Respect for Human Rights and Diversity

Japan
| Respect for Human Rights | Respect for Diversity / Work-Life Balance | Approaches to Stimulating Communication |

 Respect for Human Rights
Aside from compliance with the laws of individual countries, the Kyocera Group implements measures in accordance with the United Nation’s Universal Declaration of Human Rights, the Fundamental Human Rights Convention by the International Labor Organization (ILO) and other international conventions. The Kyocera Group joined the United Nations Global Compact, a global platform setting out 10 fundamental principles relating to human rights, labor, environment, and anti-corruption, out of agreement with the main purport of the Compact. The Kyocera Group established the Kyocera Group CSR Guidelines and explicitly prohibits the use of forced labor and child labor as well as discriminatory treatment on the basis of gender, age, beliefs, nationality, physical features, etc. The Kyocera Group is also working to prevent power harassment and sexual harassment in the workplace. In addition, the Kyocera Group endeavors to exchange views and share information with employees through organizations such as labor unions and workplace associations. The Kyocera Group promotes development of a comfortable work environment that fosters motivation.

Kyocera Group CSR Guidelines

Measures Relating to Human Rights and Labor
To raise employee awareness concerning human rights and labor, time at morning meetings in Kyocera is set aside for announcements on matters requiring compliance in the workplace. Reading in turn about related issues from the Kyocera Employee’s Action Guideline, which is distributed to all employees, is also an ongoing activity. In addition, human resource departments undertake independent checks for legal violations such as discrimination, appropriate payment and working hour management according to labor-related laws and regulations, in-house rules, and labor agreements with unions. Auditing departments also carry out audits regularly to ensure thorough legal compliance.


 Respect for Diversity / Work-Life Balance
Adapting to Globalization
Since Kyocera’s first overseas office was established in 1968 (U.S.A.), localization has been the basic principle of recruitment. The Kyocera Group has always tried to appoint local employees to management positions. Kyocera directly employs students who graduate from Chinese universities and graduate schools from the viewpoint of the employment and development of personnel who will lead our global development in the future. We will also continue to employ foreign students studying in Japan.
Image: Ratio & No. of Employees by Region

Promoting the Careers of Women in the Workplace
Kyocera views the promotion of women’s advancement as an important management issues and started efforts in 2006 with the President as the general supervisor. Kyocera actively promotes the creation of a workplace environment that helps a variety of human resources maximize their performance through the promotion of women’s advancement activities and ultimately aims to improve corporate competitiveness.

Kyocera(in Japan) sets two specific numerical goals to further promote the careers of women in the workplace in FY2016. They are to “increase the number of woman employees whose position is section manager or higher to 60 by 2020” and “maintain the ratio of women employed by the ’regular university graduate recruitment system’ at 20% in and after 2017.” Toward these goals, Kyocera is taking various actions.

Organization System

Major Actions in FY2016

Action sites Action details
Hokkaido Kitami Plant · Workshop held for employees on childcare leave about return to work
Nagano Okaya Plant · A brochure on the support systems was prepared, and the information is available in digital format on the intranet
· The same brochure is distributed to employees who are going to have children, and the explanation is provided to individual employees
Shiga Yasu Plant · “Manager fostering” seminar held to develop senior or managerial employees who can understand the various ways of working of junior employees under them and create a lively working environment
Shiga Gamo / Shiga Yohkaichi Plant · Lectures delivered in a seminar held by the labor union for the purpose of providing employees with an opportunity to think about a two-income family
· Career design training held
Headquarter · Exchange meetings for employees engaged in childcare
· Career design training held
Osaka Daito Office · Intranet opened in the office to provide information on “creating a better working environment”
Kagoshima Sendai Plant · Training held with female role models speaking about episodes of their experience
Kagoshima Kokubu Plant · Note exchange meetings for female employees held

Employing People with Disabilities
Kyocera focuses on hiring people with disabilities and continuing their employment. Employees with disabilities hired by Kyocera are assigned appropriately so that their jobs and workplaces match their aptitudes. Work environment improvements for employees with disabilities also continue, including elevators and bathroom facilities that are accessible to employees in wheelchairs and braille plates installed at various places to support visually impaired employees. In addition, we provide health care support with the help of occupational health physicians. These fine-tuned responses also help create an attractive work environment for people with disabilities.

The rate of employees with disabilities at Kyocera as of March 2016 is 2.08%. Kyocera intends to actively employ people with disabilities according to specific action plans developed to enhance the rate of employees with disabilities.
Image: No. of Employees Taking Child-Rearing Leave

One Approach

Employing People with Disabilities (Japan)
Shiga Yasu Plant promotes cooperation with schools for people with disabilities in the prefecture as part of the Plant’s effort to reinforce connection with local society. In 2015, the Plant provided tours to production lines where Kyocera employees with disabilities work or hands-on lessons on themes such as solar cells so as to provide the students with disabilities opportunities to learn in what working environment we conduct our work. The Plant is also recognized for its series of activities on employment of people with disabilities and received the commendation from the Governor of Shiga Prefecture as a Challenged Work Promotion Establishment that actively and enthusiastically cooperates with promotion of employment of people with disabilities. Photo: Children with Disabilities participate in the lesson

Children with disabilities participate in the lesson



Measures for Child-Rearing and Nursing Care
The Kyocera Group (Japan) introduced the Child-Rearing Leave System, which helps female employees to both work and fulfill their family lives, and in FY2016, a total of 247 female employees used the system. Kyocera has a shortened workday system available for pregnant employees and employees rearing children up to third graders of elementary school. As of March 31, 2016, 272 employees use this system.

