コニカミノル（4902） – Sustainability Report 2021(2/2)

Konica Minolta aims to help people live prosperous lives by reforming the way people work, leveraging its core imagingtechnology. In order to achieve this, the company promotes diversity and inclusion so that it can realize the full potential of itshuman resources, who are the source of new value, and creating organizations where individuals thrive. Konica Minolta iscreating a corporate culture in which all employees feel motivated to live and work. The company is carrying out initiatives onresponsibility and human rights along the supply chain to build a sustainable society.Human CapitalBasic ConceptWork-Style ReformManaging Occupational Safety and HealthInitiatives to Improve the Health of EmployeesPromoting Reform of Corporate Culture andCommunicationDiversityBasic ConceptSupporting Women’s Career BuildingCompany and AbroadSupporting the Efforts of Diverse EmployeesEmployment of People with DisabilitiesDeveloping Human CapitalUtilizing Employee Experiences Gained Outside theCustomer Satisfaction and Product SafetyResponsible Supply ChainBasic ConceptQuality ManagementBasic ConceptKonica Minolta’s ApproachAchieving Top-Tier Quality and ReliabilityKonica Minolta’s Supply Chain ManagementEnhancing the Security of Products and ServicesImplementing CSR ProcurementCreating New Quality ValuePracticing Responsible Minerals ProcurementProviding Useful Products to Meet Social NeedsProcurement Initiatives148Contributing to SocietyHuman RightsBasic PolicyHealth, Medicine and SportsEnvironmental ActionsScholarship, Research and EducationDisaster Relief and VolunteerismESG data149Basic ConceptDeveloping Human Capital to Drive Value CreationKonica Minolta is transforming into a digital company with insight into implicit challenges, which is to say that it uses digitaltechnology to identify and solve implicit challenges faced by customers, recognizing this as key to achieving sustainable growth.In so doing, Konica Minolta provides value to the professionals who work for its corporate customers, which it believes will leadto solutions to challenges that people and society face. This is why Konica Minolta is working to strengthen the abilities of itsemployees, ensuring that individuals thrive. The Group is working to enhance every members productivity and creativity and tocreate environments where everyone stays motivated to grow.Konica Minolta recognizes that good physical and mental health is critical to employees’ efforts to maximize their potential.Accordingly, the Group implements a strong health management program and is pursuing work-style reform and humanresource management in order to support employees’ efforts to create customer value and accelerate self-directed growth.By rolling out these initiatives globally, the Group seeks to maximize the potential of all of its professionals and enhance theircapacity to create value.150Work-Style ReformDeveloping Human CapitalKonica Minolta’s ApproachKonica Minolta’s ApproachExpanding the System for Creating InnovationHuman Resource DevelopmentPermitting Employees to Pursue a Second Job or WorkConcurrently, and the Introduction of a Job ReturnSystemRemote Work SystemExpanding the System for Work-Life BalanceSupport for Women Balancing Childcare and Career GoalsEfforts to Promote Childcare Participation by MenPayment of a “Next-Generation Fostering Allowance”Executive Development ProgramDeveloping a Human Capital SystemKM-Way Selection ProgramSystem to Develop and Certify ICT PersonnelKonica Minolta CollegeGlobal Assignment Program for Early Career TalentAge-Based Career Design TrainingA Personnel System Designed to Promote HumanResource DevelopmentAssessment and Treatment SystemOpen Job Posting and Free Agent SystemsEvaluation by External PartiesRecognized at the Good Career Company Awards 2019with an Innovation AwardEstablishment of a Global HR OrganizationManaging Occupational Safety and HealthInitiatives to Improve the Health of EmployeesKonica Minolta’s ApproachKonica Minolta’s ApproachOccupational Safety and Health Management SystemPromoting Sound Management through the Fostering of aPreventing Accidents During Working HoursCulture Committed to “Health-First”Minimizing the Number of Persons with Health RisksMeasures to Address OverworkPreventing Infectious DiseasePromoting Health through Visualization of the Level ofEmployees’ HealthKonica Minolta Included in Health and Productivity StockSelectionProviding Safety TrainingSafety Mental Refresh EducationSafety Dojo EducationTraffic Safety Measures and Education Using DriveRecordersInitiatives to Share Near Misses at Sites in Japan(Voluntary Activity)Strengthening Safety ManagementMeetings of Personnel Responsible for Health and Safetyin ChinaStrengthening Overall Risk Management on OccupationalSafety and HealthSafety Activities Outside Japan (at a Production Plant inMalaysia)151Promoting Reform of Corporate Culture andCommunicationKonica Minolta’s ApproachPromoting Corporate Culture ReformOrganizational Culture TransformationInternal Information SharingPromoting NetworkingUtilizing the IntranetUtilizing Group JournalCommunication Coordinator SystemBuilding Work Environments Where Employees Enjoy JobSatisfaction152Permitting Employees to Pursue a Second Job or Work Concurrently, and the Introduction of a Job Return SystemHuman CapitalWork-Style ReformKonica Minolta’s ApproachExpanding the System for Creating InnovationRemote Work SystemExpanding the System for Work-Life BalanceSupport for Women Balancing Childcare and Career GoalsEfforts to Promote Childcare Participation by MenPayment of a “Next-Generation Fostering Allowance”Konica Minolta’s ApproachBackground and IssuesKonica Minolta recognizes that it must utilize the full potential of its employees to achieve its goal of transforming itselfinto a digital company with insight into implicit challenges. Konica Minolta understands the need for work-style reformthat allows all employees to demonstrate their full potential.VisionKonica Minolta is moving forward with work-style reforms in many areas, including operational processes, human capitalutilization, roles and authority, systems, and environmental measures. In so doing, the company is seeking to improvethe job satisfaction of every employee as well as overall productivity. In a business environment where unprecedentedchanges continue to occur, Konica Minolta will continue to promote the creativity and innovation that is the source ofcompetitiveness.Key MeasuresPreparing operational and workplace environmentsReforming operational processesMaking the most of diverse talent153Expanding the System for Creating InnovationPermitting Employees to Pursue a Second Job or Work Concurrently, and the Introduction of a Job Return SystemIn December 2017, Konica Minolta, Inc. implemented a program that permits employees to take on a second job or workconcurrently to promote innovation. At the same time, the company also introduced a Job Return System to increase employeediversity. The first measure helps to meet the needs of employees who want to start their own businesses while still working atKonica Minolta, and those who want to enhance their skills in areas such as IT and programming. This program is expected tobecome a starting point for creating innovation, by making full use of employee knowledge and skills that can be gainedthrough work experience outside the company. The Job Return System provides opportunities for reinstatement to employeeswho have left the company due to personal circumstances such as child rearing or nursing care of a family member, or thosewho leave in order to study abroad or change occupations with the goal of career advancement. In addition to utilizing theknowledge and experience cultivated by such employees before leaving the company, Konica Minolta expects to also make fulluse of the knowledge, personal contacts and experience gained by such employees during their time away.Expanding the Remote