Human Capital

Approach to Human Capital

We operate under the Amoeba Management system, which allows all employees to participate in managing the company. We view this as an extension of our philosophy to provide opportunities for employee growth and development, both materially and intellectually, while contributing to a better world. We strive to create an environment in which all our employees can approach their work with a sense of ownership and find empowerment and fulfillment by continually expanding their human potential. Our "Management by All" approach calls every employee to use "What do we consider to be the right choice as a human being?" as our compass for work and decision-making. As we expand with a more diverse global workforce, this universal mindset encourages us to aim higher with initiative and enthusiasm, and to grow every day.
Our Kyocera Philosophy reminds us that, "The Result of Our Life or Work = Attitude x Effort x Ability." This formula demonstrates that "attitude" is the first factor for success, followed by effort and ability. In addition to passing our Kyocera Philosophy on to new generations of employees, we provide functional training to enhance job performance. We believe this can allow everyone at our company to fully develop their potential, and to grow as the company grows, emphasizing job satisfaction and employee fulfillment.

Initiatives for Strengthen Human Capital

The Kyocera Document Solutions Group, with its global presence, conducts global education on the Kyocera Philosophy to promote the inheritance and practical application of our ideals."This is prioritized within other human resource development and professional growth initiatives that also focus on job skills proficiency.

Initiatives to Advance the Kyocera Philosophy

Promotion System

We established the Kyocera Document Solutions Philosophy Education Committee, chaired by the president of the company, in order to continue building a sound corporate culture on the solid foundation of the Group philosophy. All executives attend the committee meetings to formulate the educational policy of the Philosophy based on the results of previous educational and dissemination activities, and to discuss and decide on the direction and specific measures for further dissemination activities.

Kyocera Philosophy Education

* A membership-based service where members can watch lectures by Kyocera's founder, Kazuo Inamori, on their PCs, smartphones, or tablets.

Initiatives for Capacity Development

Management Education

We conduct role-specific training for responsible personnel, who are leaders in the organization, with the aim of developing executive employees equipped with advanced management capabilities. Additionally, through hierarchical training that allows employees to gradually acquire the necessary skills and knowledge at each stage—from entry-level to mid-career, and from mid-career to executive management—we aim to enhance management capabilities.

Technical Education

To foster employees' specialized abilities, field expertise, and job performance, we collaborate with a distance learning institution to provide opportunities for employees to access over 200 courses. Many employees participate in these courses each year.

Development of Software Development Personnel

For personnel involved in software development, our target profile is 'business professionals who can compete globally.' We focus on providing educational opportunities from a mid- to long-term perspective, not just through individual learning. We clarify the required abilities and skills for each level of employees—from entry-level to mid-career, leaders, and management—and build a unique educational framework within each department for talent development. Particularly for entry-level employees, we promote skill development by having them tackle set challenges over a three-year period after their assignment.

Global Education

As our sales outside of Japan constitute approximately 90% of our total revenue, cultivating global talent is an essential task for our company. As a fundamental aspect, we prioritize English education. In addition to improving proficiency through e-learning and smartphone app-based communication training, we offer online English conversation training classes organized according to TOEIC scores, specifically targeting employees who require English for their job tasks. Furthermore, for employees who are assigned to overseas positions, we provide training before overseas assignment to ensure a smooth transition and adaptation to their new living and working environment.
We also regularly hold General Manager Seminars as management education based on philosophy to promote sound and profitable management.
As part of our cross-Kyocera group initiatives, seminars are held in various regions including the Americas, Europe, Asia-Oceania, and China. Each year, selected executive employees receive direct guidance from top management, creating opportunities for employees from many group-related companies to engage in mutual exchange and deepen their overall understanding of management.

System of Human Resources Education

We support activities enabling employees to raise awareness of personal development and their contributions in the workplace. In particular, as personal development can be achieved to great extent through work, we are striving to create a workplace environment that enables each employee to work cheerfully and energetically, and draws out natural talents to the maximum extent.

Position-Specific Training

We implement the following systems aimed at supporting employee growth at different hierarchical levels.

New Employee Training

For newly hired employees, we conduct a new employee training program for about one month that educates them on professional etiquette and mindset, as well as the importance of reporting, communication, and consultation.

Development Program System

After the new employee training, we implement a first-year development program, appointing a development supervisor to carry out planned OJT based on a development plan. The development supervisors are typically senior employees of a similar age, creating an environment where newcomers can consult them easily.

Annual Training for the First Three Years of Employment

To promote workplace retention and develop career autonomy, we implement the following initiatives at milestone stages during the first three years.

• Second-Year Training:
  Reflecting on their experiences since joining, employees learn what mindset they should adopt for growth and are encouraged to consider their career development and enhance their enthusiasm and motivation.
• Third-Year Training:
  To progress independently in their work, employees establish a proactive and self-directed stance, focusing on enhancing their practical abilities, including their roles and problem-solving skills.

Research Report Training

In their fourth year of employment, employees can take advantage of the Research Report Training. This training allows employees to transition from a work style based on completing allocated tasks to a work style where they can take the initiative in developing their skills to enhance their work performance. The Research Report Training helps employees to see the gap between their current work performance and their ideal work performance, allowing them to identify challenges along the way. Employees can then work on resolving those issues as part of their regular duties, and summarize their results in a report, which they present to their department’s senior management. Additionally, selected representatives from each department are given the opportunity to present their findings at a company-wide level.

Promotion Training

Promotion training programs are designed to equip employees with the necessary knowledge and skills required upon promotion, ensuring they can fully utilize their qualifications in their work.

Career Design Seminar

We conduct career design seminars at ages 35, 45, and 55. These seminars provide an opportunity for participants to reflect on their experiences and identify their internal 'assets', as well as consider their subsequent career plans and life designs. Particularly in the seminar for those aged 55, the seminar emphasizes plans beyond 55 and post-retirement reemployment.

Support for Proactive Learning (Correspondence Education)

To support employees' skill development and career advancement, we offer a correspondence education program. This program provides opportunities to acquire specialized knowledge and skills across various fields, supporting learning aligned with individual career paths. Individuals bear the initial costs, we have a system in place to provide subsidies if they complete the program as planned.

Internal Placement Application System

Our Internal Placement Application System was established to provide employees with information on divisions that need personnel immediately as the Kyocera Group, for example, due to the start of a new project or expansion of an existing business. Since this system provides employees with various opportunities that allow them to experience different positions at their own will, it serves as an effective means of support for employee career improvement. The optimal assignment of personnel is also another important goal for the company.