KYOCERA Document Solutions
Sustainability
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.
Promotion System
Our Human Resources Department takes the lead in developing training programs for hierarchical and role-based education.
In addition, for specialized fields such as technology, each department provides basic technical training and additional programs as needed to foster technical talent.
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
To ensure that the Kyocera Philosophy permeates and is practiced by each employee, we believe it is essential to continuously provide opportunities for learning about the Kyocera Philosophy. Each department actively participates in ongoing activities to promote this philosophy. In addition, at each workplace, we promote the permeation of philosophy through activities such as group readings of the Philosophy Handbook and utilizing the Inamori Digital Library* for employee philosophy education.
Kyocera Philosophy training session
* 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.
Development of DX Talent Leaders
We are promoting the development of "DX Talent Leaders," placing emphasis on field-driven transformation. Leaders are assigned to each department, where they work to solve and improve operational issues while valuing perspectives from frontline members. Furthermore, by deploying advanced tools such as generative AI across the company, we are achieving both daily operational efficiency and value creation.
We actively collect operational challenges and improvement ideas from members and implement actionable measures at the frontline level to increase productivity. In addition, we are working to enable all employees to utilize generative AI to improve efficiency by integrating tool introduction, training, and operational support.
Through practical DX initiatives that reflect the voices of frontline employees, we aim to strengthen organizational capability and deliver value to our customers in a sustainable manner.
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.
Development of Management Personnel
Amid accelerating digitalization and intensifying global competition, nurturing the next generation of management personnel capable of leading the future of our business is essential for continued growth. It is therefore necessary to develop future successors as quickly as possible.
In the past, we relied solely on participation in Kyocera's management development programs. However, we are now also advancing our own programs to develop next-generation leaders and establish a solid foundation of management talent that will support our company's mid- to long-term growth.
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.
Regular Interview System
To encourage individual challenges, establish a supervisor support system and strengthen communication between supervisors and subordinates, we have introduced an interview system using the "Challenge Communication Sheet." Under this system, employees set goals every half-year and participate in interviews at the beginning, midpoint, and end of each term. Through these discussions, supervisors provide career support, helping employees achieve their self-set challenging goals.
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.
Training for Newly Appointed Managers
When an employee is appointed as a manager for the first time, we provide training to help them acquire the mindset, responsibilities, and essential skills required for their role, including guidance methods and interview approaches for techniques. Conducting this training as early as possible after appointment ensures a clear understanding of managerial responsibilities.
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.
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.
Award Programs
The Kyocera Group has established the "President's Award," which recognizes employees who promote excellent operations and achieve outstanding results.
This program is operated based on a spirit of mutual recognition and appreciation of each employee's efforts. Additionally, we have our own "Meritorious Service Award," presented annually to employees who have demonstrated remarkable contributions to business performance or organizational success.
We also operate an award program for employees who contribute to the filing of excellent strategic patents, encouraging technological advancement and promoting innovation.
Workplace Vitality Survey
Each year, we conduct a "Workplace Vitality Assessment" to evaluate the energy and engagement levels within our workplaces. We consistently receive excellent results within the Group, indicating that employees are highly engaged and working with enthusiasm.