Work SystemKonica Minolta is working diligently to reform work styles. One key element of this effort is enabling employees to work withoutbeing tied to a single location. In April 2017, Konica Minolta, Inc. launched a remote work system for all employees. The remotework system is also being expanded at its sales companies in and outside of Japan.As part of this expansion, Konica Minolta has taken steps to set up a work environment for employees, such as replacingcomputer workstations with PCs that can be taken home, introducing ways to save files in the cloud and access internal systemsfrom outside company premises, and introducing Web-based meeting systems.These preparations in the work environment enabled the company to respond smoothly to the need to rapidly expand remotework starting in spring 2020. Only 10-20% of employees at the Marunouchi headquarters have been coming in to the office.On the assumption that remote work will continue to be widely used, Konica Minolta will continue to improve operationalprocesses and enhance the quality of operations by raising the efficiency of operations by introducing RPA* and other measures.In April 2021, 48% of employees (14% at the Marunouchi headquarters) were working on premises at key sites in Japan.*RPA(Robotic Process Automation): Automating routine business process on a personal computerExpanding the System for Work-Life BalanceFinding ways to help employees balance work and childcare responsibilitiesAs part of its support for employees’ work-life balance, Konica Minolta, Inc. strives to provide anenvironment in which employees can focus on work and perform to the best of their abilities with peaceof mind, even while raising children. In recognition of its activities, Konica Minolta received PlatinumKurumin certification from Japan’s Ministry of Health, Labour and Welfare in August 2017.Support for Women Balancing Childcare and Career GoalsThe childcare leave system at Konica Minolta, Inc. has steadily taken root since its introduction in 1992, and the leaveacquisition rate is now 100%. The rate of employees returning to work after childcare leave is also steady at 100%.In response to the concern of daycare waiting lists, employees with infants are able to take childcare leave until the child reachesthe age of 2 years and 3 months, so that even babies born in February or March have two opportunities to get into daycare inthe usual registration month of April. Moreover, the company provides salary assistance during a childcare leave period thatexceeds the term of childcare leave benefit payment.After returning to work from childcare leave and until the child graduates from elementary school, employees can choose from avariety of work options including shortened working hours, working from home, and remote work. This allows them to continuebuilding their career according to their family circumstances and their own approach.In fiscal 2018, the company also introduced an hourly leave system.154Efforts to Promote Childcare Participation by MenIn addition to the childcare leave which employees are eligible for by law in Japan, men who are expecting a child can also take atotal of five days of paid paternity leave within one month before or after the baby’s due date.The company has set a goal of 13% of eligible men taking childcare leave in fiscal 2020 and has taken initiatives such asstrengthening awareness-raising efforts for men and their supervisors. These efforts bore fruit, with 19% of men at KonicaMinolta, Inc. taking childcare leave in fiscal 2019, surpassing the goal early. Going forward, the company will strive to reach evengreater heights.Payment of a “Next-Generation Fostering Allowance”Konica Minolta, Inc. established a “next-generation fostering allowance” in fiscal 2012, replacing its family allowance andhousing allowance. This provides monetary benefits to employees raising children under the age of 18 to support employees inthe child-rearing generation. In fiscal 2008, the company also expanded the eligibility for using accumulated paid leave toinclude reasons such as infant care, or staying home with a child when school is canceled.See Social Data in ESG Data for details on use of the work-life balance support system.155Human CapitalDeveloping Human CapitalKonica Minolta’s ApproachHuman Resource DevelopmentDevelopment of global DX leadersDeveloping a Human Capital SystemBusiness Producer Development Program (CGF)System to Develop and Certify ICT PersonnelKonica Minolta CollegeGlobal Assignment Program for Early Career TalentSystematically Training Next-Generation Leaders (Implementation of Succession Planning)A Personnel System Designed to Promote Human Resource DevelopmentAssessment and Treatment SystemOpen Job Posting and Free Agent SystemsEvaluation by External PartiesEvaluation by External PartiesRecognized at the Good Career Company Awards 2019 with an Innovation AwardEstablishment of a Global HR OrganizationReceived the Governor of Tokyo Award at the Excellent Company Awards for Employment of Persons with DisabilitiesKonica Minolta’s ApproachBackground and IssuesNowadays, companies the world over are competing to create new services by leveraging big data with AI and ICTtechnologies. Konica Minolta, too, is aiming to become a digital company with insight into implicit challenges, the key towhich is the transformation of human capital.The company recognizes that it must first accurately ascertain the needs of customers and society. Then, based onthose needs, it must systematically and continuously develop professionals that can create and provide the kind ofinnovative value that is unique to Konica Minolta.VisionTo create innovative value, every person has to let their individuality shine and professionals holding diverse views mustengage in uninhibited discussions.The company’s human resources development vision is to empower people who can drive reform, feel a strong sense ofownership and complete projects to the end. Other highly prized qualities include ingenuity, the ability to engagepartners, and the ability to create customer value. Konica Minolta wants to develop “business athletes” who can competeglobally. This transformation of individuals as a professional will drive the transformation of the company.156Key Measures and KPIsSystematically train employees with leadership skills by selecting young people early and reinforcing the pipeline forwomen officer candidatesProvide global training for leaders who can meet customer needs with digital solutions (DX leaders) and finishassignments to global DX leadership positions by fiscal 2022Strategic assignment of managerial candidates (%) (percentage of employeesassigned to strategic leadership positions)Number of DX leaders trained (people)–27-ResultTargetFiscal2020Fiscal2020Fiscal2021Fiscal20227070100100Human Resource DevelopmentKonica Minolta is focused on training employees to drive business growth.In order to overcome the difficult competitive environment, Konica Minolta is training employees who can drive sustainablebusiness growth by creating innovation.Systematically Training Next-Generation Leaders (Implementation of Succession Planning)Training leadership personnel systematically is essential to support thesustainable growth of the company as it pursues digitaltransformation.Particularly pressing issues include selecting young employees earlier,strengthening the pipeline for women director candidates, andestablishing a specific plan for training candidates.Konica Minolta addresses these challenges by providing regularopportunities for the President and CEO and top management toreview talent in all businesses.Through these reviews, the company is elucidating the organizationalissues in each business at present and those anticipated in three to fiveyears, as well as identifying the employee criteria for the leadershippositions that will be required. Both short-term and medium-termcandidates are then listed, and an HR development