Konica Minolta Business Solution

RATING

SECTOR

Consumer Electronics

WEBSITE

CONTACT

2-7-2 Marunouchi,

Chiyoda-ku, Tokyo 

100-7015 Japan

csr-support@konicaminolta.jp

STOCK EXCHANGE

LISTING

  • Dow Jones Sustainability Indices 
  • FTSE blossom Japan 
  • MSCI ESG Leaders Indexes
  • CDP Supplier engagement Leader 2019

EMPLOYEES

44,360 

CHIEF SUSTAINABILITY OFFICER

N/A

AWARDS

  • Sustainability Award Gold Class 2019 (RobeccoSAM)

CONTENT SOURCE

FURTHER READING

N/A

Konica Minolta Business Solutions

SECTIONS :  Sustainability    Evaluation  •  Progress  •  Watch  •  Overview

Company Activity

Since its establishment in 1873, by making the most of our diverse technologies and innovations, Konica Minolta has been expanding its business in various fields including office equipment, optical systems for industrial use, and diagnostic imaging system.

Office Service

Development, manufacture, and sales of MFPs and IT services; the provision of related consumables, solutions, and services

Commercial and Industrial Printing

Development, manufacture, and sales of digital printing systems, various printing services, and industrial inkjet printers; the provision of related consumables, solutions, and services

Healthcare Business

Development, manufacture, sales, and provision of services for diagnostic imaging systems (digital X‐ray diagnostic imaging systems, diagnostic ultrasound systems, etc.)

Industrial Business

Optical Systems for Industrial Use

Development, manufacture, and sales of measuring instruments, lenses for industrial and professional use, etc.

Performance Materials

Development, manufacture, and sales of TAC films used in liquid crystal displays, organic light‐emitting diode (OLED) lighting, functional films, etc.

Company Sustainable Activity

According to the company:

“Konica Minolta has establish Eco Vision 2050, which aims to reduce CO2 emissions over the product life cycle and bring carbon emissions to negative levels, as its metric for managing the risks and opportunities posed by climate change. Results are reported every year. 

The goal for reducing CO2 emissions across the product life cycle includes all of Scopes 1 and  2 (CO2 emissions generated during the production stage and the sales and the service stage) and the main components of Scopes 3 (CO2 emissions generated during the procurement stage, transportation, and distribution stage, and product use stage). In the long term, Konica Minolta aims to reduce CO2 emissions by 60% by 2030 and by 80% by 2050, and in the short term, the company aims to cut emissions by 50% by 2019, all compared to fiscal 2005 levels. In the fiscal 2018, emissions were down 49.6%. 

The Medium Term Environmental Plan, which designates 2019 as the target year, sets the target for the company’s Green Factory activities of reducing CO2 emissions in the production stage by 19, 000 tons and also sets cost-cutting targets. In fiscal 2018, Konica Minolta succeeded in reducing CO2 by 26,500 tons and also achieved its cost cutting targets. In its Green Products initiative, Konica Minolta has set targets of reducing CO2 emissions in the product use stage by 17,200 tons in fiscal 2019 and generating 770 billion yen in sales of certified Sustainable Green Products. In fiscal 2018, Konica Minolta reduced CO2 by 15,000 tons and recorded sales of Sustainable Green Products amounting to 778.5 billion yen. 

“Carbon minus” refers to Konica Minolta’s commitment that its business will have a net minus impact on the overall CO2 emissions of society. If the company can reduce its CO2 emissions throughout the product lifecycle by 80% by 2050, the remaining 20% will be approximately 400,000 tons. Accordingly, the company’s Carbon Minus goal is to reduce the CO2 emissions of society by at least 400,000 by 2050. There are limits to what a single company can do on its own to achieve Carbon Minus Status, so Konica Minolta is expanding its activities to include business partners and customers, with the aim of more broadly reducing CO2 emissions. Konica Minolta expects this effort not only to boost its contributions to the environment across the entire supply chain, but also to reduce costs and increase sales.”

 

Certificates

Sustainable Development Goals

How company covers SDGs

Progress

According to the company:

“ENVIRONMENT

Eco Vision 2050 

      • Reduce CO2 emissions throughout the product life cycle by 80% by 2050, compared to fiscal 2005 levels. Also through cooperation with stakeholders, achieve CO2 emissions reductions greater than product life cycle emissions, and realize Carbon Minus status. 
      • Promote recycling and effective use of Earth’s limited resources 
      • Work to promote restoration and preservation of biodiversity. 

Key Action 1 : Green Products 

        • Key Measures and KPIs 
          • Creating sustainable Green products sought by customers and society 
            • Sustainable green products sales : ¥770 billion (sales ratio : 70%) 
            • CO2 emissions reduction during product use : 17.2 thousands tons 
            • Effective resource utilization : 11.3 thousands tons 
            • Example of certified sustainable green product 
              • Full color MFPs : bizhub C36Oi series 
              • CM-26d Spectrophotometer 

Key action 2 : Green Factory Activities 

Key Measures and KPIs 

        • Green Factory activities 
          • Achieve excellent Green Factory Certification at major production sites worldwide by fiscal 2019 
          • CO2 emissions reduction in production activities : 19 thousands tons 
          • Effective resource utilization : 2.8 thousands tons
        • Green Supplier activities 
          • CO2 emissions reduction at suppliers : 5 thousands tons 
          • Effective resource utilization at suppliers : 0.25 thousands tons 

