| Contributing to Society Though Our Business |
| Further growth through new segment structure |
- Rising sales through medium to longterm expansion of semiconductor markets
- Increased demand for electronic components though expanding technologies such as AI/5G増
- Potential for products / services to address sustainability and other societal needs
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- Achieving 2.5 trillion yen in sales revenue, medium-term target
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- Achieved 2.0042 trillion yen during the year ended March 31, 2024
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- Focusing on semiconductor markets
- Expanding market share by maximizing synergies between Kyocera and KYOCERA AVX
- Focusing on capacitors, timing devices, and connectors
- Expanding business through strategic initiatives
- Creating new businesses to address societal needs
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- Continued working on strategic activities in priority areas
- Performed cross-selling activities utilizing comprehensive capabilities
- Integrated Kyocera's production technology and Kyocera AVX's design capabilities and developed ceramic condensers and other new products utilizing Kyocera's patent technologies
- Strengthened management infrastructure through Groupwide project activities
- Growth Strategy for Document Solutions
- Smart Energy Structural Reform Initiatives
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| Aggressive investment in high-growth semiconductorrelated businesses |
- Rising sales through medium to longterm expansion of semiconductor markets
- Risk concentration (increased dependence on semiconductor markets)
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- Investing up to 400 billion yen in semiconductor equipment during three-year period ending March 2026
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- Used 65.8 billion yen for capital investments in the year ended March 31, 2024
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- Increasing production of cutting-edge semiconductor fabrication and packaging components
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- Flexibly responded to market changes and made approaches along with long-term prospects
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| Improving productivity through digitalization |
- Increasing productivity and efficiency
- Information leakage and system failures
- Inability to achieve cost reduction targets through digitalization
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- Improving employee proficiency in digitalization through onsite education, training and practice
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- Cultivated human resources specialized in digital information
- Actively used AI platforms
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- Implementing education and training by position and function for a digitalization-savvy workforce
- Reviewing business processes to create in-house digitalization and AI platforms
- Expanding business by combining sales and market information
- Enhancing manufacturing with IoT data and automation
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- Number of participants: DX training (248), data engineering training (174), data science training (92), and no-code development (975)
- Common production management system
Inventory management: Implemented by 17 divisions
Process management: Implemented by 4 divisions
- Unification of sales information
All divisions implemented the system and transited into the sales process reorganization phase.
- Manufacturing line automation
In the process of automating new bases and buildings
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| Reinforcing R&D |
- Developing business through internal R&D
- Inability to achieve expected results from newly developed technologies
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- Achieving 3 trillion yen in sales during FY2030
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- Used 104.3 billion yen for R&D for the year ended March 31, 2024（Up 10.6% from the previous year）
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- Developing technologies to advance existing businesses
- Exploring future technologies
- Implementing collaborative R&D between segments
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- Focused on approaches to the improvement of competitiveness in organic-based, multilayered packages and electronic components
- Selected and concentrated on the search for future technology
- Conducted demonstration experiments for 5G millimeter wave transmissions
- Focused on new technology and product development through technological capabilities ensured by the reorganization of domestic R&D bases, the strengthening of human resource cultivation, and the enhancement of cooperation inside and outside the company
- Promoted approaches to the establishment of new overseas R&D bases
- Implemented approaches to open innovation and the creation of new business fields as well as the use of universities and other external resources
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| Incubating new businesses to address societal needs |
- Rising global environmental awareness creates demand for new businesses
- Potential revenue from new businesses
- Inability to achieve expected results through newly established businesses
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- Targeting new projects with 100 billion yen sales potential
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- Began placing the products from the robotics business on the market (November 2023)
- Began placing textile inkjet printers on the market
- Launched the FOREARTH textile inkjet printer at ITMA 2023 in Milan, Italy
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- I dentify and develop new business opportunities that address societal needs
- Expand into new growth areas and increase business scale through M&A
- Commence sales of textile inkjet printers
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| Promoting Sustainable Management |
| Achieving carbon neutrality |
- Greater brand value through successful response to societal needs
- Higher compliance costs from new laws and regulations
- Damage to corporate brand value from inability to respond to issues
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- GHG target (Scope 1, 2 / 1.5℃ level): 46% reduction by FY2031 compared to FY2020 levels
- GHG target (Scope 1, 2, 3 / 1.5℃ level): 46% reduction by FY2031 compared to FY2020 levels
- Renewable energy adoption: Increase 20X by FY2031 compared to FY2014 usage
- Achieving carbon neutrality by FY2051
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- GHG Emissions (Scopes 1, 2): Reduced by 24%
- GHG Emissions (Scopes 1, 2, 3): Reduced by 29%
- Renewable Energy Implementation: Achieved 11.5 times more
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- Promote renewable energy
- Promote company-wide energy efficiency
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- Implemented renewable energy on-site and off-site
- Implemented thorough energy savings with improved deodorizers