plan is drafted.Top management is committed to seriously discussing issues such asthe early selection of young employees who can lead the nextgeneration and the encouragement of performance among women tocapitalize on diverse talent.157Raising up Global DX LeadersKonica Minolta believes it is essential to orchestrate expertorganizations and expand on a global scale the training of leaders whocan meet the needs of customers with digital solutions. Accordingly,the company is stipulating the requirements for DX leaders, makingvisible and narrowing down the global candidates for these positions,and implementing education programs in collaboration with externaleducation institutions.Konica Minolta will focus first on the digital workplace field andexpand the DX business with strategic global assignments.Developing a Human Capital SystemAs the foundation of its OJD,* Konica Minolta, Inc. enhances its impact by providing rank-based training tailored to changes inroles and positions, as well as a range of training programs to raise knowledge and skills. In addition, the company offers a widerange of education programs to complement these. The company focuses resources on its selective training programs, whichtrain the business producers that will lead Konica Minolta in the future. A total of approximately 8,600 employees took thetraining programs provided in fiscal 2020 (including rank-based training and the Konica Minolta College), and the total timespent in training was approximately 64,000 hours. In addition, the average training time per employee per year was about 13hours (about 1.5 days).*OJD: A variation of on-the-job training (OJT), OJD refers to the development of abilities while facing real-life workchallenges, under the guidance of a superior.158Business Producer Development Program (CGF)Konica Minolta, Inc. implements a program (CGF) that aims to train business producerswho can achieve robust business growth. The company carefully selects youngemployees with the desire to solve social issues through the creation of new value, and15 were selected in fiscal 2020, the tenth fiscal year. As part of the training curriculum,the young employees who participate in the program work on creating new businesseswhile refining their skills together. This is not a pre-existing program, but is actually acurriculum that was entirely created by Management Committee members who arepassionate about training the employees selected from a wide range of fields within thecompany. In light of this, CGF plays a major role as an opportunity for interaction andrefinement across the workplace, specialties and generations.System to Develop and Certify ICT PersonnelBrainstorming new business ideasKonica Minolta, Inc. has implemented an internal training program to develop ICT personnel who can leverage IT and digitaltechnologies to provide added value from the customer’s perspective. The ICT Personnel Skills Certification System has been putin place to certify and register skill levels, from beginner to expert, based on the company’s definitions of human capital, suchas Data Scientist.*1 A training curriculum has been developed at each level. In fiscal 2020, 154 employees were certified andregistered as Data Scientists, 47 as Konica Minolta Product Owners*2, 12 as IT Architects*3, and 67 as Konica Minolta SystemArchitects.*4*1*2*3*4Data Scientist: Personnel who can identify decision-making and workflow issues by reviewing various types of data andthen establish solutionsKM (Konica Minolta) Product Owner: Personnel well versed in both business and software technology who can maximizereturn on investment in software developmentIT Architect: Personnel who are responsible for realizing the processes and architecture for providing IT services tocustomersKonica Minolta system architect: These personnel primarily build infrastructure and systems in the cloud and designapplication architecture.Konica Minolta CollegeThis educational program is open to all Konica Minolta employees, with class enrollmentavailable through the Group’s intranet system. The college currently offers over 150courses, covering areas from business skills to expert skills, e-learning topics anddistance education. These courses can help employees acquire knowledge of KonicaMinolta’s technologies and other cutting-edge technologies as well as critical businessskills.Global Assignment Program for Early Career TalentKonica Minolta, Inc. has a short-term training program that allows early-career employeesto go abroad to learn at sales companies and world-class business schools. By practicingleadership and interacting with others possessing diverse values, these employees canimprove and expand their outlook, which helps them to succeed on the global stage. Theaim is to develop leaders early in their careers.To date, 122 young employees have participated in this program. Since the end of theprogram, they have been using these experiences to contribute to the business. Whileonly employees working in Japan have been eligible so far, similar programs exist at theregional level coordinated by central subsidiary companies. Konica Minolta, Inc. plans toexpand the scope to include mobility between all countries worldwide, including to andfrom Japan to overseas, as Konica Minolta trains early career employees who arecandidates for managerial positions at a global level.Konica Minolta CollegeParticipant taking part in a tradeshow exhibit159A Personnel System Designed to Promote Human Resource DevelopmentAssessment and Treatment SystemKonica Minolta, Inc. will continue to develop talented personnel who can win among global competition, aiming to create anorganization that continues to provide customers with new value. In order to accelerate these results, the company revised itspersonnel assessment and treatment system for general employees in 2016. A new system that will highly evaluate talentedpersonnel who act in accordance with the Konica Minolta Philosophy and take on the challenge of pursuing ambitious goalswithout fear of failure was devised.Moreover, seniority is no longer considered in determining employee treatment. Instead, skills and results are evaluated fairlyand reflected in promotions and salary increases.To promote better management performance, a 360-degree evaluation system was introduced for managers, through whichthey receive feedback from colleagues and subordinates every six months.Open Job Posting and Free Agent SystemsAs a complement to the Group’s company-led system of personnel assignments, Konica Minolta, Inc. has introduced the InternalOpen Job Posting System and the Free Agent (FA) System, which encourage employees to request transfers to new positions ontheir own. These systems will help produce employees willing to undertake new positions in building their own careers andcreate a corporate culture that respects the desire to challenge oneself in new ways.Konica Minolta, Inc. has introduced the Internal Open Job Posting System, which allows employees to apply for open positionsposted by departments looking for personnel.The Free Agent (FA) System allows employees wishing to take on the challenge of a new type of job or department to post theirapplication on the intranet. Departments with open positions review the employees’ posts, call promising candidates in forinterviews, and if both the department and the employee agree, the employee is transferred to the new job.With these two systems in place, Konica Minolta continues to facilitate the fluid movement of talented personnel across theGroup and to support employees’ self-determination in shaping their own careers.Evaluation by External PartiesKonica Minolta Wins the Governor of Tokyo Award for Excellent Company Awards for Employment of Persons withDisabilitiesKonica Minolta’s special subsidiary, Konica Minolta With You, Inc., received the Governor of Tokyo Award at the ExcellentCompany Awards for Employment of Persons with Disabilities, sponsored