Promotion of Diversity and Inclusion

Japan
| Diversity and Inclusion / Work Life Balances | Respect for Human Rights | Approaches to Stimulating Communication |

 Diversity and Inclusion / Work Life Balance
To realize the Management Rationale, which is “to provide opportunities for the material and intellectual growth of all our employees,” Kyocera Group strives to create a workplace environment that enables all its employees to make the most of their own personality and talents, as well as work cheerfully and energetically while feeling pride in the company and satisfaction in their work.

While business is becoming more and more global, it is very important as a company to have personnel with a diverse sense of values who can do their work to the fullest. Aware of this trend, we hope to be a company that enables us to respect each other while maintaining our own diverse sense of value, compete each other, align mental vectors, and continue to courageously take on new challenges toward ambitious goals.

We promote diversity and inclusion to help make Kyocera remain an ever-growing company into the future.

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
At Kyocera, promoting the careers of women in the workplace is seen as one of our core management themes, and this action started in 2006, with the President serving as the general director. The major mainstays of this action include an increase in the number of female managers, as well as the total number of women employed, improvement of the support systems for balancing work and childcare, and development of corporate culture reform.

In FY2017, we set two specific numerical goals to “increase the number of woman employees whose position is section manager or higher to 60 by 2020” and to “improve the ratio of women employed by the ‘regular university graduate recruitment system’ to 20% in and after 2017 (10% in the science course and 40% in the humanities course) starting in 2017,” to further promote the effort.

In FY2018, there are 45 female managers, and the ratio of women to all applicants employed in regular university graduate recruitment is 16% (7% in the science course and 37% in the humanities course). We continue to conduct various activities toward achieving our goals.


System and Action for Promotion of the Careers of Women in the Workplace

Kyocera puts a premium on awareness activities for corporate culture reform as part of our effort to promote the careers of women in the workplace. To be specific, the Woman’s Activity Promotion Committee was set up at each major site, with female employees selected from each workplace to serve as committee members carrying out various activities appropriate to solve pending problems for their respective sites. Furthermore, the Positive Action Promotion Committee was set up in each operating division during FY2017 in addition to those site-specific activities. The Committee holds a gathering once a year to discuss the working style of women.

The opinions and requests from the Woman’s Activity Promotion Committee and the Positive Action Promotion Committee are collected by the human resources department, and particularly important items are incorporated into personnel measures.

Kyocera intends to reinforce these activities to establish or improve the working environment for female employees while also listening to the voices of working women.

Measures for Child Care and Nursing Care
The Kyocera Group (Japan) has in place the Parental Leave System to help female workers satisfy to needs of both work and child care. A total of 230 employees used the system in FY2018. The Kyocera Corporation alone had 162 employees who used parental leave, and almost all of them were reinstated. In addition, the Shortened Workday System is also in place for child care and nursing care. 361 employees were using the system as of March 31, 2018.

As a result of the availability of these systems and implementation of awareness activities, there is an increasing number of female workers who are raising their children at home. Currently 47% of female employees work for Kyocera while raising children.

For nursing care support, the Family Nursing Care Leave System is established to allow leave of up to one year, which exceeds the length designated by law. Since it is important to reduce employees’ anxiety regarding the balance between work and family care, the Guidebook for Balancing Career and Nursing Care is available on the internal portal site to provide relevant information to employees.

As a result of these efforts to improve the working environment at Kyocera, we are certified as a standard-compliant general business based on the Ministry of Health, Labour and Welfare’s Act on Advancement of Measures to Support Raising Next-Generation Children.

Examples of the Systems for Supporting a Balance of Career, Child Care and Nursing Care
  System Description
Child Care Parental Leave System Applicable until one day prior to the child’s first birthday. Extendable until the child reaches 2 years 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 (available in divisions).
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 child-rearing, 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.

Image: No. of Employees Taking Child-Rearing Leave


Action for LGBT (Gender Minority)
To further promote diversity and inclusion, we held training on LGBT to managers of the personnel and general affairs departments in FY2018. The training had an external lecturer who spoke about the facts of LGBT, including discussion that the rights of LGBT are human rights. The trainees deepened their understanding about the fundamental knowledge of gender diversity as well as the trends within and outside of Japan.

We intend to continue thinking about how to identify the concerns of LGBT people, including workplace challenges or what we can do to improve the working environment, in order to help each employee find it easier to work while respecting their own individual characteristics.
lgbt
Training on LGBT

 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.

Employment for People with Disabilities
Kyocera is committed to the hiring of people with disabilities and to promoting their continued employment. Employees with disabilities hired by Kyocera are assigned with consideration so that their jobs and workplaces match their capabilities.

We continue to conduct various structural improvements specifically designed to make elevators and bathrooms friendly to employees using wheelchairs, and the installation of braille plates at various places. In addition, we provide health care support by industrial physicians. Through these actions, we promote the development of an attractive work environment that allows all employees to feel satisfied. In FY2018, we actively accepted people with disabilities intending to receive work place experience through coordination with the local community and relevant organizations. At Kyocera, an employment rate target was set at each work site to promote these actions. As of March 2018, the rate of employees with disabilities is 2.20%. Kyocera intends to develop specific action plans and actively employ people with disabilities to enhance the rate of employees with disabilities.
Image: No. of Employees Taking Child-Rearing Leave



 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.

Example 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
At Kyocera, great emphasis is put on building relationships based on trust and heart-to-heart bonds among employees. At the 2017 athletic meet, which marked the 38th annual event, 24 teams who outperformed their preliminary competitors from plants, offices and domestic Group companies of Kyocera took part in a competition in Tokyo under the slogan “Gather at Tokyo with Passion! Show Your Combined Strength and Dash Together to Championship!!”

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 the “vitality level” in each workplace.
Photo: 2014 workplace vitality diagnosis results (Kyocera Group in Japan)

2016 workplace vitality diagnosis results (Kyocera Group in Japan)
   
 
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