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Promoting Diversity and Inclusion
To ensure success in today's rapidly changing business environment, we believe it is essential to attract diverse human resources and enable each employee to reach their full potential on the job. We aim to be a vibrant and attractive company that continues to challenge and grow towards the future by respecting the individuality and values of our employees and creating a workplace environment where diverse talent can work motivated and thrive.
Diversity and Inclusion Efforts
General Employer Action Plan based on the "Next Generation Development Support Measures Promotion Law" and the "Act on Promotion of Women's Participation and Advancement in the Workplace"
We have formulated the "Kyocera Document Solutions General Employer Action Plan" based on the Next Generation Development Support Measures Promotion Law and the Act on Promotion of Women's Participation and Advancement in the Workplace to support diverse work styles and the active participation of women in their professional careers (see below for details). Going forward, we will promote initiatives such as reducing working hours and encouraging vacation usage based on this action plan, in order to create an environment where all employees can work energetically.
Plan Period: April 1, 2020 - March 31, 2025
General Employer Action Plan based on the "Next Generation Development Support Measures Promotion Law"
● Goal: Promote measures to support next-generation development.
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General Employer Action Plan based on the "Act on Promotion of Women's Participation and Advancement in the Workplace"
● Goal 1: Maintain a female employee ratio of 20% or higher among new hires (including new graduates and mid-career hires) from 2020 onwards.
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● Goal 2: Achieve a paid leave utilization rate of 75% or higher by 2025.
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Work-Life Balance Support (Childcare, Elderly Care, Medical Treatment)
We have established comprehensive support systems such as leave of absence and reduced working hours to support the work-life balance of our employees, especially in terms of childcare. To ensure a smooth transition, we conduct HR interviews and provide personalized support before employees take childcare leave. In the case of elderly care, we allow flexible working hours and changes in work schedules without setting a time limit. To alleviate concerns regarding work-life balance, we provide information to employees through the internal portal site, including a "Guidebook for Work-Life Balance." Furthermore, we have implemented a leave of absence system that allows employees to take time off for fertility treatment, with a maximum of one year and two times.
Our efforts have been recognized, and in November 2015, we were certified as a "Childcare Support Company" based on the Next Generation Development Support Measures Promotion Law. We have also obtained the Next Generation Certification Mark, "Kurumin."
● Main Work-Life Balance Support Programs
| Name of Program | Content | |
|---|---|---|
| Pregnancy and Childcare | Birth-Related Childcare Leave | Employees can take up to four weeks within eight weeks after their spouse gives birth. (Can be taken in two separate periods.) |
| Childcare Leave | Employees can take up to two periods of leave until the day before their child's first birthday. Maximum leave period is until the child turns two years old. Accumulated annual leave* can be used during part or all of an employee's childcare leave. *Accumulated annual leave: Employees are allowed to accumulate up to 20 days of expired paid annual leave. |
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| Reduced Working Hours | Available during pregnancy or until the child completes sixth grade of elementary school. Hours can be reduced by up to two hours per day. | |
| Flexible Work Schedule | Available during pregnancy or until the child completes sixth grade of elementary school. Start and end times can be adjusted by up to 1.5 hours per day. | |
| Nursing Leave | For each child until the completion of sixth grade of elementary school, a total of 5 days per year can be taken. If there are 2 or more children, it is possible to take up to 10 days. It is also possible to take leave in increments of either 1 day or 1 hour. | |
| Flexible working time for short-time workers | This benefit is available during pregnancy or until the child completes the sixth grade of elementary school. Employees can reduce their total daily working hours by up to two hours. | |
| Elderly Care | Caregiver Leave | Employees can take up to one year per family member requiring care. (Can be taken in separate periods.) |
| Reduced Working Hours | No set duration. Hours can be reduced by up to two hours per day. | |
| Flexible Work Schedule | No set duration. Start and end times can be adjusted by up to 1.5 hours per day. | |
