Human Capital

Attracting, Developing and Promoting the Active Participation of Human Resources

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Konica Minolta's Approach

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Strengthen Pipeline of Next-Generation Leadership Candidates

Developing Future Business Leaders

The Company systematically deploys and develops next-generation leaders capable of steering the business. In terms of company management, we have visualized human resources since fiscal 2020, and established a forum for CEOs and top management to confirm and discuss one-on-one the direction of development. Through these discussions, we clarify organizational issues such as whether there is a candidate for the next top management position or whether we should wait another three to five years for such a candidate. The CEO and top management then assume the role of identifying successor candidates and assign them tasks for further growth, and then check their growth over the next year.
This cycle facilitates the planned development of approximately 150 individuals.
In addition to this, in fiscal 2024, the Company established a Talent Committee specifically to identify and develop future presidential candidates. This committee, chaired by the President and comprising executive officers responsible for business, technology, and corporate functions, serves as a forum for top management to share talent insights and deliberate on planned assignments and educational programs for development. In fiscal 2024, the committee met four times and selected individuals targeted for leadership in the 2030s. Moving into fiscal 2025, the Company is actively implementing cross-business assignments and providing external educational opportunities tailored to each individual's areas for improvement.

Developing Global Business Leaders

Effectively utilizing the Company's international talent, which makes up three-quarters of the approximately 40,000 Konica Minolta Group employees, is a high-priority challenge. To accelerate this, the Company is collaborating with IMD, a Swiss business school with a strong track record in DX, to develop global business leaders.
Konica Minolta identifies high-potential talent across the entire Group. Selected individuals receive development programs, coaching from top executives, and personalized development plans before being assigned to actual cross-border roles.

For example, the Company brought high-potential talent from Europe to its Japan headquarters to join the mid-term management strategy development team. These individuals made visible contributions by incorporating on-the-ground perspectives into the plan and ensuring consistency with overseas sales company initiatives. Other successes of this program include strategic talent rotations between the US and Australia.

The Company continues to strengthen the development of the talent selected through this program to ensure they become integral to its global management team.

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Providing Challenging Opportunities for Next-Generation Leaders Globally

The Company is strategically strengthening its management talent pipeline with the "GLOW Program," which aims to discover diverse talent across its global operations to shape its future.
This program involves a six-month short-term overseas assignment. Relaunched in fiscal 2022, its scope now extends beyond Japanese employees to include overseas Group employees, enabling assignments not only from Japan to other countries, but also from overseas to Japan, and even between different overseas locations.
A unique feature of this program is that it is not company-driven; rather, participants are expected to define and initiate their own missions. Specifically, prospective candidates are responsible for negotiating their acceptance with the host location and independently define their mission, expected contributions, and assignment plan. By seizing the opportunity to challenge themselves and collaborating with local teams to achieve their goals, participants can refine their existing skills to be effective globally. This process fosters diversity and a global perspective in the assigned talent, aiming for the sustainable development of true global talent capable of competing worldwide.
Since May 2023, the Company has dispatched three cohorts, totaling 31 individuals, including 10 overseas employees. Those assigned have worked diligently to achieve short-term results on-site, demonstrating their ability to quickly integrate and secure cooperation. Host locations have highly praised the contributions of these assigned employees, leading to positive outcomes in both resolving business challenges and developing talent.
The third cohort is currently on assignment, having begun in April 2025, and selections for the fourth cohort are now underway. The Company intends to continue this rigorous yet highly rewarding program.

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Accelerate the Reskilling and Upskilling of Human Resources, and Place them in the Right Job

Develop and Utilize DX Specialized Technical Talent

To accelerate the selection and concentration of businesses and continue being a company that is needed by greater society, we recognize that it will become increasingly important for us to leverage the core technologies in our possession to the fullest, and strengthen DX specialized technical talent who can further evolve upon those technologies.

Over time, we have focused on the development of "imaging IoT technology" that combines the core technologies that we have continued to refine for years together with the latest IoT and AI technology. From fiscal 2014, we have been tackling new business creation, and have therefore promoted the development and acquisition of human resources.
Building on these initiatives, the Company is defining the roles essential for DX (Digital Transformation) promotion and clarifying the corresponding development framework. It also visualizes the number and skill levels of individuals in each role, laying the groundwork for effective talent deployment and development.
As a result of these efforts, the Company has certified over 1,000 individuals as DX specialized technical talent, surpassing its goal. These professionals are now being assigned to departments where data utilization is a high priority, directly translating their skills into practical workplace applications.

Human Resources to Expand DX Business

Human Resource Allocation

In order to support the growth of professional human resources and execute a human resources strategy to transform the business portfolio, Konica Minolta, Inc. updated its skill-building system and introduced a talent management system in 2022. Registering the skills and experience of each person in the human resources database will enable Konica Minolta to track the location and skills of its personnel throughout the Company. This will allow it to predict human resource shortages several years in advance and quickly review and implement strategic placements, such as reallocating personnel to areas where they are needed.

Internal Job Posting System

Konica Minolta, Inc. has introduced the Internal Job Posting System that allows employees to take on the voluntary transfer to a new position as a mechanism to complement company-led personnel assignments. The aim of this system is to create human resources who actively take on new challenges in their own career development and to foster a corporate culture that respects the can-do spirit.

Talent Development System

At Konica Minolta, Inc., the Company builds its educational framework around four core pillars, primarily based on On-the-Job Development (OJD), to maximize its effectiveness. These pillars include: Selective Education, which identifies specific talent such as future presidential candidates or high-potential individuals expected to excel globally and invests in their development; Level-Based Education, which targets new hires, employees at promotion stages, or those in leadership roles; Career Development Support, encompassing initiatives like mindset shifts and mentor training aimed at fostering female leaders; and Re/Up Skilling, which supports individuals in pursuing their own learning goals with self-development support of up to ¥1.5 million per year and a variety of internal educational programs. By combining these educational investments with diverse systems—like challenge evaluations, internal talent recruitment, and allowing side jobs—the Company strives to maximize individual capabilities. Simultaneously, it works to cultivate an organizational culture that fully harnesses these talents.
In fiscal 2024, approximately 16,500 employees participated in training, totaling about 46,500 hours of instruction.

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OJD: Acronym for On-the-Job Development (skill development through work). It is a variant of OJT (On-the-Job Training) that involves skill development while sharing challenges under the guidance of a supervisor.

Status of Talent Development Education and Training

	Results
	FY2019	FY2020	FY2021	FY2022	FY2023	FY2024
Total number of participants (people)	Approx. 9,600	Approx. 8,600	Approx. 8,600	Approx. 10,100	Approx. 16,500	Approx. 16,500
Total time of attendance (hours)	Approx. 83,000	Approx. 64,000	Approx. 59,000	Approx. 83,000	Approx. 60,000	Approx. 46,500
Average annual hours of training per employee (hours)	Approx. 16	Approx. 13	Approx. 13	Approx. 18	Approx. 14	Approx. 11

Notes：

The target includes regular employees of Konica Minolta, Inc.

See the 'Social Data (Excel)' section of the ESG Data for details.