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Sustainability Management

Japanese

Concept

The Kyocera Group's sustainability activities reflect our management philosophy and our mission to build businesses that respond to societal needs. We are committed to develop environment-friendly products, implement climate change countermeasures through long-term environmental targets, and respect human rights.

images: SDGs icon

Promotion System

To promote the sustainable development of both society and the Kyocera Group, the Kyocera Group's Sustainability Committee holds two meetings yearly. The committee is chaired by our president, Hideo Tanimoto,and is attended by Kyocera's Inside Directors and other top leaders. In FY2023, we reported and discussed about long-term environmental goals, ways to contribute to the circular economy, and expanding the introduction of renewable energy. We will continue to promote company-wide collaboration to meet global expectations for sustainability in business.

images: Sustainability management

Sustainability Management Processes

To promote sustainable management, first, we seek to understand societal needs through stakeholder engagement. Next, we identify priority issues and take actions to address them. Then, we evaluate the results and discuss the improvement methods, while top management reviews them at committee meetings for further improvement.

Sustainability Management Process Flowchart

images: Sustainability Management Process Flowchart

Stakeholder Engagement

To understand societal needs and fulfill them, we have improved our communication with stakeholders in order to make decisions based on their opinions.

Stakeholder Engagement

How We Select Materiality in Sustainable Management

The Kyocera Group continually assesses social conditions, global trends, and stakeholder concerns for discussion with our Sustainability Committee. Priorities are addressed at semiannual International Management Meetings, which are attended by the leaders of our global operations. Issues of materiality identified through this process are reported to the Board of Directors.

Priority Issues

  Materiality Risk (●) / Opportunity (○) Targets (◆) / Initiative (・)
Contributing to Society Though Our Business
Further growth through new segment structure
  • Rising sales through mid- to long-term expansion of semiconductor markets
  • Increased demand for electronic components though expanding technologies such as AI/5G
  • Potential for products / services to address sustainability and other societal needs
  • Focusing on semiconductor markets
  • Expanding market share by maximizing synergies between Kyocera and KYOCERA AVX
  • Focusing on capacitors, timing devices, and connectors
  • Expanding business through strategic initiatives
  • Creating new businesses to address societal needs
Aggressive investment in high-growth semiconductor related businesses
  • Rising sales through mid- to long-term expansion of semiconductor markets
  • Risk concentration (increased dependence on semiconductor markets)
  • Increasing production of cutting-edge semiconductor fabrication and packaging components
Improving productivity through digitalization
  • Increasing productivity and efficiency
  • Information leakage and system failures
  • Inability to achieve cost reduction targets through digitalization
  • Implementing education and training by position and function for a digitalization-savvy workforce
  • Reviewing business processes to create in-house digitalization and AI platforms
  • Expanding business by combining sales and market information
  • Enhancing manufacturing with IoT data and automation
Reinforcing R&D
  • Developing business through internal R&D
  • Inability to achieve expected results from newly developed technologies
  • Developing technologies to advance existing businesses
  • Exploring future technologies
  • Implementing collaborative R&D between segments
Incubating new businesses to address societal needs
  • Rising global environmental awareness creates demand for new businesses
  • Potential revenue from new businesses
  • Inability to achieve expected results through newly established businesses
  • Identify and develop new business opportunities that address societal needs
  • Expand into new growth areas and increase business scale through M&A
  • Commence sales of inkjet textile printers
Promoting Sustainable Management
Achieving carbon neutrality
  • Greater brand value through successful response to societal needs
  • Higher compliance costs from new laws and regulations
  • Damage to corporate brand value from inability to respond to issues
  • Promote renewable energy
  • Promote company-wide energy efficiency
Building a circular economy
  • Increased profits through energy savings, conservation, and advanced recycling technologies
  • Higher compliance costs from new laws and regulations
  • Reusing materials and components through collection of used MFPs and printers
  • Reducing paper use through improved packaging
  • Using environmental design standards for product design / development
Reinforcing human capital
  • Competitive advantages from workforce diversity
  • Labor shortage due to shrinking labor pool
  • Sharing Kyocera Philosophy
  • Employee skills development
  • Corporate culture promoting diversity
  • LGBTQ awareness/inclusivity
  • Developing more attractive work environment
Respect for human rights
  • Enhancing brand value through successful response to societal needs
  • Potential human rights issues impacting Kyocera Group or its value chains
  • Damage to corporate brand value from inadequate human rights assurance measures
  • Identify any Kyocera Group human rights issues
  • Conduct fact-finding surveys of any issues
  • Survey guest-worker practices at Japan-based Kyocera Group companies and suppliers
Improving stakeholder engagement
  • Improving stakeholder relationships through communication
  • Improving corporate transparency
  • Damaged stakeholder relationships due to poor communication
  • Reply swiftly to customers
  • Act on workplace survey results
  • Hold financial results briefings with shareholders and investors
  • Seminars and social events for business partners
  • Discuss social contribution activities with community and business partners
Reinforcing risk management
  • Enhancing risk management, and responding effectively during emergency
  • Disaster impact, damage to corporate image, or prolonged business interruption, due to lack of disaster countermeasures
  • Create/review early recovery and alternative supply plans
  • Identify corporate risks and countermeasures from Risk Management Committee
  • Reinforce risk management processes
Ensuring sustainable supply chains
  • Sustainable growth by ensuring strong supply chains
  • Human rights issues in supply chains
  • Damage to corporate brand value from inadequate human rights assurance measures
  • Identify risks faced by business partners through the supply chain survey, and implement countermeasures
  • Survey guest worker practices at Japan-based Kyocera Group companies and supplier
Materiality disclosure（pdf/221KB）