Material Issue 1
Improving Fulfillment in Work and Corporate Dynamism
Background
Social and Environmental Issue Outlook for 2030 Many economies around the world, including Japan, are expected to see labor shortages. As industrial structures change, there will be imbalances in the type of labor force needed. There will be labor shortages in some areas and more mismatches between the skills people have and the skills jobs require. By 2030, a total labor shortage of about 100 million people is anticipated in the countries that make up the top 70% of global GDP. For example, technologies such as AI, robotics and automation will increase productivity and alleviate labor shortages, but new jobs will be created that require more creative skills.This will occur not just on the manufacturing floor, but in offices as well. While it is important to increase productivity with technology, human creativity must also be fostered to solve the global labor shortage. |
Opportunities for Konica Minolta to Create value, and Risks to Be Minimized |
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Vision for 2030 and Medium-Term Plan
Vision for 2030: Increase labor productivity for corporate clients, society, and Konica Minolta. Make time for creativity, and promote workplaces where all individuals can thrive.
Related SDGs:
Themes (Economic Value): Increasing customer productivity and making time for creativity
Themes (Social and Environmental Value): Creating an organization that draws out potential talent so that individuals can thrive
Indicators | Results | Targets | ||||||
---|---|---|---|---|---|---|---|---|
FY2020 | FY2021 | FY2022 | FY2022 | FY2023 | FY2024 | FY2025 | ||
Strategic assignments for manager candidates (%) *1 | 70 | 98 | 100 | 100 | - | |||
Number of DX leaders*2 trained (people) | - | 24 | 24 | 40 | - | |||
Imaging-IoT human resources*3 | 500 | - | 814 | - | 1000 | - | 50% or more engineers in each business unit | |
GES score*4 | Engagement*5 | GES designing | 6.4 (GES implementation Problem identification and goal setting) | 6.6 | 10% score increase in GES compared to FY2021 | - | 7.7(Industry average) | |
Equity*6 Note1 | - | 7.1 (6.1) | 7.4 (6.1) | - | 8.0 (7.0) or more | |||
Freedom of opinion*7 Note1 | - | 6.9 (6.5) | 7.2 (6.6) | - | 8.0 (7.5) or more | |||
Percentage of management positions*8 held by women*9 (%) | 7.2 | 9.1 | 9.9 | 10% or more | 11% or more | - | 13%or more | |
Percentage of women among new graduate recruits*9 (%) | 23 | 35 | 37 | Maintain 30% or more | - |
Note: Target scope: Konica Minolta, Inc. However, the scope of targets of the GES score (*4) is the Konica Minolta Group (worldwide) and the data for Konica Minolta, Inc. in parentheses in Note 1.
- *1
- Percentage of employees assigned to strategic leadership positions
- *2
- DX leader: Leaders who can meet customer needs with digital solutions
- *3
- Human resources with the technology to analyze imaging data and various sensor information leveraging AI technologies such as deep learning to support decision-making and assessments at various worksites
- *4
- Target scope: Regular employees of Konica Minolta, Inc. as of April 1 following each fiscal year
- *5
- Engagement: Applicable question “How likely is it you would recommend Konica Minolta as a place to work?" (This has been corrected due to an error in the question description. The same question has been used in the evaluation since FY2021.)
- *6
- Equity: Applicable question “people of all backgrounds treated fairly in my department/team?”
- *7
- Freedom of opinion: Applicable question “Is your opinion respected in your department/team?”
- *8
- Management positions referred to as "Exempt" in Konica Minolta, Inc.
- *9
- Time of compilation: As of April 1 of the following fiscal year.
Konica Minolta's Approach
As work styles become more diversified, Konica Minolta looks to provide solutions that increase productivity and enable creativity-inspiring work styles in diverse locations, while enhancing personal motivation, fulfillment in work, and corporate growth. Specifically, by utilizing options like measurement and inspection worksite automation, on-demand production, imaging IoT, document management, and reducing the amount of time spent on basic tasks, Konica Minolta is helping customers to improve their productivity and shift their focus to creative work. By combining imaging IoT and digital technologies, Konica Minolta can make the inefficiency hidden in a customer's workflow visible. Moreover, the company can take a close look at the customer's workflow and provide services tailored for its particular business. With these capabilities, Konica Minolta will help customers to increase productivity and make time for creativity, while also helping to minimize the disadvantages in terms of IT access, recruitment, and entrepreneurial opportunities.
At Konica Minolta itself, the emphasis will be on realizing the full potential of human resources and empowering individuals to thrive and produce new value. Konica Minolta will do this by developing workplaces and a corporate culture where individual employees can reach their full potential with a sense of personal motivation and engagement.
Businesses: Increasing Customer Productivity and Making Time for Creativity
●Shortening lead time compared to conventional processes through on-demand production
●Improving productivity at the printing sites with automatic quality optimization unit
●Making time for creativity by automating the inspection process at production sites
●Improving customer productivity and creativity through workstyle reform and decision support
●Making time to provide care services by streamlining care staff workflow
Internal Action: Creating an organization that draws out potential talent so that individuals can thrive
●Systematically develop leaders by selecting young employees early on and strengthening the pipeline of women candidates for director positions
●Creating a corporate culture in which individuals can thrive
●Promoting diversity & inclusion