by the Tokyo Metropolitan Government.In order to create an environment in which people with disabilities can play an active role in the workplace, the TokyoMetropolitan Government selects companies in Tokyo that make distinctive, outstanding efforts to employ people withdisabilities and recognizes them through the Excellent Company Awards for Employment of Persons with Disabilities.Reason for AwardDuring the first three years of employment, Konica Minolta With You takes a long-term perspective in human resourcedevelopment by providing employees with experience in a variety of tasks through job rotation while assessing their aptitudes.The company clarifies the type of person and skills it is looking for, and incorporates these into its own wage policy, and raisessalaries based on individual abilities.Establishment of a Global HR OrganizationKonica Minolta, Inc. has set up a global human resources organization to develop personnel around the world and put the rightpeople in the right positions. The aim is to realize a corporate group that continually provides new value to customersworldwide. The global human resources organization seeks to collaborate with senior management and relevant departments inorder to promote individual skills and the capabilities of the entire Group. Various measures are being implemented such as thevisualization of talent at a global scale, making worldwide human resources visible, preparing individual career developmentplans, as well as assigning work based on individual career development plans, performing global job rotation, and providingtraining opportunities in and outside the company. A remuneration system is also being introduced to further motivateemployees.160Human CapitalManaging Occupational Safety and HealthKonica Minolta’s ApproachOccupational Safety and Health Management SystemPreventing Accidents During Working HoursProviding Safety TrainingSafety Mental Refresh EducationSafety Dojo EducationTraffic Safety Measures and Education Using Drive RecordersInitiatives to Share Near Misses at Sites in Japan (Voluntary Activity)Strengthening Safety ManagementMeetings of Personnel Responsible for Health and Safety in ChinaStrengthening Overall Risk Management on Occupational Safety and HealthCreating a Culture of Safety: Reinforcing Initiatives with Company, Organizations and Individuals Working as OneKonica Minolta’s ApproachBackground and IssuesWorkplace accidents put employee safety at risk. They can also affect the neighboring environment, and if seriousenough, they can threaten business continuity. Konica Minolta recognizes that preventing workplace accidents andcreating workplaces where employees can work safely and confidently is a critical management issue.VisionKonica Minolta believes that the foundation of corporate management lies in the maintenance and promotion ofworkplace safety and health for every employee. The company aims to build a healthy, safe and supportive workplaceenvironment by implementing occupational safety and health initiatives that emphasize daily preventive actions.161Key Measures and KPIsPreventing occupational accidentsKPIsTargetTarget yearResultsFiscal202000Serious accidents*Maintain 0 each fiscal yearMajor business losses (yen)Maintain 0 yen each fiscal yearFiscal2022Fiscal2022* Serious accidents:(1) Death, disease requiring a long recovery period (or the possibility thereof), an injury resultingin a disability (or the possibility thereof), or a specific contagious disease(2) An accident resulting in the death or injury of three or more workers during work at one pointor the contraction of a disease (including accidents not accompanied by lost worktime)Improvement of the Rate of Lost-Worktime InjuriesFrequency rate of lost-worktime injuries* in the three-year period of the Medium-Term Business Plan:FY2020–2022: Reduce to 0.15 or less by FY2022(By backcasting from a goal of 0.1 or less by 2030, a new plan was prepared and a revised target value was set.)KPIBenchmarkResultTargetAverage in Fiscal2017-2019Fiscal2020Fiscal2020Fiscal2021Fiscal2022Fiscal2030Rate of lost-worktime injuries0.230.170.210.190.15Less than 0.10*Frequency rate of lost-worktime injuries: The number of persons absent from work per one million total actualworking hours for current employeesOccupational Safety and Health Management SystemThe basic policy is: “The Konica Minolta Group believes that the very foundation of corporate management is maintaining andimproving the safety of workplaces and the health of all employees. We will strive to ensure healthy, safe and supportiveworkplace environments by implementing occupational safety and health initiatives that emphasize daily preventive activities.”Based on this policy, the Group is promoting activities and initiatives with the following basic approach: “promoting continualimprovement of occupational safety and health issues based on quantitative evaluation and analysis of effects and impacts,using various types of data on occupational safety and health.” The Occupational Safety and Health Management Regulationsaim to ensure the health and safety of everyone working in the Group (officers, employees, contract employees, employeesdispatched from an agency, and part-time employees) as well as Group service providers (staff contracted from other companiesand commissioned businesses providing services within the Group).The Konica Minolta Group’s safety and health management system is shown in the figure below. Appointed by the President andCEO of Konica Minolta, the Group Safety and Health Officer (Executive Officer) recommends the appointment of the personsresponsible for safety and health promotion in each business division, as well as the Safety and Health Committee members ateach site. Group meetings of persons responsible for safety and health, including an industrial physician, are held, and policydecisions and progress checks are made on measures to promote health and safety. In addition, the company regularlyperforms internal audits of activity plans and progress at each site and group company, when necessary, such as after anaccident, and provides instructions for improvement.162Each site in the Konica Minolta Inc. and group companies in Japan have established a Joint Labor-Management Safety and HealthCommittee that meets once a month as an organization to promote enhancement of occupational safety and health. Thecommittee is composed of, in accordance with the law, a general health and safety manager, a safety manager, a healthmanager, and an industrial physician as well as members from the company and labor union. Half of the members areappointed based on the labor union’s recommendations. In addition, safety and health management in business promotion iscarried out in the form of a Safety and Health Promotion Committee in each business division. When major safety and healthproblems or concerns are identified, they are reported immediately to the Group safety and health manager and instructions forcorrection and countermeasures are issued to the Group Safety and Health Management Secretariat. The Secretariatconsiders/examines the content and works with the relevant division to implement it and then disseminate it throughout theGroup.In addition, the company has a complaint handling system concerning occupational health and safety. The system involves theSafety and Health Committees and the Safety and Health Promotion Committees interviewing employees concerning incidents,information concerning defects and improvement proposals. Approximately 50 people across the entire Group are engaged asfull-time staff for occupational safety and health.Konica Minolta Group Occupational Safety and Health Management SystemAll group companies in Japan and the Group’s main production companies outside Japan have adopted an occupational safetyand health management system. Some group companies have obtained external certification, ISO 45001. Even companies thathave not obtained external