Diversity Promotion Activities

| Diversity and Inclusion Efforts | Respect for Human Rights | Approaches to Stimulating Communication |

 Diversity and Inclusion Efforts
Considering the promotion of women’s careers in the workplace as its core management theme, Kyocera has conducted a wide variety of enlightenment programs since 2006 under the overall responsibility of the President, mainly focusing on more female managers, a higher ratio of women to all applicants employed, more support systems to balance work and parenting, and a corporate culture reform. As a result, the number of female managers as of April 2019 reached 79 (six in 2006). In 2019, the Diversity Promotion Division was established as a dedicated section to facilitate company-wide diversity promotion activities, targeting not only female employees but also all employees, based on the top’s management policy. In addition, the Site-Specific Diversity Promotion Committee was also set up at Kyocera’s major domestic plants and offices. The main committee members are selected from among employees of each workplace, so they are expected to carry out various activities and programs, responding to the site-level opinions and issues on diversity.

Kyocera's Ideal Diversity and Inclusion
To realize the Management Rationale, which isEto provide opportunities for the material and intellectual growth of all our employees,EKyocera 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. Aiming to ensure continued expansion and growth in the future as a business entity and toEcontribute to the advancement of society and humankind,Ewe at Kyocera Corporation will make continued efforts to promote diversity and inclusion.

To Ensure the Fullest Participation of Diverse Human Resources
Support Systems (to balance work, child-rearing and family nursing care)
The Kyocera Group companies (in Japan) provide a wide variety of support systems, such as the parental leave system and the shortened workday system, to help employees satisfy both career and child-rearing. 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 also available on the internal portal site to provide relevant information to employees.
Use of the Main Support Systems (results in FY2019)
No. of employees using the parental leave system: 165
No. of employees using the shortened workday system: 450
No. of employees using the work-hour change system: 70

Main support systems to balance career, child-rearing and nursing care
  System Details
Child-rearing Parental leave system The system is available until the day before the first birthday of the baby concerned. An extended use of the system (until the day before his/her second birthday) is also acceptable, depending on the situation.
Shortened workday system The system is available to female employees in pregnancy or until the child concerned finishes the sixth grade of elementary school. Working hours can be shortened by up to two hours in total per day.
Work-hour change system The system is available to female employees in pregnancy or until the child concerned finishes the sixth grade of elementary school. The time to start/stop working can be delayed/advanced up to 90 minutes in total per day.
Subsidies for use of babysitters The system is available until the child concerned finishes the sixth grade of elementary school. The maximum annual amount of subsidy is 200,000 yen per child.
Child nursing care vacation The system is available to employees providing nursing care for their preschool-age children. Five days of vacation in total are allowed per year per care recipient child and ten days of vacation in the case of two or more care recipient children. Half-day vacation can also be used.
Nursing care Family nursing care leave system The system is available to employees providing family nursing care. A one-year of leave is acceptable in total per care receiver. (Vacation divided into several times can be also accepted.)
Shortened workday system There are no time limits for the use of the system. Working hours can be shortened by up to two hours per day.
Work-hour change system Employees who do not take family nursing care leave are allowed to delay/advance their time to start/stop working up to 90 minutes in total per day for one year.
Family nursing care vacation The system is available to employees providing family nursing care. Five days of vacation in total are allowed per year per care recipient and ten days of vacation in the case of two or more care recipients. Half-day vacation can also be used.
Other Come-back entry system The system allows employees, who once left Kyocera for reasons such as child-rearing, family nursing care, or other personal reasons, to reenter the company. Former Kyocera employees are eligible for this system within seven years after their departure. When a former employee applies for reentry, 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.
Paid vacation system on an hourly basis The system allows employees to take a paid leave by the hour (up to three hours per day) for the reasons of family/child nursing care, parenting, or participation in the school events of their children.

Promoting the Careers of Women in the Workplace
Kyocera continues to position the promotion of women's participation in the workplace as a high-priority management issue, and is actively engaging in continuing efforts to enhance workplace equality.

‹Overview of Activities and Targets›

‹Role Model Discussion›

The Role Model Discussion provides the opportunity for five female employees to share their experiences working in a range of divisions. The initiative is designed to inspire attendees to plan out their own positive, proactive role within their workplace.
The five role models share their experiences by speaking on range of topics including their approach to work and their dreams and ambitions. They provide valuable advice about how to achieve a more fulfilling lifestyle through a better work-life balance and, also provide hints about how employees can enhance their lives outside work.

‹Female Employee Numbers›
Figures as of 1 October 2019
Percentage of Female Employees 18.47% (No. of female employees: 3,550 / Total no. of employees: 19,224)
Percentage of Female Managers 3.14% (No. of female managers: 95 / Total no. of managers: 3,028)
Percentage* of Women in Executive Positions and Above 5.71% (No. of female executives: 2 / Total no. of executives: 35)
* Permanent employees or executives appointed by Kyocera Corporation
(not including transferred personnel)

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.

Action for LGBT

To further promote diversity and inclusion, we held training on LGBT to managers of the personnel and general affairs departments. 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 also provided company-wide e-learning programs to help all employees better understand LGBT issues.

Training on LGBT Internal e-learning materials
Training on LGBT Internal e-learning materials

  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. As of April 2019, the rate of employees with disabilities is 2.21%. Kyocera intends to develop specific action plans and actively employ people with disabilities to enhance the rate of employees with disabilities.

(Note) A part-time employee is counted as 0.5 person in the caclulation above.
Figures are as of April for each financial year.

 Approaches to Stimulating Communication
Approach to Labor-Management Relations
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. (Union membership rate: 97.7%) 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.

Regulations Review Project
The Regulations Review Project, undertaken jointly by labor and management, was launched in 2005. EmployeesEneeds 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.

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Ein each workplace.

2016,2018 workplace vitality diagnosis results (Kyocera Group in Japan)

FY2017,FY2019 workplace vitality diagnosis results (Kyocera Group in Japan)
FY2019 Survey Results
No. of Employees Surveyed 25,704
No. of Respondents (Response Rate) 25,002 (97.2%)
No. of Questions 59
Survey Language 1 language (Japanese)

Message from Diversity Promotion Division
Making Diversity a Strength of Kyocera
Management based on the bonds of human minds is a principle Kyocera has kept since its founding. Employees with different experiences and values have cared for and helped each other like a family, striving together with the goal of making Kyocera a wonderful company. This view is consistent with "diversity & inclusion", a concept which aims to pursue respect for the human rights and diverse personalities of all individuals. Implementation of this concept will result in the happiness of all employees, growth of the company, and contribution to the development of society; this represents a key aspect of management at Kyocera.
Today, Kyocera is a corporate entity with true diversity, where employees with diverse backgrounds, experiences, and skills are gathered together on a global scale. To achieve future growth, it is necessary to maximize use unique capabilities of each employee, turning them into a strength for Kyocera to create new technological and business innovations.
To strongly promote diversity & inclusion throughout the Group, Kyocera created the Diversity Promotion Division in 2019 as a dedicated department. We have set a high goal of promoting female engagement, especially in Japan, by doubling the percentage of women in management by fiscal year 2022. At the same time, we aim to become a company where not only women but all employees will be motivated and play active roles in their daily work. I will do my utmost as an Executive Officer in charge of diversity promotion to make this goal a reality.
Eri Yoshikawa

Executive Officer
General Manager of Corporate Communications Division and Diversity Promotion Division

Eri Yoshikawa
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