| Nursing Leave | Up to five days per year for each family member requiring care. For two or more family members, up to ten days per year. Leave can be taken in increments of one day or one hour. | |
| Flexible working time for short-time workers | No fixed period. Employees can shorten their total working hours by up to two hours per day. |
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| Medical Treatment | Reduced Working Hours | Daily total working hours can be reduced by up to two hours when deemed necessary by the company based on a doctor's or occupational physician's judgment. |
| Flexible Work Schedule | Daily total working hours can be reduced by up to two hours when deemed necessary by the company based on a doctor's or occupational physician's judgment. | |
| Support System for Fertility Treatment | Employees can take a leave of absence for a maximum of one year, twice. Accumulated annual leave by the hour is also available. | |
| Flexible working time for short-time workers | Daily total working hours can be reduced by up to two hours when deemed necessary by the company based on a doctor's or occupational physician's judgment. | |
| Other | Hourly Annual Paid Leave System | Employees are allowed to take up to five days (40 hours) of leave in hourly units up to 7 hours per day from the provided annual paid vacation. |
| Accumulated Annual Paid Leave System | For reasons such as family caregiving and nursing, children's school events and childcare, and personal medical appointments, employees can take up to 7 hours per day in 1-hour increments. | |
| Leave of Absence for Spouse's Overseas Transfer | 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. | |
| Special Volunteer Leave | Employees can take leave for company-approved volunteer activities for a period recognized as necessary by the company. | |
* In addition, our employee benefits include subsidies provided by our contracted companies.
● Main Utilization Data of the Programs
| FY 2020 | FY 2021 | FY 2022 | FY 2023 | FY 2024 | |
|---|---|---|---|---|---|
| Childcare Leave | 38 | 36 | 41 | 28 | 27 |
| Childcare Reduced Working Hours | 81 | 76 | 66 | 71 | 68 |
Success of a Diverse Human Resource
We maintain a fundamental management rationale 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. To realize Kyocera's Management Rationale to grow and develop the company on sustainable basis, it is essential to maximize employees' abilities. To continue growing in the current rapidly changing global business environment, we believe that attracting more diverse employees and letting every employee fully demonstrate their abilities are important.
● Creating a Comfortable Workplace Environment
We aim to "foster a workplace culture where everyone can thrive and improve productivity." To support flexible workstyles, we have introduced a remote work system and a flextime system. The remote work system allows employees to work from locations other than their home, subject to certain conditions, accommodating diverse lifestyles and creating a more comfortable work environment.
Additionally, we conduct a company-wide "Workplace Vitality Assessment" regularly to measure the "engagement level" of each workplace. Based on the results, workplace leaders take the initiative to implement improvement activities, enhancing workplace vitality.
● Reducing Total Working Hours
With the aim of reducing total working hours, we are working to achieve efficient work practices and minimize overtime, including promoting the automation of business processes by using AI.
We also encourage employees to take paid leave by promoting the "9-Day Consecutive Leave System" and "Refresh Leave" while allowing paid leave to be taken in hourly increments.
● Promoting the Success of Employees with Disabilities
We focus on both hiring and retaining employees with disabilities by assigning them to workplaces that match their abilities, installing multi-functional restrooms, and making necessary adjustments to job duties. While we achieved the legally required employment rate in FY 2024, we continue to strive for higher employment rates through specific action plans and proactive recruitment efforts.
● Supporting the Continued Success of Retired Employees
To support continued engagement and new challenges, we introduced the "Challenge Partner System" in April 2024 for re-hired retirees. This system evaluates individual contributions, ensures fair compensation, and enhances the work environment. We also allow employees to choose work schedules such as three-day or four-day workweeks, accommodating their physical condition and lifestyle needs.
● Providing Opportunities to Support New Career Challenges
To enable employees to leverage their skills and abilities while exploring new career paths, we have implemented an internal job posting system that provides opportunities for professional growth.
● Enhancing Internal Communication
To improve employee communication, we have introduced the "KD-Connect" communication app and actively organize company events such as summer festival and athletic meet.
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