certification run and manage safety and health activities in line with their own systems based on theMinistry of Health, Labor and Welfare’s Guidelines on Labor, Safety and Health Management Systems, which comply with the ILOGuidelines on occupational safety and health management systems. On an employee-number basis, 13% of the Group’s globalworkforce is in a worksite that has acquired external certification (as of March 31, 2021).The management system targets employees, including temporary employees, but Konica Minolta asks that subcontractorsstationed on site and contractors cooperate with safety and health activities through regular safety and health liaison meetingsheld by site health and safety committees.Legal compliance management for management systems covers the following Japanese laws and regulations: the Industry Safetyand Health Act and related regulations (Ordinance on Industrial Safety and Hygiene, Ordinance on Health Standards in theOffice, Ordinance on the Prevention of Organic Solvent Poisoning, etc.), the Labor Standards Act and related regulations(Ordinance of Labor Standards for Women), and other safety and health-related laws (Fire Defense Law, High Pressure Gas SafetyAct, Poisonous and Deleterious Substances Control Act, etc.).163Externally Certified Health and Safety Management Systems in the Konica Minolta GroupCompanyDateValid throughStandardNov. 10, 2009Mar. 11, 2021ISO45001:2018Konica Minolta Optical Products(SHANGHAI) Co., Ltd.Konica Minolta Business Technologies(Dongguan) Co., Ltd.Aug. 13, 2020Nov. 27, 2021ISO45001:2018Konica Minolta Opto (Dalian) Co., Ltd.Dec. 8, 2020Dec. 7, 2023ISO45001:2018GB/T45001-2020Konica Minolta Business Technologies(Malaysia) Sdn. Bhd.Jan. 16, 2015Jan. 15, 2024ISO 45001:2018Preventing Accidents During Working HoursStrengthening and Continuously Carrying Out Risk Reduction Efforts to Prevent Occupational AccidentsDuring the three-year period of the Medium-term Business Plan (FY2020–2022), the Group will implement a variety of measuresto prevent accidents from occurring during working hours, with the goal of reducing the rate of lost-worktime injuries to 0.15 orless by 2022. With the occupational safety and health management system (OSHMS) and the organization of safety and healthcommittees serving as the cornerstones, the Group works through the PDCA cycle, focusing on general risk management todeal with business changes and daily activities that create a culture of safety in which the company, organizations (divisions) andindividuals work together.Konica Minolta’s Safety and Health Initiatives164As a rule, any accidents that occur within the Konica Minolta Group are recorded in an accident database system within 24hours, and the information is shared.In fiscal 2020, there were no serious accidents.*1 However, there were 9 accidents causing absence from work (involving 3 menand 5 women in Japan and 0 men and 1 woman outside Japan). The frequency rate of lost-worktime injuries*2 was 0.27 in Japanand 0.04 outside Japan, for a total of 0.17. The accident severity rate*3 was 0.0071 in Japan and 0.00007 outside Japan.According to the Survey on Industrial Accidents by Japan’s Ministry of Health, Labor and Welfare, the average frequency rate oflost-worktime injuries in fiscal 2020 was 1.21 in the Japanese manufacturing industry, and was 0.52 in the Japanese electricalmachinery and equipment manufacturing industry. Konica Minolta has been maintaining a rate below this industry average.*1*2*3Serious accidents:1. Death, disease requiring a long recovery period (or the possibility thereof), an injury resulting in a disability (or thepossibility of a disability thereof), or specific contagious diseases2. Accidents that cause three or more employees at one time to suffer on-the-job death, injuries or diseases (includingaccidents that do not cause absence from work)Frequency rate of lost-worktime injuries: The number of persons absent from work per one million total actual workinghours for current employeesFrequency rate of accidents causing absence from work: The total number of days absent from work per 1,000 totalactual working hours for current employeesSafety Management IndicatorIn fiscal 2017, the Konica Minolta Group adopted “Unsafety Marks” as a new safety management indicator tailored to KonicaMinolta’s business operations. It was created with reference to the best practices of leading manufacturers in terms of safety.Each accident including not only those causing absence from work but also those not causing absence from work, commutingaccidents and even fires and explosions, is assigned a numerical value based on the type and severity. The values for all theaccidents are then totaled to obtain a score for the safety level of a site. Low Unsafety Marks indicates a high level of safety. Thepurpose is to use this indicator to identify and analyze the causes of accidents, in order to help prevent accidents from occurringor reoccurring. In fiscal 2020, Konica Minolta set a medium-term target of a 35% reduction in fiscal 2022 compared to abenchmark average annual unsafety score for accidents in the Konica Minolta Group from 2017 to 2019, and the target forfiscal 2020 was 10% reduction. With environmental changes brought about by COVID-19, the actual reduction was 30%.In fiscal 2021, Konica Minolta reviewed the details and results of its safety promotion activities in fiscal 2020. Based on the newsafety promotion activity plans and measures that were prepared in light of changes in the environment such as the increase ofremote work, the Unsafety Mark target values will be reset and managed.Providing Safety TrainingThe Konica Minolta Group conducts grade-specific employee education both in Japan and overseas. Safety training is providedfor all employees at the time of recruitment or task modification, as well as safety training for newly appointed assistantmanagers and managers, respectively.In each workplace concerned, the company conducts training in hazardous materials safety based on the Fire Service Act,training in high-pressure gas safety, training in machinery and equipment safety, and so on. Safety training is also given forespecially high-risk work, covering topics such as preventing fires, explosions and forklift accidents.Safety Mental Refresh EducationBeginning in fiscal 2017, Konica Minolta began offering a short (five minutes per session) “refresh” course to remind employeesto be aware and take the initiative to protect their own body, and the company will continue to provide this training. In fiscal2020, this “refresh” course was given in a monthly e-learning format to around 12,000 employees of Konica Minolta, Inc. andgroup companies in Japan with the aim of improving safety awareness among employees. The production companies in Chinashare a Group Safety Monthly Journal that has been translated into English and Chinese and share information on any accidentsthat occurred that month. Countermeasures are carried out for every issue to prevent accidents from occurring. In addition,companies also provide education based on video materials―case studies on accidents that have occurred in the Group createdby the safety personnel―as part of the sites’ ongoing efforts to raise safety awareness.165Safety Dojo EducationSafety Dojo is an initiative that it began in fiscal 2014, primarily at production sites outside Japan, with the purpose ofpreventing accidents by allowing employees to experience the fear of accidents through simulated experience of mockaccidents involving being dragged into rotators, pulled into V belts, or caught in cylinders. The program was rolled outthroughout Japan in fiscal 2017, and it was implemented at all production sites in Japan in fiscal 2018. This initiative wascontinued in fiscal 2019, and a new realistic training program using virtual reality technology that provides a virtual experienceof danger was launched. Following its launch in Japan, it is being expanded to manufacturing