Kyocera’s support for nursing care is a nursing care leave system that allows employees to take a maximum of one year off work, the benefit surpassing legal requirements. In order to reduce employees’ concern about fulfillment of both career and nursing care responsibilities, Kyocera provides necessary information to them through publication of the Guidebook for Balancing Career and Nursing Care and holding of seminars.

As a result of the environmental improvement for balancing both responsibilities, Kyocera was granted certification of standard-compliant general enterprise as per the Act on Advancement of Measures to Support Raising Next-Generation Children by the Health, Labour and Welfare Ministry in 2014.
 
Image: No. of Employees Taking Child-Rearing Leave

Examples of the systems for supporting a balance of career, childrearing and nursing care
  System Description
Childrearing Child-Rearing Leave System Applicable until one day prior to the first year birthday of a child. Extendable until the child reaches 18 months of age depending on the situation.
Shortened Workday System Applicable during pregnancy or the child finishes schooling of the third grade of elementary school. Working hours can be shorted by up to two hours a day.
Subsidizes use of a baby-sitter Applicable until the child finishes schooling of the third grade of elementary school. Maximum annual subsidy per child is 200,000 yen.
Child Care Vacation Up to five days per year per child providing the child is younger than elementary school age. 10 days for two or more children. Half-day leave may also be obtained.
Nursing care Family Nursing Care Leave Total of one year per family member who needs nursing care.
Working hours can be changed to match needs for nursing care. When nursing care leave is not obtained, the work start time may be advanced or delayed within one year period.
Family Nursing Care Vacation Up to five days per year per family member who needs nursing care 10 days for two or more children. Half-day leave may also be obtained.
Others Comeback Entry System This system allows employees, who once left Kyocera for reasons such as childrearing, nursing care, or other personal reasons, to reenter Kyocera. Former Kyocera employees are eligible for this system within 7 years after their departure. When a former employee applies for re-entry, Kyocera’s job openings and the applicant’s desire will be reviewed for appropriateness, and his/her re-employment will be approved if they are matched.


 Approaches to Stimulating Communication
Holding Company Events & After-Work Social Gatherings (“Compa”)
The Kyocera Group believes it is necessary to maintain family-like relationships of trust among employees, and thus considers company events and “compa” to be very important. Kyocera Group “compa” are not simply social gatherings, they are opportunities for interaction aimed at strengthening mutual understanding on reaching specific objectives. This understanding can be attained, for example, by deepening discussion on work-related issues, and by participants declaring their goals. At company events or “compa,” employees can deepen communication with executives and managers, get to know co-workers in other departments better, and deepen mutual relationships and ties.

Approach to Labor-Management Relations
Photo: Athletic meet (Vietnam)

Athletic meet (Vietnam)
At Kyocera, great emphasis is put on building relationships based on trust and heart-to-heart bonds among employees. Labor-management relations at Kyocera go beyond the generally accepted idea of harmony between management and labor. At Kyocera, the basis of the relationship is “coaxial labor and management,” where perspectives are shared on the same level. We carry out sports meets, summer festivals and many other kinds of events that stimulate and sustain such relations through unity. In Europe, the U.S.A., China and other countries, Kyocera continues to maintain appropriate labor relations via thorough labor-management consultation in accordance with labor laws of individual countries. Labor and management on the same axis is the key for successful labor relations. Maintaining this stance will help to resolve problems in the workplace and keep the company on the path of sustainable development.

One Approach

Regulations Review Project
The Regulations Review Project, undertaken jointly by labor and management, was launched in 2005. Employees’ needs and lifestyles become diversified along with changes in the social climate. Labor and management are therefore working together on checking systems and standards, to ensure they are always appropriate, fair and impartial.
Labor and Management Exchange Conference
Meetings of labor and management representatives are held each month in Kyocera plants and offices. The purpose of the meetings is to verify working conditions for employees and the workplace environment, and to actively exchange views on matters needing improvement, among other issues.
Kyocera Group Sports Festival
The Kyocera Group Sports Festival is co-sponsored by labor and management in the Kyocera Group to enhance cohesion and relationships of mutual trust throughout the Group via games and victory celebrations. In 2015, the 36th year of the Festival, 34 teams, which had won preliminary tournaments at each of Kyocera’s plants and offices and domestic Group companies enthusiastically competed against each other at the Kagoshima Kokubu Plant.

Measures for Raising Workplace Vitality
The Kyocera Group (Japan) regularly conducts an awareness survey of all employees. The survey focuses on topics such as the level of satisfaction with work and the workplace environment, the management situation, the sense of trust in the company, and suggestions for improvements. Responses from each organizational unit are analyzed, enabling diagnosis of “vitality level” in each workplace. In 2012, the survey was expanded to include Group companies in Japan. Results of analyses are compiled into a reference index. The index is then used in improvement activities centered on workplace leaders to achieve higher vitality levels in each workplace.
Photo: 2014 workplace vitality diagnosis results (Kyocera Group in Japan)

2014 workplace vitality diagnosis results (Kyocera Group in Japan)
   
 
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