- Improved efficiency by visualizing GHG emissions from production and utility equipment
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| Building a circular economy |
- Increased profits through energy savings, conservation, and advanced recycling technologies
- Higher compliance costs from new laws and regulations
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- Target content, post-consumer recycled materials (PCRs) used in multifunction products (MFPs) and printers enclosures and toner containers: 1% or more in 2023; 5% or more in 2024 (Limited to models to be launched)
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- PCR material reused for multifunction products (MFPs) and printers enclosures and toner containers: 4% in 2023
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- Reusing materials and components through collection of used multifunction products (MFPs) and printers
- Reducing paper use through improved packaging
- Using environmental design standards for product design/development
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- Continued the collection and reuse of used printer containers
- Reduced paper use by improving packaging materials in the design and development of new machines
- Reduced resin in packaging materials by using pulp molds
- Established environmental design standards for product design and development of all multifunction products (MFPs) and printers
- Discussed the reduction of waste using discarded PET film
- Discussed the reuse of rare earth from the collection of fuel cells
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| Reinforcing human capital |
- Competitive advantages from workforce diversity
- Labor shortage due to shrinking labor pool
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- Target for management positions held by female employees *1: 8.0% by FY2026
- Target for eligible male employees taking childcare leave *1, 2 : 50.0% in FY2026
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- Management positions held by female employees: 5.3%
- Male employees taking childcare leave: 30.7%
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- Sharing Kyocera Philosophy
- Employee skills development
- Corporate culture promoting diversity
- LGBTQ awareness/inclusivity
- Developing more attractive work environment
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- Implemented educational courses on the Kyocera Philosophy, management, technology and skill, and global processes
- Provided e-learning courses on psychological safety and a questionnaire targeting all employees
- Volunteers handed out special badges and stickers to individuals who took part in a cycling event
- Reorganizing of headquarters and offices
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| Respect for human rights |
- Enhancing brand value through successful response to societal needs
- Potential human rights issues impacting Kyocera Group or its value chains
- Damage to corporate brand value from inadequate human rights assurance measures
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- Building a human rights "due diligence" system throughout Kyocera Group by FY2026
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- Established a human rights due diligence system
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- Identify any Kyocera Group human rights issues
- Conduct fact-finding surveys of any issues
- Survey guest-worker practices at Japan-based Kyocera Group companies and suppliers
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- Conducted a questionnaire on specific human rights issues throughout the Kyocera Group, overseas suppliers, and outsourced companies
- Corrective action on identified human rights issues (Failure to conduct evacuation drills for foreign workers, etc.)
- Implemented a supplier visit survey on the human rights of foreign labor
- Revision of Kyocera Group Human Rights Policy
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| Improving stakeholder engagement |
- Improving stakeholder relationships through communication
- Improving corporate transparency
- Damaged stakeholder relationships due to poor communication
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- Continue stakeholder communications to build trust
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- Continued communication with stakeholders
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- Reply swiftly to customers
- Act on workplace survey results
- Hold financial results briefings with shareholders and investors
- Seminars and social events for business partners
- Discuss social contribution activities with community and business partners
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- Inquiries from consumers: 3,604 cases
- Employee response rate to the workplace vitality assessment: 93.6% (targeting 29,781 employees)
- Held briefings on financial results and provided business summaries for institutional investors (4 times) and one-on-one meetings with institutional investors (350 times)
- Held company information sessions with individual investors (2 times)
- Sponsored seminars and social gatherings for partner companies (with 250 participants from 215 partner companies)
- Held sustainability reporting sessions for local communities (5 locationss)
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| Ensuring sustainable supply chains |
- Sustainable growth by ensuring strong supply chains
- Human rights issues in supply chains
- Damage to corporate brand value from inadequate human rights assurance measures
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- Human rights and labor: Ensure 0% high-risk transaction rate through supply chain survey
- Ethics: Ensure 0% high-risk transaction rate through supply chain survey
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- High-risk transaction rate regarding human rights and labor: 0%
- High-risk transaction rate regarding ethics: 0%
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- I dentify risks faced by business partners through the supply chain survey, and implement countermeasures
- Survey guest worker practices at Japan-based Kyocera Group companies and suppliers
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- Conducted supply chain surveys (319 companies)
- Conducted surveys on foreign workers
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| Reinforcing risk managemen |
- Enhancing risk management, and responding effectively during emergency
- Disaster impact, damage to corporate image, or prolonged business interruption, due to lack of disaster countermeasures
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- Annual BCP education and training
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- BCP education and training (1 time)
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- Create/review early recovery and alternative supply plans
- Identify corporate risks and countermeasures from Risk Management Committee
- Reinforce risk management processes
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- Identified corporate risks
- Held Risk Management Committee meetings (2 times)
- Start of reporting on corporate risk to the Board of Directors
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