plants in China starting in fiscal2020.Traffic Safety Measures and Education Using Drive RecordersKonica Minolta Japan promotes eco-driving and safe driving by installing drive recorders in all sales cars and monitoring drivingconditions. This has succeeded in reducing traffic accidents.In addition, videos of near misses caught on the drive recorders are shared in traffic safety courses held at Konica Minolta sitesthroughout Japan as examples that hit close to home.This has been effective in reducing traffic accidents. In fiscal 2020, Konica Minolta carried out traffic safety courses twice bystreaming traffic safety videos online to reduce risk of COVID-19 infection.Initiatives to Share Near Misses (Voluntary Activity)In fiscal 2017, each site in Japan made and shared maps of dangerous spots near the site, as indicated by employees, with theaim of eliminating commuting accidents. Having done so, some sites were able to reduce the number of commuting accidentsto one-tenth that of the number in fiscal 2016. The results of this activity were announced at the 76th Japan National IndustrialSafety and Health Convention in fiscal 2017.In fiscal 2018, an online questionnaire database into which employees can enter information was used to share dangerous spotson worksite premises (stairs, corner blind spots, etc.), and the information was then used in countermeasures. This initiativecontinued in fiscal 2019 in order to help reduce accidents while walking onsite (tumbling over or falling down stairs, etc.) andcommuting. In fiscal 2020, remote work continued due to COVID-19, and e-learning was implemented to make employeesaware of safety when working from home.Strengthening Safety ManagementStrengthening Safety Management through the Konica Minolta Group’s Globalization and by Responding to Business ChangesMeetings of Personnel Responsible for Health and Safety in ChinaSince fiscal 2014, Konica Minolta has been strengthening safety and health, including health management, by holding meetings(twice per year) of personnel responsible for health and safety in China at all subsidiaries and affiliate companies, includingcompanies involved in production, sales, development, and their overall administration. The benefits obtained from themeetings included sharing of the current safety and health status and initiatives of each company, making requests to KonicaMinolta for support with equipment safety measures, discussion of issues such as the health challenges of expatriate personnelresulting from differences in lifestyle habits, climate, and environment, and making resolutions on policies and measures forimprovement. Production sites in Malaysia became members beginning in 2019, and the company is working to expand themeeting system.Strengthening Overall Risk Management on Occupational Safety and HealthOverall risk management on occupational safety and health is a system for comprehensively assessing and reducing the risksthat could result from new equipment, chemical substances, personnel, and procedures when business changes are made. Inaddition to conventional equipment safety, in fiscal 2016, Konica Minolta started expanding a system of collaboration amongworkplaces company-wide to assess risks from a wide range of perspectives, including health problems caused by chemicalsubstances and fires caused by explosions. The company is continuing to expand this system while enhancing its content.166Creating a Culture of Safety: Reinforcing Initiatives with Company, Organizations and Individuals Working as OneKonica Minolta recognizes that measures to improve individuals’ safety awareness and bottom-up measures alone are notenough to reinforce a culture of safety. In order to foster a culture of safety, the company, organizations (divisions) andindividuals are all working together to strengthen initiatives. The company, for its part, is sharing a message highlighting topmanagement’s strong commitment to safety with employees (delivering a message from the officer in charge of safety and allbusiness division heads during safety month in July). The organizations (divisions) promote safety activities at the organizationlevel, led by division heads and held once every quarter. Meanwhile, measures are taken to ensure that individuals becomeaccustomed to taking safety action independently through e-learning and education programs that provide a virtual experienceof danger (using virtual machines and virtual reality technology).167Human CapitalInitiatives to Increase the Health of EmployeesKonica Minolta’s ApproachPromoting Sound Management through the Fostering of a Culture Committed to “Health-First”Minimizing the Number of Persons with Health RisksMeasures to Address OverworkPromoting Health through Visualization of the Level of Employees’ HealthSupporting Women’s HealthMeasures to Prevent the Spread of the COVID-19Konica Minolta Included in Health and Productivity Stock SelectionKonica Minolta’s ApproachBackground and IssuesKonica Minolta recognizes that ensuring employees’ mental and physical health and linking this effort to improvedproductivity and performance are critical management issues, given the growing social issues of a higher risk of lifestylediseases and people having to leave work due to mental health issues.VisionKonica Minolta recognizes that employee health is the foundation of everything else it does. This is why the companyworks so hard to realize the full potential of human resources, while building workplaces where all employees canmaintain good physical and mental health and continue to work with vitality—thereby raising employee capacity andlaying the groundwork for sustainable growth. Konica Minolta accomplishes this by fostering a “health-first” culture andpracticing sound safety and health management.168Key Measures and KPIsSafe and comfortable workplace (company) in which employees can work with motivationIn addition to improving both physical and mental health for individual employees, Konica Minolta’s efforts to quantifyand improve the organization’s health score starting in fiscal 2020 will drive the company’s sustainable growth.Organization’s Health ScoreResultsTargetsFiscal2020Fiscal2020Fiscal2021Fiscal202238-15-3055010Rate of reduction of Level 4 workplaces (%) *1Percentage moving to higher level of organizational health (%) *2*1.The rate of reduction from fiscal 2019 levels in the number of Level 4 workplaces, which have the highest levelof stress (workplaces deemed to have the highest level of stress based on the results of a four-level stresscheck)*2.The rate of year-on-year change in the number of workplaces whose results in the organizational health surveyimproved from less than 3.5 to 3.5 or higher (upper level)Employee Health ScoreResultsTargetsFiscal2020Fiscal2020Fiscal2021Fiscal2022Number of employees who are at high risk physically (employees withthe highest health risks)24%increase4%decrease8%decrease12%decreaseNumber of leave-of-absence days taken due to mental healthproblems13%increase3%decrease7%decrease13%decreaseNote:Rate of change from fiscal 2019 resultsPromoting Sound Management through the Fostering of a Culture Committed to “Health-First”Striving to create workplaces where employees can work with enthusiasmKonica Minolta has issued a statement on health, the Konica Minolta Group Health Declaration, which sets out the principles forpromoting health management. Based on this declaration, it plans and implements policies under a single managementstructure (collaborative health) so that the best use can be made of company resources and its Health Insurance Association.The company is enthusiastically implementing health-promotion measures while practicing swift decision-making, including bymanagement personnel, on important issues, with the Corporate Human Resources General Manager acting as managingdirector of the Health Insurance Association and the person responsible for health management in the Human ResourcesDepartment