| The "material and intellectual growth" targeted in the Management Rationale encompasses more than simply economic stability and prosperity. It embraces an enrichment of the spirit - something to live for and a sense of doing worthwhile work - through self-fulfillment. To achieve the Management Rationale, our personnel systems are adaptable to the characteristics and societal norms of individual countries. Such systems must be able to adapt to diverse values or the changing environment of an aging society, in addition to the changing labor environment that stems from mobility of employment and globalization of corporate activity. |
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| Personnel Vision | Respect for Human Rights | Respect for Diversity | Development of Human "Assets" | Approaches to Stimulating Communication |
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| To work continually on appropriate operation and improvement of various personnel measures. To create a workplace environment in which all employees can take pride in the company and feel that their work is worthwhile, while sharing both hardships and joys. To thereby contribute to achieving the Management Rationale. |
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| Aside from compliance with the laws of individual countries, the Kyocera Group explicitly prohibits the use of forced labor, child labor and other practices highlighted by the United Nation's Universal Declaration of Human Rights, Fundamental Human Rights Convention by the International Labor Organization (ILO), the United Nations Global Compact, and other international conventions. The Kyocera Group also prohibits discriminatory treatment on the basis of gender, age, beliefs, nationality, physical features, etc. Furthermore, 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 an appealing work environment that fosters motivation to work. Meanwhile, great importance is placed on individual character and ability when hiring and appointing diverse, talented people. |
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| Adapting to Globalization |
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Since the 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 is focusing on hiring and training people who can take responsibility for global deployment in the future. From that perspective, in 2011 we began hiring graduates directly from universities and graduate schools in China. Furthermore, Kyocera will actively continue to hire students who come from abroad to study in Japan. |
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| Promoting the Careers of Women in the Workplace |
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Kyocera set up the Women's Activity Promotion Committee as one step in building a workplace where female employees increasingly put their abilities to good use. Kyocera implements skills training to raise the awareness of female employees, and is conducting exchange meetings with women outside the company. Various other measures are being implemented, including training for workplace leaders on supporting the cultivation of female employees.
Additionally, Kyocera participates in running the Women's Networking Forum, an organization jointly sponsored by corporations in the Kansai region of Japan to promote active involvement by women. Kyocera actively promotes involvement of women within the company and in society.
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Development of Human "Assets" |
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Kyocera regards human resources as human "assets" and supports activities enabling employees to raise awareness of personal development and their contribution in the workplace.
In particular, as personal development can be achieved to a great extent through work, Kyocera is striving to create a workplace environment that enables each employee to work cheerfully and energetically, and draws out natural talents to the maximum extent. Kyocera aims to match the ideas and ambitions of employees with the business requirements of the company, thereby simultaneously realizing employee personal growth and corporate development.
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Approaches to Stimulating Communication |
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| Approach to Labor-Management Relations |
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| 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 relations is "coaxial labor and management," where perspectives are shared on the same level. Sporting events, summer festivals and many other kinds of events stimulate and sustain such relations through unity in participation. |
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Labor & Management Exchange Conference |
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Japan
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