Results 

            • CO2 emissions reduction effect during Production → 105 thousands tons 
            • Waste Reduction Effect during Production → 18 thousands tons 

Key action 3 : Green Marketing 

Key measures 

        • Strengthening relationships and helping customers solve their environmental challenges 
          • Reduce custolers environmental impact 
          • Generate sales opportunities 

CUSTOMER SATISFACTION AND PRODUCT SAFETY 

 

    • Aming to Become Number 1 in Customer satisfaction Based on the medium-term quality plan 2019 

Key Action 1 : Achieving Top-Tier Quality and Reliability 

Key measures and KPIs 

        • Enhancing product risk assessments and improving quality awareness : Number of serious product – related accidents in fiscal 2019 
        • Reducing quality risk in the service business area : Number of serious security incidents : 0 

Change in the approach to quality is necessary 

        • Step 1 : Create mechanisms that can guarantee service quality (Build a service commercialization process / Develop human resources skilled in managing processes 
        • Step 2 : Enhance quality assurance in the service business (Create a system to enhance quality assurance from a global perspective) 

Key Action 2 : Creating New Quality Value 

Key measures 

        • Continue conducting satisfaction surveys and implementation of improvements based on these results 
        • Improving the accuracy of verification processes for design thinking 

Main Initiatives in Fiscal 2018 

        • Strengthening Customer Relationships 
        • Enhancing Quality Improvement Activities from the Customer’s Perspective 

RESPONSIBLE SUPPLY CHAIN 

 

    • Solving Social Issues with suppliers through Business Activities 

Key Action 1 : CSR Procurement 

      • Request that suppliers carry out CSR activities : 100% implementation 
      • CSR assessment : complete assessments of all Group production sites and approximately 120 important suppliers 
      • CSR audit : Complete audits of two important group production sites and two important suppliers 

Key Action 2 : Addressing Conflict Mineral Issues 

Key Measures and KPIs 

        • Suppliers response rate to conflict mineral surveys : Maintaining 95% or higher (every year) 
        • Response to customer’s requests for surveys : 100% (every year) 

HUMAN CAPITAL

Developing Human Capital to Drive value Creation 

Key Action 1 : Work -Style Reform 

Key measures 

        • Preparing operational and workplace environments 
        • Making the most of diverse talent 
        • Reforming operational processes 

Main Initiatives 

        • Developing an Environment where everyone can live up to their potential 
          • Location- Free Work Style 
          • Permitting Employees to Pursue a Second job Work Concurrently
          • Liberalizing the Office Dress Code  
        • Supporting work life Balance

Key Action 2 : Developing Human Capital 

Key Measures 

        • Expanding the pool of high- potential human resources and accelerating their development 
        • Increasing employee engagement based on results of the Global Employee Survey (GES) 
        • Developing talent capable of establishing IoT business models 

Main Initiatives

        • Executive Development Program 
        • Global Assignment Program or Early Career Talent 
        • Business Producer Training Program 
        • System to Develop and Certify ICT personnel 

Key Action 3 : Occupational Safety and Health 

Key Measures and KPIs 

        • Serious accidents : 0 
        • Frequency rate of accidents causing absence from work 0.1 or less 

Main Initiatives 

        • Preventing Occupational Accidents 

Key Action 4 : Improving Employee Health 

Key Measures and KPIs 

        • Curbing the number of absences due to illness
        • Reducing the number of employees with health risks : People with high physical health risk : Down by 4.5% from fiscal 2017 

Pearson needing specified health guidance (pearsons needing active support) : Down 3% from fiscal 2017 

Main initiatives 

    • Reducing the number of Employees with Health RIsks 
    • Working to promote well being by Visualizing Employee Health Statistics 

DIVERSITY 

Making the most of Employee Diversity to create new value 

Key Action 1 : Supporting Women‘s Career Advancement 

 

Key measures and KPIs 

        • Fostering awareness and a culture supportive of diversity, with a focus on promoting participation by women 
        • Consider ways of supporting life events affecting both men and women, such as childbirth, child-rearing and caretaking, and consider work styles tailored to these life events 
        • Appointing female managers (targets for fiscal 2019 : Women hold 7% of all management positions) 
        • Raising the percentage of women among new graduate hires (target for fiscal 2019 : 30% or more) 

Main Initiatives 

        • Support for the Advancement of women 
        • Programs to promote awareness and a corporate culture of diversity 

Key Action 2 : Utilizing Employee Experiences Gained Outside the company and abroad 

Key measures 

        • Actively recruiting mid-career human resources and personnel from outside of Japan 
        • Providing opportunities to gain experience and knowledge outside of the company 
        • Promoting exchanges among employees globally and providing venues for creating innovation where diverse employees can inspire and learn from each other

Main Initiatives 

        • Assignment of Non-Japanese Talent and Mid-Career Hires in Japan 
        • Assignment of employees with experience and knowledge from outside of the company   
        • Provision of innovation creation places”

Konica Minolta Business Solutions is very dedicated to announce their goals and measures towards their sustainability activity, details in their CSR report.They are member of Global Compact. They hold famous recognition as they are part of the Dow Jones sustainability indices, and international certificate such as ISO 14001 for the all company. They do not hold primary certificates so they have been rates as B.

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