acting as the executive director.169Organizational (Collaborative Health) Structure for Promoting Health ManagementIn order to achieve the principles of the Health Declaration, Konica Minolta linked it to the company’s medium-termmanagement plan and established the Health Challenge 2019, a new medium-term plan that started in fiscal 2017 and whichcarries on from the three-year medium-term health plan, Health KM2016, which ran from fiscal 2014 to fiscal 2017. The newplan’s priority is lifestyle modification (fostering a “health movement”) by minimizing the number of persons with health risksand visualizing their health status.From fiscal 2020, in its new medium-term plan, the company decided to become the “Happiness Company 2022,” andexpanded the scope of its initiatives from risk management to improving productivity and dynamism and from individuals to theorganization in the belief that this will lead to the company’s sustainable growth.Comparison of the positioning of the previous medium-term plan (fiscal 2017 to fiscal 2019) and the new medium-term plan(fiscal 2020 to fiscal 2022)170Framework for new Medium-Term Plan for HealthMoreover, with the aim of expanding initiatives covering employees of Group companies outside Japan, the company hascreated a Chinese version of the Konica Minolta Group Health Declaration in an effort to raise health awareness among localemployees in China, where the Group’s major production sites are located.Konica Minolta Group Health Declaration (PDF) (430KB)171Minimizing the Number of Persons with Health RisksKonica Minolta is committed to improving the health of its employees in order to strengthen its talent pool, which is vital toachieving its management strategy. The Group companies in Japan and the Health Insurance Association work together to planand implement various measures. They categorize those with health risks according to physical and mental health risks and setnumerical targets with the aim of reducing the number of people in each category through employee-centered measures.For physical health management, Konica Minolta is focusing on preventing the development of serious illness for all Groupemployees in Japan. As a result of guidance from occupational health staff and stronger encouragement of check-ups, in fiscal2020 there was a 76% decrease in the number of employees with the highest health risks, compared to fiscal 2013, althoughthis was higher than the previous year due to lifestyle deterioration caused by the COVID-19 pandemic. With that, hospitalizationexpenses increased by 30% in the general population (average for the National Federation of Health Insurance Societies), butdecreased by 4% for Konica Minolta, suggesting that Konica Minolta’s measures to prevent the development of serious illnesshave borne fruit. In fiscal 2021, the company will further strengthen its efforts, for instance by having occupational health staffprovide health guidance throughout the year, in order to further reduce the number of employees who suffer from disease.Employees with the Highest Health Risks(Indexed with FY2013 as 100)Trends in Hospitalization Expenses per Employee(Indexed with FY2013 as 100)In fiscal 2020, it was difficult to conduct health checkups due to the spread of the COVID infection, but as a result of changingthe timing and implementing thorough infection prevention measures, it was able to maintain 100% of Group employees inJapan had a regular health examination. The examination rates of different screenings offered with the aim of early detection ofand prompt response to cancer are given below.172Rate of cancer screenings in fiscal 2020Area examinedExamination rateLungsStomachProstateBreastsLarge intestineUterine cervix99.3%87.9%94.4%99.9%60.5%36.4%(Scope: All employees of the Konica Minolta Group in Japan)Konica Minolta works with the Health Insurance Association to conduct specified health checkups, and health recommendationsare provided based on the results, for the prevention of lifestyle-related diseases. Conventionally, specific health guidance wasgiven by public health nurses commissioned by the Health Insurance Association. From fiscal 2018, however, some of this workis being commissioned to external specialist providers. Konica Minolta’s public health nurses focused on health guidance foremployees with a higher health risk. Employees subject to specific health guidance due to being at the pre-lifestyle-relateddisease stage were given finely tuned assistance drawing on the expertise of the specialist providers. As a result, in fiscal 2020(data compiled as of August 2021), the initial interview rate and interview completion rate both improved substantiallycompared to fiscal 2016.Initial Interview Rate and Interview Completion Rate in Specific Health GuidanceAs part of mental health management, stress checks are conducted twice a year for all employees of the Konica Minolta Groupin Japan. While allowing employees to utilize their results for self-care. Konica Minolta also classifies workplaces into four levelsof stress based on the results of the stress checks and shares this status with organizational heads. Improvement measures arethen devised and implemented for workplaces at Level 4, the highest level of stress. In order to strengthen the line carefunction, mental health e-Learning modules are also provided regularly to managers across the Group, with the aim of earlydetection and prompt response for individuals with mental illness. The completion rate for these modules remains around 95%.Konica Minolta has expanded its mental health training from cautionary initiatives focused on conventional strengthening of linecare to proactive initiatives intended to improve the workplace culture. In addition, beginning in fiscal 2020, the Groupimplemented an organizational health survey, the scores of which have a strong correlation to productivity, and is using theresults of this analysis to improve workplaces.Konica Minolta has also established a reinstatement preparation program for employees returning to work from leaves ofabsence taken due to mental health problems. People in the program are provided with careful support to facilitate a smoothreturn to work, including at least three interviews with an industrial physician, workplace head, and the HR department duringthe rehabilitation period, which lasts up to three months.173As a result of these measures, in 2020 (as of April 1), the total number of leave-of-absence days taken due to mental healthproblems by Konica Minolta Group employees in Japan was down by 24% compared to 2014, although it had slightly worsenedfrom the previous year. In addition, the percentage of employees on leave increased in 2020, but decreased (improved) by0.16% from 2014 in 2021. In 2021, the company is working to reduce total number of leave-of-absence days taken due tomental health problems through self-care education (e-Learning) and detailed operation of the return-to-work preparation worksystem, based on a work environment of increased remote work due to the pandemic.Also, on an employee engagement survey conducted periodically (once every two or three years), the percentage of favorableresponses to questions about work engagement (job satisfaction and desire to take on challenges) increased from 72% in fiscal2015 to 75% in fiscal 2017.Days of Leave and Percentage of People Taking Leaves of Absence Due to Mental health Problems (as of April 1 of eachyear)Measures to Address OverworkSince fiscal 2007, in order to prevent health problems due to overwork, Konica Minolta has been sending guidance on reducingovertime via email to employees and their supervisors when the employees’ overtime work has exceeded 30 hours or morehours.When employees have logged more than 80 hours of overtime in a month, they are required to have a medical checkupadministered by an industrial physician during the following month to ensure their health. Their supervisor is required to submita