Corporate Culture and Organizational Climate

With the aim of enabling every employee to co-create with all internal and external stakeholders and provide value unique to Konica Minolta, we are working to create an organization and foundation where “talent who continue to learn on their own initiative, take on challenges across business and regional boundaries, and remain committed to delivering results” can thrive within “a culture where diversity is harnessed as a strength, people inspire and learn from one another, and continue to take on challenges.” The foundation for this is the “6 Values” that constitute the Konica Minolta Philosophy. These Values serve as our guiding principles and criteria for determining how we conduct ourselves toward people and society. To further instill these Values and foster a corporate culture that maximizes value through taking on challenges and co-creation, we have identified the following issues and are implementing measures accordingly:

• Instilling the Management Vision and Values
• Strengthening Management and Organizational Development
• AI-Driven Organizational Design and Strengthening Talent

Through its global award system, Konica Minolta highlights exemplary initiatives and shares their underlying values across the Group, thereby fostering a culture of taking on challenges. The award system recognizes employees for taking on challenges to create new value—in areas such as customer value creation, business process transformation, and enhancement of intangible assets. The program also promotes Group-wide learning from the know-how gained through best practices and its application to day-to-day operations.
Konica Minolta, Inc. also reflects the 6 Values in its human resources system to encourage employees to consistently put them into practice and make them part of their everyday behavior. Through these initiatives,
the Company is working to transform its organizational culture into one in which the 6 Values are put into practice.

Konica Minolta places high importance on two-way communication so that management and employees can jointly consider the company’s growth through dialogue and translate ideas into practice. In the internal financial results briefing "CEO LIVE!" held quarterly, the President and executive officers directly explain financial performance and management policies to all employees. Early-career employees take charge of planning and material preparation, ensuring the content is accessible and easy for all employees to understand. During the Q&A session, numerous questions are submitted in real time, and the President and executive officers answer them on the spot, starting with those of greatest interest to employees.
After each event, videos are posted on the internal portal site for wide dissemination. Surveys are also conducted to gather employee feedback, which is reflected in subsequent planning and operations to continually improve the content. Furthermore, answers to questions that could not be addressed during the session are posted on the portal at a later date. Generative AI is also used to help prepare these responses, improving efficiency. The briefing content is shared globally in English and Chinese.
In addition, small-group discussion sessions are held following CEO LIVE! sessions, deepening mutual communication by directly listening to employee voices and discussing their perspectives on business performance and company policies.

To create an organizational culture where employees feel a sense of fulfillment at work and every individual can thrive, the Konica Minolta Group has made improving employee engagement one of its highest priorities. The Group conducts the Global Employee Survey, “Your Voice,” annually for employees worldwide, using scores for engagement and other engagement drivers to assess the current state of its organizational culture. The survey results serve as the starting point for improvement. Through dialogue, each business division, Group company, and workplace identifies its strengths and areas for improvement and plans and implements actions for improvement.
Based on best practices from workplaces across the Group, Konica Minolta has developed a “Dialogue Handbook” that provides a standard framework for steadily implementing a three-step cycle based on the results of “Your Voice”: “Sharing Results,” “Dialogue with Team Members,” and “Taking Action.” Through these initiatives, the Group will maintain a continuous cycle of dialogue and improvement actions based on the survey results, strengthening organizational capabilities and fostering an organizational culture and work environment across the Group globally where employees feel a sense of fulfillment at work.

To achieve organizational transformation and a return to growth, Konica Minolta believes that transformation must start from the top. To this end, the Company has introduced a "Resilience Program" for executive officers, including the President and CEO, as well as executive officer candidates, with the aim of developing the management team into a professional leadership team that drives co-creation and maximizes corporate value.
The "Resilience Program" is designed to provide participants with an understanding, from medical, neuroscientific, and psychological perspectives, of the essential elements that enable individuals and organizations to perform at their best, and to help them develop these elements into lasting habits over the course of one year.
Specifically, the program is structured around four dimensions: physical, emotional, mental, and spiritual. In addition to exercise, nutrition, and sleep to enhance brain performance, for example, the program also develops the personal maturity needed to integrate the self and the organization from a broader, higher-level perspective, even in difficult and complex situations. Konica Minolta believes that by having management transform themselves first, the impact will spread to the next generation of leaders and throughout the Company, forming the foundation for transforming Konica Minolta into an organization in which talent co-creates and maximizes value.
Participation in the program has led to changes in the behaviors and mindsets of executives and has also promoted greater collaboration and synergies among organizations in day-to-day operations. One indication of the program’s effectiveness is an increase in the engagement score mentioned above, which is included in the performance targets for executive officers.

To maximize the power of the organization and team, the Empowerment Leader must be a "driver of change" who communicates in their own words the direction that the business should take to members with a wide range of experiences, expertise, and values, and leads them to new answers that they would not have thought of before through frank discussions. At the same time, the Empowerment Leader is also required to discuss the career aspirations of each and every team member and determine what they need to do to get closer to their career goals and to support them.
This is no easy task; Empowerment Leaders are in a sense “professional talent" who empower people and organizations and require a high level of talent empowerment capabilities instead of workplace or human resource management.
For Empowerment Leaders, Konica Minolta systematically and continuously implements management skill enhancement programs, including coaching, team building, and communication skills, for all employees in positions equivalent to section managers who lead on-site organizations and teams. (FY22–23: 300 people; FY24: 60 newly appointed line managers at the third organizational layer; FY25: 60 newly appointed line managers at the third organizational layer.) In addition to these efforts, in FY2025, the Company is implementing programs aimed at strengthening both the mindset and behavior of approximately 150 employees at the general manager level (all second organizational layer managers), who are central to achieving a V-shaped recovery and medium-to-long-term profit growth. In addition, looking at the multifaceted biannual assessments conducted by supervisors, subordinates, and peers, we confirmed that participants in the program in FY2022 and 2023 scored approximately 10% higher on average across all requirements than those who did not participate in the program.

*EPL: Empowerment Leader

Amid the accelerating evolution of AI technologies in recent years, the use of AI in day-to-day operations has begun to expand, including the rollout of conversational AI licenses to all employees. However, organizational structures and talent have not kept pace with technological advances, and this has yet to lead to company-wide transformation of operations and organizations. To address this, it is necessary to clarify which areas should be entrusted to AI and which areas are where people create value, and to define the type of talent required in the AI era. Based on this definition, Konica Minolta must then assess talent against this profile and develop the capabilities needed to address any gaps.
Under the Corporate Plan 2026–2028, Konica Minolta has begun initiatives aimed at transforming itself from a “company that uses AI” into a “company that operates with AI as a fundamental premise.” Moving beyond the stage of partial AI adoption, the Company has identified the simultaneous transformation of the underlying assumptions for operations, organizational structures, talent, and management as a key priority.