliberates on medium-term and annual environmental plans, reviews progress on a quarterly basis, and considers environmental issues facing the Group.

Sustainability Management System
Organizational chart of Konica Minolta's sustainability management structure. The Board of Directors provides oversight, while the Management Committee and other bodies (the President and executive officers) make decisions on the execution side and report to the Board for supervision. Below them are the promotion meetings (officers responsible for promotion in each division) and the business and corporate divisions, including subsidiaries.

Stakeholder Engagement

Dialogue for Achieving Both Social and Business Value

Konica Minolta believes that dialogue with diverse stakeholders including customers, employees, local and global communities, business partners, shareholders and investors is essential to creating both social and business value. Therefore, in addition to each relevant department engaging in ongoing dialogue, the Company proactively creates opportunities for communication, involving executives and discloses information through various communication tools to promote understanding of Konica Minolta. Among the insights gained through dialogue with stakeholders, those considered important to management are shared with senior management as appropriate and used to improve management as well as products and services.

Stakeholder Engagement Activities

Customers

Konica Minolta does business around the world. While its customers vary by business, the main customers of its major business include corporations, government agencies, and hospitals.

Tools and Opportunities for Communication Main Issues Incorporation of Feedback into Management, Products and Services
  • Customer inquiry desks (call centers, website, etc.)
  • Customer visits
  • Showrooms, exhibitions
  • Seminars
  • Websites, newsletters
  • Customer satisfaction surveys
  • Grievance mechanism (consultation/reporting desk)
  • Delivering value by anticipating the changing needs of customers and society
  • Increasing customer satisfaction by ensuring highly reliable quality from the customer’s perspective
  • Improving product and service quality based on results of customer satisfaction surveys
  • Solving customers’ issues

Employees

Tools and Opportunities for Communication Main Issues Incorporation of Feedback into Management, Products and Services
  • Video distribution of messages from top management
  • Dialogue with top/senior management, town hall meetings
  • Global Employee Survey
  • Dialogue and meetings between supervisors and subordinates
  • Two-way intranet
  • Group newsletter
  • Consultations with labor unions
  • Internal Hotline Systems (Helpline)
  • Grievance mechanism (consultation/reporting desk)
  • Realizing talent and organizations capable of delivering “uniquely Konica Minolta” value through co-creation with all stakeholders
  • Enhancing talent capabilities that drive value creation based on health and productivity management
  • Creating an environment that sparks innovation to create value
  • Implementing various talent development programs
  • Improving lifestyle habits by presenting future disease risk for each individual

Local and global communities

Throughout its global operations, Konica Minolta acts as a responsible member of every community where it operates.

Tools and Opportunities for Communication Main Issues Incorporation of Feedback into Management, Products and Services
  • Activities that contribute to local communities
  • Community briefings and invitational events
  • Providing speakers for lectures and educational programs
  • Industry group activities
  • Publications and websites
  • Grievance mechanism (consultation/reporting desk)
  • Existing in harmony with local communities
  • Developing the next generation
  • Enhancing information disclosure through publications and websites
  • Planning activities that contribute to local communities

Business partners

Konica Minolta procures raw materials, parts and components from many suppliers for each of the Group’s businesses. The majority of these suppliers are located in Japan, China, and elsewhere in Asia.

Tools and Opportunities for Communication Main Issues Incorporation of Feedback into Management, Products and Services
  • Holding suppliers’ meetings
  • Procurement Collaboration System
  • Conducting supplier risk assessment surveys
  • Visiting business partners
  • Grievance mechanism (consultation/reporting desk)
  • Creating shared value with business partners
  • Addressing ESG issues across the supply chain
  • Strengthening overall supply chain resilience
  • Promoting responsible procurement
  • Enhancing value across the value chain through stronger collaboration with business partners
  • Building a sustainable supply chain through dialogue with business partners

Shareholders and investors

Konica Minolta, Inc. has high proportions of institutional and overseas investors among its shareholders and is therefore expected to conduct a broad range of IR activities both in Japan and overseas.

Tools and Opportunities for Communication Main Issues Incorporation of Feedback into Management, Products and Services
  • Shareholders’ meeting
  • Meetings with analysts and institutional investors
  • Briefings for analysts and institutional investors
  • Briefings for individual investors
  • Integrated reports, shareholder newsletters
  • IR website
  • Grievance mechanism (consultation/reporting desk)
  • Improving capital efficiency and enhancing corporate value over the medium to long term
  • Incorporating expectations and feedback from shareholders and investors into management

Initiatives on Human Rights

Related Information