Promoting Diversity and Inclusion

Japan

The business environment is currently in turmoil. If Kyocera Corporation is to continue to grow in the future, it is essential that we not only attract even more diverse human resources, but also bring out the skills of each employee as much as possible.

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 developing more female managers, increasing the ratio of women to all applicants employed, supporting more systems to balance work and parenting, and bringing about a corporate culture reforms. As a result, the number of female managers as of April 2019 reached 79 (versus 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 senior management’s policy. In addition, Site-Specific Diversity Promotion Committee was also set up at each of Kyocera's major domestic plants and offices. The main committee members are selected among employees at each workplace, so they are expected to carry out various activities and programs and respond to site-level opinions and issues on diversity.

Kyocera's Diversity and Inclusion Vision

We aim to be a dynamic and attractive company that takes on new challenges and continues to grow, by creating a work environment for diverse human resources to work with satisfaction, respecting the individuality and values of each employee and promoting diversity and inclusion.

Ensuring the Fullest Participation of Our Diverse Human Resources

Adoption of Flexible Work Systems

Telecommuting for office workers

As of this year, we have adopted a teleworking system for office-based workers in the Head Office and Tokyo metropolitan areas. We are moving forward with a switch to online meetings via the company-wide use of Office 365. Going forward, we will encourage diverse ways of working in line with the new normal of the post-COVID 19 world.

Flextime for sales division

Workstyles are becoming increasingly diverse according to the type of work involved. We are encouraging workstyles that suit the characteristics of the job, and are introducing a flextime system for sales divisions. This is intended to boost the company’s total productivity.

Adoption of Telecommuting (for office workers)

Support Systems (to balance work and child-rearing, family nursing care, medical treatment, etc.)

Kyocera Group companies in Japan provide a variety of support mechanisms, including a parental leave program and a shortened workday system, to help employees balance their careers and parenthood. Employees providing family nursing care support can apply to have working hours shortened or adjusted for an indefinite period. Since it is important to reduce employees' anxiety regarding the balance between work and family obligations, the Guidebook for Balancing Career and Nursing Care is also available on the company’s intranet to provide relevant information to employees. A program allowing employees to take leave for up to two periods of as long as one year to allow for fertility treatment has been established as well.

Use of Main Support Systems (Kyocera Corporation)

(As of July 2020)

No. of employees using the parental leave system:	143
No. of employees using the shortened workday system:	503
No. of employees using the work-hour change system:	81

Main support systems

	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. by up to two hours 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. Vacation can also be taken by the day or by the hour.
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 divided. They can also be shortened by up to two hours per day.
	Work-hour change system	There are no time limits for the use of the system. Work start/end times can be adjusted by up to 90 minutes in total per day.
	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. Vacation can also be taken by the day or by the hour.
Medical treatment	Shortened workday system	Working hours can be shortened by up to two hours per day if deemed necessary by the company based on the diagnosis of a doctor or the judgment of an industrial physician.
	Work-hour change system	Work start times can be adjusted by up to 90 minutes in total per day if deemed necessary by the company based on the diagnosis of a doctor or the judgment of an industrial physician.
	Support system for fertility treatment	Leave can be taken for up to two periods of up to one year. Accumulated annual leave can be taken by the hour.
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 purposes of family/child nursing care, parenting, participation in the school events of their children, or their own medical treatment.
	System of leave in the case of spouse transferring overseas	Employees who are unable to continue their duties as a result of their spouse being transferred overseas may take leave for a maximum of five years.

Photo: Guidebook for Balancing Career and Nursing Care — Guidebook for Balancing Career and Nursing Care

Image: Certification mark — Certification mark

Fostering a corporate culture that respects diversity

Transmitting the message from our top management

Promoting diversity and inclusion is in line with Kyocera Corporation’s Management Rationale, namely “to provide opportunities for the material and intellectual growth of all our employees, and through our joint efforts, contribute to the advancement of society and humankind.” We also recognize it to be an important management issue if Kyocera is to achieve future growth. Accordingly, we transmit this message from our top management and share it with all our employees via media such as our intranet website.

