Feature Article 3
Sharing the Kyocera Philosophy on a Global Scale to Align Mental Vectors

The Kyocera Group conducts fair management and business operation according to the decision making criterion of “What is the right thing to do as a human being?” This criterion contains the fundamental ethics, sense of morality, and social norms which should be shared by all employees regardless of nationality or culture. Kyocera positions it as the most important element to realize our management philosophy. Education on this is provided to all employees in the world.

Image: Diagram for the Kyocera Philosophy Education System Outside Japan

Diagram for the Kyocera Philosophy Education System Outside Japan

Global Philosophy Seminar

For overseas Group companies, Global Philosophy Seminars are held for top management and executives in the U.S.A., China, Asia & Oceania, and Europe. As in Japan, these seminars are provided to help foreign employees earnestly learn the Kyocera Philosophy, reconfirm what an ideal leader is, and have a better understanding of the type of leadership required to achieve management goals. In FY2016, seminars were held for employees to learn the Twelve Kyocera Management Principles under the theme of “Aim High.”

Results of FY2016 Global Philosophy Seminars

Region Venue(s) Schedule No. of participants
U.S.A. Greenville, San Diego August 2015 and March 2016 226
China Shilong, Shanghai August 2015 444
Asia & Oceania Singapore September 2015 132
Europe Dusseldorf (Germany) October 2015 72
    Total 874

The Twelve Kyocera Management Principles

The Twelve Kyocera Management Principles are fundamental management rules. In other words, they do not change, regardless of any changes occurring in the business environment or conditions. They are the starting point of universal management, and represent the tenets of our management.

Clearly state the purpose and mission of your business.
Set specific goals.
Keep a passionate desire in your hearts.
Strive harder than anyone else.
Maximize revenues and minimize expenses.
Pricing is management.
Success is determined by willpower.
Possess a fighting spirit
Face every challenge with courage.
Always be creative in your work.
Be kind and sincere.
Always be cheerful and positive.
Photo: Trainees (China) Photo: Group discussion (U.S.A.)

Participants listening to a lecture (China)

Group discussion (U.S.A.)

Comments of participants

“I felt anew that setting a high aim would create a motivating power for growth. So I am determined to do my job to achieve the goals of the team in the capacity of the leader.” (China)

“I felt that creating a positive atmosphere in the team is the role of the leader. ”(Asia & Oceania)

Kyocera Philosophy diffusion activity of each region

Education staff of each overseas Group company play the central role in conducting diffusion of the Kyocera Philosophy that matches the local culture and customs. We also conduct preparation of teaching material and planning of training curriculum in the language of local employees.

Photo: Local employees enjoying the calligraphy experience

Local employees enjoying the calligraphy experience

Kyocera International, Inc. (U.S.A.)

Kyocera International, Inc. tries to let trainees enjoy the lesson and deepen their understanding of the Kyocera Philosophy and conducts activities to promote communication in the workplace. In FY2016, hands-on experience of calligraphy writing characters of the corporate motto “Keiten Aijin;” Respect the Divine and Love People was provided, and original goods with the words of the Kyocera Philosophy printed were produced for distribution to employees.

Development of philosophy education staff

It is indispensable to develop personnel dedicated to Philosophy Education in each region in order to conduct planning and operation of Philosophy diffusion activities that meet local demands. Workshops meant for those employees started in FY2015. In FY2016, a workshop was held for education staff in Asia & Oceania and China. A total of 41 employees from 34 Group companies participated in the workshop. The purpose of the workshop is to deepen employees’ understanding of the Philosophy diffusion activities and reinforce cooperation among the education staff by sharing the problems and solutions of each region. In the future, based on the actual conditions of and requests from each region, we intend to provide training programs designed to primarily help each region set up their own educational system that allows them to design and operate their own education programs by themselves.

Workshop for education staff (Asia) Workshop for education staff (China) Workshop for education staff (Europe / U.S.A.)

Workshop for education staff (Asia, China, and Europe / U.S.A. from left to right)

Comments of participants

“We shared the problems with regional education staff, and that gave me good stimulation. I hope I can work with leaders of relevant departments and conduct better Philosophy diffusion activities in the future.” (Europe / U.S.A.)

“I felt anew from this training that the people in charge of education, like us, are the very people who must continuously learn the Kyocera Philosophy. ”(China)

Actual Case Examples of the Kyocera Philosophy Diffused in the Workplace

Comments of Chinese staff in charge of business management where the Kyocera Philosophy is practically applied


“I am in charge of customs clearance management for raw materials and finished products. The mission of my department is to reduce risk while reducing cost and thereby support the business. When I do my job, I always keep in mind one of the phrases of the Kyocera Philosophy, “Always Be Creative in Your Work.” In China, the business environment is becoming stricter and stricter because of various factors including rapidly rising labor costs. It is therefore important for us to realize improvement in every department. I focused on the import route that went through an airport and a warehouse both located far from the factory and decided to improve its structure. Initially, I had objections from surrounding people about taking on such drastic changes to the structure, with some saying it was reckless. I myself felt uneasy. However, I believed it was definitely something that must be achieved in order for us to survive in the severe business environment, and so I decided to involve all the people concerned. Then I solved problems one by one. We conducted tests more than 10 times and finally established a route that brings materials directly to the factory from a nearby airport. That actually resulted in reduction of both logistics costs and lead-time. From this experience, I learned that it was important to always be creative in our work without fear of change.”

Top of page