work improvement plan in a thoroughgoing effort to prevent employees from working long hours two months in a row.Furthermore, as of fiscal 2016 the health checkup standards have been revised. Now, employees who have logged 60 or morehours of monthly overtime three months in a row and employees who have logged 45 or more hours of overtime in the previousmonth can opt to have a medical checkup by an industrial physician. In this way, Konica Minolta is improving the prevention ofhealth problems caused by overwork. As a result of these countermeasures, the number of employees (total annual number)who logged 80 or more hours of monthly overtime in fiscal 2020 was 243, a slight increase from the previous year, but a 56%decrease from the 557 in fiscal 2015. In fiscal 2021, the company aims to further reduce the number of employees workinglong hours by upgrading the attendance management system to accommodate remote work and strengthening its operation.Number of Employees Who Logged 80 or More, Hours of Monthly Overtime174Promoting Health through Visualization of the Level of Employees’ HealthKonica Minolta has established indicators that show the level of employees’ health visualizing the daily lifestyle increases inhealth awareness. The Group companies in Japan also implemented assistance programs aimed at promoting health in an effortto raise the level of employees’ health.Group-wide in Japan, it holds walking events in which teams compete against each other in order to instill exercise and walkinghabits among employees; holds exercise workshops with outside instructors; offers healthy menu choices in cafeterias; holdsseminars led by nationally registered dieticians with the aim of improving eating habits and raising awareness; among variousother activities.An exercise workshopOn a website designed to encourage employees to stay healthy, Konica Minolta shows employees a comparison of the averageincidence of cardiovascular disease, stroke, and ischemic heart disease within 10 years for their specific age group based ontheir latest medical examination results. In this way, the company encourages employees to improve their lifestyle habits. Thissystem can also be accessed and utilized by employee spouses who are health insurance dependents.Example presentation of future disease risk on the website175Moreover, as a measure against passive smoking, Konica Minolta has cut back on indoor smoking areas gradually, movedindoor smoking areas outside and holds no-smoking days on the premises. In addition, the company recommends that smokersparticipate in smoking cessation support programs. In light of the strengthening of legislation related to smoking, KonicaMinolta prohibited all smoking on its premises and during designated work hours across all group companies in Japan, in April2020, in order to strengthen measures against second-hand smoke and further reduce the smoking rate.These measures have been successful and the smoking rate has been decreasing year by year.No-smoking day noticesReduction in the Number of Smoking Areas and the Smoking RateAn analysis of survey results to determine the main causes behind presenteeism* showed that measures addressing backproblems, individual guidance from experts for people with sleep problems and mental health measures had reduced loss dueto presenteeism per employee (monthly average) slightly increase from last year, but 67,015 yen in fiscal 2020 is 2.0% decreasefrom 2016.In fiscal 2021, the company is focusing on neck/shoulder pain and lower back pain, which have high prevalence rates related topresenteeism and have worsened from the previous year, and is actively developing improvement programs using ICT.Loss due to Presenteeism per Employee*Presenteeism refers to productivity loss resulting from health problems.176Supporting Women’s HealthWith a view toward promoting women’s advancement in the workplace and enhancing support for their health, Konica Minoltastrives to increase the rate of cancer screenings, with the aim of early detection of and prompt response to cancers that affectwomen. It took steps to make it easier to get screened, including bringing screening trucks onto company premises andincreasing the number of cooperating medical institutions, in addition to subsidizing screening costs through the HealthInsurance Association. As a result, the screening rates for breast cancer and cervical cancer in the Konica Minolta Group in Japanin fiscal 2020 as much higher than in 2013, although it declined from the previous year due to the impact of the pandemic.In fiscal 2021, the company will work to recover the screening rate by widely publicizing the implementation of infectionprevention measures within screening facilities so that employees can take checkups with peace of mind.Screening Rates for Breast Cancer and Cervical CancerAs part of its awareness-raising efforts aimed at further increasing the screening rate, Konica Minolta invited the actress KunikoAsagi to give a talk in September 2019 about the importance of getting screened for the purpose of early detection, in light ofher own experience with breast cancer. The talk was attended by close to 500 employees.In November 2019, Dr. Tomoko Shibayama of the Breast Oncology Center, the Cancer Institute of JFCR was invited to give a talkon the current status of cancer in Japan, types of breast cancer and changes in treatment, mechanisms behind hereditary cancerand methods for preventing cancer. More than 200 employees attended the talk.Dr. Shibayama speaking with enthusiasmDr. Shibayama’s presentationKonica Minolta also holds Energetic Health Seminars for Women taught by outside experts to help maintain and raiseperformance by learning methods to deal with women’s health issues such as menopausal disorder and premenstrualsyndrome, not just cancers particular to women.Measures to Prevent the Spread of the Novel CoronavirusAs part of its efforts to improve the health of its employees, Konica Minolta has always endeavored to prevent infectiousdiseases. In Japan, the company provides information on influenza outbreaks, encourages employees to get flu vaccinations,and provides information on malaria, hepatitis, HIV, and other infectious diseases to employees posted outside Japan and theiraccompanying families as well as for employees traveling abroad on business trips. In addition, Konica Minolta strives to preventinfectious disease by quickly identifying cases of tuberculosis through chest X-rays in its health checkups for employees andtaking the necessary steps in response.177As such, when the novel coronavirus began to spread, Konica Minolta’s first priority was the health and safety of employees andtheir families, and the entire Group was devoted to countermeasures to prevent infections and the outbreak’s spread.In February-March 2020, the initial stage of the outbreak’s growth in Japan, Konica Minolta asked employees to check theirtemperatures and general physical health before coming in to work, to wash their hands carefully and use an alcohol-baseddisinfectant on their hands, and to wear a mask and avoid crowded spaces. In workplaces, the Group took measures such asstaggering the work times at which employees arrive and utilizing remote work and ventilating rooms, banning meetings of 30people or more (recommending meetings via ICT instead), staggering times during which the cafeteria is used (three time slotsof 30 minutes each) and instructing employees to leave seats open between people when dining.When the government declared the first state of emergency in April, the focus was on preventing infection by designating workfrom home in principle and reducing contact with other people as much as possible. Konica Minolta asked employees to stayhome as much as possible and to refrain from traveling to their hometowns during the long national holidays.At the same time, an increase in remote work done at home raised concerns about a lack of exercise and mental health issues