A message from the president on our intranet website

Workplace round-table discussions with top management, and articles in our company magazine

Employees with a diversity of backgrounds participate in discussions with top management based on the theme of “making diversity a Kyocera strength.” They exchange ideas on a variety of issues, drawing upon their diverse backgrounds; for example, some are not Japanese nationals, some joined us as mid-career hires, some have experience of child-rearing or nursing care, some have studied overseas, and some have a disability. The content of their discussions are then shared in our company newsletter.

A round-table discussion between our chairman and employees

Educational and awareness-raising activities for all employees

We run an e-learning course on unconscious bias for all our employees. This is part of our initiatives to foster a corporate culture that respects diversity.

Educational and Awareness-raising Activities for Managers

Diversity management training is run for management class employees. The aim is that they will acquire the mindset and management skills appropriate to an era of diversity.

An e-learning course on unconscious bias

Creating a comfortable workplace environment for all our employees

Promoting an understanding of LGBT issues

We have revised our in-house regulations to recognize same-sex partners as spouses, and to prohibit conduct that, in word or deed, disadvantages another employee in connection with their sexual orientation or gender identity.
In addition to revising the regulations, we are implementing the following initiatives aimed at promoting an understanding of LGBT issues.

● Publication of SOGI and LGBT guidelines

● Inviting outside lecturers to boost awareness in human resources and labor divisions
(Videos of the training are also posted on our intranet website)

Awarded Silver Rating in the PRIDE Index 2020

Kyocera was awarded a Silver rating in the PRIDE Index 2020, an index that evaluates companies’ initiatives relating to LGBT individuals and other members of sexual minority groups.

Training diverse human resources and encouraging them to play an active role in the company

Promoting female engagement (encouraging the promotion of women to managerial and executive positions)

Our target is for Kyocera Corporation to have 6% of management positions held by women by March 2023. We are improving training opportunities for management candidates, and actively promoting capable female employees to managerial positions. Moreover, as of April 2020 we have one female director and two female executive officers.

Average ratio of female managers in the electronic component, device and circuit manufacturing industry

Transitions in the numbers and ratios of female managers (Kyocera Corporation)

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.

Third Party Verification of Environmental and Social Data

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 Statistics

As of April 1, 2020

Percentage of female employees^*	17.8% (No. of female employees: 3,653 / Total no. of employees: 20,440)
Percentage of female managers^*	3.5% (No. of female managers: 112 / Total no. of managers: 3,212)
Percentage of management positions in profitable divisions held by women^*	2.3% (No. of female managers: 56 / Total no. of managers: 2,429)
Percentage of women in executive positions and above	7.7% (No. of female executives: 3 / Total no. of executives: 39)

Kyocera Corporation

Equal Pay

Male to female earnings ratio for managers (basic salary)	Male: 100 Female: 79.5
Male to female earnings ratio for managers (basic salary and other remuneration)	Male: 100 Female: 80.7
Male to female earnings ratio for employees	Male: 100 Female: 79

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.

Ratio & No. of Employees by Region (as of March 31, 2019)

Pie chart: Ratio & No. of Employees by Region

Bar graph: Ratio & No. of Employees by Region

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 2020, the rate of employees with disabilities was 2.24%. Kyocera intends to develop specific action plans and actively employ people with disabilities to enhance the ratio of employees with disabilities.

Image: Number/Employment Rate of Employees with Disabilities

Communication Approaches

Regulations Review Project

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.

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.

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)

FY2017 and FY2019 workplace vitality diagnosis results (Kyocera Group in Japan)

FY2019 workplace vitality diagnosis results (by gender)

Message from Diversity Promotion Division

Making Diversity a Strength for 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 division. We have set a high goal of promoting female engagement, especially in Japan, by doubling the percentage of women in management to 6% by FY2023. 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.